Final Report St. Eustatius

Report St. Eustatius

Workshop Ontwikkeling Integraal Ontwikkelingsbeleid

Oranjestad, Maart 2007

MDF Training & Consultancy BV

Bosrand 28, P.O. Box 430, 6710 BK Ede, The Netherlands tel.nr.: +31 318 650060, faxnr.: +31 318 614503

e-mail: [email protected], website: www.mdf.nl

Report St. Eustatius

Workshop Ontwikkeling Integraal Ontwikkelingsbeleid Oranjestad, Maart 2007 Teun van Dijk (MDF) & Rob van den Berg (IMD)

Table of Contents

ref:Final Report St Eustatius.doc RK

Table of Contents

Page

1. INTRODUCTIE .............................................................................................................4

2. WORKSHOP PROGRAMMA NOVEMBER 2006 - MAART 2007... ..............................6

3. EXPECTATIONS OF THE PARTICIPANTS ................ .................................................8

4. WORKSHOP PROCEEDINGS ENVISIONING THE WELL-BEING OF STATIA PEOPLE IN 2020........................................................................................................10

5. STERKTES EN ZWAKTES ST. EUSTATIUS............... ..............................................17

6. WORKSHOP PROCEEDINGS (cont'nd)

7. OBSERVATIONS OF THE FACILITATORS................ ...............................................23

Annexes

ANNEX 1 PARTICIPANTEN WORKSHOP ..................... ....................................................25

ANNEX 2 BESCHIKBARE ACHTERGRONDDOCUMENTATIE ........ .................................26

ANNEX 3 TABLE OF CONTENTS WORKSHOP INTEGRAAL ONTWIKKELINGSBELEID ................................ .................................................27

ANNEX 4 DRAFT SECTORAL POLICY FRAMEWORKS

ANNEX 5 PROBLEM ANALYSIS IN VARIOUS SECTORS ........ ............................................

ANNEX 6 STAPPENPLAN GEINTEGREERDE BELEIDSONTWIKKELI NG

Introductie

Chapter 1


1. Introductie 1

Verschillende entiteiten binnen de Nederlandse Antillen hebben de laatste jaren zeer actief geïnvesteerd in het verder ontwikkelen van de effectiviteit en efficiëntie van het overheidsapparaat. Naast de reguliere activiteiten ten behoeve van de diverse sectoren zijn ook op het gebied van onder andere Onderwijs, Economische Ontwikkeling, Rechtshandhaving en Armoedebestrijding programma’s ontwikkeld, die momenteel in uitvoer zijn. De noodzaak in het verder versterken van het overheidsapparaat en het overheidsbeleid ten aanzien van sleutelgebieden van het overheidsbeleid is met de referenda van de afgelopen jaren alleen toegenomen. De verschillende eilanden zullen immers in de toekomst meer verantwoordelijkheden moeten gaan dragen voor de eigen bevolking en zullen ook gerichter de kwaliteit van het leven op peil moeten houden. De eilanden Curaçao, Bonaire, Saba, St. Eustatius en St. Maarten zullen ook in het nieuw staatkundig verband, een eigen visie moeten ontwikkelen voor het welzijn van hun (ei)land. Los van deze staatkundige ontwikkelingen zien de entiteiten zich steeds meer geconfronteerd met complexe problemen die een ander aanpak behoeven nu de gangbare aanpak geen soelaas heeft geboden. Problemen worden vaak ad hoc opgelost en vaak vinden er parallelle trajecten plaats, die niet op elkaar worden afgestemd. Gezien het voorgaande, is er een urgentiebesef om het overheidsbeleid verder te optimaliseren en de kwaliteit van de overheidsproducten verder te verhogen. De coördinatoren Bestuurlijke ontwikkeling zijn momenteel bezig middels verschillende projecten binnen het Programma Bestuurlijke Ontwikkeling, het overheidsapparaat te versterken. De meest ideale organisatie om goed inzicht te krijgen in de ontwikkelingen binnen de verschillende sectoren, te weten Onderwijs, Economie, Justitie, Volksgezondheid, Sociale zaken, Financiën, etc., is uiteraard een organisatie, die het beleid van genoemde sectoren centraal coördineert en input geeft bij de totstandkoming van beleid. De benadering van de entiteiten met betrekking tot een ontwikkelingsbeleid is tot op dit moment, uitzonderingen daargelaten, gefragmenteerd. Er is geen of onvoldoende samenhang geweest tussen de verschillende aandachtsgebieden zoals economie en bestuurlijke ontwikkeling of economie en onderwijs. Het gaat hier dan niet alleen om de samenhang tussen de verschillende gebieden die onderwerp zijn van de samenwerkingsrelatie met Nederland. Ook de samenhang tussen de door Nederland gefinancierde programma’s en de uit eigen fondsen gefinancierde inspanningen ontbreekt vaak en veelal vindt er geen afstemming plaats. Vaak zijn er ook overlappingen te constateren, wat weer ten koste gaat van de al schaarse middelen en capaciteit. Tenslotte wordt weinig rekening gehouden met de regionale en internationale ontwikkelingen bij de totstandkoming van beleid. Het is belangrijk om een betere organisatie, samenhang en afstemming te bereiken tussen de programma’s en projecten. Dit binnen de programma’s zelf maar ook met de andere projecten van elk entiteit die lopen. Teneinde de meeste effectiviteit en efficiëntie te kunnen bereiken moeten de verschillende sectoren cq aandachtsgebieden en alle inspanningen op elkaar afgestemd zijn om zo synergetische voordelen te behalen. Geen afdoende afstemming kan er o.a. toe leiden dat pogingen om vooruitgang op een bepaald gebied te bereiken negatieve effecten 1 Zie Terms of Reference Workshop Integraal Ontwikkelingsbeleid, dd. 14 september 2006.

Introductie

Chapter 1


kunnen hebben op een ander gebied en dat vooruitgang door het ene project teniet gedaan wordt door een ander project. Voorts dienen de prioriteiten langs de gehele linie van problematieken binnen elke entiteit goed in kaart worden gebracht. Dit dient te gebeuren over de grenzen van de individuele programma’s heen. Op dit moment wordt vaak binnen elk programma apart de prioriteiten bepaald. Een integrale aanpak geeft de mogelijkheid om doelgericht keuzes te maken en zonodig prioriteiten te stellen en beperkte middelen te investeren in die projecten die op meerdere gebieden het meeste resultaat kunnen bewerkstelligen. Bij een integrale aanpak verkrijgt men bovendien meer inzicht in de complexiteit van oorzaken en gevolgen bij het signaleren van knelpunten en achterstanden. Bij de aanpak van problemen kan dus gerichter worden gewerkt aan oplossingen. Uiteraard is de betrokkenheid van de bestuurders van een land (in het bijzonder), het overheidsapparaat, het bedrijfsleven en de burger van eminent belang voor het welslagen hiervan. Deze workshop zal gericht zijn op het leveren van een bijdrage aan het proces om tot een integrale aanpak te komen door ambtenaren en hen een concreet instrument geven voor de totstandkoming van een integraal ontwikkelingsplan voor hun (ei)land. Andere relevante activiteiten, waar mogelijk rekening mee gehouden moet worden bij de totstandkoming van een integraal beleidsplan2: • Staatkundige veranderingen Nederlandse Antillen • Lopende activiteiten en werkzaamheden van de beleidsdirecties op het gebied van

beleidsontwikkeling in de desbetreffende sector. Dit report is de weerslag van de workshop die op 17 en 20 november 2006 en op 14 en 15 maart 2007 in Oranjestad georganiseerd is. Participanten hebben in de tussentijd “huiswerk” meegekregen, waarvan de weerslag in Annex 4 is meegegeven. Alhoewel de ToR in het Nederlands is opgesteld, was de spreektaal tijdens de workshop engels. Dit verslag is daarom gedeeltelijk in het Nederlands en gedeeltelijk in het engels, afhankelijk van degene die geciteerd wordt. Al het werkmateriaal was in het engels. Alle presentaties zijn in het engels gedaan. Teun van Dijk (MDF) & Rob van den Bergh (IMD) 31 maart 2007 2 Zie Annex voor Beschikbare achtergrondinformatie

Workshop Programma St. Eustatius 17 – 20 november 2006

Chapter 2


2. Workshop Programma St. Eustatius 17 – 20 november 2006

Workshop doelstelling: Het verhogen van de kennis van deelnemers en het verschaffen van inzicht aan deelnemers ten aanzien van een integrale aanpak van ontwikkelingsbeleid en;

Het aanreiken van de instrumenten om tot een integraal ontwikkelingsbeleid te kunnen komen.

