SINT MAARTEN MDG ACCELERATION FRAMEWORK
PROMOTING SUSTAINABLE COMMUNITY DEVELOPMENT MDG ACCELERATION COMPACT
SINT MAARTEN MDG ACCELERATION FRAMEWORK: PROMOTING SUSTAINABLE COMMUNITY DEVELOPMENT
November 2016
UNDP is the UN´s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life.
United Nations Development Programme (UNDP)
Copyright © Government of Sint Maarten and UNDP 2016 All rights reserved.
Design: José Mendes Cover photo credits: DCOMM, The department of Communications of Sint Maarten. SINT MAARTEN MDG ACCELERATION FRAMEWORK
PROMOTING SUSTAINABLE COMMUNITY DEVELOPMENT
NOVEMBER 2016 TABLE OF CONTENTS
ACRONYMS...... 7 FOREWORD...... 10 ACKNOWLEDGEMENTS...... 14 ExECUTIVE SUMMARY...... 16
i. introDUction.……………………………………………………………………………………24 Country Context...... 25 Eradicating Poverty...... 26 Ensuring Environmental Sustainability...... 27 MDG Acceleration Framework...... 28
ii. proGreSS AnD cHAllenGeS in AcHieVinG MDG 1 AnD MDG 7...... 30 Progress Status of MDGs...... 31 MDG 1 Progress Status...... 32 MDG 7 Progress Status...... 33
iii. StrAteGic interVentionS...... 35 Mapping High-Impact Interventions...... 36 Four intervention areas to promote sustainable community and initial identified sub-interventions...... 36 Interventions identified at Workshop...... 39 Prioritized Interventions...... 40 1. Neighborhood/District Improvement...... 40 1.1 Enhance and Strengthen the Institutional Capacity of Community Help Desks (CHDs): Bringing Social Services to the People...... 41 1.2 Waste Management...... 42 2. Provision of Programmes for Youth in the Community...... 43 2.1 Youth Development and Training...... 43 3. Alleviation of the Socio-Economic Burden of the Elderly...... 44 3.1 Provision of Social Safety Net for Seniors, including Pensions...... 44 4. Nature Conservation...... 45 4.1 Zoning (Spatial Planning)...... 45 4.2 Enforcement of Environmental Legislation...... 45 4.3 Conservation of Biodiversity...... 46
4 SINT MAARTEN | MDG ACCELERATION FRAMEWORK iV. BottlenecK AnAlYSiS...... 47 Sint Maarten Situational Analysis...... 48 Prioritized Bottlenecks...... 50 Cross-cutting Bottlenecks...... 53
V. iDentiFicAtion oF SolUtionS...... 54 1. Neighborhood/District Improvement...... 72 1.1 Enhance and Strengthen the Institutional Capacity of Community Help Desks (CHDs)..72 1.2 Waste Management...... 73 2. Provision of Programmes for Youth in the Community...... 74 2.1 Youth Development and Training...... 75 3. Alleviation of the Socio-Economic Burden of the Elderly...... 77 3.1 Provision of Social Safety Net for Seniors, including Pensions...... 77 4. Nature Conservation...... 78 4.1 Zoning (Spatial Planning)...... 79 4.2 Enforcement of Environmental Legislation...... 80 4.3 Conservation of Biodiversity...... 81
Vi. MDG AccelerAtion plAn: BUilDinG A coMpAct...... 84 MAF Action Plan (AP)...... 85
Vii. AnneXeS...... 88 ANNEx A: IMPLEMENTATION AND MONITORING-EVALUATION PLAN FOR THE MAF ACTION PLAN IN SINT MAARTEN ...... 89 ANNEx B: ExPERTS GROUP MAF SINT MAARTEN: FEBRUARY TO SEPTEMBER 2014...... 100 ANNEx C: MAF PREPARATORY PROCESS IN THE COUNTRY AND LESSONS LEARNED...... 101 ANNEx D: LIST OF INSTITUTIONS AND ExPERTS CONSULTED...... 103 ANNEx E: SUSTAINABLE DEVELOPMENT GOALS...... 106
Viii. BiBlioGrApHY / literAtUre AnD reFerenceS...... 107
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 5 BoXeS BOx 1: DEFINITION OF INTERVENTIONS...... 36 BOx 2: ExAMPLES OF PROGRAMMES CARRIED OUT AT THE COMMUNITY HELP DESKS (CHDS)...... 42 BOx 3: DEFINITION OF BOTTLENECK...... 48 BOx 4: DEFINITION OF SOLUTION...... 55
tABleS TABLE 1: UNEMPLOYMENT RATE BY AGE GROUPS...... 43 TABLE 2: PRIORITIZED BOTTLENECKS...... 44 TABLE 4: PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS...... 50 TABLE 5: LEADING CAUSES OF SCHOOL DROPOUTS...... 75
AnneXeS ANNEx A: IMPLEMENTATION AND MONITORING-EVALUATION PLAN FOR THE MAF ACTION PLAN IN SINT MAARTEN...... 89 ANNEx B: ExPERTS GROUP MAF SINT MAARTEN: FEBRUARY TO SEPTEMBER 2014...... 100 ANNEx C: MAF PREPARATORY PROCESS IN THE COUNTRY AND LESSONS LEARNED...... 101 ANNEx D: LIST OF INSTITUTIONS AND ExPERTS CONSULTED...... 103 ANNEx E: SUSTAINABLE DEVELOPMENT GOALS...... 106
6 SINT MAARTEN | MDG ACCELERATION FRAMEWORK ACRONYMS
AoV Algemene Ouderdoms Voorziening – Government Seniors Pension AMFo Antilliaanse Mede Financierings Organisatie Ap MAF Action Plan AVBZ Health Care for Chronic Diseases AZ Ministry of General Affairs BAK Dept. of the Interior and Kingdom Relations Btp Bureau Telecom & Post cBS Central Bureau of Statistics of the Netherland Antilles cDFHA Dept. of Community Development, Family and Humanitarian Affairs cHD Community Help Desk citeS Convention on International Trade in Endangered Species cMS Convention on Migratory Species cSo Civil Society Organization DBB Directorate of Foreign Relations DcnA Dutch Caribbean Nature Alliance DcoMM Dept. of Communications Dp Development Partner eclAc Economic Commission for Latin America and the Caribbean ecYS Ministry of Education, Culture, Youth & Sports Affairs eDc Economic Development Corporation eG Experts’ Group eiA Environmental Impact Assessment epic Environmental Protection in the Caribbean eVt Dept. of Economic Affairs GeBe Gemeenschappelijke Energiebedrijf Bovenwindse Eilanden - Government of Sint Maarten-owned sole utility company producing and distributing electricity and distributing water on Sint Maarten GDp Gross Domestic Product GiS Geographic Information System HlS Household Listing Survey ict Information and Communications Technology iMWG Inter-Ministerial Working Group iVAS Inspectorate of the Ministry of Public Health, Social Development and Labour JZ&W Dept. of Legal Affairs
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 7 lBS Land-Based Sources lM Line Ministry lMiS Labour Market Information System MAc Marine Assistance and Control Unit MAF MDG Acceleration Framework MArpol Marine Pollution MDG Millennium Development Goal Mno MNO Vervat Sint Maarten NV (a private construction company) nDp National Development Plan nGo Non-Governmental Organization nipA National Institute for Professional Advancement oM Openbare Ministery which is Attorney General piJA Princess Juliana International Airport pS Private Sector ppp Public-Private Partnership r3i Regional Risk Reduction Initiative rclAc Regional Centre for Latin America and the Caribbean SBDF Small Business Development Fund SDG Sustainable Development Goal Sei Social and Economic Initiatives Ser Social Economic Council SHtA St. Maarten Hospitality and Trade Association SiDS Small Island Development States SlA Service-Level Agreement SlAc Simpson Bay Lagoon Authority Corporation SMDF Sint Maarten Development Fund SpAW Specially Protected Areas and Wildlife StAt Department of Statistics SUnFeD Sint Maarten United NGOs Foundation SVoBe Foundation of Secondary Education in the Windward Islands SXM Sint Maarten SZV Social and Health Insurances teAtt Ministry of Tourism, Economic Affairs, Traffic and Telecommunication telem Sint Maarten Telecommunications Group of Companies (local service provider) tot Training of Trainers UFA United Federation of the Windward Antilles Unions UnDp United Nations Development Programme UnDG United Nations Development Group
8 SINT MAARTEN | MDG ACCELERATION FRAMEWORK UneSco United Nations Educational, Scientific and Cultural Organization USM University of St. Maarten USonA Uitvoeringsorgaan Stichting Ontwikkeling Nederlandse Antillen UtS United Telecommunication Services N.V VSA Ministry of Public Health, Social Development and Labour VroMi Ministry of Public Housing, Spatial Planning, Environment and Infrastructure WWr Windward Roads (Windward Roads is specialized in the construction and maintenance of complete infrastructure projects on St. Maarten, Saba and St. Eustatius)
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 9 FOREWORD
In 2014, Sint Maarten embarked on employing the MAF methodology to promote sustainable community development, by focusing on two Millennium Development Goals (MDGs) that were lagging behind on Sint Maarten. As Prime Minister, it is a privilege to present the Millennium Development Goals Acceleration Framework (MAF) Report for Sint Maarten.
I am especially pleased that the Sint Maarten MAF Report and the accompanying Country Action Plan is recognized as being the first globally to accelerate progress on two instead of one MDG (MDG 1, Eradicating extreme poverty and hunger and MDG 7, Ensuring environmental sustainability) simultaneously, establish connections between the two goals, as well as be the first to address sustainable community development.
The importance of the MAF Report has been the exchange of dialogue between governmental stakeholders, non-governmental organizations civil society and the private sector and the reflection on core challenges which supports strategic development and cooperation among stakeholders. The MAF has provided for the building of bridges to enhance development and the acceleration of activities that will strengthen ongoing efforts. Internal and external stakeholders now have consensus on the interventions, the bottlenecks, common goals as well as how to address the solutions for both MDGs.
With this MAF Report and the Country Action Plan, the Government of Sint Maarten intends to embrace sustainable community development for its society in order to contribute to poverty eradication and environmental sustainability.
8 10 SINT MAARTEN | MDG ACCELERATION FRAMEWORK I am grateful for the support of the United Nations Development Programme and the leadership of the Department of the Interior and Kingdom Relations in undertaking the MAF process.
Sint Maarten assumes responsibility for implementing the MAF Country Action Plan 2014-2018. The Government of Sint Maarten also continues to promote the development of the country according to internationally agreed upon sustainable development goals and the post 2015 development agenda in collaboration with national and international partners, civil society, NGOs, community based organizations, and private sector.
Prime Minister of Sint Maarten William V. Marlin
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 11 9 FOREWORD
The Government of Sint Maarten should be commended for its leadership in recognising the importance of the Millennium Development Goals (MDGs) and placing the MDGs at the centre of its development agenda. In 2012, the Government entered into a strategic partnership with the United Nations Development Programme (UNDP) to integrate people-centred sustainable development into the development plan of the small island country. The MDG Acceleration Framework (MAF) was the primary tool utilised to fulfill the Government’s commitment to achieve the country’s development agenda.
Sint Maarten had achieved six (6) of the eight (8) MDGs. The two MDGs for which Sint Maarten saw a need to accelerate progress were: Goal 1, eradicating extreme poverty; and Goal 7, ensuring environmental sustainability. The MAF methodology fostered collaboration and coordination between government agencies and development stakeholders to advance solutions to address poverty eradication and environmental sustainability. Lessons learnt from this exercise have been incorporated into the development of an overall strategic national development plan, a project nearing completion with UNDP support.
The MAF Action Plan is notable for two very significant reasons. It has accelerated two MDG goals simultaneously and established a connection between the two. It is also one of the first MAF Action Plans to address sustainable community development and eight (8) of the seventeen (17) Sustainable Development Goals (SDGs).
Efforts to localise the SDGs into the country’s strategic planning, at such an early stage, through the MAF Action Plan are commendable. The UN System has emphasised the importance of monitoring and evaluation in its general report on the MDGs stating “what gets measured gets done.” The incisive MAF report chronicles the challenges and solutions in the way forward in order to significantly make impact poverty eradication and environmental sustainability, which are pressing issues in Sint Maarten.
10 12 SINT MAARTEN | MDG ACCELERATION FRAMEWORK
other stakeholders on concrete targeted measures designed to address the identified off-track MDGs • Determining priorities within existing strategies and plans, making use of and, in some cases, supplementing existing studies, statistics and lessons learned • Breaking down silos between sectors and MDGs in favour of a cross-sectoral, results-based approach that exploits synergies and leads to new types of collaboration and partnerships • Helping to focus MDG efforts to address development gaps and disparities by targeting The development of the MAF Action Plan was steered by an expert group to ensure local ownership of and guide the complex task of multi stakeholder coordination. Local ownership and increased stakeholder participation were crucial to the joint effort to produce practical impactful solutions to achieve the MDGs in Sint Maarten.
UNDP remains committed to working with the Government of Sint Maarten to ensure the advancement of the MAF Action Plan, and will utilise the lessons detailed in this report to implement and localise the SDGs. We offer our unwavering support as Sint Maarten endeavours, in the words of UN Secretary- General Ban Ki-moon, “to build a future of justice and hope and a life of dignity for all.
Richard Blewitt, UN Resident Coordinator Trinidad and Tobago, Suriname, Aruba, Curaçao and Sint Maarten
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 1113 ACKNOWLEDGEMENTS
To write this MAF (MDGs Acceleration Framework) report, the Government of Sint Maarten has contracted UNDP International Consultant Sarmite Bulte, who together with the project manager Loekie Morales of the Department of the Interior and Kingdom Relations (BAK), have consulted focal points in relevant ministries and stakeholders outside government such as NGOs and private sector entities. Some of the stakeholders provided data, like the Chamber of Commerce & Industry, the Central Bank, the Windward Island Bank, the Public Prosecutors office and the Census Office. Others, like the head of the Department of Statistics (STAT, Makini Hickinson), the director of the Sint Maarten Development Fund Foundation (Keith Franka), the director of the Nature Foundation (Tadzio Bervoets), the director of the Sint Maarten Youth Council Association (Connie Francis Gumbs) and the focal point of UNESCO on St. Maarten (Marcellia Henry), provided relevant data and were instrumental throughout the whole MAF process from the onset. Soualiga Engeneering and the St. Maarten Housing Development Foundation have also provided valuable information.
The Ministry of General Affairs, through the Department of the Interior and Kingdom Relations, has been responsible for coordinating these efforts and assisted in writing this report. The Ministry of Public Housing, Spatial Planning, Environment and Infrastructure (VROMI), the Ministry of Education, Culture, Youth and Sports (ECYS), the Ministry of Public Health, Social Development & Labor (VSA), the Ministry of Justice, the Ministry of Tourism, Economic Affairs, Transportation and Telecommunication (TEZVT) were engaged into the MAF.
12 14 SINT MAARTEN | MDG ACCELERATION FRAMEWORK A special thanks goes to the Secretaries General Louis Brown (SG of VROMI), Miguel de Weever (SG of TEATT), Jorien Wuite (SG of ECYS) and Joy Arnell (SG of VSA) for their commitment to the MAF. Without the support of the MAF experts group, the process would have been less inclusive. After the establishment of the MAF Experts group, comprised of representatives of the above mentioned entities, strategized together, identified interventions, analyzed the bottlenecks and the challenges which impede the development of the MDGs 1 and 7 The experts group identified the solutions needed in achieving those MDGs. The Department of Communications (DCOMM) of the government of Sint Maarten provided the pictures in the report. We like to acknowledge the UNDP international consultant Sarmite Bulte, who was pivotal during the MAF introduction and validation workshops and writing this report.
We acknowledge and appreciate all the efforts put into this process by all other stakeholders, and hope that the end result provides insights into the MAF methodology and the added value thereof in strengthening MDG 1 (eradicating extreme poverty and hunger) and MDG 7 (ensuring environmental Sustainability) which pose challenges on Sint Maarten. Lessons learned from the MAF exercise has provided invaluable insight in the way forward in progressing the sustainable development for Sint Maarten.
For more information, please visit our website www.sintmaartengov.org or write to us at [email protected] MAF Experts Group Picture
13 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 15 ExECUTIVE SUMMARY
I. INTRODUCTION As of October 10, 2010, Sint Maarten became an autonomous constituent country within the Kingdom ofAs the of 10Netherlands. October 2010, The St. Kingdom Maarten becameof the Netherlands an autonomous is comprised constituent of fourcountry countries: within the St. Maarten,Kingdom Aruba, Curacaoof the Netherlands.and the Netherlands. According Subject to the to Sint the ConstitutionMaarten 2014 of SintHousehold Maarten Listing and the Survey Charter (HLS), of the the Kingdom ofpopulation the Netherlands, of Sint Maarten Sint Maarten consists has of full 37,224 autonomy usual residents. for internal While affairs, 40 percent including of the the population environment. is under the age of 29, Census 2011 shows that Sint Maarten’s population is ageing. Sint Maarten has a population density of 1,000/km. According to the Sint Maarten 2014 Household ListingThe economy Survey (HLS),of Sint the Maarten population centres of around Sint Maarten and is highlyconsists dependent of 37,224 on usual tourism; residents the tourist (residing 12 monthsindustry or accounts more). forAccording 80 percent to ofCensus its GDP. 2011, According only 30% to visitor of the arrival people statistics were bornfor the on first the quarterisland. Most immigrants are from Haiti and the Dominican Republic. While 40% of the population is under the age of of 2014, Sint Maarten received an average 9,900 tourists per day. 29, Census 2011 shows that Sint Maarten’s population is ageing. Although defining a poverty line for Sint Maarten has not been completed, Sint Maarten does not have abject poverty. Pockets of poverty that substantiateAlthough Sint a borderline Maarten had picture the highestseem to per exist. capita income among the five islands that formerly comprised the Netherlands Antilles, Sint Maarten faces substantial economic challenges: low Thegrowth, economy high ofunemployment, Sint Maarten centresageing aroundpopulation and and is highly a current dependent account on deficit tourism; that the has tourist risen toindustry accountsworrisome for levels. 80% of Major its GDP. data Nearlygaps significantly two million complicatevisitors come diagnosis. to the island each year by cruise ship and roughly 500,000 visitors arrived through Princess Juliana International Airport in 2012. Yachts also call on SintWhile Maarten’s Sint Maarten numerous does notports have and abject harbors. poverty, According pockets to of visitor poverty arrival that substantiatestatistics for athe borderline first quarter of 2014,picture St. seemMaarten to exist. received Although an average defining 9,900 a povertytourists line per forday. Sint Consequently Maarten has maintaining not been completed, and protecting the natural environment is essential to Sint Maarten’s socio-economic wellbeing. income poverty exists on the island. Wages have not substantially increased, but the cost of living Althoughhas been Sint steadily Maarten increasing, had the thus highest contributing per capita to incomethe existing among poverty the five levels. islands that formerly comprised the Netherlands Antilles, in economic terms Sint Maarten faces substantial challenges: low growth, high unemployment,To achieve economic aging developmentpopulation and in theSint current Maarten, account tourism deficit must behas developed.risen to worrisome However, levels. if it Major datais not gaps subject significantly to conservation complicate of biodiversity diagnosis and environmental care, the development will be self-defeating. Studies conducted by the St. Maarten Nature Foundation indicate high levels of Itbiodiversity is against this and backdrop particularly that high Sint coral Maarten reef coverageutilised the within findings the Man of the of WarFirst ShoalMillennium Marine DevelopmentPark. GoalsAccording (MDGs) to these Report studies, Curacao the conserved& Sint Maarten state of the2011, Man to of guide War Shoal its nationalMarine Park development increases the agenda. Accordingeconomic tovalue that of report,goods andSint services Maarten in Sintis progressing Maarten in excesssatisfactorily of US$50 on million all MDG annually. goals, except Goal 1 (eradicating extreme poverty and hunger) and Goal 7 (ensuring environmental sustainability). Both goals pose exceptional challenges for which appropriate timely policy approaches in environment, energy,Nowhere technology is the link and between governance economic practices development are important. and Theenvironmental MDG Report care also and noted nature that island levelconservation disparities as and clear inequalities and obvious across as in the tourism. main Aeconomic polluted sectorenvironment of tourism, or lack trade of natural and industry values should bemeans further an analysed.end to tourism. Gender Sustainable biases in economicproductive development employment requires of women sustainable and young tourism, people and and the globalthat requires financial a balancecrisis are between threatening tourism the andmain nature, socio-economic while socio-cultural and environmental aspects should pillars. not be forgotten. In August 2013, the government of Sint Maarten requested technical support from UNDP Trinidad and Tobago,Against Suriname, this backdrop, Aruba, the Curacao MDG andAcceleration Sinr Maarten Framework to assist (MAF) it in efforts is a tool in ensuringthat helps further countries progress for accelerationsystematically of identifyMDG 1 and and MDGprioritize 7. feasible actions that could accelerate progress toward an MDG target that is otherwise likely to be missed (off-track). Based on the First Millennium Development Sint Maarten is the 53rd country to apply the MAF to a specific MDG goal; however, Sint Maarten is theGoal first (MDG) country Report to Curaçaoapply the & SintMAF Maartento two goals2011 simultaneously,(First MDG Report with 2011), a focus the Governmenton sustainable of Sintcommunity development.
14 16 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Maarten has chosen to accelerate its efforts on MDG 1 (poverty reduction and alleviation) and MDG 7 (environmental sustainability) with a focus on sustainable community development.
Sint Maarten is the first country not only to apply the MAF to two MDG goals simultaneously, but also to focus on sustainable community development. In addition, the MAF Country Action Plan can provide the basis for Sint Maarten’s first NDP, which is in the process of being drafted. The Sint Maarten Country AP also addresses eight of the 17 proposed Sustainable Development Goals (SDGs) of the post-2015 agenda.
II. PROGRESS AND CHALLENGES IN ACHIEVING MDG 1 AND MDG 7
Sint Maarten decided to use the Caribbean targets and indicators approved by CARICOM countries in November 2008 to measure progress on the MDGs. The Caribbean’s 25 targets and 91 indicators provide a localized framework that considers the context of the Caribbean countries and represents a case of regional adaption to global indicators.
While Sint Maarten has made substantial progress in achieving MDGs in many areas, Goal 1 (eradicating extreme poverty and hunger) and Goal 7 (ensuring environmental sustainability require special focus in order to identify the most appropriate interventions that will have the greatest impact in the achievement of those goals by 2015.
MDG 1
MDG 1 presents a mixed picture due to discrepancies and disparities across gender and socio- economic dimensions. The First MDG Report 2011 noted, inter alia, that the overall targets under this goal (with other indicators related to employment and hunger) suggest an increasing number of people facing financial hardships, prompting more school feeding programmes and increased government spending on rent subsidies and social welfare programmes; and the youth unemployment level in Sint Maarten was 29 percent.
Regarding Indicator 1 (halve the proportion of people’s incomes that fall or below the poverty line), although Sint Maarten has not yet defined a poverty line, it does have a minimum monthly salary/ wage of Naf 1482.59 – Naf 1779.11 guilders, which is being used to monitor this indicator. In Sint Maarten, 31.39 percent of the male working population and 45.07 percent of the female working population earn less than the minimum wage. 15
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 17 In relation to Indicator 2 (halve the proportion of households without access to basic services), 98.3 percent of households have electricity and 98.7 percent households have access to water.
MDG 7
Sint Maarten is highly dependent on tourism and maintaining and protecting the environment are therefore essential to its socio-economic well-being. However, the protection of the country's biodiversity and nature conservation, though a priority, have been delayed in spite of its economic and intrinsic value. According to the First MDG Report 2011, although critical for small islands and their inhabitants, MDG 7 is lagging. The Report notes the following:
Zoning plans are underway in Sint Maarten Environmental issues, such as solid waste and waste water problems need attention On the small islands, clean water, fisheries, usable land depend on having functioning ecosystems and dealing appropriately with the management of these natural resources There are hurricane threats during six months of each year, which the effects of climate change have intensified The lack of a coherent policy for the prevention, reduction and recycling of waste in the past has led to a steady growth of the volume of waste, whereas the small islands have very little space for waste disposal Healthy coastal waters and protection of the extremely sensitive coral reefs are of fundamental importance
According to the Nature Foundation St. Maarten, the following significant issues issues require urgent attention:
Recycling of solid waste Waste water and solid waste disposal Waste management and the landfill situation near the centre of Philipsburg Implementation of terrestrial protection (i.e., land park, hillside policy) Wetlands protection
III. STRATEGIC INTERVENTIONS
Following the initial review of available data, bilateral meetings with officials from line ministries (LMs), development partners (DPs), non-governmental organizations (NGOs), the private sector and the MAF Methodological/Consultation Workshop, an analysis was conducted based on which interventions would have the potential to accelerate progress on MDG 1 and MDG 7. The following seven sub-interventions were prioritized under the following four key interventions areas:
1. neighbourhood/District improvement Enhance and strengthen the institutional capacity of Community Help Desks (CHDs) Waste Management
16 18 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 2. provision of programmes for Youth in the community Youth Development and Training
3. Alleviation of the Socio-economic Burden of the elderly Provision of Social Safety Net for Seniors, including Pensions
4. nature conservation Zoning (Spatial Planning) Enforcement of Environmental Legislation Conservation of Biodiversity
IV. BOTTLENECK ANALYSIS
Bottlenecks relating to each intervention were identified, prioritized and ranked according to their impacts and the existence or non-existence of quick and effective solutions. Among the bottlenecks identified, the MAF process prioritized 25 bottlenecks to the effective implementation of the seven key sub-interventions to promote sustainable community development:
1. neighbourhood/District improvement
1.1 Enhance and strengthen the institutional capacity of Community Help Desks Insufficient coordination and planning among the Community Help Desk Division, private sector and community-based active NGOs Coordination difficulties between the Community Help Desk Division and all ministries, including lack of consistent involvement from all ministries Lack of awareness, information and understanding of the purpose and services of Community Help Desks
1.2 Waste Management Lack of locations to dispose waste Lack of local data on health effects and consequences of unmanaged waste Lack of education and awareness of public social responsibility in waste management Lack of management of liquid and solid waste in a structured, organized and efficient manner Lack of impact of existing fines Lack of adequate enforcement of fines
2. provision of programmes for Youth in the community
2.1 Youth Development and Training Lack of market-driven educational/training programmes Lack of enforcement of labour legislation Negative market perception of local youth Lack of employment and labour policies Lack of long-term vision and comprehensive planning for labour market and employment
17 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 19 3. Alleviation of the Socio-economic Burden of the elderly
3.1 Provision of Social Safety Net for Seniors, including Pensions Limited compliance by individuals and businesses with pension legislation and mandatory contributions Lack of a vision on ageing
4. nature conservation
4.1 Zoning (Spatial Planning) Lack of alignment between the issuing of VROMI permits (building and hindrance) and economic licenses Lack of public influence on the final decision and approval process
4.2 Enforcement of Environmental Legislation Lack of establishment of proper fines, implementation of fines and a collection system Lack of mandated Environmental Impact Assessments Lack of public awareness of existing environmental legislation
4.3 Conservation of Biodiversity Lack of knowledge of value and economic benefit of natural and cultural heritage Lack of terrestrial protection Lack of wetlands protection Lack of coastal zone protection
V. IDENTIFICATION OF SOLUTIONS
The constraints linked to the poor performance of interventions in achieving MDG 1 and MDG 7 have been subject to an evidence-based analysis for the purpose of identifying acceleration solutions capable of producing greater impact in the short and medium terms. For each of the prioritized bottlenecks, several solutions that can be applied were considered and the process to validate the selection was undertaken, including the respective roles of relevant partners. A final selection was made on the basis of the solution’s impact (in terms of scope/magnitude, rapidity, sustainability and any adverse potential effects) on the bottleneck as well as the governance, capacity, technical partnerships and financial feasibility of the solution.
With these principles in mind, 42 key solutions were identified and prioritized on the basis of existing policies, actions plans and programmes. The solutions are all suitable for short- and long- term implementation from 2014 until 2018, with sustained results beyond 2015 to 2018.
1. neighbourhood/District improvement
1.1 Enhance and Strengthen the Institutional Capacity of Community Help Desks (CHDs) Improve communications among Help Desks, private sector and active community-based NGOs
18
20 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Establish formal agreements between Project Leader and counterparts within different departments with the support of the Council of Ministers Develop a revised, broad-based and consistent communications plan for the CHDs
1.2 Waste Management Implement the waste-to-energy system/plant and use energy created to reduce energy costs to consumers Institute recycling and re-use of solid waste programmes (Trias energetica: reduce, re-use and recycle) Form cross-country partnerships Introduce (underground) waste collection systems in specific areas Launch a wide-scale, holistic, long-term media and event campaign to tackle waste management and the effect it ash on the health of the population, on nature and on the environment Launch awareness campaign of public social responsibility in waste management Compile and execute a master plan for sewage and solid waste management Establish punitive sanctions and fines that are above acceptable thresholds for normal operational costs Prioritize and mandate enforcement of fines
2. provision of programmes for Youth in the community
2.1 Youth Development and Training Develop a new curriculum for hospitality training to reflect market demands Enhance and improve the Labour Market Information System (LMIS) for the private and public sectors Provide traineeships/internships/apprenticeships that target local youth Research employers’ demands and needs Implement public-private partnership (PPP) agreements for each sector for continuous youth development and training Introduce job shadowing programmes Implement tighter controls for residence and work permits Launch public campaign on service-oriented education Advocate/encourage employer understanding of benefits of employing local youth Develop, target and tailor make programmes to address social and emotional issues affecting youth Involve employers in the development, implementation and evaluation of a service- oriented curriculum throughout the educational system Develop labour policies and employment policies Establish and implement a long-term and comprehensive vision for labour market and employment
19 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 21 3. Alleviation of the Socio-economic Burden of the elderly
3.1 Provision of Social Safety Net for Seniors, including Pensions Conduct an assessment of the social security system and premiums Establishment of coordinated controls and inspection Develop and implement a vision on ageing
4. nature conservation
4.1 Zoning (Spatial Planning) Coordination and streamlining of zoning (spatial planning) procedures Enhance public consultations Enhance the transparency and process of political decision-making in the final stages of the approval of the zoning plans
4.2 Enforcement of Environmental Legislation Collaborate with community police officers on the enforcement of environmental legislation Re-educate and re-train inspectors on their tasks and the mandate of environmental legislation Establish an independent governmental inspection agency, such as IVSA, the inspectorate attached to the Ministry of Public Health, Social Development and Labour (VSA), for the enforcement of environmental legislation Mandate Environmental Impact Assessments Raise environmental awareness by launching a wide-scale, holistic, long-term media campaign to make the population aware of the existence and content of environmental legislation
4.3 Conservation of Biodiversity Implement an environmental/conservation tourism tax Link ecosystem protection to the economy Implement terrestrial protection (i.e., land park, hillside policy) through the implementation of legislation and treaties to which Sint Maarten is a party, including the Convention on International Trade in Endangered Species (CITES), Cartagena Convention/Specially Protected Areas and Wildlife (SPAW) Protocol, Convention on Biodiversity, the Nairobi Convention, Convention on Migratory Species (CMS), International Convention on Wastewater Discharge Marine Pollution (MARPOL) Implement wetlands protection through implementation of legislation and treaties to which Sint Maarten is a party, including the CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, the Nairobi Convention, Ramsar Convention and the CMS Expand the boundaries of the current Man of War Shoal Marine Park Implement coastal zone protection through implementation of legislation and treaties to which Sint Maarten is a party, including the CITES, Cartagena Convention/ SPAW Protocol, Convention on Biodiversity, the Nairobi Convention, the Convention on the Protection of Sea Turtles and the CMS
20 22 SINT MAARTEN | MDG ACCELERATION FRAMEWORK VI. MDG ACCELERATION PLAN: BUILDING A COMPACT
The MAF analysis has uncovered the most crippling bottlenecks as well as the most effective solutions to address them in the near term to effectively and quickly scale up coverage in the four major intervention areas and seven sub-interventions. However, the Government of Sint Maarten will not be able to implement these solutions on its own. If these major bottlenecks to achieving MDG 1 and MDG 7, with a special focus on sustainable community development, are to be effectively removed within the next one to three years, the Government of Sint Maarten will need the support of all the stakeholders who can influence sustainable community development – not just, BAK, ECYS, VSA and VROMI, but also other LMs and government agencies, bilateral and multilateral donors, UN funds and agencies, CSOs, NGOs and the private sector. Therefore, this MAF analysis is the basis of a Country AP to bring together all partners to support the effective implementation and scaling up of the seven sub-interventions in the four key prioritized areas.
The private sector also has a critical role to play in achieving MDG 1 and MDG 7 and will be called upon to complement the public sector. Only through this renewed partnership can sustainable community development be achieved.
Financing of solutions proposed under the MAF Action Plan is still to be ascertained within the Government of Sint Maarten’s budget for 2016 and onwards. Financing for actions approved under the MAF will also be sourced from many diverse, but complementary, stakeholders.
Implementation of the AP is based on five principles: (i) high level of ownership by the Government of Sint Maarten and its partners; (ii) commitment on the part of partners identified by the exercise in mobilizing the necessary financing; (iii) a monitoring-evaluation system for the process; (iv) acceptance of the MAF document by all stakeholders in sustainable community development as a reference point to enable them to more effectively target their financial and technical support sources in line with the four key areas of interventions and the seven sub-interventions identified within the AP; and (v) repositioning of national strategies in order to take into account the priorities defined in the AP within the framework of the acceleration of MDG 1 and MDG 7, with a special focus on sustainable community development.
The collaborative and inclusive processes through which this MAF Action Plan was produced will spill over in promoting a shared commitment in developing Sint Maarten. Development partners, including UNDP, remain committed to supporting the Government of Sint Maarten to fully implement and monitor the MAF Action Plan.
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 23
21 1. INTRODUCTION
24 SINT MAARTEN | MDG ACCELERATION FRAMEWORK This section provides an overview of the major The executive power in external affairs rests with recent events globally and nationally that the Council of Ministers of the Kingdom. Sint has had a direct impact on MDG progress and Maarten is represented in this Council by the describes the need for MDG acceleration to Minister Plenipotentiary. Sint Maarten follows enable Sint Maarten to meet the MDGs by 2015. a multi-party democracy with a unicameral Parliamentary system under the constitutional coUntrY conteXt monarchy; parliamentarians are elected through island elections. The leader of the party winning “Sustainable economic development, including the elections usually becomes the prime minister poverty alleviation, is only possible with sound and the head of the government. The King environment and nature policy” 1 of the Netherlands, King Willem Alexander, is represented in Sint Maarten by the Governor. Sint Maarten is the smallest island in the The Governor and the Council of Ministers Caribbean Sea,2 situated on one of the northern form the government, with executive power in or Leeward Islands. It is located in the Greater internal affairs. English and Dutch are the official Antilles east of the U.S. Virgin Islands at 18’03” languages of Sint Maarten. degrees N latitude and 63’06” degrees W Sint Maarten has a population density of longitude. Sint Maarten has a total area of 37 1,000/km. According to the Sint Maarten 2014 square miles3 and is divided into eight zones/ Household Listing Survey (HLS), the population districts: Cole Bay, Cul-de-Sac, Little Bay, Lower of Sint Maarten consists of 37,224 usual residents Princess Quarter, Lowlands, Philipsburg, Simpson (residing 12 months or more). According to Bay and Upper Princess Quarter. The capital Census 2011, only 30 percent of the people of Sint Maarten is Philipsburg. Sint Maarten were born on the island. Most immigrants are shares the same island with the French overseas from Haiti and the Dominican Republic. While territory of St. Martin. 40 percent of the population is under the age of 29, Census 2011 shows that Sint Maarten’s As of 10 October 2010, Sint Maarten became population is ageing. an autonomous constituent country within the Kingdom of The Netherlands. The Kingdom The economy of Sint Maarten centres around of The Netherlands is comprised of four and is highly dependent on tourism; the tourist countries: St. Maarten, Aruba, Curacao and The industry accounts for 80 percent of its GDP. Nearly Netherlands. Subject to the Constitution of Sint two million visitors come to the island each Maarten and the Charter of the Kingdom of The year by cruise ship and roughly 500,000 visitors Netherlands, Sint Maarten has full autonomy for arrived through Princess Juliana International internal affairs, including the environment. The Airport in 2012. Yachts also call on Sint Maarten’s Dutch Government is generally responsible for numerous ports and harbours.4 According to defence of the Kingdom, foreign relations, Dutch visitor arrival statistics for the first quarter of nationality and the Supreme Court in The Hague. 2014, Sint Maarten received an average 9,900
1. Nature & Environment Policy Plan Netherlands Antilles, 2004-2007, approved by Council of Ministers 26 May 2004 2. St. Maarten Chamber of Commerce and Industry 3. Government of Sint Maarten, Working for the People: Governing Programme 2012-2014 4. Imminga-Berends, Drs. Helene, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013, funded by the European Commission to draft Environmental Profiles for the OCTs 5. Department of Statistics (STATT)
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 2523 tourists per day5. Consequently, maintaining and they are poor. The definition of ‘real poverty’ and protecting the natural environment are essential ‘perceived’ poverty is an essential distinction that to Sint Maarten’s socio-economic well-being.6 is yet to be made.
Although Sint Maarten had the highest per The smaller the island, the higher the cost of capita income among the five islands that living – as is the case in Sint Maarten, which formerly comprised the Netherlands Antilles,7 is exacerbated by the relatively high cost of Sint Maarten faces substantial economic house rentals. However, the Government of Sint challenges: low growth, high unemployment, Maarten also provides social housing for the ageing population and the current account lower-income group. 10 deficit. Major data gaps significantly complicate the diagnosis.8 Government policies to help resolve the economic situation of vulnerable people erADicAtinG poVertY have been introduced over the years in social welfare programmes such as pension plans and While Sint Maarten does not have abject poverty, increased levels of minimum wages.11 pockets of poverty that substantiate a borderline picture seem to exist. There are no large slum According to the Government of Curacao areas on Sint Maarten, although there are smaller and Government of Sint Maarten and United areas on the Sint Maarten with a relatively high Nations Development Programme (UNDP), First percentage of inadequate housing.9 Millennium Development Goals Report Curacao and Sint Maarten 2011 (First MDG Report, 2011), Although defining a poverty line for Sint Maarten island-level disparities and inequalities across has not been completed, income poverty exists the main economic sector of tourism, trade and on the island. In 2013/2014, the Government industry need to be further analysed. Gender of Sint Maarten, through the Department of biases in productive employment of women and Statistics (STAT), undertook a Well-Being Survey young people and the global financial crisis are to provide a baseline for the poverty line threatening the main socio-economic pillars. calculation. According to the Well-Being Survey, more than 40 percent of the households surveyed The effect of the financial crisis is evident in considered themselves in need, compared to declining household income and increasing 28.5 percent who consider themselves poor. inflation, which have resulted in a higher cost Socially ‘being poor’ has a more permanent and of living. Inadequate government response to somewhat stigmatic meaning, while ‘living in safeguard critical sectors and to protect the need’ is considered a less permanent and more vulnerable could eventually lead to potential socially acceptable state of being. Of those living deterioration in the quality and delivery of key in need, more than half (54.1 percent) feel that social services in health and education.
6. Imminga-Berends, Drs. Helen, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013, funded by the European Commission 7. CIA The World Factbook: Sint Maarten 8. Imminga-Berends, Drs. Helene, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013, funded by the European Commission: See footnote that refers to IMF Country Report No. 11/342, Dec. 2011 9. Government of Curacao and Government of Sint Maarten and United Nations Development Programme (UNDP), “First Millen- nium Development Goals Report Curacao and Sint Maarten 2011”: January 2011 (First MDG Report 2011) 10. Ibid. 11. Ibid.
24 26 SINT MAARTEN | MDG ACCELERATION FRAMEWORK enSUrinG enVironMentAl SUStAinABilitY resources; a strong dependence on imports especially, but also on exports, a very small A healthy environment and a rich diversity of economic home market; and a limited size of the nature are requirements for the existence and agricultural sector.15 well-being of humankind and for economic development. 12 To achieve economic development in Sint Maarten, tourism must be developed. However, if The pristine nature of the Dutch Caribbean this is not subject to conservation of biodiversity contains the richest biodiversity in the Kingdom and environmental care, the development will of the Netherlands. The diverse ecosystems be self-defeating.16 are a magnet for tourism and, at the same time, the most important source of income for Studies conducted by the Nature Foundation the islanders. Nature on the islands is unique St. Maarten indicate high levels of biodiversity and important, but it is also fragile. The lack and particularly high coral reef coverage within of sustainable funding, policy support and the Man of War Shoal Marine Park. According to adequate spatial planning poses the most these studies, the conserved state of the Man of significant threats.13 However, environmental War Shoal Marine Park increases the economic policymaking is complex, time-consuming and value of goods and services in Sint Maarten in cumbersome. In practice, it means that policy in excess of US$50 million annually.17 many smaller countries like Sint Maarten is not yet implemented.14 Tourism, environment and nature are inextricably linked. Tourism is also one of the most, if not The starting point for Environment and the most, important pillars of the economy Nature Conservation Policy is the sustainable of all islands. Nowhere is the link between development of Sint Maarten, constrained by the economic development and environmental special issues of Small Island Development States care and nature conservation as clear and (SIDS). Sustainable Development is defined as obvious as in tourism. A polluted environment development tailored to meet the needs of the or lack of natural values means an end to present without compromising the abilities of tourism. Sustainable economic development future generations to meet their needs. SIDS requires sustainable tourism, and that requires characteristically has specific geographical, a balance between tourism and nature, while social and economic constraints that impede socio-cultural aspects should not be forgotten. their aims to consistently achieve a policy of Economy (tourism) depends on ecology (nature sustainable development. These constraints and the environment). The primary objective include a restricted and limited surface area; very is then to seek a balance between tourism and little ‘buffer’ area; activities on land that often nature and the environment – i.e., ecologically directly influence the surrounding sea (and vice sustainable tourism.18 versa); a limited range and reserves of natural
12. Nature & Environment Policy Plan 2004-2007 13. Dutch Caribbean Nature Alliance (DCNA) website 14. Imminga-Berends, Drs. Helene, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013: European Commission 15. Nature & Environment Policy Plan 2004-2007, page 11 16. Nature & Environment Policy Plan 2004-2007 17. http://www.dcnanature.org/man-of-war-shoal-national-marine-park/ 18. Nature & Environment Policy Plan 2004-2007
25 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 27 Sint Maarten is also particularly vulnerable to the the impact of interventions. These activities are threat of global warming, given its dependence expected to be carried out by a diverse array on the tourist industry and the low altitude of partners, each according to its respective of part of its territory. The island is fringed by mandates and areas of expertise. While many coral reefs, which are a crucial component of its different actions could have some degree of delicate ecosystem. They are very important as a impact towards acceleration, well-defined criteria tourist attraction and therefore to livelihoods on and evidence from the ground are used to help the island, as a spawning ground for fish and as prioritize those that are likely to have greater a natural buffer area protecting the islands from effect. Systematic identification, prioritization sea damage during storms. Climate change also and a robust partnership for implementation are poses a threat to beaches, a major concern, given central to the value addition of the MAF.21 the reliance on tourism.19 Based on the First MDG Report 2011, the MDG AccelerAtion FrAMeWorK Government of Sint Maarten has chosen to accelerate its efforts on MDG 1 (poverty reduction In 2010, the United Nations Development and alleviation) and MDG 7 (environmental Group (UNDG) endorsed the MDG Acceleration sustainability). As noted in the First MDG Report Framework (MAF) in response to a call to make 2011, exploring linkages between poverty faster progress on the MDGs. The MAF is a tool and the environment could stimulate socio- that helps countries systematically identify and economic growth. Moreover, evidence shows prioritize feasible actions that could accelerate that there are important synergies among the progress towards an MDG target that is otherwise MDGs – acceleration in one Goal often speeds likely to be missed (off-track) by 2015. Developed up progress in others. Investing in women’s and tested by the United Nations Development empowerment, education, employment- Programme (UNDP), in collaboration with the UN intensive growth, agricultural innovation, energy, Specialized Agencies in 10 countries over 2009- environmental sustainability and health can also 2010, the MAF was formally launched at the 2010 have significant multiplier effects across MDGs. MDG Review. It is now in use in over 50 different countries in various developing regions, across a Sint Maarten is the first country not only to apply range of MDGs as well as other locally important the MAF to two MDG goals simultaneously, goals that go beyond the MDG agenda.20 but also to focus on sustainable community development. In addition, as the Government The first phase – the roll-out phase – ends with the of Sint Maarten is in the process of drafting the technical and political validation of the MAF action country’s first National Development Plan (NDP), plan. This plan – based on and complementary it is intended that the MAF Country Action Plan to existing policies and programmes – serves will provide the basis for the NDP. to focus and consolidate efforts in areas where they are likely to be most impactful and to align The Government of Sint Maarten undertook partner initiatives accordingly. The acceleration formulation of the MAF, including the action plan contains specific activities to help preparation of the Action Plan, under the overall resolve bottlenecks that are significantly limiting leadership of the Ministry of General Affairs,
19. Imminga-Berends, Drs. Helene, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013: European Commission 20. UNDP, “Accelerating Progress, Sustaining Results The MDGs to 2015 and Beyond”, page 13 21. UNDP, “Accelerating Progress, Sustaining Results The MDGs to 2015 and Beyond”, page 15
26 28 SINT MAARTEN | MDG ACCELERATION FRAMEWORK using a participatory and systematic process of Scientific and Cultural Organization (UNESCO); development and assessment that involved line NGOs, including Environmental Protection in the ministries (LMs), development partners (DPs), Caribbean (EPIC), Nature Foundation St. Maarten, non-governmental organizations (NGOs), the Sint Maarten National Heritage Foundation, and private sector (PS) and civil society organizations Sint Maarten United NGOs Foundation (Sunfed); (CSOs). and CBOs, including Social Economic Council (SER), Foundation of Secondary Education in Initially, a desk review of available data and the Windward Islands (SVOBE), Sint Maarten resources was undertaken; this was followed by Youth Council and the United Federation of the bilateral consultations with stakeholders over a Windward Antilles Unions (UFA). five-week period in Sint Maarten from January to February 2014. Following the Methodological/Consultation Workshop, an Experts Group (EG) was Thereafter, a two-day MAF Methodological/ constituted consisting of government, NGO Consultation Workshop, co-chaired by the and private sector representatives to continue Department of the Interior and Kingdom to build on the draft MAF Action Plan that had Relations (BAK) of the Ministry of General Affairs been developed at the workshop. Consultations (AZ) and UNDP Trinidad and Tobago, Suriname, with stakeholders continued to be undertaken Aruba, Curacao and Sint Maarten, was held by the EG. A Validation Workshop was held on from 18-19 February 2014 with representatives 10 September 2014 with all stakeholders to of the Ministry of General Affairs; other line provide finalizing touches to the MAF Action ministries (including the Ministry of Public Plan and initiate discussions as how to best Health, Social Development and Labour (VSA); implement the Plan. Two pilot projects to be the Ministry of Public Housing, Spatial Planning, implemented immediately were identified from Environment and Infrastructure (VROMI); the activities noted in the Action Plan.22 Moreover, Ministry of Education, Culture, Youth and at the Validation Workshop, it was duly noted Sports Affairs (ECYS); the Ministry of Justice; that the Action Plan also addresses eight of the and the Ministry of Tourism, Economic Affairs, 17 proposed Sustainable Development Goals Traffic and Telecommunication (TEATT)); Sint (SDGs) of the post-2015 agenda.23 Maarten Housing Development Foundation; Sint Maarten Development Fund; state entities The Report is structured as follows: (i) progress including Gemeenschappelijke Energiebedrijf and challenges in achieving the MDGs generally Bovenwindse Eilanden – Government of Sint and MDGs 1 and 7 in particular in Sint Maarten; (ii) Maarten-owned utility company (GEBE) and priority interventions; (iii) analysis of bottlenecks Simpson Bay Lagoon Authority Corporation in priority interventions; (iv) identification and (SLAC); Central Bank of Curacao and Sint prioritization of solutions to bottlenecks; and Maarten; UNDP; United Nations Educational, (v) action plan and implementation, monitoring and evaluation plan.