Ontwikkelingsdoelstelling: Het ontwikkelen van een integraal

welzijnsbevorderingbeleid voor de entiteit St. Eustatius Vrijdag 17 november

10.30 Opening Workshop Gezaghebber 10.45 Introductie Deelnemers en Facilitatoren Florence Marlin 11.00 Inventarisatie verwachting Deelnemers Deelnemers 11.30 Introductie Programma Workshop Integraal Ontwikkelingsbeleid Teun van Dijk

Rob vd Bergh St. Eustatius Beleidsontwikkeling

• Inzicht verwerving in de waarde van integrale beleidsontwikkeling aan de hand van de samenhang tussen macro-economisch beleid �� sectorbeleid � � meerjarenbegroting �� MIS

• Inzicht verwerving / vaststelling van bestaand beleid binnen de eigen (ei)land context

• Inzicht verwerving / vaststelling van bestaande overlegvormen binnen het eigen (ei)land, binnen het Koninkrijk, binnen de regio en internationaal

• Inzicht verwerving / vaststelling van beleidsontwikkelingsproces inclusief het ervaring opdoen met de benodigde methodieken en instrumenten om het proces (participatief) aan te sturen, zoals: Visie / Missie ontwikkeling

Facilitatoren

12.00 Introductie Visieontwikkeling Facilitatoren & Deelnemers

12.30 Groepswerk visieontwikkeling Deelnemers 13.15 Presentatie Groepswerk Deelnemers 14.15 Conclusie en afsluiting Facilitatoren 14.30 Lunch

Maandag 20 november

08.00 Reflectie van dag 1 Deelnemers 08.15 Introductie Integrale sectorbenadering

Introductie Institutionele sectoranalyse Facilitatoren

09.15 Institutionele sectoranalyse • Groepswerk per sector

Deelnemers

10.45 Koffie - thee 11.00 Presentatie sectoranalyse Deelnemers 11.45 Introductie organisatieanalyse / SWOT Facilitatoren 12.30 Lunch 14.00 Probleemanalyse / SWOT analyse

• Groepswerk per sector Deelnemers

Workshop Programma St. Eustatius 17 – 20 november 2006

Chapter 2


15.30 Thee - koffie 15.45 Presentatie sectorale SWOT Deelnemers 17.00 Conclusie en afsluiting Facilitatoren

Huiswerk: Take your sector • Search for all valid policy documents that - in one way or another - relate to the sector • Identify current objectives • Identify all relevant statistics within the sector • Sit together with key stakeholders in the sector • Define the intended output of the sector • Define the assumed role of the various stakeholders • Identify constraints/challenges of actors to fulfil their role • Present all by e-mail to [email protected] per 1-2-2007 Woensdag 14 maart (ontwerp)

09.00 Reflectie dag 1 en 2 Deelnemers 09.15 Introductie prioriteitsstelling Strategische Oriëntatie St. Eustatius Facilitatoren 10.00 Groepswerk Strategische Oriëntatie Deelnemers 10.45 Koffie - thee 11.00 Presentatie groepswerk Deelnemers 11.45 Het managen van "winnaars" en "verliezers" bij voorgestelde strategie-

uitvoering Facilitatoren

12.30 Lunch 14.00 Overlegmechanismen beleidsvaststelling en beleidsbijstelling /

betrokkenheid van stakeholders Facilitatoren

15.30 Thee - koffie 15.45 Taken en verantwoordelijkheden stakeholders Deelnemers 16.30 Afspraken en sluiting Facilitatoren

Donderdag 15 maart (ontwerp)

09.00 Reflectie dag 3 Deelnemers 09.15 Monitoring- en Evaluatiemechanismen Facilitatoren 10.00 Groepswerk Management Information System Deelnemers 10.45 Koffie - thee 11.00 Vaststelling Inhoudsopgave Proces Handleiding Deelnemers 11.45 Afspraken, Evaluatie en sluiting Facilitatoren 12.30 Lunch

Expectations of the Participants

Chapter 3


3. Expectations of the Participants

At the beginning of the workshop participants were requested to indicate what particular problems one faces in reference to policy development on Statia and what expectations one has in reference to the workshop. In addition one indicated the “rules of the game” during the workshop. Problems related to socio-economic policy developme nt of Statia

• Lack of vision • Development of policies • No general policy on Statia • Lack of policies on:

- Education - Zoning - Taxation policy - Finances - Preventive programs for the youth - Law on ground policy (PB voor uitgave terrain) - Tentoonstellings akte etc. (notaris)

• Synchronisation of policies • Knowledge of existing policy • What are the issues? • Involved catering to your needs • No statistics • Expertise in drafting of policy papers • Politics changes all the time

• No adequate functioning of government organisation • Inconsistency in implementation • Lack of enforcement of rules and regulations • Monitoring existing policies and keeping it up

• Shortage of qualified personnel • Getting the right people • Lack of personnel needed: social work, psychology, psychiatry

• Lack of responsibility • Lack of co-operation • Lack of personal involvement • No distinction between personnel and job related issues • Small size of island – few inhabitants • Economy of scale • Underdeveloped private sector • Insufficient economic activity • Insufficient labour market

Expectations of the Participants

Chapter 3


Expectations of workshop • To have/get insight in what and how the developments should be with Statia • Approach like a ‘Marshall Plan’ • Consensus on the problems the island is facing • Consensus on direction of development • Provide adequate tools to develop policy / policies • Proposal for ‘plan van aanpak’ • Provision of guidelines • Help to find solutions in dealing with personal attitude • Co-operation and consensus • Oplossing voor wet boedelscheiding • Tips and ideas to get the entire population aware of the policies • What is the best way to monitor and keep up with these policies Rules of the workshop according the participants • Good dialogue • Open discussion • Respect of opinion • Direct and effective • Gericht werken • Make logical steps to reach our goals • Make use of practical and close to home examples, so not general but based on

Statia’s issues • Make notes to sent/e-mail it to all participants • Plan of action with what needs to be done by March 2007

Workshop Proceedings Envisioning the well-being of Statia people in 2020

Chapter 4


4. Workshop Proceedings Envisioning the well-being of Statia people in 2020

The visionary well being of Statia people in 2020 and the necessary service-delivery to get there has been defined in terms of their uniqueness, their education, their social service requirements, their economic situation and their security situation. See figure 1 below. Figure 1: Envisioning the well-being of Statia peop le in 2020 and the necessary service-delivery to get there.

Well being

of Statia

People

Education Social Affairs

EconomyUnique Cultural Values

Security

- A God-fearing people- Loving people- Caring people - One big family- Existing social control- Historic value- Cultural value

- Well educated- Better educated young people- Respect right to believe- Focused- Proud- Responsible- Disciplined- Strive for excellence (Beating the odds)- When we are educationally self-sufficient

- Good social welfare- Proper housing- Safe drinking water- Affordable basic goods- Acceptable conditions senior citizens- Care for the needy

- Blooming economy- Economically sustainable- High level of sustainability- Enough job possibilities for those able to work- Jobs for everyone- Minimal % of jobless people- Productive & self-sufficient- Industrious- Acceptable income (miimum wages)

- Safe / secured- Less crime- Less substance abuse

Unique:- Remain part of the Island Franchise- International yet "insular"

People with collatoral

Statia's uniqueness

- Develop and implement history, culture in school

curriculum

- Introduce a cultural week

- Introduce by NGOs of big brother, big sisters and it

take a village

- Maintain financial support for NGOs (churches,

auxiliary ministries: BB, scouts GB, pathfinders, ?.)

Social affairs

- Education and training to get a job

- Clear policies (who, how long, when, how much training, monitoring

improvement of service provided

- Good quality of infrastructure to provide water to the homes (necessary

technology, affordable rates, subsidy)

- Regulated low income housing projects (regular monitoring of incomes

so that target group gets the benefits, assistance (financial and man

power) to help the middle class persons to build their own home

- Encourage and support back yard gardening and local farming

-Create a holistic policy: organizations, infrastructure, man power in

place to draft plans, execute programs and evaluate them

Health education and health awareness programs

Education & educational reform

- Compulsory education to 18 years

- Safe & healthy schools

- Parental involvement: seminars

- Teachers training

- Necessary professional assistance for parents, teachers and

students

- After school activities

- Community based curriculum

- 2nd education chance for drop outs

- Limited scholarship: new approach, labor market oriented

- Extra curriculum programs: sports, strive for excellence, better

youth

- Incorporation of legislation in schools

- Adult education programs

- Award certificate programs for schools, students and parents.

Economy

- Improve and expand the tourism sector

- Increase medical school and continuation of

Valero activities

- Flexible and balanced immigration policy

- Attraction of local and foreign investment / -

More investors on Island

- Create public private partnerships / Good

co-operation Govt. - people

- Coordination of education related to

economic development

- Improved infrastructure

- Small-medium business development

- Zoning plan

- Shifting of workforce by for instance

privatization

- Re-migration of Statians abroad

service

required

service

required

service

required

service

required


Chapter 4


I. One indicated to keep their unique cultural values of being a God-fearing people, loving people, caring people, being one big family, with existing social control, being aware of its historic value and cultural value. The necessary services to secure these values were summarised as follows: • Develop and implement history, culture in school curriculum • Introduce a cultural week • Introduce by NGOs of big brother, big sisters and it take a village • Maintain financial support for NGOs (churches, auxiliary ministries: BB, scouts GB,

pathfinders, ….) II. The visionary well-being includes being well educated people and better educated young people with respect for the right to believe, being focused, proud, responsible and disciplined, with strive for excellence (beating the odds) The necessary services to ensure such education intend to be as follows: • Compulsory education to 18 years • Parental involvement: seminars • Teachers training (in particular on Statia cultural values) • Necessary professional assistance for parents, teachers and students • After school activities • Community based curriculum • 2nd education chance for drop outs • Limited scholarship: new approach, labour market oriented • Extra curriculum programs: sports, strive for excellence, better youth • Incorporation of legislation in schools • Adult education programs • Award certificate programs for schools, students and parents. The necessary services to ensure such education are presented in figure 2 below: Figure 2: Institutional setting Education Sector Se rvice delivery St. Eustatius

18 years

Primary education

system

Dept. of Education

School Boards

25 - 27

Culture:Economic Political Social

Resources / Ecology

Government

Sociale Vormingsplicht

Job training facilities

Vocational / 2nd change

education

Tertiary education

Pre-school

Cultural / Historical knowledge

School material suppliers

Secondary School

Primary School

Compile culture & history in book formCulturalisation: Course for teachers & foreigners

Expensive importation

External factors

LegislationDelayed implementation

Enforcing "leerplicht"

Ass. less fortunateCommunity based involvement

Safety

Expensive building codeCistern (no water distillation)

Adult education

Private Donors

Non-commercial Donors

Strengths:- Kleinschaligheid- God-fearing community (safe, caring, responsible, social control)- Tranquillity

Weaknesses:- Limited training facilities (small scale of Island)- Inadequate funds

Threat:- Hurricane Zone

Result:- Secondary education- Diploma / Certificate

Children

Parents

Foundations


Chapter 4


Education services to achieve the visionary level of education may include: 1. Early childhood education and forming 2. Compulsory education up to 18 years with community based curriculum and adequate

extra-curriculum programs like sports, strive for excellence, better youth 3. Necessary professional assistance for parents (parental involvement through

seminars), teachers (teachers training) and students (after school activities, competitive compensation/ benefits)

4. 2nd education chance for drop outs / adults 5. Limited scholarship: new approach, labour market oriented 6. Incorporation of legislation in schools 7. Adult education programs for literacy 8. Award certificate programs for schools, students and parents. III. In addition the visionary well-being includes good social welfare , proper housing, safe drinking water, affordable basic goods, acceptable conditions for the senior citizens and care for the needy. The necessary services to ensure such social well-being intend to be as follows: • Education and training to get a job • Clear policies (who, how long, when, how much training, monitoring improvement of

service provided • Good quality of infrastructure to provide water to the homes (necessary technology,

affordable rates, subsidy) • Regulated low income housing projects (regular monitoring of incomes so that target

group gets the benefits, assistance (financial and man power) to help the middle class persons to build their own home

• Encourage and support back yard gardening and local farming • Create a holistic policy: organisations, infrastructure, man power in place to draft

plans, execute programs and evaluate them • Health education and health awareness programs Required social services to achieve the visionary level of social welfare may include: • Create a holistic policy: organisations, infrastructure, manpower in place to draft plans,

execute programs and evaluate them • Clear policies (who, how long, when, how much training, monitoring improvement of

service provided • Education and training to get a job • Health education and health awareness programs • Good quality of infrastructure to provide water to the homes (necessary technology,

affordable rates, subsidy) • Regulated low income housing projects (regular monitoring of incomes so that target

group gets the benefits, assistance (financial and manpower) to help the middle class persons to build their own home

• Encourage and support back yard gardening and local farming Social housing - being one of the social welfare - elements have been worked. The required service aims to assist low-income-persons in acquiring proper and affordable housing. Its assumed output by 2015 is that 50 new houses are constructed and 25 existing houses have been renovated. The required actin was identified as follows:


Chapter 4


• Creation of social housing policy • Research of the present situation • Acquirement of funding • Acquirement of land • Creation of collaboration with the stakeholders The institutional setting has been described in figure Figure 3: Institutional setting Social Housing on S t. Eustatius. Analysis: Opportunities Strategies • Good policy by which we can work • Monitoring & Evaluation • Good collaboration with stakeholders • Regular meetings • Commitment • P.O.A. minutes • Good first impression in relation to “Tangible

Poverty •

Threats • Lack of building material • Contact with supplier for delivery of

materials • Acquiring funds • Apply timely • Acquiring land • Commitment from government: Island

zoning plan • Bad weather • Pray The key-actor in this sector was identified as “Welzijn”, which currently has 19 staff members (3 culture, 7 education, 2 sociale vormingsplicht, jeugdzorg, 2 sport, social work, ouderzorg, 2 labour) “Welzijn’s” mission has been defined as: to enhance, promote and maintain the social well-being of the citizens of Statia, by providing educational, social-cultural and socially friendly infrastructure. Its output was defined as: counselling, sports development and activities, education in general, cultural and folkloric programmes, and social assistance

AMFO

REDA-Social

Planning Buro Welzijn

Hardware Stores

GEBEH2O distribution

Domein D.R.O.B.