22. For MDG 1, it was decided to immediately proceed with the implementation of Solution 2.1.1.1: Develop a new curriculum for hospitality training which reflects market demand, by undertaking the first proposed activity ”to identify existing programmes and courses that can be pooled to form a comprehensive hospitality training programme, including re-assessing the training programmes at the National Institute for Professional Advancement (NIPA) and the Sundial School”; and, for MDG 7, it was agreed to proceed with the implementation of Solution 4.3.2.1: Implement Terrestrial Protection, by proceeding with the first activity “to undertake a terrestrial biological inventory”. 23. See Annex E for a list of the proposed Sustainable Development Goals that were tabled in the UN General Assembly in Septem- ber 2015.
27 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 29 II. PROGRESS AND CHALLENGES IN ACHIEVING MDG1 AND MDG 7
30 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Although Sint Maarten has achieved progress universal primary education), Goal 4 (reducing in the last three years of MDG implementation, child mortality) and Goal 5 (improving maternal challenges remain. With just under one year health), especially when compared with other remaining to the MDG deadline, Sint Maarten will countries in the Caribbean region. Moreover, Sint have to accelerate its effort – in collaboration and Maarten is on track to achieving the other targets support by its development partners, including under Goal 3 (promoting gender equality and NGOs, CSOs and the private sector – if it is to empowering women) and Goal 8 (developing meet MDG 1 on poverty reduction and MDG 7 on a global partnership for development) with ensuring environmental sustainability. directed innovation interventions by 2015. Goals 1 (eradicating extreme poverty and hunger), 6 This section provides an overview of the major (combating HIV/AIDS, malaria and other diseases) findings of the situation analysis and provides and 7 (ensuring environmental sustainability) a rationale for the selection of MDG 1 and pose challenges for which appropriate timely MDG 7, with a focus on sustainable community policy approaches in environment, energy, development. This chapter reflects on the technology and governance practices are outcome of a consultative process and builds important. upon the First Millennium Development Goals Report Curacao & Sint Maarten 2011 (First MDG The First MDG Report also noted that there is a Report 2011). further need for an in-depth understanding of the social, economic, cultural, environmental and proGreSS StAtUS oF MDGs political factors that constrain and could partially halt progress on Goals 1, 6 and 7. Specific targets and indicators have beenestab - lished for all of the MDGs. Sint Maarten decided Following the release of the First MDG Report that it would be better to use the Caribbean tar- in 2011, a cross-sectoral MDG Work Group was gets and indicators approved by the CARICOM constituted in 2012 with representatives from countries in November 2008. The Caribbean’s LMs, NGOs and the private sector to act as a 25 targets and 91 indicators provide a localized coordinating body to ensure coordination of framework that takes the context of the Caribbe- dialogue within each respective entity, act as an countries into consideration and represents a focal points for each respective entity and collect case of regional adaption to global indicators.24 data to continue measuring progress on the See Annex B, of the First MDG Report 2011 for status of the MDGs. However, data collection the “The Caribbean Specific Millennium Devel- still remains a challenge for a number of reasons, opment Goals, Targets and Indicators” and “The including the lack of compulsory data collection Millennium Development Goals in Curacao and and management, human resources and Sint Maarten: Status at a Glance”. coordination of data among the government, NGOs and the private sector. According to the First MDG Report 2011, Sint Maarten was progressing satisfactorily on three The Work Group was also mandated to initiate of the eight goals, particularly Goal 2 (achieving the MAF process and prepare the 2014 MDG Progress Report.
24. First MDG Report 2011
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 3129 MDG 1 proGreSS StAtUS • Youth unemployment levels of 29 percent exist in Sint Maarten. MDG 1 presents a mixed picture due to • There exists a question of the employability discrepancies and disparities across gender and and retraining of the returning Diaspora. socio-economic dimensions. On the level of income, the poverty line of US$1/day, calculated using the purchasing power parity ratio is not indicator 1 – Halve, the proportion of people’s relevant because the cost of living is already incomes that fall at or below the poverty line very high.25 (a) proportion of males’ incomes that fall at or below the poverty line targets are: halve between 1990 and 2015 (b) proportion of females’ incomes that fall the proportion of people who fall below the at or below the poverty line poverty line, the proportion of people who suffer from hunger and the proportion of Sint Maarten has not yet defined a poverty persons without access to basic services line, but does have a minimum hourly wage. The minimum hourly wage yields a minimum The First MDG Report 2011 noted the following monthly salary/wage of Naf 1482.59 (US$823.66) salient facts: – Naf 1779.11 guilders (US$988.39) • 38 percent of all households are headed by a woman. • Studies conducted by the Economic • The income category used to determine the Commission for Latin America and the number of males and females earning less Caribbean (ECLAC) indicated that households than the minimum wage is Naf 1000-2000 headed by a woman run a high chance of guilders (US$555.55-1,111.11) falling below the poverty line. A woman in • Number of males earning less than Naf such a position bears a disproportionately 2000 guilders (US$1,111.11) is 3,527, which heavy load, as she has to provide an income represents 31.39 percent of the male working and take care of the children at the same time. population • Of all persons in Sint Maarten aged 15 years • Number of females earning less than Naf and older, 22 percent had no income. 2000 guilders (US$1,111.11) is 4573, which • The overall targets under this goal with other represents 45.07 percent of the female indicators related to employment and hunger working population26 suggest an increasing number of people facing financial hardships, prompting more indicator 2 – Halve, the proportion of school feeding programmes and increased households without access to basic services government spending on rent subsidies and (a) proportion of households with access to social welfare programmes (general old- electricity age pension, general widows and orphans pension, illness and accident insurance) (b) proportion of households with access to water
25. Ibid. 26. Arnell, Joy, Acting Secretary General, VSA, “Progress and Challenges on Poverty Alleviation: Goal 1 – Eradicate Extreme Poverty and Hunger”, Power Point Presentation at the Methodology Workshop: February 2014
30 32 SINT MAARTEN | MDG ACCELERATION FRAMEWORK (c) proportion of households with Targets are: television/cable connection • Integrating the principles of sustainable (d) proportion of households with internet development into country policies and connection programmes and reversing the loss of (e) proportion of households with a fixed/ environmental resources mobile telephone • Reducing by half, the proportion of people without sustainable access to safe drinking In Sint Maarten, the package of basic household water and basic sanitation services includes: electricity, water, television/ • Having achieved, by 2020 significant cable connection, internet connection and fixed/ improvement in lives of at least 70 percent of mobile telephone. persons living in poor communities • Ensuring the availability of a vulnerability • Percentage of households with access to index for the Caribbean that is sensitive to electricity: 98.3 percent (CBS, 2010) economic, social and environmental threats • Percentage of households with access to within the next five years water: 98.7 percent (CBS, 2010) • Percentage of households with television: 92 According to the First MDG Report 2011, percent (CBS, 2011) although critical for small islands and their • Percentage of households with cable inhabitants, MDG 7 is lagging. The Report notes connection: 67 percent (CBS, 2011) the following: • Percentage of households with computers: • Zoning plans are underway. 25 percent (CBS, 2011) • Environmental issues, such as solid waste and • Percentage of households with an internet waste water problems, need attention. connection: 15 percent (CBS, 2011) • On the small islands, clean water, fisheries and • Number of households with fixed telephone usable land depend on having functioning connection: 13, 832 (CBS, 2009) ecosystems and dealing appropriately with the management of these natural resources. • Number of mobile telephone connections: 69,440 (CBS, 2009)27 • There are hurricane threats during six months each year, which has been intensified by the effects of climate change. MDG 7 proGreSS StAtUS • Healthy coastal waters and protection of the extremely sensitive coral reefs are of Sint Maarten is highly dependent on tourism fundamental importance. and therefore maintaining and protecting the environment is essential to its socio-economic According to the Nature Foundation St. well-being.28 However, protection and nature Maarten, the following significant issues were conservation, though a priority, have been still facing Sint Maarten in 2014: delayed in spite of its economic and intrinsic value of biodiversity.29
27. Ibid. 28. Imminga-Berends, Drs. Helene, “Environmental Profile-Sint Maarten”, Draft 27 Nov. 2013: European Commission 29. First MDG Report, 2011 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 33
31 • Recycling of solid waste • Waste water and solid waste disposal • Waste management and landfill situation near the centre of Philipsburg • Implementation of terrestrial protection (i.e., land park, hillside policy) • Wetlands protection
However, there are also environmental success stories in Sint Maarten, where progress towards achieving environmental sustainability is being made. Following the establishment of an ecological baseline and an economic valuation, a marine protected area was created. The Sint Maarten Man of War Shoal Marine Park was established in 2010 after negotiations with the government and stakeholders. The features of the park included natural coral reefs, man- made reefs, historical wreck/artefacts, sea grass beds, turtle nesting beaches and four islets with migratory birds’ nesting grounds.30
In addition, a Ministerial Decree on Shark Conservation was enacted in October 2011 with a ban on shark fishing.
30. Nature Foundation St. Maarten, “MAF MDG Goal 7: Ensuring Environmental Sustainability”, Power Point Presentation by Tadzio Bervoets at the Methodology Workshop, February 2014
32 34 SINT MAARTEN | MDG ACCELERATION FRAMEWORK III. STRATEGIC INTERVENTIONS
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 35 Challenges of uneven progress in countries accelerating progress toward MDG 1 and MDG worldwide underscore why domestic policies 7 by 2015. This section focuses on the following and effective interventions are critical to question: Is the country fully implementing all accelerating MDG progress. This section interventions identified as relevant, evidence- provides an overview of the major findings based, cost-effective and country-specific for of the situation analysis and identifies and meeting the objectives of MDG 1 and MDG 7, prioritizes the interventions that are critical to respectively?
BoX 1: DeFinition oF interVentionS
Within the MDG Acceleration Framework, an intervention is defined as the delivery of a package of goods and services, and/or infrastructure to achieve development goals and targets within a set timeline. Interventions must be evidence-based and have proven impact; required interventions must also be grounded in real needs and not be a wish list.
MAppinG HiGH-iMpAct interVentionS FoUr interVention AreAS to proMote SUStAinABle coMMUnitY The MAF process starts by mapping out and DeVelopMent AnD initiAl iDentiFieD prioritizing the required interventions that SUB-interVentionS will have greatest country-specific, near-term impact in reaching a priority MDG target. Based on the initial review of available data and bilateral meetings conducted with officials from A mapping of existing programmes that LMs, government funds and foundations, state enhance sustainable community development entities, NGOs and CSOs, various stakeholders in Sint Maarten was undertaken and, as a result identified the following interventions across thereof, a number of key interventions were four main intervention areas that facilitate profiled in the Situational Assessment Report sustainable community development and and were presented during the Methodological/ accelerate progress on MDG 1 and MDG 7: Consultation Workshop held in February 2014. Once interventions were identified, they were 1. neighbourhood/District improvement prioritized based on their likely development impact to achieve the MDG target. In general, • Integrated Neighbourhood Development MAF seeks to prioritize interventions that have Programme (INDP) – provision of social near-term impact, but can yield results that can services from government and social partners be sustained in the long term. to neighbourhoods - Establishment of Community Help Desks - Assessment of identified neighbourhoods - Funding of NGOs to implement recommendations arising from the neighbourhood assessments
3436 SINT MAARTEN | MDG ACCELERATION FRAMEWORK • Provision of social mapping • Support for the preparation of a thorough • Analysis and debate of (regional) migration framework for drainage and water as well as the informal work and review its management and for sewer management current and future impact on society and and the establishment of a basis for planning, specifically social protection floors execution and management of activities in these areas for the coming 10 years, including • Provision of capacity-building for NGOs, CBOs the articulation of plans for the drainage and and community councils sewage collection and transport for specific • Establishment of the Universal Fund by BTP areas • Establishment of St. Maarten Development • Infrastructure improvement and Fund in 2012 beautification: Completion of sewage • Provision of access to clean, safe and improvements and beautification in Middle affordable housing Region • Provision of social housing • Redevelopment of identified districts • Establishment of the St. Maarten Housing • Environmental conservation through land Development Foundation in 1997 reclamation, solid waste management, • Establishment of the St. Maarten Housing composting and recycling Financial Foundation in 1997 • Reduction of waste by recycling and reusing • Provision of training for household as much as possible budgeting/financial literacy • Limiting of energy demand through energy- • The establishment of development saving – Reduce, Reuse and Recycle (zoning) plans for the entire area of Sint • Enhancement of public awareness to the Maarten, including the articulation of urban benefits from life style changes regarding development (zoning) plans for ‘hot spots’ going green • Development of a Geographic Information • Provision of fuel farm System (GIS) for modern maintenance and • Development of renewable sources of energy registration of land use policy • Regional Risk Reduction Strategy (also known • Enhancement of permit issuance and as R3I) – Regional Risk Reduction Initiative enforcement in spatial development and - Vulnerability assessment exercise allowed environment for identification of specific disaster • Management of solid waste, sewage and management gaps to be addressed surface drainage - Preparation of disaster risk reduction • Sewage network expansion: execution of initiatives building connections to sewage network • Management of sanitary landfill and landfill incineration • Provision of sustainable solutions to waste management – Establishment of Waste-to- Energy Facility that will generate energy to be sold to GEBE
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 3735 2. provision of Services for Youth • Provision of education level development • Provision of ‘second chance’ training • Establishment of National Institute for • Provision of entrepreneurship training Professional Advancement (NIPA) – vocational and technical education and training • Provision of mentoring and coaching • Introduction of a national skills programme • Upgrades of sports and recreational facilities • Provision of targeted and tailor- made programmes to alleviate youth 3. Alleviating the Socio-economic Burden of unemployment and to address other issues the elderly affecting the youth • Provision of youth development programmes • Provision of social safety nets including for youth at risk pensions • Provision of student support services for • Provision of the price controls on basket of parents of youth at risk necessities – Food Basket • Establishment of Parent Platform • Provision of social housing for the elderly • Provision of initiatives to make better use of • Transportation service for the elderly information & communication technologies • Free distribution of fresh fruit and vegetables (ICT) programmes – One Laptop Per Child • Fostering of support programmes for the programme elderly to create peer networks • Provision of student financial assistance for • Fitness for the elderly to improve health and universities reduce isolation • Introduction of breakfast programme for • Health education, specifically about diet plans public schools – establishment of Healthfast that assist in warding off chronic diseases – Breakfast-in-a-Box programme • Applying pressure on the agency of Social • Cleaning of Beaches Project Services to heighten social workers’ obligation • Marine Assistance and Control Unit (MAC) to make regular house visits to the elderly • Provision of jobs for youth from the • Conducting a social mapping of the elderly neighbourhoods where the district/ per neighbourhood neighbourhood improvements are being • Encouraging large-scale supermarkets to undertaken offer the elderly a structured discount on the • DQ Link Plus – provision of database for youth goods and produce sold in their shops to register skills in order to enable matching • Encouraging wholesalers of pharmaceutical skills to labour market demands products to offer the elderly a monthly • Youth Connection – connecting youth to discount on over-the-counter drugs/products existing programmes and provision of skills not covered by SZV or government medical training insurance • Young Ambassadors – provision of life skills • Home adjustments to better facilitate training to youth who have dropped out of mobility within the framework of Intramural school Care AVBZ Care (Health Care for Chronic • Provision of training for ‘from jobs to careers’ Diseases)
3638 SINT MAARTEN | MDG ACCELERATION FRAMEWORK • Implementing countrywide infrastructure • Establishment of long term management to accommodate the elderly, by means of agreement to protect the environment within installing ramps, elevators, special bathrooms the Simpson Bay Lagoon and other amenities
interVentionS iDentiFieD At WorKSHop 4. nature conservation During the Consultation Workshop held in • Conservation of Biodiversity (Nature February 2014, the following 31 interventions Conservation Ordinance) that facilitate community sustainable development were identified: • Establishment of Nature Parks (Nature Parks Legislation) • Integrated Neighbourhood Development Programme (INDP) - Man of War Shoal Marine Park established 2010 • Social housing - Designation of terrestrial nature park • Social mapping - Establishment of a national parks system • Solid waste and sewage treatment and management • Protection of flora and fauna (Sea Turtle Treaty, Bonn Convention on Migratory • NGO, CBO and CSO capacity-building Species, other international treaties – found in • Youth unemployment Nature Conservation Ordinance St. Maarten) • Programming support for youth at risk • Management and conservation of habitats • Provision of neighbourhood jobs and ecosystems (Ramsar Convention on • Provision of jobs from the neighbourhood Wetlands) where district/neighbourhood improvements - Designation of Mullet Pond as Sint Maarten’s are being undertaken first protected wetland area is approved by • Provision of targeted and tailor-made Council of Ministers, application is at the programmes to alleviate youth employment Ramsar office • Educational training and professional • Environmental monitoring (Nature and development Environment Policy Plan Netherlands Antilles 2004-2007, approved by the Council of • Implementation of home adjustments to Ministers on 26 May 2004) better facilitate mobility for the elderly • Enforcement of existing environmental • Social housing for the elderly legislation • Basket of necessities price controls • Environmental awareness/community • Transportation for the elderly outreach • Conservation of biodiversity • Protection of marine environment • Creation/establishment of terrestrial nature - Coral reefs park and national park system • Conservation of beaches, coral reefs, turtles, • Protection of flora and fauna mangroves, sea grasses and other species • Management and conservation of habitats • Integrated catchment and coastal • Conservation of beaches management
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 39 37 • Enforcement of environmental legislation MDG 7 and Target 15 (integrate the principles • Designation and protection of wetlands of sustainable development into country policies and programmes ad reverse the loss • Establishment of development (zoning) plans of environmental resources), the following for all of Sint Maarten seven sub-interventions were identified as high • Reduction of waste by recycling and reuse as impact interventions and prioritized: much as possible • Establishment of National Institute for • Enhance and strengthen the institutional Professional Advancement (NAPI) and all capacity of Community Help Desks (CHDS) other education and development options • Waste management • Upgrading of sports and recreational facilities • Youth development and training • Study of financing/career development • Provision of social safety net for seniors, • Increasing of youth employment participation including pensions • Provision of breakfasts for public schools • Zoning (spatial planning) • Provision of social safety nets including • Enforcement of environmental legislation pensions and all proposed services and • Conservation of biodiversity support systems for the elderly • Fostering of peer networks for seniors The following criteria were applied to assess the likely impact of the identified interventions: (i) incremental outputs and outcomes (additional prioritiZeD interVentionS impact from improved implementation on MDG 1 and MDG 7 targets); (ii) beneficiaries After the initial identification of the (population impacted and target population interventions, the participants confirmed the includes vulnerable groups); (iii) impact ratio following four major intervention areas: (benefit per unit of expenditure); and (iv) speed 1) Neighbourhood/District Improvement of impact (length of time require to realize the 2) Provision of Programmes for Youth in the intervention’s impact). Community 3) Alleviation of the Socio-Economic Burden of 1. neighbourhood/District improvement the Elderly 4) Nature Conservation The target group of this intervention is people living in low-income and socially deprived After conducting an analysis of the interventions neighbourhoods; the goals are to halve the that were identified at the Workshop based proportion of people who fall below the on the impact of which interventions would poverty line (in Sint Maarten, people who have the potential to accelerate progress on currently earn less than minimum wage) and MDG 1 and Target 1 (halve between 1990 and to halve the proportion of persons without 2015, the proportion of people who fall below access to basic services, which targets relates the poverty line) and Target 2 (halve between to MDG 1. In addition, this intervention also 1990 and 2015 the proportion of persons assists in achieving the targets to reduce by half with access to basic services) and based on the proportion of people without sustainable the impact of which interventions would access to safe drinking water and basic have the potential to accelerate progress on
40 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 38 sanitation and to have achieved significant The concept of Community Help Desks (CHD) improvement of at least 70 percent of the lives was first perceived in 2008 as one possible of persons living in poor communities, which solution for addressing the increase in social target relates to MDG 7. problems on the island. A help desk would take selected government services directly The 2013 Well-Being Report noted that to the community. The concept of a CHD as the area where people reside contributes to one form of decentralized personal service their healthy and balanced lifestyle. Not feeling delivery can remove many barriers previously safe in a living accommodation or an area affecting marginalized people’s access to social where one lives contributes to anxiety, which assistance. Government programmes are taken affects one’s mood and disrupts a balanced directly into the communities that need them and healthy lifestyle. Aside from nuisances as the most. The help desk can be a central point common problems in their neighbourhoods, whereby those requiring guidance can receive poor lighting is the biggest problem, followed the best available advice from a number of by sewage and/or running water and lack of different organizations, government and non- open spaces, respectively. Pollution, grime or government organisations. A common location other pollution caused by traffic or industry is where all those serving the community can the least problematic for respondents. collaborate and cooperate becomes a most cost-effective and time-effective means for The Neighbourhood/District Improvement neighbourhood development.32 intervention was further broken down into the following two key sub-interventions: The main objectives of the project are twofold:
1.1 Enhance and Strengthen the Institutional 1) To improve the lives of people by addressing Capacity of Community Help Desks (CHDs): their specific needs and the needs of their ‘Bringing Social Services to the People’ neighbourhoods from an holistic perspective
The objective of the CHD is to improve the 2) To gather data to improve social, cultural, lives of individuals and their families living in economic and environmental planning, selected low-income neighbourhoods on Sint programming, service provisions, policy Maarten by bringing the social services that are development and decision-making from being provided by government and relevant government 33 NGOs closer to the people, by means of using a central point in various communities.31 Products The Ministry of Public Health, Social and services provided at the CHDs include: Development and Labour (VSA) has made counselling; empowerment programmes; great strides in developing and implementing referrals (and networking); case management; this new form of social service delivery for the social welfare and medical aid. people of Sint Maarten.34
31. Aida Holaman, Dept. Head of Community Development, Humanitarian and Family Affairs, Ministry of Public Health, Social Development and Labour 32. Joy Arnell and Wayne Brook,” Integrated Neighbourhood Development Project 2009184, Progress Report 2010-2012”: November 2012 33. Ibid. 34. Ibid. SINT MAARTEN | MDG ACCELERATION FRAMEWORK 41
39 BoX 2: eXAMpleS oF proGrAMMeS cArrieD oUt At tHe coMMUnitY Help DeSKS (cHDS)
• Budgeting Programme for low-income persons
• Social Bank*: A networking of humanitarian organizations, such as food, household supplies, clothing and guidance
• Link Plus*: An online database of people and their skills in the selected communities, as well as of opportunities relevant to the communities. The database will allow people from the community to register their skills and experience in a trade area, e.g., painting yard work, mechanic, typist, baker, etc. In addition, it will allow individuals or organizations to post their vacancies, e.g. ‘need someone to paint house’ or ‘hiring contractor for building project’. The database will also allow programmes to post, e.g., ‘enrolling young adults in job training programme’. The goal is to create a more efficient supply and demand in the respective community by giving greater visibility of the skills and opportunities in the community.