Red Cross

VALERO

Housing Foundation

Public Health Labour

Local Contractors

SCAN funds

Banks

Government

DRECHA Kas

USONA

Lions Club


Chapter 4


IV. Economically the visionary well-being includes adequate work with an acceptable income for all in a blooming economy that is productive and sustainable. The necessary services to ensure such economic well-being intend to be as follows: • Improve and expand the tourism sector • Increase medical school and continuation of Valero activities • Flexible and balanced immigration policy • Attraction of local and foreign investment • Create public private partnerships • Co-ordination of education related to economic development • Improve infrastructure • Small-medium business development • Zoning plan • Shifting of workforce by for instance privatisation • Re-migration of Statians abroad Required services to achieve the visionary level of economic welfare through tourism may include: Figure 4: Institutional setting Economic / Tourism Sector

Opportunities were defined as follows: • World tourism market could be stimulated to visit Statia through adequate marketing,

internet, brochures, CD Roms, representation, travel agents, publications and trade shows

• The established tourism on neighbouring islands (St.Maarten / St. Kitts) could be invited to offer “packages”, “piggy back ride” through hotel activity desks, while the cruise vessels could bunker

Output of the sector- 25,000 - 35,000 overnight tourists- Honeymoon / wedding tourism- Dive tourism- Shoppers- Archeology- Yaughting- Conference- Luxury Cruise

Supermarket

Wholesale

Travel Agent

Hotels

Restaurants

Dive shops

Souvenir shops

STEBA

SESNA

STDF

Financial Institutions

Marine Facilities

Water sports

Party Boat

18 hole golf course

Government

USONA

EU

Communication

Taxi service

Airline

Culture: &Heritage

Economic Political SocialResources /

Ecology

Human ResourcesLabour Force

Zoning / Infrastructure(GEBE - EUTEL - Roads

External factors

Government PoliciesRegulations / Fees & Levies

Security

Social HousingEducationMedical

Welfare / Leisure

Historical FoundationEnvironmentSTENAPA

not yetexisting


Chapter 4


• Statia’s resources (Quill / nature, history, tranquillity, friendliness, low crime) could be further developed, e.g. development of quill, marine park development and upgrading guides.

Threats were identified as follows: • Natural disasters, which consequences could be minimised through hurricane

preparedness, building codes and improved infrastructure (e.g. underground cables) • Competition from within the Caribbean and world-wide could be addressed through an

improved product and human resource training • Worldwide terrorism discourages tourism and could be addressed through worldwide

security. In addition to the tourism output one envisioned an increased output up to 500 students in reference to the medical school through adding courses in pharmacy, advanced nursing and veterinary services. The Statia Tourist Development Foundation (STDF) has been identified as a key actor in the tourism sector. Its mission is to stimulate tourism development. Its core activities are Statia marketing and promotion, while its output was identified as: tourism development policies; island brochures; advertising campaigns; maintenance of an adequate website on internet; representation contracts with Netherlands, EU, Canada and USA; representation at tradeshows in Europe, USA, Canada and Latin America; advising of government; collection/dissemination of relevant statistics; and the daily running of the tourist office. After further analysis through the use of the Integrated Organisation Model, a number of issues were identified. It became clear that STDF – Government relations are affected by the non-implementation of policies; the unfilled vacancies; inadequate availability of statistics and the partial execution of the budget. Its relationship with the private sector stakeholders are affected by the insufficient co-operation in marketing and the inadequate commitment in product development. Economically Statia is small anyway. The commissioner is the president, which makes the STDF dependent. STDF has minimal impact. The users’ demands are not covered and STDF’s services are not so relevant for them. Vacancies are not filled and the quality of staff is insufficient. There is inadequate financial and political will to achieve its goal/mission; One normally functions ad-hoc. Financial management is not possible as the responsibility is with the Finance Office (for budget control). The staff motivation is going down. A new organisational structure has been proposed since early 2006. Funding mechanisms In order to find financial resources to pay for the development of the additionally required services some investigations were done to find out what additional funding mechanisms could be developed. Current budget was roughly estimated on Naf 29,000,000 annually of which about Naf 18,000,000 goes for salaries and Naf 6,000,000 for subsidies. A deficit of Naf 11,000,000 has been identified. Proposals to increase income and/or to decrease government expenditure have been identified: It has been proposed to investigate whether the following services could operate budget neutral through (increased) service-fees:


Chapter 4


• Garbage collection • Landing / parking fees (including a flying school) at the airport • Harbour fees Taxes / revenues could be introduced / raised, like e.g. : • Land tax • Reinforce tax base of heavy equipment • Valero adjustments • Small contractors The establishment of tax collection agency could increase the efficiency of tax or revenue collection In order to decrease government expenditure the following has been proposed: • Combine government services, like e.g. the involvement of the security in tax-

collection • Privatisation of government departments, like e.g. the harbour, the airport, waste

management and/or the Sports Department (foundation) • Make use of modern communication (Internet, conference calling) • Ensure basic medical equipment on the Island, like e.g. X-ray, echo machine (to

prevent high costs for flying out for basis medical treatment) • Economise on vehicle repairs Economic use of resources in government offices (electricity consumption, gas consumption vehicles, government credits)

Sterktes en zwaktes St. Eustatius

Chapter 5


5. Sterktes en zwaktes St. Eustatius

Strengths3: • Its geographical location • Its climate, • Its natural, historic and cultural attractions • Coral reefs and shipwrecks (diver’s attraction) • The Quill (+ tropical rainforest) and Boven Subsector • School of Medicine (since 1999) • Oil transhipment facilities of Statia Oil Terminals • Harbour • Airport Bottlenecks: • Limited resources • Limited insight in economic activities • Unreliable and incomplete statistics • Insufficient infrastructure • Unfavourable first impression of Statia • Erosion and deterioration of water fronts • Lack of dynamic business environment • Inadequate link between Statia construction firms and large construction works • No sustained marketing / promotion of Statia’s tourist attractions • Low degree of economic diversification • Insufficient hotel accommodation • Limited number of restaurants, shops and construction firms that can supply the hotel

and tourism industry • Agriculture and manufacturing are almost non-existent • Inadequate enforcement of environmental regulation • Environmental and ecological situation on the island jeopardises he cultural heritage

and attractiveness of Statia for tourists (free roaming goats and cows) • Unemployment / youth unemployment • High aeroplane fares • Responsibility of government and private sector are not well-defined • Government has little capacity to fund and execute economic development plan Opportunities: • Visiting shoppers from St. Kitts (since 2003 220 per month) • Day-trippers (from St.Maarten) • Stay-over tourism (what kind of ??) • Sailing visitors • Art related visitors (painting) • Investors interested in Flying School • Investors interested in beach creation • Fishery sector 3 Economic Development Plan for St. Eustatius 2004 – 2007, March 2004

Sterktes en zwaktes St. Eustatius

Chapter 5


Threats: Zwaktes om tot Good Governance te komen4: • Huisvesting • Vertrouwen in de overheid • Communicatie tussen Bestuur & Ambtenarij • Stand personeelsontwikkeling & loopbaanplanning • Staat van automatisering en informatisering. 4 St. Eustatius Samenwerkingsprogramma Bestuurlijke Ontwikkeling 2005 – 2008, Mei 2005, page 5-6

Workshop Proceedings Envisioning (cont’nd)

Chapter 6


Problem Analysis:Does the economy of St. Eustatius sustain adequate social service delivery ?