• Youth Connection: The goal is to reach the most vulnerable youth, including ‘boys on the block’ and ‘young single mothers’ who are undereducated, unemployed and lacking many of the social skills that are necessary for successful employment and to connect those youth with programmes suited to their needs and increasing the enrolment of those programmes.
• Home Gardening*: An introduction to backyard gardening and the growing of produce for healthy and affordable life style by groups of 30 homes (based on certain criteria) in socially/ economically deprived neighbourhoods, such as Dutch Quarter (5), Middle Region (5), St. Peters (3), South Reward (3), Cape Bay (3) and Cole Bay (3)
• Network and Support Group for Women: Support group for vulnerable women
• Sewing Programme: An income generating activity
*Programmes that are approved and commenced in January 2015
1.2 Waste Management however, reductions of waste destined for final disposal and adequate final disposal itself The lack of a coherent policy to prevent, reduce have lagged behind. Waste management must and recycle waste in the past has led to a be approached in two stages: first, the basic steady growth of waste volume, where small level – the minimal facilities for well-organized islands like Sint Maarten have very little space collection and proper dump management – for waste disposal. This growing problem must and, second, the target level, i.e., reduction of be addressed. The commonality of the waste waste through prevention and reuse/recycling water problem, posing a threat to environment, of selected waste components, with waste biodiversity, public health and economic preferably being separated at the earliest stage. development potential, also demands decisive Criteria for the selection of waste components action. 35 that should be reused or recycled are: the volume, market opportunities and degree of Over the past years, substantial progress has environmental threat. Local reuse has preference been made in the proper collection of waste; over reuse elsewhere. 36
35. Nature & Environment Policy Plan Netherlands Antilles, 2004-2007 36. Ibid.
40 42 SINT MAARTEN | MDG ACCELERATION FRAMEWORK There is a large landfill site located in Philipsburg, the distribution grid of NV GEBE.37 A company the capital of Sint Maarten next to Great Salt has been selected and government is currently in Pond. The debris from the landfill seeps into the the process of finalizing the contracts. Pond. Occasionally, spontaneous combustion lights up the landfill site. Human health 2. provision of programmes for Youth in the consequences are at risk. Lack of sewage and community waste water treatment in many areas is also polluting the groundwater and the sea. And, 2.1 Youth Development and Training as noted in the First MDG Report 2011, solid waste and waste water problems, along with According to the Sint Maarten 2014 Household composting and recycling, on Sint Maarten need Listing Survey (HLS), just over 40 percent of the urgent attention. population of Sint Maarten is under the age of 30. The target group for this intervention is The Ministry of Public Housing, Spatial Planning, unemployed youth. According to the First MDG Environment and Infrastructure (VROMI) Report 2011, youth unemployment was at 25.3 is responsible for waste and waste water percent in 2001. Youth unemployment rates management and the Ministry’s Policy Objectives were especially high among the youth of Middle of the 2012-2014 Ministry Plan include achieving Region (40 percent), Over the Pond (35.6 percent), long-term and sustainable solutions for the Sint Peters (30.3 percent) and Philipsburg (30.2 management of solid waste, sewage and surface percent). Youth unemployment increased by 6.6 drainage. One of the special projects that have percent to 31.9 percent in 2003.38 been proposed is a Waste-to-Energy Facility, the execution of which is being supported by According to recent STAT statistics, total youth the Department of Infrastructure Management unemployment in 2013, while marginally declining of VROMI. A competitive tendering process has over the last six years, still stands at 25.9 percent. been approved, based on which private entities have been invited to tender on the Design- However, in some zones/districts, youth Build-Finance-Operate a comprehensive waste unemployment exceeds 30 percent and, in Little treatment facility that will produce electricity on Bay, youth unemployment exceeds 44 percent.
tABle 1: UneMploYMent rAte BY AGe GroUpS
2007 2009 2011 2013
15-24 (Youth) 26 29.4 27.7 25.9
25-44 9.3 10.8 10.1 6.9
45+ 8.4 8.7 9 8.3
total Unemployment rate 10.6 12.2 11.5 9.2
37. Ministry of VROMI, Public Housing, Spatial Development, Environment and Infrastructure, Ministry Action Plan 2012-2014 38. First MDG Report 2011 39. STAT
41 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 43 When compared with the percentage of youth unemployment statistics are even more unemployment of the general population, the alarming.
tABle 2: UneMploYMent rAte BY DiStrict (YoUtH)
Zone/DiStrict 2011 2013
cole Bay 25.2% 17.7%
cul-de-sac 29.6% 18.5%
little Bay 25.7% 44.7%
lower princess Quarter 30.3% 30.7%
philipsburg 22.5% 37.4%
Simpson Bay 30.0% 32.5%
Upper princess Quarter 24.8% 18.5%
tABle 3: UneMploYMent rAte BY DiStrict
Zone/DiStrict 2011 2013
cole Bay 12.8% 7.2%
cul-de-sac 9.9% 10.2%
little Bay 10.2% 11.8%
lower princess Quarter 14.9% 12.1%
philipsburg 9.3% 4.6%
Simpson Bay 8.1% 3.5%
Upper princess Quarter 8.6% 5.4%
Regional migration also continues to play a 3. Alleviation of the Socio-economic Burden factor in the unemployment rate. of the elderly
Two recommendations that resulted from the 3.1 Provision of Social Safety Net for Seniors, Governor’s Symposium 2013 on Sustainable including Pensions Development: Challenges for St. Maarten as a Small Island Caribbean Nation included (a) to The target group of this intervention is low- develop targeted and tailor-made programmes income seniors. According to the First MDG to alleviate youth unemployment and to address Report, in the past decade the population has other issues affecting the youth and (b) to been ageing, which will put pressure on society prioritize the analysis and debate of regional because of increased use of public funds for migration as well as the informal work and to health care to be expected in the future. review its current and future impact on society and specifically on social protection floors.
4244 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Census 2011 indeed confirms that the Sint dating back to the 1630s. In 1644, it was the Maarten population is aging. The number of scene of the historic battle of Peter Stuyvesant people over 40 is higher than it was in 2001, against the Spanish. From 1735 to 1790, the Fort while the percentage of people under 40 has served as the home of the government. Today, decreased. Fort Amsterdam houses the important nesting area of the brown pelicans. 42 People over 60 receive a pension from the government called “Algemene Ouderdoms According to the Ministry of VROMI, Ministry Voorziening” or AOV. Action Plan 2012-2014, the ambitions and policy objectives of the Policy Department of VROMI 4.0 nature conservation include facilitation of the establishment of development (zoning) plans for the entire area of Nowhere is the link between economic Sint Maarten, including the articulation of urban development and environmental care and development plans for ‘hot spots’. Projects and nature conservation as clear and obvious as in activities for 2013-2014 included the preparation tourism. Economy (tourism) depends on ecology of zoning plans for the island to legally regulate (nature and environment).40 allowable developments, including support for agriculture within the zoning plans.43 4.1 Zoning (Spatial Planning) In 2014, the draft development plan for Simpson Most of the threats to the loss of natural Bay was placed on public review and the habitats and biodiversity are a result of ongoing objections are currently under review by the development. In particular, tourism, which Committee of Experts, which is appointed by results in demand for the development of land for Parliament and whose mandate it is to review the hotels and other facilities, increased production objections based on public review and to advise of sewage and sold waste, increased disturbance the ministers if the plan requires adjustments. and physical damage of nature, is responsible for The draft development plans for Cay Hill-Little many pressures.41 Bay and Cul-de-Sac were placed on public review in October 2014. The last zoning plans Nature conservation in the face of ongoing are scheduled for public review in the summer of developments of these kinds requires strong 2015. It is now the intention of VROMI to establish planning laws. Currently, there is also no law all the zoning plans between 2015-2016.44 binding developers to include Environmental Impact Assessments (EIA) of projects. 4.2 Enforcement of Environmental Legislation
On 4 October 1999, the first zoning law was There is a general lack of enforcement of enacted and Fort Amsterdam became the first existing environmental legislation. The main protected area on the island. Fort Amsterdam problem with the enforcement of environmental is one of the oldest monuments of Sint Maarten legislation is the lack of qualified staff. There is and the oldest Dutch Fort in the Caribbean, currently one environmental inspector on staff
40. Nature & Environment Policy Plan Netherland Antilles, 2004-2007 41. Imminga-Berends, Drs. Helene, “Environmental Profile – Sint Maarten”, Draft 27 November, 2013: European Commission 42. Information received from Claire Hooft Graafland, Senior Policy Advisor, Environment and Nature, Ministry of VROMI 43. Ministry of VROMI, Public Housing, Spatial Development, Environment and Infrastructure, Ministry Action Plan 2013-2014 44. Information received from Claire Hooft Graafland, Senior Policy Advisor, Environment and Nature, Ministry of VROMI
43 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 45 and his main problem currently is to deal with the Threats to Sint Maarten’s biodiversity include the discharge of sewage water on private properties following: and public roads. However, this problem can only • Habitat destruction be solved when there is an island-wide sewage • Pollution system in place.45 • Introduction of invasive species • Global climate change 4.3 Conservation of Biodiversity • Unsustainable development48
Biological diversity (in short, biodiversity) is As St Maarten’s economy is heavily dependent the diversity between and within species, the on fragile marine resources, conservation of diversity of communities of landscapes, habitats biodiversity is important. and ecological systems. For life, including humans, to thrive and survive, this diversity is essential. Diversity is needed for stability and adaptation of species and systems for their survival and evolution. Biological diversity also has its own intrinsic values, but, from the viewpoint of humankind, biological diversity provides many services: not only air to breathe, food to eat and water to drink, but also resources for industrial processes, pharmacy, tourism and all other forms of human endeavour. The conservation of biological diversity is an integral part of sustainable development.46
Sint Maarten and all nations need to be concerned about biodiversity. The earth is losing species at an alarming rate. Some scientists estimate that as many as three species per hour are going extinct and 20,000 extinctions occur each year. When species of plants and animals go extinct, many other species are affected.47
45. Imminga-Berends, Drs. Helene, “Environmental Profile – Sint Maarten”, Draft 27 November, 2013: European Commission 46. Nature &Environment Policy Plan Netherlands Antilles, 2004-2007 47. Nature Foundation St. Maarten, “Ensuring Environmental Sustainability”-Conservation of Biodiversity”, Power Point Presen- tation by Tadzio Bervoets at the Validation Workshop, September 10, 2014 48. Ibid.
44
46 SINT MAARTEN | MDG ACCELERATION FRAMEWORK IV. BOTTLENECK ANALYSIS
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 47 This section attempts to answer the following effectively implemented? It indicates the question: What are the bottlenecks in policy and most prominent and recurrent bottlenecks for planning, budget and financing, service delivery blocking full implementation and achieving (supply) and service utilization (demand) acceleration and further progress of MDG 1 and that impede successful implementation MDG 7 in Sint Maarten. of interventions that are not being fully or
BoX 3: DeFinition oF BottlenecK
For the purposes of the MDG Acceleration Framework, ‘bottlenecks’ are broadly defined as proximate and removable constraints that impede the implementation of MDG-related interventions. Although application of the MAF may also reveal systemic and underlying obstacles to achieving MDG targets, the framework focuses explicitly on proximate or direct-cause constraints to implementation in order to deliver accelerated solutions. There are two types of bottlenecks: sector-specific and cross-cutting. The MAF identifies sector- specific bottlenecks across four categories: • Policy and planning • Budget and financing • Service delivery (supply) • Service use (demand) Cross-cutting bottlenecks affect multiple sectors and require an integrated response across line ministries and agencies.
Sint MAArten SitUAtionAl AnAlYSiS discuss areas of collaboration and potential cost-sharing. There are many departments and divisions in the seven ministries of the Government of Environment and infrastructure are the mandate Sint Maarten and there are many programmes of VROMI, the Ministry of Public Housing, Spatial being proposed and being implemented. While Development, Environment and Infrastructure. ministries do have action plans, the scope of the The Ministry Action Plan 2013-2014 provides action plans are large and all encompassing. It ambitious policy objectives along with projects is not clear how the priorities of a ministry are and activities that address environmental issues determined. There also appears to be limited and neighbourhood/district improvement. In inter-ministerial or inter-agency coordination; addition, VSA, Ministry of Public Health, Social there is very little synergy among the ministries. Development and Labour, provides services for As part of the process for the development of community and district development and is the a National Development Plan, the Department ministry responsible for administering pensions of the Interior and Kingdom Relations (BAK) of and seniors. the Ministry of General Affairs (AZ) facilitated the creation of an Inter-Ministerial Working There are many provisions of services for youth Group (IMWG) that held a retreat in February and many ministries are apparently involved 2014 to, inter alia, share annual work plans and in providing these interventions. Not only is
46 48 SINT MAARTEN | MDG ACCELERATION FRAMEWORK the Ministry of Education, Culture, Youth & project, which will employ 18 youth. The Sport (ECYS) providing policy and programme SMHHC is financing the Marine Assistance services, but so are the Ministry of VSA, the and Control Unit (MAC) project, which will Ministry of TEATT, the Ministry of VROMI, NGOs train 20 youth and station two of them in each and CBOs with limited, if any, collaboration and marina. Further cooperation, collaboration and coordination among themselves. The Ministry partnerships with the state-owned entities of Justice also has a youth policy. should be explored and encouraged.
Also, many NGOs in Sint Maarten provide services The private sector is also strikingly absent. There for sustainable community development, currently appears to be limited engagement by but their existence depends on government the private sector and little outreach by the funding. Funding flows to some of the NGOs government to the private sector. Public-private through the St. Maarten Development Fund; partnerships are also limited. however, other NGOs were funded directly from the Social Economic Initiative (SEI). Some NGOs All ministries cited limited financial resources also receive funding through Service-Level and lack of human resources and human resource Agreements with the government. There also is capacity as a bottleneck to the implementation apparently some overlap between the services of their action plans, policies and programmes. that are being provided by NGOs yet being The Government of Sint Maarten is in a unique funded by the government and the services that position when it comes to determining its are being directly provided by the government. budget. According to the Constitution, the government cannot run a deficit and it is further The Government of St Maarten is the sole share limited in the amount of monies it can borrow holder of fifteen state-owned entities that are and the conditions of borrowing. The Dutch key contributers to St Maarten’s economy and Government continues to oversee the island’s public infrastructure. The main ones are: Sint budget. Moreover, social development funds Maarten Harbour Holding Company N.V.( “SM- previously provided by the Dutch Government HHC”), Sint Maarten Telecommunication Hold- through USONA49 development and AMFO are ing Company N.V.( “Telem”), Princess Juliana no longer forthcoming or available. International Airport Operating Company N.V. (“PJIAE”),N.V. Gemeenschappelijk Electricitei- Initially, sector-specific bottlenecks were tsbedrijf Bovenwindse Eilanden (GEBE), Winair identified in the initial Situational Assessment N.V., and the Bureau Telecommunication and Report under specific ministries and under Post (“BTP”). specific interventions. The category or categories into which the sector-specific Some of these state-owned entities are bottlenecks fell were also noted. Examples of funding sustainable community development the bottlenecks were shared with participants programmes. In February 2014, ECYS launched at the Consultation Workshop. Experts and the Healthfast – Breakfast in a Box Programme stakeholders were further asked to initially to provide a breakfast in public schools. The identify and then prioritize the bottlenecks programme is being funded by PJIAE. PJIAE that impede the successful implementation of is also funding the Cleaning of the Beaches the interventions that had been identified and
49. Uitvoeringsorgaan Stichting Ontwikkeling Nederlandse Antillen (USONA) is responsible for the legitimate, efficient manage- ment of the funds for development from The Netherlands’ donors available to Curaçao, Sint Maarten, Bonaire, Sint Eustatius and Saba.
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 49 47 prioritized. Initially, the participants identified prioritiZeD BottlenecKS a total of 138 bottlenecks for the seven sub- interventions. Thereafter, the participants Twenty-five prioritized bottlenecks were finally were asked to consider whether the removal identified, prioritized and ranked according of a bottleneck would have a high impact and to their impacts and the existence or non- whether a solution was available. Measuring existence of quick and effective solutions. The impact was to be based on evidence available prioritized bottlenecks are listed under each (direct impact, spill-over impact, overall near-term sub-intervention of the key interventions in the impact); determining the feasibility of solving Summary Table of Bottlenecks to Key Priority the bottleneck required participants to identify Interventions to Achieve MDG 1 and MDG 7. whether something could currently be done about the bottleneck. The EG continued this analysis in the preparation of the MAF Action Plan.
tABle 4: prioritiZeD BottlenecKS
Key intervention Key Sub-intervention Priority Bottleneck Bottleneck Category
1.neighbourhood/ 1.1. Enhance and 1.1.1 Insufficient coordination policy and planning District strengthen the and planning between Service Delivery improvement institutional capacity Community Help Desk (Supply) of Community Help Division, private sector and target Group: Desks community-based active people living in NGOs low-income and socially deprived 1.1.2 Coordination difficulties policy and planning neighbourhoods between the Community Service Delivery Help Desk Division and all (Supply) ministries, including lack of consistent involvement from all Ministries
1.1.3 Lack of awareness, policy and planning information and Service Use (Demand) understanding of the purpose and services of Community Help Desks
1.2 Waste 1.2.1 Lack of locations to policy and planning Management dispose waste Budget and Financing Service Delivery (Supply)
1.2.2 Lack of local data policy and planning on health effects and consequences of unmanaged waste
48 50 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Key intervention Key Sub-intervention Priority Bottleneck Bottleneck Category
1.neighbourhood/ 1.2 Waste 1.2.3 Lack of education and policy and planning District Management awareness of public social Service Use (Demand) improvement responsibility target Group: 1.2.4 Lack of management policy and planning people living in of liquid and solid waste in Service Delivery low-income and a structured, organized and (Supply) socially deprived efficient manner neighbourhoods 1.2.5 Lack of impact of existing policy and planning fines
1.2.6 Lack of adequate policy and planning enforcement of fines Service Delivery (Supply)
2. provision of 2.1 Youth 2.1.1 Lack of educational/ policy and planning programmes Development and training programmes that are Service Delivery for Youth in the Training driven by market demand (Supply) community 2.1.2 Lack of enforcement of policy and planning labour legislation Budget and Financing target Group: Unemployed Youth 2.1.3 Negative market policy and planning perception of local youth
2.1.4 Lack of employment and policy and planning labour policies
2.1.5 Lack of long-term vision policy and planning and comprehensive planning for labour market and employment
3. Alleviation of the 3.1 Provision of 3.1.1 Limited compliance by policy and planning Socio-economic social safety net for individuals and businesses Service Delivery Burden of the seniors, including with pension legislation and (Supply) elderly pensions mandatory contributions target Group: low- 3.2 Lack of a vision on ageing policy and planning income Seniors Budget and Financing
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 51 49 Key intervention Key Sub-intervention Priority Bottleneck Bottleneck Category
4. nature 4.1 Zoning (Spatial 4.1.1 Lack of alignment policy and planning conservation Planning) between the issuing of VROMI permits (building and hindrance) and economic licenses
4.1.2 Lack of public influence policy and planning on the final decision and Service Delivery approval process (Supply)
4.2 Enforcement 4.2.1 Lack of establishment of policy and planning of environmental proper fines, implementation Budget and Financing legislation of fines and a collection Service Delivery system (Supply)
4.2.2 Lack of mandated policy and planning Environmental Impact Assessments (EIA)
4.2.3 Lack of public awareness policy and planning of existing environmental Service Delivery legislation (Supply)
4.3 Conservation of 4.3.1 Lack of knowledge of policy and planning Biodiversity value and economic benefit of Service Delivery natural and cultural heritage (Supply)
4.3.2 Lack of terrestrial policy and planning protection Budget and Financing Service Delivery (Supply)
4.3.3 Lack of wetlands policy and planning protection Budget and Financing Service Delivery (Supply)
4.3.4 Lack of coastal zone policy and planning protection Budget and Financing Service Delivery (Supply)
50 52 SINT MAARTEN | MDG ACCELERATION FRAMEWORK croSS-cUttinG BottlenecKS • Lack of integration of information across ministries The initial situation assessment that was • Lack of overall coordination and alignment undertaken at the beginning of the MAF among ministries and agencies process based on the review of the existing • Lack of team work among ministers and data, government programmes and bilateral ministries consultations with officials from LMs, DPs, NGOs • Lack of a clear overall view/vision and the private sector uncovered the following • Lack of central coordination, i.e., disaster cross-cutting bottlenecks that should be taken relief plans into consideration when identifying solutions: • Lack of engagement and advocacy • Lack of collaboration between NGOs and • Limited amount of data/lack of data/major GOs data gaps • Limited use of public-private partnerships • Data collection lacks policy and managerial • Sustainability of projects after initial oversight intervention • Lack of financial resources/insufficient • Lack of monitoring and evaluation budget • Slow process of approval of projects – lack • Lack of human resources, understaffing of institutional capacity and institutional • Lack of human capacity bottlenecks • Lack of institutional capacity • Delays in provision of financing for projects • Lack of incentivizing • Lack of partners These cross-cutting bottlenecks have the • Lack of implementation/enforcement of potential to affect multiple sectors and may existing laws and regulations require an integrated response across sector • Lack of enforcement officers ministries/agencies.
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 53 51 V. IDENTIFICATION OF SOLUTIONS
54 SINT MAARTEN | MDG ACCELERATION FRAMEWORK This section focuses on identifying the proven adverse effect) to accelerate MDG 1 and MDG local solutions that could be scaled up. It proposes 7 and their feasibility (governance, capacity, cost-effective solutions based on their impact funding availability and additional factors) to (magnitude, speed, sustainability and potential implement the solutions.
BoX 4: DeFinition oF SolUtion
A solution is an action taken to resolve an intervention bottleneck in the near term to produce quick impact on the ground. Solutions attempt to ensure successful implementation of interventions.
The constraints linked to the poor performance With these principles in mind, 42 key solutions of interventions in achieving MDG 1 and MDG 7 along with 132 accompanying activities were have been subject to an evidence-based analysis identified and prioritized on the basis of for the purpose of identifying acceleration existing policies, action plans and programmes. solutions capable of producing greater impact They are all suitable for short- and long-term in the short and medium terms. The solutions implementation from 2014 until 2015, with focus on sustainable community development sustained results beyond 2015 to 2018. and specifically target the following groups: people living in low-income and socially deprived neighbourhoods; unemployed youth; and low- income seniors. Moreover, the proposed solutions to nature conservation affect the existence and well-being of humankind in general in Sint Maarten.
For each of the prioritized bottlenecks, several solutions that can be applied were considered and the process to validate the selection made was undertaken, including the respective roles of relevant partners. A final selection was made on the basis of the solution’s impact (in terms of scope/magnitude, rapidity, sustainability and any adverse potential effects) on the bottleneck as well as the governance, capacity, technical partnerships and financial feasibility of the solution (see details in Table inserted below).
55 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 53 TABLE 5. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
1.neighbourhood/District 1.1 Enhance and 1.1.1 Insufficient coordination and improvement strengthen the institutional planning between Community Help Desk capacity of Community Division and community-based NGOs Help Desks (CHD)
1.1.2 Coordination difficulties between the Community Help Desk Division and all Ministries, including lack of consistent involvement from all ministries
1.1.3 Lack of awareness, information and understanding of the purpose and services of Community Help Desks
1.2 Waste Management 1.2.1 Lack of locations to dispose waste
54 56 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 1.1.1.1 Improve Extent: High impact to benefit Governance: Collaboration needs communications among people living in low-income and to be strengthened Help Desks, private sector socially deprived neighbourhoods Capability: Good capability for and active community-based Rapidity: Short- to medium-term planning and implementation NGOs impact Availability of funds: Funding is Sustainability: Medium and long available through CDFHA terms
1.1.2.1 Establish formal Extent: Very high impact Governance: High potential for agreements between Project Rapidity: Short- to medium-term coordination by CDFHA, but Leader and counterparts impact political willpower will need to within different departments Sustainability: Medium and long be asserted and inter-ministerial with support of the Council of terms collaboration needs to be Ministers strengthened Capability: Good capability for planning and implementation Availability of funds: Funding is readily available through CDFHA
1.1.3.1 Develop a revised, Extent: Vey high impact Governance: High potential for broad-based and consistent Rapidity: Short- to medium-term coordination by CDHA communications plan for the impact Capability: Good capability for Community Help Desks Sustainability: Short, medium planning and implementation and long terms; contributes to Availability of funds: Funding systemic improvement likely, but sources yet to be determined
1.2.1.1 Implement the waste- Extent: Very high positive impact, Governance: High potential to-energy system/plant and with spill-over impacts on other for implementation, but full use energy created to reduce MDGs accountability mechanisms are not energy costs for consumers Rapidity: Medium- to long term fully in place impact Capability: Some capacity concerns Sustainability: Medium and long over planning, implementation or terms; contributes to systemic monitoring, but delivery likely improvement Availability of funds: Yes
1.2.1.2 Institute recycling Extent: Very high positive impact, Governance: High potential for and re-use of solid waste with spill-over impacts on other coordination, but political will programmes (Trias MDGs power needs to be asserted energetica: reduce, re-use Rapidity: Medium- to long-term Capability: Some capacity concerns and recycle) impact over planning, implementation or Sustainability: Medium and long monitoring, but delivery likely terms Availability of funds: Probable; sources to be determined
1.2.1.3 Form cross-country Extent: Potential for high impact Governance: High potential partnerships Rapidity: Medium- to long-term for coordination, but political impact willpower needs asserting Sustainability: Medium terms Capacity: A few concerns about planning, implementation or monitoring Availability of funds: Probable, sources need to be determined
55
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 57 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
1.neighbourhood/District 1.2 Waste Management 1.2.1 Lack of locations to dispose waste improvement
1.2.2 Lack of local data on health effects and consequences of unmanaged waste
1.2.3 Lack of education and awareness of public social responsibility
1.2.4 Lack of management of liquid and solid waste in a structured, organized and efficient manner
1.2.5 Lack of impact of existing fines
56
58 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 1.2.1.4 Introduce Extent: High positive impact with Governance: Rule of law, (underground) waste spill-over effects on other MDGs transparency and accountability collection systems in specific Rapidity: Medium- to long-term systems need to be put in place areas impact Capacity: Concerns about planning, Sustainability: Medium and long implementation or monitoring terms exist Availability of funds: Probable; sources, including the private sector, need to be determined
1.2.2.1 Launch a wide-scale, Extent: High positive impact with Governance: High potential holistic, long-term media and spill-over effects on other MDGs for coordination, but political event campaign to tackle Rapidity: Medium- to long-term willpower needs asserting waste management and the impact Capacity: A few concerns; need effect it has on the health of Sustainability: Medium and long to strengthen inter-ministerial the population, on nature and terms cooperation on the environment Availability of funds: Probable, sources to be determined
1.2.3.1 Launch awareness Extent: High positive impact with Governance: High potential campaign of public social spill-over effects on other MDGs for coordination, but political responsibility in waste Rapidity: Medium- to long-term willpower needs asserting management impact Capacity: A few concerns; need Sustainability: Medium and long to strengthen inter-ministerial terms cooperation Availability of funds: Probable, sources to be determined, including the private sector
1.2.4.1 Compile and execute Extent: High positive impact with Governance: High potential a master plan for sewage and spill-over effects on other MDGs for coordination, but political solid waste management Rapidity: Medium- to long-term willpower needs asserting impact Capacity: A few concerns; need Sustainability: Medium and long to strengthen inter-ministerial terms cooperation Availability of funds: Probable, sources to be determined, including the private sector
1.2.5.1 Establish punitive Extent: High positive impact with Governance: High potential sanctions and fines that are spill-over effects on other MDGs for coordination, but political above acceptable thresholds Rapidity: Medium- to long-term willpower needs asserting for normal operational costs impact Capacity: A few concerns; need Sustainability: Medium and long to strengthen inter-ministerial terms cooperation Availability of funds: Probable, sources to be determined
57 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 59 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
1.neighbourhood/District 1.2 Waste Management 1.2.6 Lack of adequate enforcement of improvement fines
2. provision of 2.1 Youth Development 2.1.1 Lack of market-driven educational/ programmes for Youth in and Training training programmes the community
target Group: Unemployed Youth
58 60 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 1.2.6.1 Prioritize and mandate Extent: High positive impact with Governance: High potential enforcement of fines spill-over effects on other MDGs for coordination, but political Rapidity: Medium- to long-term willpower needs asserting impact Capacity: A few concerns; need Sustainability: Medium and long to strengthen inter-ministerial terms cooperation Availability of funds: Probable, sources to be determined
2.1.1.1 Develop a new Extent: High positive impact on Governance: High potential curriculum for hospitality poor unemployed youth for coordination, but political training that reflects market Impact: Medium- to long-term willpower needs asserting demand impact Capacity: A few concerns; need Sustainability: Medium and long to strengthen inter-ministerial terms cooperation Availability of funds: Funding for initial activity is available; balance of funding is probable; sources to be determined, including the PS
2.1.1.2 Enhance and Extent: High impact Governance: High potential for improve the Labour Market Impact: Medium- to long-term coordination by VAS Information System (LMIS) for impact Capacity: Good capability for the private and public sector Sustainability: Medium and long planning and implementation terms Availability of funds: Funds are available through VAS
2.1.1.3 Provide traineeships/ Extent: High positive impact to Governance: High potential for internships/ benefit poor unemployed youth coordination by Dept. of Economic apprenticeships that target Impact: Medium- to long-term Affairs with intervention of private local youth impact sector Sustainability: Medium and long Capacity: Good capability for terms planning and implementation Availability of funds: Probable; sources to be determined
2.1.1.4 Research employers’ Extent: High impact Governance: High potential for demands and needs Impact: Medium- to long-term coordination by STAT impact Capacity: Good capability for Sustainability: Medium and long planning and implementation Availability of funds: Probable; terms sources to be determined
Governance: High potential for 2.1.1.5 Implement public- Extent: High impact coordination by VSA and TEATT, private partnership (PPP) Impact: Medium- to long-term with intervention of PS, but agreements for each sector impact political willpower and inter- for continuous youth Sustainability: Medium and long ministerial collaboration needs to development and training terms be strengthened Capacity: Good capability for planning and implementation due to the number of partners involved Availability of funds: Probable; sources to be determined, to include PS
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 61 59 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
2. provision of programmes for2.1 Youth Development 2.1.1 Lack of market-driven educational/ Youth in the community and Training training programmes
target Group: Unemployed Youth
2.1.2 Lack of enforcement of labour legislation
2.1.3 Negative market perception of local youth
60
62 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 2.1.1.6 Introduce job Extent: High positive impact on Governance: High potential for shadowing programmes poor unemployed youth coordination by Dept. of Labour Impact: Medium- to long-term and Dept. of Economic Affairs, but impact inter-ministerial cooperation and Sustainability: Medium and long political willpower may need to be terms asserted Capacity: Good capability for planning and implementation Availability of funds: Probable, sources to be determined, to include PS
2.1.2.1 Implement tighter Extent: High impact Governance: High potential for controls for residence and Impact: Medium- to long-term implementation, but political work permits impact willpower may need to be asserted Sustainability: Medium and long Capacity: Good capability for terms planning and implementation Availability of Funds: Probable, sources to be determined
2.1.3.1 Launch public Extent: High positive impact Governance: High potential for campaign on service oriented Impact: Medium- to long-term implementation education impact Capacity: Good capability for Sustainability: Medium and long planning and implementation terms Availability of Funds: Probable; sources to be determined
2.1.3.2 Advocate/encourage Extent: High positive impact on Governance: High potential for employer understanding of poor unemployed youth implementation with intervention benefits of employing local Impact: Medium- to long-term of PS youth impact Capacity: Good capability for Sustainability: Medium and long planning and implementation terms Availability of Funds: Probable; sources to be determined
2.1.3.3 Develop, target and Extent: High positive impact on Governance: High potential tailor make programmes to poor unemployed youth for coordination by ECYS in address social and emotional Impact: Medium- to long-term partnership with the Dept. of issues affecting youth impact Labour, but political willpower may Sustainability: Medium and long need to be asserted terms Capability: A few concerns; need to strengthen inter-ministerial coordination Availability of funds: Probable; sources to be determined
61
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 63 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
2. provision of 2.1 Youth Development 2.1.3 Negative market perception of local programmes for Youth in and Training youth the community
target Group: Unemployed Youth
2.1.4 Lack of employment and labour policies
2.1.5 Lack of long-term vision and comprehensive planning for labour market and employment
3. Alleviation of the 3.1 Provision of social 3.1.1 Limited compliance by individuals Socio-economic Burden safety net for seniors, and businesses with pension legislation of the elderly including pensions and mandatory contributions
target Group: low- income Seniors
3.2 Lack of a vision on ageing
62 64 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 2.1.3.4 Involve employers Extent: High impact Governance: High potential in the development, Impact: Medium- to long-term for coordination by ECYS with implementation and impact intervention of PS, but political evaluation of a service- Sustainability: Medium and long willpower may need to be asserted oriented curriculum terms Capability: A few concerns about throughout the educational planning and implementation; system need to strengthen coordination with PS Availability of funds: Probable; sources to be determined
2.1.4.1 Develop labour Extent: High impact Governance: High potential for policies and employment Impact: Medium- to long-term coordination by Dept. of Labour policies impact and probable intervention of PS Sustainability: Medium and long Capability: Good capability for terms planning and implementation Availability of funds: Yes through VAS and other ministries and departments
2.1.5.1 Establish and Extent: High impact Governance: High potential for implement a long-term, Impact: Medium- to long-term implementation, but political comprehensive vision impact willpower may need to be asserted for labour market and Sustainability: Medium and long Capability: Good capability for employment terms planning and implementation Availability of funds: Probable; sources to be determined
3.1.1.1 Conduct an Extent: High positive impact on Governance: High potential for assessment of the social all seniors, especially low-income coordination by VAS security system and seniors Capability: Good capability for premiums Impact: Medium- to long-term planning and implementation impact Availability of funds: Yes, through Sustainability: Medium and long VAS terms
3.1.1.2 Establishment of Extent: High impact Governance: High potential coordinated controls and Impact: Medium- to long-term for coordination, but political inspection impact willpower needs asserting Sustainability: Medium and long Capability: Good capability for terms planning and implementation Availability of funds: Probable; sources to be determined
3.2.1 Develop and implement Extent: High positive impact on Governance: High potential a vision on ageing all seniors, especially low-income for coordination, but political seniors willpower needs asserting Impact: Medium- to long-term Capability: Good capability for impact planning and implementation Sustainability: Medium and long Availability of funds: Probable; terms sources to be determined
63 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 65 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
4. nature conservation 4.1 Zoning (Spatial 4.1.1 Lack of alignment between the Planning) issuing of VROMI permits (building and hindrance) and economic licenses
4.1.2 Lack of public influence on the final decision and approval process
4.2 Enforcement of 4.2.1 Lack of establishment of proper fines, environmental legislation implementation of fines and a collection system
64 66 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 4.1.1.1 Coordination and Extent: High impact Governance: High potential streamlining of zoning Impact: Medium- to long-term for implementation, but inter- (spatial planning) procedures impact ministerial collaboration needs to Sustainability: Medium and long be strengthened terms Capability: Good capability for planning and implementation Availability of funds: Probable; sources to be determined
4.1.2.1 Enhance public Extent: High impact Governance: High potential for consultations Impact: Medium- to long-term implementation, but political impact willpower will need to be asserted Sustainability: Medium and long Capability: Good capability for terms planning and implementation Availability of funds: Probable; sources to be determined
4.1.2.2 Enhance the Extent: High impact Governance: High potential for transparency and process Impact: Medium- to long-term implementation, but political of political decision-making impact willpower will need to be asserted in the final stages of the Sustainability: Medium and long Capability: Good capability for approval of the zoning plans terms planning and implementation Availability of funds: Probable; sources to be determined
4.2.1 Collaborate with Extent: High impact Governance: High potential for community police officers Impact: Medium- to long-term implementation but political on the enforcement of impact willpower will need to be asserted environmental legislation Sustainability: Medium and long Capability: A few concerns; inter- terms ministerial cooperation needs to be strengthened Availability of funds: Probable; sources to be determined
4.2.1.2 Re-educate and Extent: High impact Governance: High potential for re-train inspectors on their Impact: Medium- to long-term coordination by VROMI tasks and the mandate of impact Capability: Good capability for environmental legislation Sustainability: Medium and long planning and implementation terms Availability of funds: Probable; sources to be determined
4.2.1.3 Establish an Extent: High impact Impact: Governance: Legal framework independent governmental Medium- to long-term impact needs to be established inspection agency such Sustainability: Medium and long Capability: Few concerns; political as IVSA, the inspectorate terms willpower needs to be asserted attached to the Ministry Availability of funds: Probable; of Public Health, Social sources to be determined Development and Labour, for the enforcement of environmental legislation
65 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 67 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
4. nature conservation 4.2 Enforcement of 4.2.2 Lack of mandated Environmental environmental legislation Impact Assessments (EIA)
4.2.3 Lack of public awareness of existing environmental legislation
4.3 Conservation of 4.3.1 Lack of knowledge of value and Biodiversity economic benefit of natural and cultural heritage
4.3.2 Lack of terrestrial protection
66
68 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 4.2.2.1 Mandate EIAs Extent: High impact Governance: High potential for Impact: Medium- to long-term implementation but political impact willpower needs to be asserted Sustainability: Medium and long Capability: A few concerns; need terms to strengthen inter-ministerial coordination Availability of funds: Probable; sources to be determined
4.2.3.1 Raise environmental Extent: High impact Governance: High potential for awareness by launching a Impact: Medium- to long-term coordination by VROMI with wide-scale, holistic, long-term impact probable intervention of NGOs, media campaign to make Sustainability: Medium and long but political willpower needs to be the population aware of the terms asserted existence and content of Capability: A few concerns; need environmental legislation to strengthen inter-ministerial coordination Availability of funds: Probable; sources to be determined, including PS
4.3.1.1 Implement an Extent: High impact Governance: Legal framework environmental/conservation Impact: Medium- to long-term needs to be established and tourism impact political willpower needs to be Sustainability: Medium and long asserted terms Capability: A few concerns; inter- ministerial collaboration need to be strengthened Availability of funds: Probable; sources to be determined
4.3.1.2 Link ecosystem Extent: High impact Governance: High potential for protection to the economy Impact: Medium- to long-term implementation by VROMI in impact partnerships with NGOs and PS Sustainability: Medium and long Capability: Good capability for terms planning and implementation; inter-ministerial collaboration needs to be strengthened Availability of funds: Probable; sources to be determined, including PS
4.3.2.1 Implement terrestrial Extent: High impact Governance: High potential protection (i.e., land park, Impact: Medium- to long-term for coordination by VROMI and hillside policy) through the impact probable intervention of PS and implementation of legislation Sustainability: Medium and long NGOS, but political willpower and treaties to which Sint needs to be asserted Maarten is a party, including terms Capability: Good capability for CITES, Cartagena Convention/ planning and implementation; SPAW Protocol, Convention some inter-ministerial cooperation on Biodiversity, the Nairobi may be required Convention, Convention Availability of funds: Funding for on Migratory Species, initial activity is available; balance International Convention of funding is probable; sources to on Wastewater Discharge, be determined, including the PS MARPOL
67
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 69 TABLE 4. PRIORITIZATION CRITERIA FOR CHOSEN ACCELERATED SOLUTIONS
Key Interventions Key Sub-Interventions Prioritized Bottlenecks
4. nature conservation 4.3 Conservation of 4.3.3 Lack of wetlands protection Biodiversity
4.3.4 Lack of coastal zone protection
68
70 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Solutions for Impact of the Solution Feasibility of the Solution Accelerating Progress on the Bottlenecks 4.3.3.1 Implement wetlands Extent: High impact Governance: High potential protection through Impact: Medium- to long-term for coordination by VROMI and implementation of legislation impact probable intervention of PS and and treaties to which Sustainability: Medium and long NGOS, but political willpower Sint Maarten is a party, terms needs to be asserted including CITES, Cartagena Capability: Good capability for Convention/SPAW Protocol, planning and implementation; Convention on Biodiversity, some inter-ministerial cooperation Nairobi Convention, may be required Ramsar Convention and the Availability of funds: Probable; Convention on Migratory sources to be determined, Species including the PS
4.3.4.1 Expand the Extent: High impact Governance: High potential boundaries of the current Impact: Medium- to long-term coordination by VROMI in Man of War Shoal Marine Park impact partnership with NGOs and PS, Sustainability: Medium and long but political willpower needs to be terms asserted Capability: Good capability for planning and implementation Availability of funds: Probable; sources to be determined, including the PS
4.3.4.2 Implement coastal Extent: High positive impact on Governance: High potential zone protection through the the well-being of the people of for coordination by VROMI and implementation of legislation Sint Maarten probable intervention of PS and and treaties to which Sint Impact: Medium- to long-term NGOS, but political willpower Maarten is a party, including impact needs to be asserted CITES, Cartagena Convention/ Sustainability: Medium and long Capability: Good capability for SPAW Protocol, Convention terms planning and implementation; on Biodiversity, Nairobi some inter-ministerial cooperation Convention, the International may be required Convention on the Protection Availability of funds: Probable; of Sea Turtles, and the sources to be determined, Convention on Migratory including the PS Species (CMS)
69
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 71 1. NEIGHBOURHOOD/ • Conduct regular meetings with stakeholders with updates and presentations DISTRICT IMPROVEMENT 2. Establish formal agreements between 1.1 enHAnce AnD StrenGtHen tHe project leader and counterparts within inStitUtionAl cApAcitY oF coMMUnitY different departments with support of the Help DeSKS (cHDS) Council of Ministers
The goal of the CHDs is to bring the social • Define roles and responsibilities of the services that are being provided by government different departments and relevant NGOs closer to the people by using • Hold regular documented cross-sectoral a central point in the various communities. While meetings between departments the CHDs are now in four neighbourhoods in Sint • Conduct inventory of all activities that Maarten50 – namely, Cole Bay, St. Peters, Dutch ministries are pursuing with the Community Quarter and Hope Estate – the services provided Help Desks create only limited impact and outreach to the • Label and identify activities as Community people living in low-income and socially deprived Help Desk within each ministry neighbourhoods. The CHDs are not being used • Assign an individual within the relevant to their full potential, particularly in terms of ministry to be responsible for the Community service delivery. The problem exists partly due to Help Desks structure constraints in the administration of the • Mandate the Inter-Ministerial Working Group CHDs and, above all, due to the lack of linkages to (IMWG) to guide and ensure policy, planning all ministries and NGOs, particularly the private and execution by developing an inter- sector. agency coordination approach
Based on the analysis of the prioritized 3. Develop a revised, broad-based and bottlenecks under this key sub-intervention, consistent communications plan for the the following accelerated solutions and Community Help Desks accompanying activities were identified: • Use a wide-scale, holistic, long-term media 1. Improve communications among campaign to build awareness of CHDs Community Help Desks, private sector and • Identify community stakeholders and closely community-based NGOs engage representatives/leadership with CHDs • Undertake continuous updating of existing • Create and implement a social media lists of state entities, private sector and strategy for the CHDs community-based/active NGOs • Make use of the government website to • Host formal meetings with relevant disperse information, i.e., post answers to stakeholders to introduce roles and services FAQs about CHDs of Community Help Desks • Conduct outreach programmes to • Establish relevant formal agreements community councils, other leaders in the between CHDs, private sector and community and NGOs about CHDs community-based active NGOs