Under qualified staff

Inadequate delegation of

responsibilities

High cost personnel

Government apparatus too

big

Poor tax collection

Key positions in Government are

vacant

Inadequate work environment for

civil servants

Inadequate functioning economic

affairs dept.

Patronising politics

Inadequate policies

High cost medical care

Insufficient Human resource

capacity

Insufficient internal

communication

Inadequate zoning plan

Inadequate development

plan

Inadequate enforcing of laws

Lack of clear vision

Government income

insufficient

Inadequate cooperation private sector

Government bureaucracy

Inadequate budget STDF

Inadequate marketing &

promotion

Low quality Statia's product

Insufficient hotel capacity

Poor infrastructure

Work ethics personnel

Work ethics personnel

Qualifications private sector

personnel

Inadequate development

funds

Level of education

Unique cultural values

Inadequate investment

Inadequate output tourist

sector

Poor economy

6. Workshop Proceedings Envisioning (cont’nd)

In reflection on the homework made5 the facilitators referred to the basic functions of Local Government: firstly to encourage local economic development and secondly to ensure the adequate supply of social services to meet the basic and/or welfare needs of the population within its are of jurisdiction. The strengthening of local government emphasises both to improve the institutional and technical capacity of local government to enable it to facilitate economic development to take off, through which sufficient revenues could be extracted to finance adequate social services; either as (subsidised) local government services or by direct payment to the private sector involved in such service delivery. An improved local economy may be able to “pay” for adequate service delivery, either directly by the people for services offered, or indirectly through taxation and (local) government involvement/subsidy. In the reflection the output of each sector, the institutional settings of the stakeholders in each sector and the inter-relationship between the various sectors were emphasised, after which each sectoral group part of its sector further analysed by connecting the various problems in a cause-effect relationship through a problem tree analysis. 6.1 Problem analysis Based on the problems indicated in the draft sectoral policy papers the facilitators prepared an example “problem tree analysis” as indicated in the figure below. Comments were given and the various groups worked out the problem analysis in reference to their own draft sectoral policy paper themselves as presented in Annex 5. The cases selected referred just to parts of the sectors. 5 See Annex 4 for all draft Sectoral Policy Frameworks.


Chapter 6


The first group focused on the question: Why incomplete secondary education on Statia ? The group identified a root cause as being that so far inadequate political decision towards adequate secondary education had been taken. Therefore priority should be given to adequate political decisions to get secondary education completed at Statia level. The second group focused on the question: How to get the Statia economy profitable ? This group identified the incompetence of local (private sector) management to perform adequately as a root cause. Therefore they emphasised upgrading local (private sector) management capacity as a priority action. The third group focused on “Insufficient social housing” and identified its root cause being that there was inadequate government allocation policy for social housing. They proposed to give priority to prepare an adequate allocation policy for social housing. The last group focused on “Revenue collection” and concluded that the complex structure of the tax department has been a root cause. They proposed to give priority on the enforcement of a well-organised functioning transparent tax system. In all four cases the problem analysis addressed only a small part of he sector as the case was worked out as an example on how to conduct a problem analysis. In reality all stakeholders should have been represented during such an exercise in order to get the root causes as agreed upon by the stakeholders and to get towards a priority setting where all stakeholders have consensus on. Is was further commended as being a worthwhile bottom-up approach for finding constraints / missing links. All branches of the problem tree can be analysed further in depth. 6.2 Winners and losers When priorities are set and interventions are proposed changes may occur. Whenever changes in a society are proposed some individuals or organizations may win or loose more than others. It has been emphasized during the workshop that before any change is proposed the “change-owner” – in this case the Commissioner concerned or the Island Council as a whole – may identify which stakeholders may loose and which ones may win from particular interventions. In case it becomes clear who the losers are and what they are loosing, it may be optional to work out accompanying interventions to compensate their losses and therefore to diminish or prevent their resistance to any proposed change. Such inventory can be presented through an Interest Chart6 as for all four cases is given below. Interest Chart in reference to proposed Compulsory Education Chance Level

Actor Financial Non-Financial Power - Influence

(-) (+) (-) (+) (-) (+) High Department of Education � � � Schoolboard � � Sociale Vormingsplicht � � Medium Educators / teachers � � ? Low Students � � Parents � � �

Remarks: Compulsory education to the age of 18 years will in general have positive effects for the different stakeholders involved, although not all. The budget of education will rise because more students will have to go to school. Because the group 16-18 years old, not having a proper education, was dealt with under the ‘sociale vormingsplicht’, this agency will see its 6 See Workshop Manual for theoretical description and use of Interest Chart


Chapter 6


budget reduced. On the short run parents see their family income reduced because the youngster of 16, 17 or 18 years can not earn money anymore. Teachers will have student in their classes who in the passed would have dropped out. They have to motivate them to finish their school with a positive result. Interest Chart in reference to proposed Improved Co mpany Management Chance Level


(-) (+) (-) (+) (-) (+) High Shareholders � � Management � � � Medium Employees � � Low Customers �

Remarks: Improvements start with management. They are the focal point in a company. If management performs well the shareholders and employees will be satisfied and customers get good quality for the services or goods delivered. If management is no good and cannot change, the shareholder should change management. Interest Chart in reference to proposed Policy Soci al Housing Chance Level


(-) (+) (-) (+) (-) (+) High Statia Housing Foundation (SHF) � � Director SHF � � Medium Government �? � � Funding Agency � � � � Low Applicants for social housing � �

Remarks: Here we focused on process of preparing a housing policy. The interest of the different stakeholders is more indirectly because it is about producing a policy document. It is in particular the content of the policy with will have an impact on the stakeholders.

Interest Chart in reference to proposed Tax collect ion system Chance Level


(-) (+) (-) (+) (-) (+) High Island Council � � Executive Council � � Medium Tax Inspectors � � Low Tax collectors � � Tax payers � �

Remarks: Present tax system is very complex and the idea and plan is to come to one tax authority and on tax system with its base on Statia. It is foreseen that personnel of the tax department like inspectors and tax receivers will be paid upon their results (for instance tax revenues). When implemented, this will result in more tax revenues for the island and for the budget for the executive council. This is, of course paid for by the tax payers although revenues might in particular come from those tax payers who in the past do not paid their taxes regularly.


Chapter 6


6.3 Monitoring In order to guarantee that implementation of a policy or any activity within such a policy takes place according to schedule and or to achieve its objectives, participants were challenged to design a monitoring system to keep track. The various groups followed the steps below to get into monitoring system design:

• To clarify the management structure • To clarify the objectives • To analyse the implementation process • To identify the Manager’s Questions (MQs) • To determine the indicators • To design the information flow • To assess means, costs and risks

The group concerned with policy development towards compulsory education up to 18 years of age was very clear in the implementation process, in case the policy was in place. In case the decision was taken, regular coordination meetings were conducted by the Commissioner of Education with the Department, School Boards, PTAs and private sector, he role of the “leerplichtambtenaar” (still to be recruited), etc. However as the objective was to monitor the process to achieve the policy decision to get up to compulsory education up to 18 years, the group just did not get to the adequate monitoring system. Just like with “social housing” the group concluded that the implementation steps were related to:

• Collection of data in terms of number of pupils and costs involved to get them to the level that is in line with their capacity

• Collection of data on willingness to pay (parents, private sector, government) • Timing of the decision making process.

The group concerned with the profitability of Statia’s economy considered to address the issue of private sector (hotel) management incompetence by building such management capacity. They formulated a MQ from shareholder’s perspective in terms of successful achievement of the training/capacity building in terms of:

• Improved motivation of the staff • Customer satisfaction • Growth in occupancy • Revenues growth / profit

Their starting point was the baseline situation of all four elements of above indicator. The information concerning the first part of the indicator was planned to be received through regular staff meetings, while the latter three parts came through customer evaluations and daily, weekly and monthly financial overviews. The group that intended to give priority to enhance local tax revenue designed its MQ from Inspectorate’s perspective as follows: What amount is outstanding by whom ? The baseline situation was identified that currently only 30% of the planned taxes are collected and it is proposed to have at least 95% of the planned taxes / revenues collected. The group was not clear yet on the analysis of the process to collect optimum revenue and therefore did not get yet to design the adequate monitoring system

7. Observations of the Facilitators


7. Observations of the Facilitators

• It has been observed that participants have participated well during the workshop and completed the various exercises. However, as not all stakeholders were represented the actual exercise of preparing an integral policy for the future of Statia is still to be conducted. It has been proposed during the workshop that a small Steering Group of government and private sector / ngo representation will follow up the further development of the integral policy in line with the “stappen plan geintegreerde beleidsontwikkeling” as given in annex 6. A letter to seek permission of the Island Council to start the process should be written.

• It has been observed that whatever government wants towards responsible

development, it needs to be financed by the economy of the island and therefore should make use of the private sector on the island. Together one has to find ways to make money themselves.

• It is observed necessary to ensure coordination of individual Heads of Department that

prepared their specific “tailor-made” policy in compliance with general Netherlands’ and Netherlands Antilles’ supporting policy and in reflection to the actual financial position of Statia itself.

Annexes


ANNEXES

ANNEX 1 PARTICIPANTEN WORKSHOP ..................... ....................................................25

ANNEX 2 BESCHIKBARE ACHTERGRONDDOCUMENTATIE ........ .................................26

ANNEX 3 TABLE OF CONTENTS WORKSHOP INTEGRAAL ONTWIKKELINGSBELEID ................................ .................................................27

ANNEX 4 DRAFT SECTORAL POLICY FRAMEWORKS

ANNEX 5 PROBLEM ANALYSIS IN VARIOUS SECTORS ........ ............................................

ANNEX 6 STAPPENPLAN GEINTEGREERDE BELEIDSONTWIKKELI NG

Participanten Workshop

Annex 1


Annex 1 Participanten Workshop

Name Function Tel. e-mail 1. Bennet-

Merkman, Edris 2e wnd Eilandsecretaris 318-2604 [email protected]

2. Bennett, Andre Fire Department 318-2715 [email protected] 3. Brown-James,

Monique Algemene Juridische Zaken 318-2597 [email protected]

4. Dijkshoorn, Marvern

Government Information Service

318-2745 [email protected]

5. Gittens, Murvin H Harbour Master 318-2840 [email protected] 6. Gittens-

Roosberg, Cecilia Welfare Department 318-2196 [email protected]

7. Heyningen, Austin van

Harbour Master 318-2205 [email protected]

8. Lijfrock, Cedric W.

Domeinbeheer & Hypotheekwezen

5239476 [email protected]

9. Maduro-Merkman, Elfrieda

Burgerlijke Stand, Bevolking en Verkiezingen

318-2497

10. Marlin, Florence Personeel & Organisatie 318-2931 [email protected] 11. Pahtoflet,

Minerva Queen Beatrix Medical Center

318-2067 [email protected]

12. Roosberg, Carol-Jack

Public Health Department 318-2891 [email protected]

13. Schmidt, Myrurgea

Finance Department 318-2397 [email protected]

14. Sneek, Koos STEBA, SENGO 318-3232 [email protected] 15. Spanner, Arlene St. Eustatius Foundation 318-2660 [email protected] 16. Timber, Maldwyn Planning & Project Bureau 318-1512 [email protected] 17. Vries, Harmen de Sportzaken 318-4442 [email protected] 18. Wever-Timber,

Lois Internal Affairs 318-2877 [email protected]

Beschikbare Achtergronddocumentatie

Annex 2


Annex 2 Beschikbare Achtergronddocumentatie

• Overgangsakkoord,dd. 12 februari 2007 • Island Council Elections and Responsible Development by STEBA, Feb. 2007 • Meerjarenplannen Bestuurlijke Ontwikkeling • Bestuursakkoorden entiteiten Nederlandse Antillen en het Transitieakkoord van het

Land Nederlandse Antillen • Bestuursprogramma entiteiten Nederlandse Antillen en het Transitieprogramma Land

Nederlandse Antillen. • Bevindingen Sociaal Economisch Initiatief, St. Eustatius, Juni 2006 • National Strategic Plan of Barbados 2005-2025: Global excellence Barbadian

traditions • Fundamenten Nieuwe Overheid, Willemstad, 16 juli 2001 • Economic Program of the Government of the Netherlands Antilles, 2001-2005

Programma Bestuurlijke Ontwikkeling • Programma Onderwijs • Programma Duurzame Economische ontwikkeling • Plan veiligheid Nederlandse Antillen • Sociale vormingsplicht • Rechtshandhaving • Kadernota Geintegreerde Zorg op St. Eustatius: Kwaliteitseisen en Doelmatigheid,

Feb. 2005

ref:Final Report St Eustatius.doc RK (62)

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Annex 3 Table of Contents Workshop Integraal Ontwikkelingsbeleid

Tab

General 1 • Slotverklaring van de Miniconferentie over de toekomstige staatkundige positie

van Bonaire, St. Eustatius en Saba, dd 10 - 11 oktover 2006 • Opdrachtbrief Directie Bestuurlijke en Constitutionele Zaken • Personal Logbook

Introduction Policy frameworks 2 • Policy development or indicative programming • Analysing Policy and Strategy

Envisioning 3 • The Vision of an Organisation • Steps to envision

Sector Wide Approach 4 • Sector-wide Approach • Steps in developing a Sector Wide Approach Programme • Sector Analysis • What is MTEF ?

Assessing Institutional and Organisational Capacity 5 • Institutional Sector and Organisation Analysis (ISOA) • Multi Stakeholder Processes • Stakeholder Analysis • Instruments for in-depth ISOA • Strategic Orientation

Policy Implementation and Monitoring 6 • Steps in designing a portfolio monitoring system • How to define information needs • Monitoring: managing information flows • Monitoring in the project cycle • Financial Risk Assessment

Policy Evaluation 7 • Evaluation General Budget Support • Enhanced Evaluation Framework for General Budget Support • An introduction to Evaluation • Evaluation and Methods • Data collection methods for Evaluation • Managing Change Processes

Personal Action Plan 8 • Personal Action Plan


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Annex 4 Draft Sectoral Policy Frameworks

In reference to the “homework given” the various sectoral groups developed some draft papers with the following table of contents for each sector: • Search for all valid policy documents that - in one way or another - relate to the sector • Identify current objectives • Identify all relevant statistics within the sector • Sit together with key stakeholders in the sector • Define the intended output of the sector • Define the assumed role of the various stakeholders • Identify constraints/challenges of actors to fulfil their role The following sectors presented their papers:

4.1 Culture 4.2 Education 4.3 Welfare 4.4 Economy & Tourism 4.5 Finance


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4.1 Culture by: Mrs. Monique Brown – James Mrs Edris Bennet – Merkman Mrs. Loius Wever – Timber Mrs. Arlene Spanner - Schmidt CULTURAL 1. Search for all valid policy documents that – in one way or another – related to the

sector ◊ Education Department has the following information:

- Amount of curriculum hours per week that can be dedicated to Cultural Values - Amount of curriculum hours that can be dedicated towards spiritual values - Amount of Cultural fieldtrips in schools

◊ Tourism Development Foundation gathers the following information:

- Historic Based test for taxi drivers (it is in the process of becoming an official policy for the island)

- Amount of tourist divided into country of origin - On line questionnaire that is sent to the different tourists that visit the tourism

department to get an evaluation

◊ Historical & Monuments Foundation has a - List off all the monuments that are on the island - Lists of all historical building on the island - Will to preserve the historical core on the island - Are there any policies on the protection of the Islands Culture? - Are there any policies on the protecting of the monuments on Statia?