50. Originally, only 3 CHDs were established, i.e., in Cole Bay, Sint Peter and Dutch Quarter.
7072 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 1.2 WASte MAnAGeMent 2. Institute recycling and re-use of solid waste programmes (Trias energetic: reduce, re-use Sint Maarten, like all small islands, has very and recycle) little space for waste disposal. Sint Maarten also suffers from poor waste management; • Launch a wide-scale, holistic, long-term landfills are reaching capacity, increasing risks media and events campaign to promote of groundwater contamination. The landfill near ‘reduce, re-use and recycle’ programmes the centre of Philipsburg, the capital of Sint • Promote and incentivize the establishment Maarten, is not only an eye sore, but also poses of second-hand stores and repair stores public health and environmental threats. • Introduce processing industries for recyclable products or find markets off the Taking into account the detrimental island consequence for the environment, it is necessary • Research, establish and incentivize recycled to set standards for waste water disposal in products (e.g., shredded tires) for asphalt or order to prevent or reduce those consequences, glass in construction materials particularly in coastal areas where sewage • Encourage importing/exporting of reused directly (i.e., outfalls) or indirectly (seepage, i.e., and recycled products to be incorporated from cesspits or after reuse of treated sewage) into new products affects coral reefs, which are extremely sensitive to nutrients and pollution. The obligation to 3. Form cross-country partnerships set such standards also results from the Third Protocol of the Cartagena Convention on • Partner with Saint Martin, the French side of Pollution from land-based sources and activities the island, to tap into existing segregation of (LBS protocol).51 waste programme • Partner with the Harbour Group of In Sint Maarten, solid waste and waste water Companies and the cruise ships problems need attention. There is an urgent need to seek and implement practical and 4. Introduce (underground) waste collection comprehensive solutions to sewage and solid systems in specific areas waste management challenges. • Undertake data gathering and research 1. Implement the waste-to-energy system/ on possible underground waste collection plant and use energy created to reduce energy systems costs to the consumers • Contract waste management companies
• Finalize contract agreement with producer • Finalize agreement on feed-in tariff • Issue hindrance and building permit
51. Nature & Environment Policy Plan, Netherlands Antilles, 2004-2007
71 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 73 5. Launch a wide-scale, holistic, long-term 8. Establish punitive sanctions and fines that media and event campaign to tackle waste are above acceptable thresholds for normal management and the effect it has on the operational costs health of the population, on nature and on the environment • Review and examine existing fines • Amend legislation to establish new punitive • Undertake environmental health and related sanctions research • Create and undertake a media campaign 9. Prioritize and mandate enforcement of fines • Include waste management and the health • Provide inspectors with training on the effects and consequences of unmanaged enforcement of fines waste on the population, on nature and on the environment into the curricula of schools 2. PROVISION OF 6. Launch awareness campaign of public social PROGRAMMES responsibility in waste management FOR YOUTH IN THE • Include public social responsibility and the COMMUNITY issues and consequences of littering into the curricula of schools Unemployment among youth, at 25.9 percent, • Establish island wide clean-up programmes remains very high. Training services exist, but • Reinforce fines for littering by implementing many of the training programmes are not driven and executing existing regulations by market demand. The presence of the private sector in the provision of training services or 7. Compile and execute a master plan for its input into training curricula is limited. In sewage and solid waste management addition, regional migration and undocumented workers reduce the number of job vacancies on • Review and update existing waste the island. management legislation • Organize and hold stakeholder sessions: VSA, According to the 2013 Well-Being Survey, economic NGOs, waste companies, cruise ships, the downfall and no job availability is the top reason Harbour, the French side of the island (35 percent) chosen by respondents to explain • Undertake desk research why people live in need or poverty. The Survey • Contract waste managers also found that the top two factors causing poverty • Seek and implement practical and were low education levels and low finances. comprehensive solutions to sewage and According to a 2012 United Nations Children’s solid waste management challenges Fund (UNICEF) Report,52 there are high drop-out • Establish a fee and a fee collection system for numbers in secondary schools in Sint Maarten. 53 garbage collecting (waste tax) The following table shows the leading causes of school dropouts between 2010 and 2012: 54
52. United Nations’ Children’s Fund (UNICEF), “The Situation of Children & Adolescents in Sint Maarten”: 2013 53. Arnell, Joy, Head Dept. of Social Development, Social Protection, “Poverty, Social Protection and Green Job Opportunities”, Power Point: 23 August 2013 54. United Nations’ Children’s Fund (UNICEF), “The Situation of Children & Adolescents in Sint Maarten”: 2013
72
74 SINT MAARTEN | MDG ACCELERATION FRAMEWORK tABle 5. leADinG cAUSeS oF ScHool DropoUtS
2010–2011 2011–2012
Emigration 41 10
Failure in school + leave school for work 39 13
Referral to another kind of education 17 7
Failure to comply with the rules 12 4
Pregnancy 0 2
Other 6 0
Total 115 36
The most important reason for dropping out this school has a stigma, making it difficult for (apart from emigration) is that adolescents are its students to improve their prospects. Other entering the workforce. Children most at-risk of vocational training that responds to the needs of dropping out come from families with greater the economy is limited.56 economic difficulties. They look for work in tourism, have lower expectations of the future A lack of employment opportunities fuels and, in many cases, think that finishing school alienation and exclusion from the government or going to college is a waste of time. A lack of and the economy. Unless the issue of youth job opportunities, added to the high dropout employment is addressed, not only is migration rate, could be a contributing factor for some to of the youth from the island inevitable, but engage in illicit activities.55 unemployment will become endemic in the island population, bringing with it root causes Another reason for the high number of children of instability, conflict and insecurity on the out of school is the expulsion of pupils with island. Consequently, the following accelerated behaviour problems such as physical violence solutions with specified activities have been between students, drug use and serious issues proposed. with teachers. There are also expulsions (though less than before) for poor school performance. 2.1 YoUtH DeVelopMent AnD trAininG Generally, students expelled from a public or semi-public school do not find a place in 1. Develop a new curriculum for hospitality another, similar school. Many of those expelled training that reflects market demand for disciplinary problems go to the Sint Maarten Vocational Training School, which provides them with marketable skills. However, attending
55. Ibid. 56. Ibid.
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 75 73 • Identify existing programmes and courses • Establish ‘employment observatories’ to have that can be pooled to form a comprehensive a constant view of the demand and supply of hospitality training programme, including labour (and ways of matching them) re-assessing the training programmes • Conduct vacancy surveys at the National Institute for Professional Advancement (NIPA) and the Sundial 5. Implement public-private partnership (PPP) School57 agreements for each sector for continuous • Establish a Task Force/Inter-Agency Group youth development and training to oversee the development of the new curriculum • Enhance staff at the Department of Labour • Draft the new curriculum to focus on youth development training • Engage development partners and the agreements between the government and private sector to obtain funding for the new private sector hospitality programmes • Align results from school-to-work surveys to • Create a foundation to provide subsidies to guide PPP agreements students to cover the cost of the training • Set up preparatory secondary vocational programmes education training programmes between private sector and school curriculum 2. Enhance and improve the Labour Market Information System (LMIS) for the private and 6. Introduce Job Shadowing Programmes public sector • Develop and implement a job shadowing • Establish policies for inputting and policy maintaining information for the LMIS • Create a communications plan to promote • Enhance awareness of the importance of the job shadowing programme LMIS for the private sector though publicity • Explore tax incentive options for businesses campaigns, including information sessions, that participate in the job shadowing media campaigns, etc. programme
3. Provide traineeships/internships/ 7. Implement tighter controls for residence and apprenticeships which target local youth work permits
• Introduce tax incentives for employers to • Prioritize the analysis and debate of regional hire and train unemployed youth migration and review its current and future impact on society 4. Research employers’ demands and needs • Prioritize the analysis and debate of youth informal work and review its current and • Conduct information campaign on purpose future impact on society of the labour market survey • Commence dialogue with employers on • Conduct labour market survey compliance with labour and employment policies
57. This activity was chosen as a pilot project to accelerate progress on MDG 1 and is to be implemented immediately with funds that have been set by the Ministry of General Affairs.
74
76 SINT MAARTEN | MDG ACCELERATION FRAMEWORK • Conduct inspections and enforce • Target seminars for key service-oriented immigration and labour control regulations industry groups regarding service learning • Employ more labour inspectors and training to address the negative perception of local youth 8. Launch public campaign on service-oriented • Conduct a regular evaluation of the education programme/curriculum
• Use media campaign to build awareness and 12. Develop labour policies and employment promote values education (professionalism, policies friendliness, customer service, etc.) • Conduct an analysis and identify gaps in the 9. Advocate/encourage employer labour market understanding of benefits of employing local • Launch continuous information campaign youth in all media regarding admittance, residency and labour/work policies • Launch awareness campaigns focusing on the culture of the labour force 13. Establish and implement a long-term and • Organize forums showcasing youth success comprehensive vision for labour market and stories employment • Create and implement a media strategy on the benefits of employing local youth • Re-evaluate previous plans/projects geared towards youth employment 10. Develop, target and tailor make • Implement best practices derived from re- programmes to address social and emotional evaluation issues affecting youth • Establish long-term labour market and employment plan • Provide training on work ethics involving role models 3. ALLEVIATION OF • Provide training on social skills including communication and interpersonal skills THE SOCIO-ECONOMIC • Provide lectures on perception, ethics, tasks BURDEN OF THE ELDERLY of different trades • Establish youth career guidance desks for 3.1 proViSion oF SociAl SAFetY net For personal support and information SeniorS, inclUDinG penSionS • Profile youth success stories and create youth champions Sint Maarten, like many countries in the • Conduct a regular evaluation of the Caribbean, has an ageing population. The 60-to- programmes/curricula 70 age group more than doubled from 2001 to 2011; less than 15 percent of people who are over 11. Involve employers in the development, 60 were born in Sint Maarten; nearly 70 percent implementation and evaluation of a of people 60 years of age or older have been service-oriented curriculum throughout the living on Sint Maarten for more than 20 years.28 educational system According to the 2014 Household Listing Survey
58. Arnell, Joy, Head Dept. of Social Development, Social Protection, Poverty and Green Job Opportunities Power Point Presenta- tion: 23 August 2013 and Dept. of Statistics FACT Magazine
75
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 77 (HLS), the number of people over 40 represented 2. Establishment of coordinated controls and 43 percent of the population and people over 60 inspection represented 11 percent of the population. • Conduct a regular update of the registry on The primary source of income of seniors is businesses and employees the AOV.59 In addition to the seniors’ pension, • Hire and train additional inspectors the government also provides social security • Conduct regular audit inspections of all pensions and orphans and widows pension to businesses eligible individuals. It is important to note that, while Census 2011 established a population of 3. Develop and implement a vision of ageing 33,609, the Civil Registry recorded a population of 54,728. The implications of a higher • Hold a symposium on ageing population on the pension system in the future • Research needs, demographic trends and are significant. areas affected yb an ageing population • Develop an Action Plan on Ageing There are a number of active seniors’ • Launch an information campaign on organizations/NGOs in Sint Maarten that feel activities related to results of ageing trends that the government is turning a deaf ear to their and ageing vision concerns. They feel that communication between their organizations and the Ministry is limited. 4. NATURE The NGOs are frustrated with their inability to create political commitments and they also feel CONSERVATION that there is a lack of synchronization of policy. Protection and conservation of nature are The following accelerated solutions have been not only important because of the enormous proposed: economic value of biodiversity, both direct and indirect, but also because of their intrinsic value. 1. Conduct an assessment of the social security In addition, natural resources are very limited system and premiums on small islands, including Sint Maarten, so they need to be preserved. 60 • Undertake a comprehensive review of all three tiers of the current social security Environmental and nature conservation system, of the current social landscape with awareness and public education are in 61 social realities and of the status of affairs themselves also important policy goals. on social premiums, including the review of international conventions; provide It was duly noted in the First MDG Report recommendations for the future 2011 that balancing economic, ecological and • Research the feasibility of mandatory socio-cultural aspects is crucial for sustainable pensions development. If the ecology – nature and the environment – deteriorates or if socio-cultural values are neglected, this will directly diminish
59. Ibid. 60. First MDG Report 2011 61. Nature and Environment Policy Plan Netherlands Antilles, 2004-2007
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78 SINT MAARTEN | MDG ACCELERATION FRAMEWORK the quality of life. Just as important, a decent will eventually be tabled to Parliament for final existence for the entire population will not decision-making. be possible without economic growth. The awareness of these linkages has been overlooked However, some of the public hearings have in contributing to sustainable development in yielded low public turnout and participation. the former Netherlands Antilles.62 Although the zoning plans basically affect all residents, the ‘knowability’ factor is rather low Nature conservation is not high on the political and the process of establishing zoning plans agenda, which results in a limited government does not always seem to be high on the political budget for this sector.63 agenda.
There is great need for mental and attitudinal The following accelerated solutions are changes with regard to the use of natural proposed: resources and overall environmental protection. 1. Coordination and streamlining of zoning 4.1 ZoninG (SpAtiAl plAnninG) (spatial planning) procedures
An important instrument for nature conservation • Periodic meetings between VROMI and EZ is zoning. Due to the limited space available on on zoning (spatial planning) procedures the islands, uncontrolled urban habitation and • Regular coordination meetings on zoning coastal developments are considered the major (spatial planning) among all stakeholders threats to the islands’ terrestrial and marine • Link existing data systems in individual resources.64 ministries to allow access by all ministries
One of the ambitions and policy objectives of the 2. Enhance public consultations Policy Department of VROMI is to facilitate the establishment of development (zoning) plans • Disseminate results of public review of for the entire area of Sint Maarten, including the zoning plans articulation of urban development plans for ‘hot • Enhance information sessions on zoning spots‘. (spatial planning) for the public
Based on the national ordinance on spatial 3. Enhance the transparency and process of development planning, VROMI is currently political decision-making in the final stages of establishing 13 zoning plans for all of Sint the approval of the zoning plans Maarten. The vast majority of the preliminary draft zoning plans has been finalized. They were • Establish information sessions and presented at official public hearings and were disseminate information on the political followed by a 30-day period of public review of decision-making process as it relates to the draft zoning plans. The draft developments zoning plans, including the submitted objections and • Create and conduct a public relations any advice from the Committee of Experts, campaign on the final stages of the approval of zoning plans
62. Nature and Environment Policy Plan Netherlands Antilles, 2004-2007 63. First MDG Report 2011 64. Ibid.
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SINT MAARTEN | MDG ACCELERATION FRAMEWORK 79 • Enhance the transparency and process and 3. Establish an independent government procedures of the Committee of Experts inspection agency such as IVSA, the that review the public review objections and Inspectorate attached to the Ministry of Public make recommendations thereto Health, Social Development and Labour (VSA), for the enforcement of environmental 4.2 enForceMent oF enVironMentAl legislation leGiSlAtion • Restructure the VROMI inspectorate to Another important instrument for nature become an independent inspection agency conservation is environmental legislation, (streamline with IVSA ordinance) which includes implementing legislation that • Appoint a Special Prosecutor for is required by various treaties. The Government Environmental Issues of Sint Maarten has adopted two ordinances • Increase fines to current standards dealing with nature and the environment: the via ministerial decree/national decree National Nature Conservation Ordinance of containing general measures 1998 and the Nature Conservation Ordinance of Sint Maarten 2003. However, there is a general 4. Mandate environmental impact assessments lack of enforcement of existing environmental legislation.65 Moreover, the number of inspectors • Update environmental and building is limited. Consequently, the following are legislation to mandate EIAs proposed accelerated solutions for the enforcement of environmental legislation: 5. Raise environmental awareness by launching a wide-scale, holistic, long-term 1. Collaborate with community police media campaign to make the population officers in the enforcement of environmental aware of the existence and content of legislation environmental legislation
• Enter into a Service-Level Agreement • Implement environmental education into (SLA) with the Ministry of Justice to allow the school curricula community police officers to support the • Create environmental topic-related enforcement of environmental legislation outreach programmes (i.e., recycling, energy efficiency, environmental health, indigenous 2. Re-educate and re-train inspectors on their species/flora and fauna, biodiversity, climate tasks and the mandate of environmental change, etc.) legislation • Implement a social media strategy
• Implement training programmes to enhance the inspection and enforcement skills of inspectors • Develop and conduct Training of Trainers (ToT) programmes to respond to the need for inspection skills enhancement • Update job descriptions of inspectors
65. Imminga-Berends, Drs. Helene, “ Environmental Profile – Sint Maarten”, Draft 27 November, 2013: European Commission
78
80 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 4.3 conSerVAtion oF BioDiVerSitY frameworks that will allow for the protection of reef systems providing food, coastal protection In an analysis of so-called biodiversity hotspots – and tourism revenue.67 that is, areas with exceptionally high biodiversity under threat – the Caribbean scored as one Indicator 60 of Target 15 of Goal 7, i.e., integrating of the highest. As far as marine biodiversity is the principals of sustainable development into concerned, the waters of the southern Caribbean country policies and programmes and reverse are considered the second highest in the the loss of environmental resources, specifically Atlantic Basin. This emphasizes the importance relates to the ratio of area protected to maintain of biodiversity conservation in the former biological diversity to surface area. While 23 Netherland Antilles not only for the sake of its percent of the marine area has been protected citizens, but also as a responsibility to safeguard (with the establishment of the Man of War Shoal a global heritage.66 Marine Park) in proportion to the total area of Sint Maarten, there is currently no terrestrial As noted in the First MDG Report 2011, Sint protection in Sint Maarten.68 However, one of the Maarten is considered a biodiversity hotspot. policy objectives of VROMI is to develop marine While total collapse of these systems has not and terrestrial nature parks. yet occurred, the islands need to prioritize legal
categorization Data requirements proportion
23 percent of EEZ protected Area protected in proportion to Area protected: Total area 23 to maintain biological diversity total area: 23 percent percent
73 percent Area not protected in proportion Area not protected: Total area to total area
Before one can monitor the state of biodiversity, Yet the last terrestrial biological inventory in Sint it is important to have a database. The Marten was undertaken in 1996. importance of a database was confirmed in the First MDG Report 2011, which noted that it Consequently, the following accelerated is time for a next step, namely, to improve the solutions are proposed: ways to measure and monitor the state of the environment and progress made in improving, 1. Implement an environmental/conservation preserving and restoring it. Further indicators, tourism tax baseline values and targets need to be identified and formulated. Measurement is knowledge and • Carry out feasibility studies on the willingness makes the problems and challenges tangible. to pay for use of cultural and natural heritage (include economic valuation of ecosystems)
66. Nature &Environment Policy Plan Netherlands Antilles, 2004-2007 67. First MDG Report, 2011 68. Nature Foundation St. Maarten, “MDG 7 – Ensuring Environmental Sustainability – Conservation of Biodiversity”, Power Point Presentation at the Validation Workshop: September 2014
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SINT MAARTEN | MDG ACCELERATION FRAMEWORK 81 2. Link ecosystem protection to the economy • Engage in consultation with experts on wetlands protection • Carry out economic valuation studies • Engage the private sector and NGOs in the of cultural and natural heritage (include establishment of the protection of wetlands economic valuation of ecosystems) • Develop and implement a long-term events campaign to reinforce the case for wetlands protection 3. Implement terrestrial protection (i.e., • Engage development partners and the private land park, hillside policy) through the sector to obtain funding for the protection of implementation of legislation and treaties wetlands to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, 5. Expand the boundaries of the current Man of Convention on Biodiversity, the Nairobi War Shoal Marine Park Convention, Convention on Migratory Species, International Convention on Wastewater • Expand the boundaries of the Man of War Discharge, MARPOL Shoal Marine Park to include the four islets, i.e., Pelican Rock, Molly Beday, Cow & Calf, and Hen • Undertake a terrestrial biological inventory69 & Chicks • Engage in consultation with experts on • Engage in consultation with experts on terrestrial protection expanding the boundaries of the current Man • Engage the private sector in the development of War Shoal Marine Park of the terrestrial park through the creation of • Engage the private sector and NGOs in incentives for private landowners to donate expanding the boundaries of the existing land for conservation purposes marine park • Engage NGOs in the development of a • Develop and implement a long-term events terrestrial park campaign to reinforce the case for expanding • Develop and implement long-term events the boundaries of the existing marine park campaigns to reinforce the case for terrestrial • Engage development partners and the private protection sector to obtain funding for the expansion of • Engage the private sector and development the existing marine park partners to obtain funding for the terrestrial • Amend the current Man of War Shoal Marine park Park legislation
4. Implement wetlands protection through implementation of legislation and treaties to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, Nairobi Convention, Ramsar Convention and the Convention on Migratory Species
69. This activity is chosen as a pilot project to accelerate progress toward MDG 7 and is to be implemented immediately with funds that have been set aside by the Ministry of General Affairs.
80
82 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 6. Implement coastal zone protection through the implementation of legislation and treaties to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, Nairobi Convention, the International Convention on the Protection of Sea Turtles and the Convention on Migratory Species (CMS)
• Engage in consultation with experts on coastal zone protection • Engage the private sector and NGOs in understanding the importance of the establishment of coastal zones • Develop and implement a long-term events campaign to reinforce the case for coastal zone protection • Engage development partners and the private sector to obtain funding for coastal zone protection
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SINT MAARTEN | MDG ACCELERATION FRAMEWORK 83 VI. MDG ACCELERATION PLAN: BUILDING A COMPACT
84 SINT MAARTEN | MDG ACCELERATION FRAMEWORK This section focuses on the relevance of building to three years, the Government of Sint Maarten a compact, or partnership, based on mutual will need the support of all stakeholders who can accountability to support the Government of Sint influence sustainable community development Maarten to overcome constraints/bottlenecks – not just, BAK, ECYS, VSA and VROMI, but also that have been identified to promote sustainable other LMs and government agencies, bilateral community development. How could the and multilateral donors, UN funds and agencies, Government of Sint Maarten and its development CSOs, NGOs and the private sector. Therefore, this partners address these bottlenecks? In particular, MAF analysis is the basis of a Country AP to bring what complementary role could the development together all partners to support the effective partners play and what particular contribution implementation and scaling-up of the four key could the UN agencies make in that context to prioritized interventions and their related seven implement the prioritized solutions? sub-interventions.
MAF Action plAn (Ap) The private sector also has a critical role to play in achieving MDG 1 and MDG 7 and it The present MAF analysis has uncovered the will be called upon to complement the public most crippling bottlenecks as well as the most sector. Only through this renewed partnership effective solutions to address them in the near can sustainable community development be term to effectively and quickly scale up coverage achieved. of the four major interventions and seven sub- interventions. However, the Government of Sint The AP is also well positioned to feed into the Maarten will not be able to implement these Government of Sint Maarten’s policy cycle, as solutions on its own. If these major bottlenecks it can inform the planning processes for Sint to achieving MDG 1 and MDG 7, with a special Maarten’s first National Development Plan (NDP) focus on sustainable community development, and the foreign policy of Sint Maarten, which is in are to be effectively removed within the next one the process of being developed.
83 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 85 The following MAF Action Plan reflects the critical activities to achieve accelerated progress on issues pertaining to achieving MDG 1 and MDG MDG 1 and MDG 7. The financing envelope 7, prioritized interventions that were identified, also includes the current commitment and prioritized bottlenecks to these interventions, financing gap (expectations based on previous and proposed solutions, including specific commitments, government revenue forecasts, activities for each solution and potential partners etc.). for implementation in prioritized areas. • Implementation and Monitoring-Evaluation The financing of solutions proposed under the Plan MAF Action Plan is still to be ascertained within the Government of Sint Maarten’s budget The MDGs remain achievable by 2015 and beyond for 2015 and onwards. Financing for actions if backed by the right policies, implementation approved under the MAF will be sourced from strategies and arrangements as well as by actions many diverse but complementary stakeholders. coupled with strong political commitment and These include state entities, DPs, NGOs and the adequate funding and institutional capacities. private sector and within the aid cooperation Central to the success of the MAF Action Plan that Sint Maarten receives from development will be the implementation of a coordinated partners. approach that targets service delivery at the local level, balancing the needs for speed and However, the MAF Action Plan does not work only sustainability. when there are donor funds involved. Within the financial realm, it must be emphasized that the An Implementation and Monitoring-Evaluation MAF is not creating a new strategy, only fixing Plan forms part and parcel of any Action Plan and problems within existing ones. Thus, the Action indicates the activities that will be undertaken, Plan is not only about influxes of new monies. It the responsible party/lead ministry and/or is also about prioritization. Within the solutions department, potential partners and, where identified, there is a stricter prioritization by available, indicators for monitoring. working within the existing resource envelope. The premise is, “If you only could afford one Annex A contains the Implementation and solution, which one would have the most Monitoring-Evaluation Plan for the Sint Maarten impact at the lowest cost”? As a consequence, MAF Action Plan, which outlines the proposed the MAF is not dependent on donor funds, but activities along with the responsible party. The on the will to implement solutions. Moreover, Implementation and Monitoring-Evaluation the MAF has been implemented successfully in Plan has been developed after sequencing the several countries with no presence of donors.70 various proposed acceleration solutions and Once the political will and leadership have been activities contained in the Plan. The objectives established, technical commitment is needed of the implementation and monitoring plan – as not only from government, but also from all an integral part of the MAF Action Plan – are to relevant stakeholders. facilitate the follow-up on commitments made and above all, to track progress over time. The financing envelope in the MAF Action Plan indicates the total cost of implementing the
70. Countries include Colombia, Costa Rica, Belize, Peru, El Salvador and Indonesia.
84 86 SINT MAARTEN | MDG ACCELERATION FRAMEWORK Implementation of the AP is based on a certain number of principles: (i) high level of ownership by the Government of Sint Maarten and its partners; (ii) commitment on the part of partners identified by the exercise in mobilizing the necessary financing; (iii) a monitoring-evaluation system for the process; (iv) acceptance of the MAF document by all stakeholders in sustainable community development as a reference point to enable them to more effectively target their financial and technical support sources in line with the four key areas of interventions and the seven sub-interventions identified within the AP; and (v) repositioning of national strategies in order to take into account the priorities defined in the AP within the framework of the acceleration of MDG 1 and MDG 7, with a special focus on sustainable community development.