◊ Government -

◊ SECAR - Database with the different archeological items that was gathered on the

island

◊ STENAPA -

◊ Books & Literature - In the public Library there are books on the history of the island - The gift store (Mazinga) sells book on the history of Statia - History of Statia - Mozaiek

◊ Websites - STENAPA - SECAR - Tourism Development Foundation - Computers & More

2. Identity current objectives


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Generally the majority of the organizations are trying to establish policies, rules and regulations, all in the effort to preserve our Culture. 3. Below are the different Stake holders with the relevant Culture statistics that they gather within their respective organization

◊ Schools - Amount of hours spent on Cultural Values - Amount of hours spent on Spiritual Values - Amount of time spent on Community Base projects

◊ Churches

- Amount of youths that takes part in the Boys and Girls Brigade - Amount of youths that plays an active role in the Pathfinders Club - Amount of churches and denominations on the island

◊ Bevolking - Amount of youths (minors) that are registered on the island - Amount below the age of 4 - Amount up to and including 16 - Amount up to and excluding 18

◊ Tourism Development Foundation

- With the assistance of the port services the have the amount of visitors entering the island divided into the country of origin.

- The main activities that the tourists are involve in. - The amount of persons that attends the cultural based trainings - The amount of participants for the know your island Test for Taxi Drivers - Pictures and cultural items of Statia (Calabash) - Approximate amount of stays of the visitors - The visitors main reason for visiting the island

◊ Historical & Monument Foundation

- There are a few existing literatures and books on the history and monuments of Statia which can be found in the Public Library.

- The amount of visitors that visits the museum.

◊ SECAR - Amount of visitors - List of the items that are found on the archeological sites

◊ STENAPA

- Amount of visitors that comes mainly for diving. - Amount of visits do the Botanical Garden

◊ Literature on culture can be found at:

- Mazinga Giftshop - Paper Corner - Museums - Library

◊ Other Foundations and or Groups that are main organizers of the cultural activities


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- Festivity Committee organizes the Cultural week of activities for Statia Day - Carnival Committee plans the weeks of the cultural Carnival during the

Summer - Music Festival Group that organizes other cultural activities during the year.

3. Define the intended output of the sector 4. Define the assumed role of the various stakeholders

◊ Government - Create the availability and sustainability for Cultural Values in the Schools

Curriculum - Create the availability and sustainability in the education curriculum for the

God Fearing values - Have all government employees involve in the cultural promotion of the islands

values (cultural dance, cultural programs, etc.) - Continue financial support for Churches, Elderly homes, other organizations. - Create and enforce policy for the protection of our monuments - Create and enforce policy to maintain and upkeep our cultural values - Create policy for the upkeep of the Historical sites

◊ Tourism Development Foundation

- Executor & Host of the Statia Host program - Support and gathering of raw data for Statistics - Maintain and upkeep of the informative site of the Island

◊ Schools

- Fieldtrips - Education - Incentives for protection policy

◊ SECAR

- Incentive for Heritage protection policy

◊ STENAPA - Providing information - Education & involvement of the people - Incentives for creating policies

◊ Historical & Monumental Foundation

- Collection of Statistical data - Incentives for creating policies - Protecting the History & Monuments

◊ Churches

- Teaching of religious and Cultural Values - Gathering of statistical data


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5. Identify constraints/challenges of actors to fulfill their role ◊ Government

- Tardy and slow implementation

◊ Tourism Development Foundation - Lack of cooperation with filling in forms - Lack of interest by the people - Lack of funds

◊ Schools

- Lack of adequate materials - Lack of funding and means - Lack of interest and cooperation with teachers

◊ SECAR

- Lack of funds - Lack of volunteers and/or interns

◊ STENAPA

- Lack of funds & means - Lack of volunteers and/or interns

◊ Churches

- Lack of funds


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4.2 Education by: Mrs. Monique Brown – James Mrs Edris Bennet – Merkman Mrs. Loius Wever – Timber Mrs. Arlene Spanner - Schmidt Education 1. All valid policy documents that – in one way or another – related to the Education

sector ◊ The policies are made on Federal Level ◊ There are some ordinances that also determines some aspect in regards to

education ◊ The Deltaplan ◊ Concept Beleidskader “Landverordening op de jeugdzorg” ◊ In 1989 an educational policy plans: “Education for All” was set up. ◊ In 1992 the then Minister gave his input in the discussion regarding future changes

and innovations in primary education ( Primary Education in the Netherlands Antilles, a policy and action document )

◊ In 1993 the National Consultation Committee Netherlands Antilles was constituted by Ministerial decree, with the objective of opening discussions with the Minister and Commissioners and to outline a policy regarding the necessary improvements in education.

◊ In 1995 the “Policy and multi annual plan for innovations in primary education in the Netherlands Antilles” appeared, mentioning the principles and objectives of education.

◊ In 1997, in accordance with the “Multi-annual Plan” the “Implementation Plan Foundation Based Education in the Netherlands Antilles” was published.

◊ The implementation plan provides for the institution of a program structure for the implementation of Foundation Based Education, from the decision making up to and including after care and progress tracking.

◊ The implementation plan “A framework for the implementation of Foundation Based education 2000” is a handbook for executing the implementation, in which one builds further on the vision, the mission and the objectives.

2. Identity current objectives

◊ Leerplicht:4 t/m 18 jaar ◊ Vormingsplicht:16 t/m 25 ◊ Onderwijsvernieuwing: FO,BO en IOV ◊ Ouderparticipatie ◊ Meertaligheid ◊ Platform ter maximalisering inzetbaarheid op de arbeidsmarkt ◊ Creëren van samenwerking en modaliteit

3. All of the relevant statistics for this sector are normally compiles by the Education

department. The statistics that are available are: ◊ The different type of educations (BVO, HAVO, etc.) ◊ The amount of students attending each type of education ◊ The amount of students separated in Gender ◊ The age group per Type of education


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◊ The amount of drop outs per type ◊ Percentages of six graders that attend the different type of education per school

year ◊ The total amount of drop outs

4. Sit together with key stakeholders in the sector

◊ The Department of Education ◊ The island Government ◊ The Central Government

5. Define the intended roles of the sector

◊ The Department of Education The main task of the Department of Education will be to improve assess to and quality of the education system. Consequently the school leadership, the school boards, policy makers and of course the financial institutions are interested in the effects of the innovations on the educational system. make sure that the required task and cultural activities are included in the schools curriculum.

◊ The island Government - The island Government will have to make a policy for the execution of the cultural

activities that should be a part of the schools curriculum. - The Island Government will have to determine the cultural aspects of the island

◊ The Central Government

6. Identify constraints/challenges of actors to fulfill their role

� The Department of Education - Limited resources - Cooperation among teachers, parents and other stakeholders - Limited finances

� The island Government

- Tardy implementation - Limited materials - Making of island tailor made policies


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4.3 Welfare The Welfare Department Of St. Eustatius is a broad range of Sectors. Under the Welfare Department falls the following sectors, eventhough referred to as departments:

Those with an asterisk * are presently none existent within the Government. None existent in the sense that there are no personnel in these departments.

1. The Welfare Department has the following objectives. • To have at heart, to promote & coordinate the affairs of the island in the area of

individual material help to citizens, Social Work, the Social Welfare as well as the execution of the co- governmental/co-administrational cases.