The collaborative and inclusive processes through which this MAF Action Plan has been written are very positive initial steps and consolidate ongoing efforts. Development partners, including UNDP, remain committed to supporting the Government of Sint Maarten to fully implement and monitor the MAF Action Plan.
85 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 87 ANNEXES
88 SINT MAARTEN | MDG ACCELERATION FRAMEWORK ANNEX A: SINT MAARTEN: MDG ACCELERATION FRAMEWORK COUNTRY ACTION PLAN AND IMPLEMENTATION AND MONITORING-EVALUATION PLAN ACTION PLAN AND IMPLEMENTATION AND MONITORING-EVALUATION PLAN ANNEX A: SINT MAARTEN: MDG ACCELERATION FRAMEWORK COUNTRY SOLUTIONS AND ACTIVITIES SCHEDULE LEAD MINISTRY/ POTENTIAL 2014 2015 2016 2017 2018 DEPT. PARTNERS ce, RESPONSIBLEce, titi es FORffi on airs, on, Fire
ti IMPLEMEN- ff ti TATION PARTNERS PARTNERS Jan-Apr Jan-Apr May-Aug Sept-Dec Jan-Apr May-Aug Sept-Dec Jan-Apr May-Aug Sept-Dec Jan-Apr May-Aug Sept-Dec Jan-Apr May-Aug Sept-Dec POTENTIAL POTENTIAL airs (CDFHA), ff CDFHA, CDFHA, Community Police, Dept. of Dept., Court of Labour A Civil Registry (e.g., GEBE, GEBE, (e.g., TelEm, St. Marten Cable UTS, Company, garbage disposal companies, Windward Roads, MNO Community Development, en and state Dept. of Health, [construc Family and private sector company]) Humanitarian Immigra and Ambulance NGOs, relevant NGOs, relevant A 1.1.1.1 Improve communications among Community Help Desks (CHDs), private sector and community-based NGOs Dept., Tax O Receivers’ O ffi
1. Undertake continuous updating of CDFHA Community existing lists of state entities, private Development, sector and community-based active Family and NGOs Humanitarian Affairs (CDFHA),
FOR
DEPT.
TATION TATION NGOs, relevant
2. Host formal meetings withIMPLEMEN- relevant CDFHA private sector RESPONSIBLE RESPONSIBLE
stakeholders LEAD MINISTRY/to introduce roles and and state entities
services of CHDs CDFHA CDFHA CDFHA CDFHA CDFHA CDHA
(e.g., GEBE, CDHA
Sept-Dec Sept-Dec TelEm, St. Marten Cable
Company, UTS,
3. Establish relevant formal agreements CDFHA garbage disposal
between CHDs, private sector and May-Aug companies, community-based 2018 active NGOs Windward Roads,
MNO Jan-Apr Jan-Apr
[construction
company])
4.Conduct regular meetings with CDFHA
stakeholders with updates and Sept-Dec
presentations
May-Aug May-Aug 2017 2017
1.1.2.1 Establish formal agreements Jan-Apr between Project Leader of CHDs and counterparts within different departments with support of the Council of Ministers
1.Define roles and responsibilities of the CDFHA CDFHA,
different departments Sept-Dec Community Police, Dept. of
Labour Affairs,
May-Aug May-Aug Dept. of Health,
88
erent departments with support of the Council of Ministers Ministers of the Council of support with departments erent Immigration, Fire 2016 2016 2. Hold regular documented cross- ff CDHA and Ambulance
sectorial meeSCHEDULE tings between departments Dept., Tax Office,
Jan-Apr Jan-Apr Receivers’ Office, Civil Registry
Dept., Court of
Sept-Dec Sept-Dec
3. Conduct inventory of all activities that CDHA
ministries are doing with CHDs
May-Aug May-Aug 2015 2015
87
2. Hold regular documented cross- Jan-Apr CDHA sectorial4. Label mee andti idenngs betweentify activi tidepartmentses as CHDs CDHA
within each ministry
Sept-Dec Sept-Dec
5. Assign an individual within the relevantMay-Aug CDHA
ministry to be responsible 2014 for the CHD
Jan-Apr Jan-Apr
6. Mandate the Inter-Ministerial Working IMWG
Group (IMWG) to guide and ensure policy, planning and execution of the ve
CHDs by developing an inter-agency ti ng of es of the ti ti coordination approach NGOs community-based and private sector (CHDs), Desks Help Community ons among
ti
1.1.3.1 Develop a revised, broad-based and consistentes, private communications plan for the CHDs ngs with titi
1.Use a wide-scale, holistic, long-term ve NGOs VSA VSA, ti media campaign to build awareness of ngs with relevant AZ-DCOMM ti nuous upda nuous
the CHDs ti ngs departments between ngs departments between
ons 2. Identify community stakeholders and ti VSA VSA, SOLUTIONS AND ACTIVITIES ne rolesne and responsibili
closely engage ng lists of state en Community fi ti representatives/leadership with the erent departments Councils, ff 2. Hold regular documented cross- 3. Establish relevantformal agreements CHDs,between sector and private 4.Conduct regular mee ti stakeholders updates with and di within counterparts and CHDs of Leader Project between agreements formal Establish 1.1.2.1 stakeholders to stakeholders to introduce roles and 2. Host formal mee 1.1.1.1 Improve 1.1.1.1 Improve communica 1. Undertake con 1.De di community-based ac sectorial mee ti services CHDsof presenta sector and sector community-based ac exis CHDs NGOs NGOs 2. Hold regular documented cross- sectorial mee ti
3. Create and implement a social media VSA VSA, strategy for the CHDs AZ-DCOMM
87
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 89 4. Make use of government website to VSA VSA, disperse information about CHDs, i.e., AZ-DCOMM post answers to FAQs about CHDs
5. Conduct outreach programmes to VSA VSA, community councils, other leaders in the Community community and NGOs about CHDs Councils NGOs
1.2.1.1. Implement the waste-to-energy system/plant and use energy created to reduce energy costs to consumers 1. Finalize contract agreement with VROMI VROMI, Private producer Sector
2. Finalize agreement on feed-in tariff VROMI VROMI, Private Sector, GEBE
3. Issue hindrance and building permits VROMI VROMI, Private Sector
90 1.2.1.2 Institute recycling and re-use of solid waste programmes (Trias energetica: reduce, re-use and recycle) 1.Launch a wide-scale, holistic, long-term VROMI VROMI, media and events campaign to promote Private Sector, ‘reduce, re-use and recycle’ programmes NGOs, AZ-DCOMM
2. Promote and incentivize the VROMI, TEZVT VROMI, TEZVT, establishment of second-hand stores and Finance, Private repair stores Sector
3. Introduce processing industries for VROMI, TEZVT VROMI, TEZVT, recyclable products or find markets off NGOs, Private the island Sector
4. Research, establish and incentive VROMI, TEZVT VROMI, TEZVT, recycled product (e.g., shredded tires) for NGOs, asphalt or glass in construction materials Private Sector 89
5. Encourage importing/exporting of VROMI VROMI, reused and recycled products to be Private Sector incorporated into new products
1.2.1.3 Form cross-country partnerships 1. Partner with Saint Martin, the French VROMI OP-ETC side of the island, to tap into existing (Operational segregation of waste programme Programme on European Transnational Cooperation) Fund, AZ-Dept. of Foreign Affairs, VROMI 2. Partner with the Harbour Group of VROMI VROMI, Harbour Companies and cruise ships on solutions to address lack of locations to dispose waste
90 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 1.2.1.4 Introduce (underground) waste collection systems in specific areas 1.Undertake data gathering and research on possible VROMI VROMI (underground) waste collection systems
2. Contract waste management companies to install VROMI VROMI, Private (underground) waste collection systems Sector
1.2.2.1 Launch a wide-scale, holistic, long-term media and event campaign to tackle waste management and the effect it has on the health of the population, on nature and on the environment 1.Undertake environmental health and related research VROMI VROMI, Dept. of on the consequences of unmanaged waste Public Health, TEZVT, Research Institute on Statia
2. Create and undertake a media campaign on the VROMI VROMI,AZ- health effects and consequences of unmanaged waste DCOMM
3. Include waste management and the health effects ECYS ECYS, VROMI, and consequences of unmanaged waste on the DCOMM population, on nature and on the environment in school curricula
1.2.3.1 Launch awareness campaign of public social responsibility in waste management 1.Include public social responsibility and the issues and ECYS ECYS, VROMI consequences of littering in school curricula AZ-DCOMM
92 2. Establish island-wide clean-up programmes VROMI VROMI, ECYS, NGOs, DCOMM, Private Sector
3. Reinforce fines for littering by implementing and VROMI VROMI, Justice executing existing regulations
1.2.4.1 Compile and execute a Master Plan for sewage and solid waste management
91 1.Review and update existing waste management VROMI VROMI, legislation JZ&W (Dept. of Legal Affairs)
2. Organize and hold stakeholder sessions: VSA, NGOS, VROMI VROMI, NGOs, waste companies, cruise ships, Harbour, French side of Private Sector the island
3. Undertake desk research VROMI VROMI
4. Contract waste managers VROMI VROMI, Private Sector
5. Seek and implement practical and comprehensive VROMI VROMI, NGOs, solutions to sewage and solid waste management Private Sector challenges
6. Establish a fee and a fee collection system for garbage VROMI VROMI, collecting (waste tax) Receivers’/Censu s Office
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 91 1.2.5.1. Establish punitive sanctions and fines that are above acceptable thresholds for normal operational costs 1.Review and examine existing fines VROMI VROMI, Justice
2. Amend legislation to establish new punitive sanctions VROMI VROMI, Justice
1.2.6 Prioritize and mandate enforcement of fines 1.Provide inspectors with training on the enforcement VROMI VROMI, Justice of fines
2.1.1.1. Develop a new curriculum for hospitality training that reflects market demand 1. Identify existing programmes and courses that can be ECYS/VSA VSA, ECYS, Dept. pooled to form a comprehensive hospitality training of Education, programme, including reassessing the training Council for programmes at the National Institute for Professional Education and Advancement (NIPA) and the Sundial School Labour Market (in the process of being established)
94 Division of Innovations, USM, Sint Maarten Chamber of Commerce & Industry 2. Establish a Task Force/Inter-Agency Group to oversee ECYS ECYS, Dept. of the development of the new curriculum Education, Council for Education and Labour Market (in process of being established), Division of Innovation, Chamber of Commerce, Dept. of Tourism, Dept. of Economic Affairs, Indian Merchants, 93 Chinese Merchants, St. Maarten Hospitality and Trade Association (SHTA), Small Business Association, Timeshare Association, Small Hotel Association, Marine Trade Association, Taxi Association, Unions 3. Draft the new curriculum ECYS ECYS, Task Force/Inter- Agency Group established in Activity No. 2
92 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 4. Engage development partners and the private Ssector ECYS ECYS,EU, EDF, to obtain funding for the new hospitality programmes Princess Julianna International Airport (PJIA), Bankers’ Association, Private Sector: SHTA, Chamber of Commerce, Timeshare Association, Marine Trade Association, Indian Merchants Association, Chinese Merchants Association 5. Create a foundation to provide subsidies to students ECYS ECYS, State cover the cost of the training programmes Entities, Private Sector: SHTA, Chamber of Commerce, Timeshare Association, Marine Trade Association, Indian Merchants Association, Chinese Merchants Association 2.1.1.2 Enhance and improve the Labour Market Information System (LMIS) for the private and public sectors 1. Establish policies for inputting and maintaining Dept. of Dept. of Labour, information for the LMIS Labour. Private Sector, STAT Dept. of Statistics
96 2. Enhance awareness of the importance of the LMIS for Dept. of Dept. of Labour, the private sector through publicity campaigns including Labour Private Sector information sessions, media campaigns, etc.
2.1.1.3 Provide traineeships/internships/apprenticeships that target local youth 1. Introduce tax incentives for employers to hire and Dept. of Private Sector, train unemployed youth Labour Unions, Dept. of Labour, Dept. of Economic Affairs, Ministry of Finance, St. 95 Maarten Chamber of Commerce & Trade 2.1.1.4 Research employers’ demands and needs 1. Conduct information campaign on purpose of the Dept. of AZ-DCOMM, labour market survey Labour Dept. of Statistics, Dept. of Labour
2. Conduct labour market survey Dept. of Dept. of Labour Statistics, Dept. of Labour, Private Sector
3. Establish ‘employment observatories to have a Dept. of Dept. of Labour, constant view of the demand and supply of labour (and Labour Dept. of ways of matching them) Statistics, Private Sector
4. Conduct vacancy surveys Dept. of Dept. of Labour, Labour Dept. of Statistics, Private Sector
2.1.1.5 Implement public-private partnership (PPP) agreements for each sector for continuous youth development and training 1. Enhance staff at the Dept. of Labour to focus on Dept. of Dept. of Labour, youth development training agreements between Labour Private Sector, government and private sector Unions, NGOs
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 93 2. Align results from school-to-work surveys to guide Dept. of Dept. of Labour, PPP agreements Labour Private Sector, Unions, NGOs
3. Set up preparatory secondary vocational education Dept. of Dept. of Labour, training programmes between private sector and school Labour/ ECYS, Private curriculum ECYS Sector, Unions, NGOs, NIPA, Sundial School
2.1.1.6 Introduce a job shadowing programme 1. Develop and implement a jog shadowing policy Dept. of Private Sector, Labour Unions, Dept. of Labour, Dept. of Economic Affairs
2. Create a communications plan to promote the job Dept. of Dept. of Labour shadowing programme Labour Dept. of Economic Affairs, AZ-DCOMM
3. Explore tax incentive options for businesses that Dept. of Tax Dept., Dept. participate in the job shadowing programme Labour of Finance, Dept. of Labour, Dept. of Economic Affairs
2.1.2.1 Implement tighter controls for residence and work permits 1. Prioritize the analysis and debate of regional Dept. of Dept. of Labour, migration and review its current and future impact on Labour Dept. of society Economic Affairs, Youth Affairs, Private Sector, Unions 2. Prioritize the analysis and debate of youth informal Dept. of Dept. of Labour,
98 work and review its current and future impact on Labour Dept. of society Economic Affairs, Dept. of Statistics, Youth Affairs, Private Sector, Unions 3. Commence dialogue with employers on compliance Dept. of Dept. of Labour, with labour and employment polices Labour Dept. of Economic Affairs, Dept. of Immigration and Border Control 97 Youth Affairs Private Sector, Unions, Associations 4. Conduct inspections and enforce immigration and Dept. of Dept. of Labour, labour control regulations Labour Dept. of Economic Affairs, Dept. of Immigration and Border Control, Youth Affairs, Private Sector, Unions 5. Employ more labour inspectors Dept. of Dept. of Labour Labour
2.1.3.1 Launch public campaign on service-oriented education 1. Use media campaign to build awareness and promote Dept. of AZ-DCOMM, values education (professionalism, friendliness, Labour Dept. of Labour, customer service, etc.) Private Sector, ECYS-Division of Innovations
2.1.3.2 Advocate/encourage employer understanding of benefits of employing local youth 1. Launch awareness campaigns focusing on the culture Dept. of Dept. of Labour, of the labour force Labour DCOMM, ECYS- Division of Innovations, Private Sector, Media 2. Organize forums showcasing youth success stories Dept. of DCOMM, Dept. Labour of Labour, ECYS- Division of Innovations, Private Sector, Media
94 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 3. Create and implement a media strategy on the Dept. of DCOMM, Dept. benefits of employing youth Labour of Labour, ECYS- Division of Innovations, Private Sector, Media 2.1.3.3 Develop, target and tailor make programmes to address social and emotional issues affecting youth 1. Provide training on work ethics involving role models Dept. of Dept. of Labour, Labour ECYS-Division of Innovations, Private Sector
2. Provide training on social skills, including Dept. of Dept. of Labour, communication and interpersonal skills Labour ECYS-Division of Innovations, Private Sector
3. Provide lectures on perception, ethics, tasks of Dept. of Dept. of Labour, different trades Labour ECYS-Division of Innovations, Private Sector
4. Establish youth career guidance desks for personal Dept. of Dept. of Labour, support and information Labour ECYS-Division of Innovations, Private Sector
5. Profile youth success stories and create youth Dept. of Dept. of Labour, champions Labour ECYS-Division of Innovations, Private Sector 100
6. Conduct a regular evaluation of the Dept. of Dept. of Labour, programmes/curricula Labour ECYS
2.1.3.4 Involve employers in the development, implementation and evaluation of a service-oriented curriculum through the educational system 1. Target seminars for key service-oriented industry Dept. of ECYS-Division of groups regarding service learning and training to Labour Inspection, ECYS- address the negative perception of local youth Division of Innovations, Dept. of Labour, AZ-DCOMM, Private Sector 2. Conduct a regular evaluation of the Dept. of Dept. of Labour, programme/curriculum Labour ECYS 99
2.1.4.1 Develop labour and employment policies 1. Conduct an analysis and identify gaps in the labour Dept. of Dept. of Labour, market Labour Youth Affairs, Tripartite Committee (Representatives of government, unions and business sector), Dept. of Statistics, Private Sector (employer associations, schools, youth activity centers, education, SHTA, etc.), NGOs 2. Launch continuous information campaign in all media Dept. of Dept. of Labour, regarding admittance, residency and labour/work Labour Tripartite policies Committee, Youth Affairs, AZ- DCOMM
2.1.5.1 Establish and implement a long-term and comprehensive vision for the labour market and employment 1. Re-evaluate previous plans/projects geared towards Dept. of Dept. of Labour, youth employment Labour Dept. of Economic Affairs, Tripartite Committee
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 95 2. Implement best practices derived from re-evaluation Dept. of Dept. of Labour, Labour Dept. of Economic Affairs, Tripartite Committee
3. Establish long-term labour market and employment Dept. of Dept. of Labour, plan Labour Dept. of Economic Affairs, Tripartite Committee
3.1.1.1 Conduct an assessment of the social security system and premiums 1. Undertake a comprehensive review of all three tiers VSA VSA, Social and of the current social security system, the current social Health Insurances landscape with social realities, and status of affairs on (SZV), AOV for social premiums, including the review of international Seniors, and conventions; provide recommendations for the future Orphans and Widows Pension, NGOs representing seniors 2. Research the feasibility of mandatory pensions VSA VSA, Social and Health Insurances (SZV), AOV NGOs representing seniors, Private Sector 3.1.1.2 Establishment of coordinated controls and inspections 1. Conduct a regular update of the registry on VSA VSA, Social and businesses and employees Health Insurances (SZV), Tax Inspectorate, Labour, Immigration and Border Control, St. Maarten Chamber of Commerce &
102 Trade 2. Hire and train additional inspectors Dept. of VSA, Labour, Labour Social and Health Insurance (SZV), Tax Office, Immigration and Border Control 3. Conduct regular audit inspections of all businesses Dept. of VSA, Labour, Labour Social and Health Insurances (SZV), Tax Office,
101 Immigration and Border Control. St, Maarten Chamber of Commerce & Trade 3.2.1 Develop and implement a vision on ageing 1. Hold a symposium on ageing Dept. of VSA (Social Social Development) Develop- Dept. of ment Statistics, AZ- DCOMM, NGOs representing seniors Private Sector 2. Research needs, demographic trends and areas Dept. of VSA (Dept. of affected by an ageing population Social Social Develop- Development) ment Dept. of Statistics, AZ- DCOMM, NGOs representing seniors, Private Sector 3. Develop an Action Plan on Ageing Dept. of VSA (Dept. of Social Social Develop- Development) ment Dept. of Economic Affairs, relevant NGOs, NGOs representing seniors, Private Sector 4. Launch an information campaign on activities related Dept. of VSA (Dept. of to results of ageing trends and ageing vision Social Social Develop- Development) ment AZ-DCOMM NGOs representing seniors, Private Sector
96 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 4.1.1.1 Coordination and streamlining of zoning (spatial planning) procedures 1. Periodic meetings between VROMI and EZ on zoning VROMI VROMI, (spatial planning) procedures TEZVT
2. Regular coordinating meetings on zoning (spatial VROMI VROMI, TEZVT, planning) among all stakeholders NGOs, Private Sector
3. Link existing data systems in individual ministries to VROMI All Ministries allow access by all ministries
4.1.2.1 Enhance zoning (spatial planning) public consultations 1. Disseminate results of public review of zoning plans VROMI VROMI
2. Enhance information sessions on zoning (spatial VROMI VROMI planning) plans for the public
4.1.2.2 Enhance the transparency and process of political decision-making in the final stages of the approval of the zoning plans 1.Establish information sessions and disseminate VROMI VROMI, DCOMM information on the political decision-making process as it relates to zoning
104 2. Create and conduct a public relations campaign on VROMI VROMI, DCOMM the final stages of the approval of zoning plans
3. Enhance the transparency and the process and VROMI VROMI procedures of the Committee of Experts that review the public review objections and make recommendations thereto
4.2.1.1 Collaborate with community police officers on the enforcement of environmental legislation 103 1. Enter into a Service-Level Agreement (SLA) with the VROMI VROMI, Justice Ministry of Justice to allow community police officers to support the enforcement of environmental legislation
4.2.1.2 Re-educate and re-train inspectors on their tasks and the mandate of environmental legislation 1. Implement training programmes to enhance the VROMI VROMI inspection and enforcement skills of inspectors
2. Develop and conduct Training of Trainers (ToT) VROMI VROMI programmes to respond to the need for inspection skills enhancement
3. Update job descriptions of inspectors VROMI VROMI
4.2.1.3 Establish an independent governmental inspection agency such as IVSA, the inspectorate attached to the Ministry of Public Health, Social Development and Labour, for enforcement of environmental legislation 1. Restructure the VROMI Inspectorate to become an VROMI VROMI, independent inspection agency (streamline with IVSA JZ&W (Dept. of ordinance) Legal Affairs)
2. Appoint a Special Prosecutor for Environmental Issues VROMI OM (Attorney General), Justice, VROMI
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 97 3. Increase fines to current standards via ministerial VROMI VROMI decree/national decree containing general measures
4.2.2.1 Mandate Environmental Impact Assessments (EIAs) 1. Update environmental and building legislation to VROMI VROMI, JZ&W mandate EIAs
4.2.3.1 Raise environmental awareness by launching a wide-scale, holistic, long-term media campaign to make the population aware of the existence and content of environmental legislation 1. Implement environmental education in school VROMI ECYS, VROMI, curricula NGOs
2. Create environmental topic-related outreach VROMI ECYS programmes (i.e., recycling; energy efficiency; VROMI environmental health; indigenous species/flora and NGOs fauna; biodiversity; climate change, etc.) Private Sector
3. Implement a social media strategy VROMI VROMI, AZ- DCOMM
4.3.1.1 Implement an environmental/conservation tourism tax 1. Carry out feasibility studies on the willingness to pay VROMI VROMI, Private for use of cultural and natural heritage (include Sector, economic valuation of ecosystems) NGOs
106 4.3.1.2 Link ecosystem protection to the economy 1. Carry out economic valuation studies of cultural and VROMI VROMI, TEZVT, natural heritage (include economic valuation of Nature Capital, ecosystems) NGOs, Private Sector
4.3.2.1 Implement terrestrial protection (i.e., land park, hillside policy) through the implementation of legislation and treaties to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, the Nairobi Convention, Convention on Migratory Species, International Convention on Wastewater Discharge, MARPOL 1. Undertake a terrestrial biological inventory VROMI VROMI, Finance, Private Sector,
105 NGOs
2. Engage in consultation with experts on terrestrial VROMI VROMI, protection NGOs, Private Sector
3. Engage private sector in the development of the VROMI VROMI, terrestrial park through the creation of incentives for Finance, private landowners to donate land for conservation Private Sector purposes
4. Engage NGOs in the development of the terrestrial VROMI VROMI, park NGOs
5. Develop and implement a long-term events campaign VROMI VROMI, to reinforce the case for terrestrial protection AZ-DOMM, NGOs
6. Engage the private sector and development partners VROMI VROMI, to obtain funding for the terrestrial park Finance, Private Sector, NGOs
4.3.3.1 Implement wetlands protection through implementation of legislation and treaties to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, Nairobi Convention, Ramsar Convention and the Convention on Migratory Species
1. Engage in consultation with experts VROMI VROMI, Finance, Private Sector NGOs
98 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 2. Engage private sector and NGOs in the establishment VROMI VROMI, of the protection of wetlands Private Sector, NGOs
3. Develop and implement a long-term events campaign VROMI VROMI, to reinforce the case for wetlands protection AZ-DCOMM, NGOs
4. Engage development partners and private sector to VROMI VROMI, obtain funding for the protection of the wetlands Private Sector
4.3.4.1 Expand the boundaries of the current Man of War Shoal Marine Park
1.Expand the boundaries of the Man of War Shoal VROMI VROMI, TEZVT, Marine Park to include the four islets, i.e., Pelican Rock, Nature Molly Beday, Cow & Calf, and Hen & Chicks Foundation, Private Sector
2. Engage in consultation with experts on expanding the VROMI VROMI, boundaries of the current Man of War Shoal Marine TEZVT, Park Nature Foundation, Private Sector
3. Engage private sector and NGOs in expanding the VROMI VROMI, boundaries of the existing marine park TEZVT, Nature Foundation, Private Sector
108 4. Develop and implement a long-term events VROMI VROMI, campaign to reinforce the case for expanding the TEZVT, boundaries of the existing marine park Nature Foundation AZ-DCOMM, NGOs 5. Engage development partners and the private sector VROMI VROMI, to obtain funding for the expansion of the existing Private Sector marine park
6. Amend the current Man of War Shoal Marine Park VROMI VROMI, legislation TEZVT,
107 Finance
4.3.4.2 Implement coastal zone protection through the implementation of legislation and treaties to which Sint Maarten is a party, including CITES, Cartagena Convention/SPAW Protocol, Convention on Biodiversity, Nairobi Convention, the International Convention on the Protection of Sea Turtles, and the Convention on Migratory Species (CMS) 1. Engage in consultation with experts on coastal zone VROMI VROMI, protection NGOs, Private Sector
2. Engage private sector and NGOs in understanding the VROMI VROMI, importance of the establishment of coastal zones Private Sector, NGOs
3. Develop and implement long-term events campaigns VROMI VROMI, to reinforce the case for coastal zone protection AZ-DCOMM, NGOs, Private Sector
4. Engage development partners and private sector to VROMI VROMI, obtain funding for coastal zone protection Private Sector
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 99 ANNEX B: EXPERTS GROUP MAF SINT MAARTENAnnex – C EXPERTS GROUP MAF Sint Maarten – February to September 2014 FEBRUARY TO SEPTEMBER 2014 Expert Group Entity and function of the Email address Tel. Nos. representative therefore Tadzio Bervoets Nature Foundation (NGO): [email protected] 5263509 Director of the Nature Foundation and Manager of the Sint Maarten Marine park Claire Hooft Vrom/VROMI (Ministry of Spatial claire.HooftGraafl[email protected] 5593910 Graafland Planning & Environment) Senior Policy Advisor Environment and Nature
Marcellia Henry UNESCO representative/OCJS [email protected] 5431234/ (Ministry of Education, Culture, 5203051 Youth & Sports): Secretary General of UNESCO in Sint Maarten
Mrs. Connie Francis SXM (Youth Council) (NGO): [email protected] 5508971 Gumbs Director of the Sint Maarten Youth Council Association
Angelique Gumbs Ministry of VSA (Ministry of Public [email protected] 5423704 / Health Social Development and 5423702 Labor): Senior policy advisor Keith Franca SMDF (Sint Maarten Development [email protected] 5200777 Fund Foundation). NGO: Director [email protected] of SMDF Maurette Antersijn STAT (statistical bureau: falls [email protected] 5490238 under Ministry of Tourism, Economic Affairs, Transportation & Telecommunication): Senior statistician
Ramzy Dennaoui Cabinet of Minister of Tourism, [email protected] 5207338 (cabinet EVT) Economic Affairs, Transportation & Telecommunication: Advisor to minister Jude R Houston ET&TT (Ministry of Tourism, [email protected] 5490220 Economic Affairs, Transportation & Telecommunication): Policy advisor Riegnald Arrindell Department of Community [email protected] 5421122 Development, Family & Humanitarian Affairs (falls under: Ministry of Public Health Social Development and Labor): Community Development Officer Fleur Hermanides Department of Public Health/VSA fl[email protected] 5422078 (falls under: Ministry of Public Health Social Development and Labor): Senior Policy Worker Environment and Hygiene at the Public Health Department Nikima Labor Affairs (Ministry of Public [email protected] 54233704 Groeneveldt Health Social Development and Labor): Labor policy advisor Loekie Morales BAK (The Interior and Kingdom [email protected] 5420897 Coordinator Relations (falls under: Ministry of General Affairs): Programme manager
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100 SINT MAARTEN | MDG ACCELERATION FRAMEWORK ANNEX C: MAF PREPARATORY PROCESS IN THE COUNTRY AND LESSONS LEARNED
Major Inputs Preparatory Phase Stage 1 Preparation of Study Identification of Identification of Priority and Data Gathering Priority MDGs Interventions Key Activities - First MDG Report 2011 identified - Identification of MDG 1 - Mapping of existing programmes: that MDG 1 and MDG 7 pose (Poverty Alleviation) and December 2013-February 2014 challenges MDG 7 (Environmental Sustainability): 2013 - Report on Situational Assessment - MDG Work Group established to based on review of existing data and start data collection process and - Recruitment of resource consultations with LMs, DPs, NGOs MAF process: 2012 person: December 2013 and PS: 7 February 2014 - Discussions between UNDP and - Identification of focus on the government with respect sustainable community to concept of MAG and how to development: February 2014 prepare it: 2013
- Preparation of MAF Proposal: August 2013
partners Ministries: BAK-AZ Ministries: BAK-AZ Ministries: BAK-AZ; DBB-AZ; VROMI; involved VSA; ECYS; STAT-TEATT;TEATT; Finance; Justice
Government Funds and Foundations: Sint Maarten Development Fund, Sint Maarten Housing Development Foundation
State Entities: SLAC
Central Bank of Curacao and Sint Maarten
DPs: SEI, UNDP, UNESCO
CBOs: Sint Maarten Youth Council NGOs: Nature Foundation St. Maarten
PS: Soualiga Engineering-Ilidge Road Sewage Plant; Windward Islands Bank Ltd.
lessons Government commitment to Availability of UNDP - Availability of UNDP facilitated this work learned MDGs and the involvement of facilitated this work (What UNDP - Initial presence of UNDP -Consultant Worked) in Sint Maarten for five weeks leading up to the Methodology Workshop
lessons Limited time in which the work Limited time in which meet to meet learned had to be done with all stakeholders, including CSOs, (challenges) NGOs and PS
110
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 101 Stage 2 Stage 3 Stage 4 Identification of Identification of Identification of Development of the Bottlenecks Priority Bottlenecks Solutions MAF - Methodological Workshop assisted by RCLAC: 18-19 February 2014 - Preparation of the first MAF Action Plan: 14 March 2014 - Establishment of EG on 20 February 2014 - National Validation: 10 - Meetings of EG from March 2014 to August 2014 to conduct analysis and September 2014 prioritization of solutions; EG also divided into separate sub-groups to address the four key intervention areas - Preparation of first MAF Report: 17 October 2014 - Review of MAF Action Plan by RCLAC
Ministries: BAK-AZ; BAK-DCOMM; VSA; VROMI; ECYS; TEATT; Justice Ministries: BAK-AZ; BAK-DCOMM; ECYS;VSA; VROMI; STAT-TEATT State Entities: GEBE and SLAC Development Fund: Sint Maarten Central Bank of Curacao and Sint Maarten Development Fund
Development Fund: Sint Maarten Development Fund DPs: UNDP
Development Foundation: Sint Maarten Housing Development Foundation CBOs: Sint Maarten Youth Council
DPs: UNDP; UNESCO NGOs: Sint Maarten Nature Foundation Sint Maarten, CBOs: Social Economic Council (SER); SVOBE; Sint Maarten Youth Council and UFA SUNFED, Soualiga Social Movement NGOs: EPIC; Nature Foundation Sint Maarten; Sint Maarten National Heritage Council; Sunfed PS: St. Maarten Chamber of Commerce & Industry, Development Bank of Sint Maarten, Development Bank of Sint Maarten
Availability of UNDP and the assistance of the RCLAC greatly facilitated the work. The EG did an outstanding job and greatly contributed to the MAF and the creation of the Action Plan.
- Addressing the acceleration of two MDGs in one MAF Action Plan and Report was Lack of a national consultant overly ambitious. to follow up on outstanding meetings with other stakeholders - The MAF process took much longer than it was scheduled to take it.
- Individual members of the EG had insufficient time to spend on the MAF and its Action Plan.
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102 SINT MAARTEN | MDG ACCELERATION FRAMEWORK ANNEX D: LIST OF INSTITUTIONS AND EXPERTS CONSULTED
i. MiniStrieS:
Ministry of General Affairs (AZ) • Sarah Wescot-Williams, Prime Minister • Julian Larmonie, Secretary General a.i. • Lydia Arnell, Support Staff, Secretary General, General Affairs • Vanessa Wilson, Financial Controller • Marc Arnold, Department Head, Department of Interior and Kingdom Relations (BAK) • Drs. L.R. (Loekie) Morales, Programme Manager (BAK) • Okama Ekpe Brook, Senior Policy Worker (BAK) • Joeri Arion, Policy Advisor (Research and Dialogue) (BAK) • Andrea Ortega-Oudhoff, Senior Project Manager, National Development (BAK) • Olivia A. Lake, Policy Advisor (BAK) • Hasani B. Ellis, Policy Worker (BAK) • Wideke Viverberg (BAK) • Jasmijn De Jong, Acting Program Manager, Social and Economic Initiatives [SEI] (BAK) • Cheryl Rohan, Assistant Policy Advisor (BAK) • Emmalexis Velasquez, Special Projects (BAK) • Sharon Fleming, Independent Consultant (BAK) • Shandrika Arrindell, Intern (BAK) • Khalilah Peters, Senior Policy Advisor, Directorate of Foreign Relations (DBB) • Patrice T. Gumbs, Jr., Senior Policy Advisor (DBB) • Rodney Richardson, Department of Communications (DCOMM)
Ministry of Finance • Martinus J. Hassink, Minister of Finance • Arno Peels, Secretary General of Finance
Ministry of public Housing, Spatial planning, environment & infrastructure (VroMi) • Maurice Lake, Minister of VROMI • Louis Brown, Secretary General • J.B. (Hans) Sellink, Department Head, Dept. of VROM • Marieke van Zadelhoff, Legal Advisor, Cabinet • Claire D. Hooft Graafland, Senior Policy Advisor • Ing. Kurt A. Ruan, c.i., Department Head, Department of New Projects • Natalie Van Henneigen, Project Manager, Department of New Projects
Ministry of public Health, Social Development and labour (VSA) • V.H. Cornelius de Weever, Minister • Joy Arnell, Acting Secretary General and Head, Department of Social Development • Fara Busby-Richardson, Policy Worker, Cabinet of the Minister • Aida Holaman, Head, Department of Community Development, Family and Humanitarian Affairs (CDFHA) • Rieginald Arrindell, Department of Community Development, Family and Humanitarian Affairs (CDFHA) • Elencia Baptiste-Boasman, Department of Community Development, Family and Humanitarian Affairs (cDFHA) • Drs. Virginia Asin Oostburg, Head of Collective Prevention Services • Fenna Arnell, Department Head, Department of Public Health • Fleur Hermanides, Department of Public Health, Senior Policy Worker Environment & Hygiene • Margje Troost, Department of Public Health • Cylred Richardson, Head Ambulance Department • Angelique Gumbs, Policy Advisor, Department of Social Development • Bernadette Barry, Department of Social Development • Linda Froston, Department of Labour
112 SINT MAARTEN | MDG ACCELERATION FRAMEWORK 103 • Nikima Groeneveldt-Hickinson, Policy Advisor, Department of Labour • Selby M. Philip, Policy Advisor, Department of Labour
Ministry of education, culture, Youth and Sports (ecYS/ocJS) • Patricia D. Lourens-Philip, Minister • Claudia Connor, Department of Education • Angelle Belle, Department of Education • Sidonia Lacorbinier-Hodge • Ruth Verbeek-Linger
Ministry of tourism, economic Affairs,t raffic andt elecommunication (teAtt/et&tt) • Miguel de Weever, Secretary General • A. Ludwig Ouenniche, Personal Advisor/Chef de Cabinet • Drs. Ramzy Dennaoui, Senior Economic Advisor • Clayton Felix, Policy Advisor • Jude Houston, Policy Advisor • Makini K. Hickinson, Department Head, Department of Statistics • Maurette Antersijn, Senior Statistical Analyst/Researcher
Ministry of Justice • Richard Panneflek, Secretary General • Vidjai Jusai, Head Department of Judicial Affairs • Myrna Lynch
ii. centrAl BAnK oF cUrAÇAo AnD Sint MAArten
• Linda Hassell, Branch Manager, Sint Maarten Office • Eric Matto, Deputy Director Monetary and Economic Affairs, Curaçao • Candice Enriquez, Head Research Department, Curaçao • Lonieke Linderhof, Team Leader Real Sector and Government Finance Statistics • Shekinah Dare, Economist Research Department, Curaçao
iii. coMMUnitY-BASeD orGAniZAtionS
• Richelda Rodriguez-Emmanuel, Chair of the St. Maarten Development Foundation • Keith D. Franca, Director, St. Maarten Development Fund • Henry E. C. Lynch, Managing Director, Sint Maarten Housing Development Foundation • Emilio Kalmera, Finance Manager, Sint Maarten Housing Development Foundation • Connie Frances Gumbs, Director, St. Maarten Youth Council
iV. StAte entititeS
• Bertrand Peters, Simpson Bay Lagoon Authority Corporation N.V. (SLAC), SLAC Representative
V. DeVelopMent pArtnerS:
UnDp • Tom Woods, Project Manager, NDP Project (BAK) • Gonzalo Pizzaro, Regional Policy Advisor on Poverty, MDGs, and Human Development, Regional Centre for Latin America and the Caribbean, UNDP • Isele Robinson-Cooper, Programme Officer, Poverty and Social Policy, UNDP Trinidad and Tobago, Suriname, Aruba, Curaçao and Sint Maarten • Richard Blewitt, UN Resident Coordinator and UNDP Representative in Trinidad & Tobago, Suriname, Aruba, Curaçao and Sint Maarten • Sarmite Bulte, UNDP International Consultant
113 104 SINT MAARTEN | MDG ACCELERATION FRAMEWORK UneSco • Marcellia Henry, Secretary General St. Maarten
Vi. nGos
• Tadzio Bervoets, Manager, Nature Foundation Sint Maarten • Carmen Hodge, Saint Maarten United NGOs Federation (SUNFED)
Vii. priVAte Sector
• John Speetjens, Soualiga Engineering, Plant Manager, Ilidge Road Sewage Plant • Derek A. Downes, Managing Director, The Windward Islands Bank Ltd. • Hubert V. Pantophlet, Member of the St. Maarten Chamber of Commerce & Industry • Claret Connor, Executive Director, St. Maarten Chamber of Commerce & Industry • Tytania Archangel, Project Coordinator, St. Maarten Chamber of Commerce & Industry • Giselle N. York, Executive Assistant, St. Maarten Chamber of Commerce & Industry • Stanley Lint, STM N.V., All Matters Shipping, Member of the St. Maarten Chamber of Commerce & Industry
SINT MAARTEN | MDG ACCELERATION FRAMEWORK 105 114 ANNEX E – SUSTAINABLE DEVELOPMENT GOALS
Goal 1. end poverty in all its forms everywhere Goal 2. end hunger, achieve food security and improved nutrition, and promote sustainable agriculture Goal 3. ensure healthy lives and promote well-being for all at all ages Goal 4. ensure inclusive and equitable quality education and promote life-long learning opportunities for all Goal 5. Achieve gender equality and empower all women and girls Goal 6. ensure availability and sustainable management of water and sanitation for all Goal 7. ensure access to affordable, eliable,r sustainable and modern energy for all Goal 8. promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Goal 10. reduce inequality within and among countries Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable Goal 12. ensure sustainable consumption and production patterns Goal 13. Take urgent action to combat climate change and its impacts* *Acknowledging that the UNFCCC is the primary international, intergovernmental forum for negotiating the global response to climate change Goal 14. conserve and sustainably use the oceans, seas and marine resources for sustainable development Goal 15. protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification and halt and reverse land degradation and halt biodiversity loss Goal 16. promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels Goal 17. Strengthen the means of implementation and revitalize the global partnership for sustainable development
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106 SINT MAARTEN | MDG ACCELERATION FRAMEWORK VIII. BIBLIOGRAPHY/LITERATURE AND REFERENCES
Aichi Biodiversity Targets for Caribbean Island: St. Maarten Antersijn, Maurette, Department of Statistics (STAT), “Results Well-Being Survey”, undated Arnell, Joy, Acting Secretary General, VAS, “Progress and Challenges on Poverty Alleviation: Goal 1 – Eradicate Extreme Poverty and Hunger”, Power Point Presentation at the Methodology Workshop: February 2014 Arnell, Joy, Head Dept. of Social Development, “Social Protection, Poverty and Green Job Opportunities”, Power Point Presentation: 23 August 2013 Arnell, Joy and Brook, Wayne “Integrated Neighbourhood Development Project 1009184, Progress Report 2010-2012’: November 2012 Constitution of the Country of Sint Maarten, English translation, 19 August 2010 Department of Environment & Nature Conservation, Directorate of Public Health, “Nature & Environment Policy Plan Netherland Antilles, 2004-2007” Department of Statistics (STAT), “Census 2011 shows St. Maarten Population is ageing”, Press Release: Philipsburg, 12 October 2012 Ecorys, Department of Economic Affairs, Transportation & Telecommunication, Economic Outlook Sint Maarten 2012-2013 Government of Curaçao and Government of Sint Maarten and United Nations Development Programme (UNDP), First Millennium Development Goals Report Curacao and Sint Maarten 2011, January 2011 Government of Sint Maarten, Ministry of Public Health, Social Development and Labor, “Terms of Reference Integrated Neighborhood Development Program NGO Funding Instrument’: December 2012 Government of Sint Maarten, Ministry of Tourism, Economic Affairs, Traffic & Telecommunication (TEATT), The Roadmap, Power Point Presentation: August 20, 2013 Government of Sint Maarten, “Results of Ten Neighborhood Assessments St. Maarten, General Overview of the Integrated Neighborhood Development Program Assessment, Final version”: May 29, 2012 (revised) Government of Sint Maarten, “Social Economic Initiative (SEI), 2007-2010” Government of Sint Maarten, “Towards a new cooperation program between the future Country Sint Maarten and the Netherlands, 2008-2012: Government of Sint Maarten, “Working for the People, Governing Programme 2012-2014” Governor’s Symposium 2013, “Sustainable Development: Challenges for St. Maarten as a Small Island Caribbean Nation – Report of Recommendations”: 19 December 2013 Heyliger, Roddy (DCOMM), and Morales, L.R. (BAK), “Ensuring Environmental Sustainability Still the Way to Go for Sint Maarten”: December 9, 2013, St. Maarten News and Island News
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SINT MAARTEN | MDG ACCELERATION FRAMEWORK 107 Holaman, Aida, Dept. Head of Community Development, Humanitarian and Family Affairs, Ministry of Public Health, Social Development and Labour, “Sint Maarten: MDG Acceleration Framework Accelerating progress on MDG 1’Eradicating extreme poverty and hunger’”, Power Point Presentation at the Validation Workshop: 10 September 2014 Imminga-Berends, Drs. Helene, “Environmental Profile – Sint Maarten”, Draft 27 November 2013: European Commission KAW Architects and Consultants and Bout Overeas Advocaten, commissioned by the Government of Sint Maarten, SM Housing Vision, Building Book, Philipsburg: 2012 Ministry of Education, Culture, Youth & Sports Affairs, Action Plan 2013/2014 Ministry of VROMI, Public Housing, Spatial Development, Environment and Infrastructure, Ministry Action Plan 2013-2014 Nature Foundation St. Maarten, “MAF MDG Goal 7: Ensuring Environmental Sustainability”, Power Point Presentation at Methodology Workshop: February 2014 Nature Foundation St. Maarten, “Man of War Shoal Marine Protected Area Monitoring Project”: September/October 2013 Nature Foundation St. Maarten, “MDG 7 – Ensuring Environmental Sustainability – Conservation of Biodiversity”, Power Point Presentation at the Validation Workshop: September 2014 Nature Foundation St. Maarten, “Working Paper on the Economic Valuation of Country St. Maarten’s Coral Reef Resources”: December 2010 Pooran-Fleming, Rose, DComm., Ministry of Public Health, Social Development and Labour, “Alleviating the Socioeconomic Burden of the Elderly: Quick Fixes to Achieve Short-term Solutions”: 26 November 2013 Simpson Bay Lagoon Authority Corporation N.V. (SLAC) Handbook 2013/2014 Sint Maarten United NGOs Federation (SUNFED), “Subject: PROJECT CAPACITY-BUILDING NGOS document”: 5 May 2013 Sint Maarten Housing Development Foundation, Belvedere Lots, PowerPoint Presentation: February 2011 St. Maarten Development Fund, “Contributing to a Society that Cares 2013-2023” St. Maarten Hospitality and Trade Association (SHTA), “’Position Paper’ on Urgent Needs for Sustainable Development in St. Maarten – Ten Point Position Paper 2012” United Nations Development Programme (UNDP), “Millennium Development Goals, Data Gap Analysis Report”: St. Maarten, 2013 United Nations Development Programme (UNDP), “Accelerating Progress Sustaining Results: The MDGs to 2015 and Beyond”: September 2013 United Nations Educational, Scientific and Cultural Organization (UNESCO), “Background in Brief, What’s a biosphere reserve?”: undated
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