• To have at heart, to promote & coordinate the affairs of the island in the area of Education, art, Sport and Culture as well as the execution of the co- governmental/co-administrational cases.

• To promote the realization and the preservation/maintenance of quantitative and qualitative education, culture and sports facilities.

• To promote the public development and the welfare of the population. • To promote the realization and the preservation of quantitative and qualitative aid

necessary to the educational, social-cultural and social-welfare infrastructure facilities. • To support the Executive Council of the island in the above mentioned cases A to E 2. The department of Welfare will accomplish the above mentioned objectives by caring out the following tasks:

A. Individual material assistance B. Social Services C. Development of the disability care D. Development of the Senior Citizens care E. Stimulation of emancipation affairs F. Development of Teen & Youth work G. Stimulation of Sports & recreation H. Execution of executive tasks in public education I. Execution of governmental tasks in special education J. Execution of compulsory education legislation K. Execution of scholarship regulations L. Support of primary education processes

Welfare Department

*Department of Social Work Department of Education Department of Culture *Department of Youth & Child Education *Department for Senior Citizen Care Department of Labor Department of Women’s Affairs Department of Sports


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M. Personal assistance for students N. Stimulation of Cultural and Folkloric programs O. Stimulation of Art, Art Cultivation and Art Expressions P. Stimulation of other public developments Q. Management of Museum and Monumental preservation R. Labor mediation and labor facilitation S. Execution of Labor regulations

To get a more clear picture of the present situation at welfare department, we will tackle each letter (group of letters) by giving their direct objectives and working it out from there. So far we have worked out A, B, and G, we will send the rest in small batches. A Individual Material Assistance (Uitkering & PP-Kaart) Valid Policy Documents & related Policy Documents A policy in the making at welfare department: Social Welfare Benefits

Human Rights policy document Labor Laws

Objective To enhance the social well-being of the underprivileged Dutch citizens of St. Eustatius by providing financial support for their basic needs, for a healthy balanced lifestyle Statistics • No specific staff to carry out this work efficiently • In absence of the Head of Welfare, there is no one to assist the client. The client steps

to the commissioner,… the regular procedure is not followed. • No monitoring system Stakeholders • Executive Council • Finance Department • Department of Social Services • Department of Labour • PP- Kaart committee Intended Output • A structured office giving individual material assistance to less fortunate dutch citizens

permitting them to survive with the basic needs, yet healthy. • Have clear policy • Have brochures informing the public on the policy • Bring up the amount to minimum loan • Make necessary adjustments with regards to the size of the family • Have regular control 3 to 6 months • Assist able persons in getting jobs and off the welfare benefits • Have penalties in place and stick to it • Create a more client friendly procedure in acquiring the pp-cards Assumed role of stakeholders Executive Council • To make decisions on who may or may not receive assistance


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• Control of the finances • Support the departments caring out these tasks Finance Department • Payment of the citizens Department of Social Services • Assistance of the citizens to receive assistance, to guarantee their basic needs • Guidance on budgeting • Guidance in getting a job (if capable of working) • Control that those receiving the assistance are those in need of it • Making sure that the penalties are carried out Department of Labour • Part of the procedure which is Labour registry, clients receive a proof of registry • Assisting able persons who have applied for Social Benefits with a job or even

aanpassend werk PP- Kaart committee • The evaluation of who may receive a pp-card and at what cost • Advice to government Constraints/Challenges of actors to fulfil their ro le. • Incomplete policy (the information concerning the procedure has been sent in to the

executive council while awaiting the policy document however it is not valued by exco.)

• Sometimes persons get social welfare benefits without coming first to the Welfare Office

• The amount is not even the minimum loan, they receive F 150,- every two weeks no matter how large the family is, people cannot survive with this amount.

• No clear information to the public in the form of flyers/brochures • No staff to carry out the task of control on the desired 6 month basis • Because of no staff : No regular consultancy hours (spreek-uur) • This is run partially by two departments : Finance & Welfare • The process sometimes takes to long, because it has to got through the Executive

Council, who might be busy with other pressing matters • Persons still have to come to the Finance Office to sign and receive their money • No regular consult with the departments, only incidental • Need of Personnel • Need of a sustainable budget for a quality amount for social welfare benefits • Interference of Politicians • No Quality monitoring • No referral forms • No registration system for registry & reporting B. Social Services Valid Policy Documents • Unknown • Human rights


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Objective To promote, enhance and guide all citizens of St. Eustatius by assisting them in all Social Affairs through General Social Work Services. Statistics • No staff to run the department • Between 5 – 10 clients a week who just walk in for help at the Welfare Department • Between 3 – 5 Cases of referrals monthly from Police and Hospital • Weekly calls from the schools to the Welfare department head for advice and help with

students. • Gwendolyn van Putten School has a School Social Worker as of November 2006 Stakeholders • The Executive Council • Schools • Community Based Organisations • Court Of Guardianship • Justice • Public Health • Mental health organisations professionals Intended Output • It is difficult to state the output because there is no present personnel. • But this is my desired output: • To be able to give help as quickly as possible (meaning having staff to do the work) as

short as possible, give the help they need and at the same time teaching them to be able to handle themselves in the future and if care is needed in the home at work or where ever, to go there with the client and assist in whatever way possible.

• To have balanced and assertive families in the areas of relationships, communication, finance/budgeting, education, health and hygiene.

Assumed role of stakeholders The Executive Council • Knowledge of the types problems we are faced with on the island • Knowledge of the amount of cases dealt with per year Schools • Pick up on the signals and refer them to the Social Worker • Give clarity on incidents/situation that occur at school Community Based Organisations • Get information from the department and convey it to their members • Give information on existing hazards in society so that they can also focus on giving

help • Trainings Court Of Guardianship • All the interest of the youngsters


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Justice • Assistance in violent situations • Assistance in lawful matters Public Health • Hygiene of the society • Assistance with clients in health hazard situations Mental health organisations professionals • Referrals • Assistance in case management Constraints/Challenges of actors to fulfil their ro le. • Lack of General Social Work personnel : There is absolutely NO PERSONNELL in this

area for the island • Lack of material to carry out the work & to create informative and preventative

programs • Lack of office space for general Social work & for School Social Work • Lack of Safety measures in case of a violent client, according to the code of Social

Services • Lack of respect and a deeper understanding for this department by government • The school guidance counsellor for the only high school on the island left in December

2005, the school just got a school social Worker as of November 2006 • The School Social Worker for the 4 primary schools left on June 31st 2006, no one has

filled this vacancy. • The Family therapist left on December 31st but was already gone by December 8th • The work of general social work, school social work and counselling in general is

being carried out by the Head of Welfare Department, this is a problem that has been brought to the executive council’s attention time and time again. It is impossible to carry out this task efficiently. This is not the job of the Head of Welfare Department nor is there sufficient time to carry out this job properly.

• People do not get the help they need, the problem boils up inside and is expressed by the extraverts as delinquency and violence and by the introverts as mental/psychic problems.

• No Material for kids to keep busy while parents are being helped • Good office Space with the necessary tools


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G Stimulation of Sports & Recreation Policy documents relating to the sector: • Conceptnota Sportbeleid 1988, Ministerie van Justitie en Sportzaken • Doelgericht nationaal sportbeleid, 1995 • Schema Sportbeleidsplan Statia, 1996, Harrie Pijpers, St. Maarten • Jeugdbeleid plan 1998-2000, F. Van Zanten, coordinator Task Force • Sport op Statia, september 22, 1999 • Eilandgebied Bonaire, Situatieschets Sport op Bonaire en Integraal Sportbeleid 1999-

2000, Eilandgebied Bonaire • Concept Nationaal Sportbeleid voor de Nederlandse Antillen, augustus 2005 • Concept Integraal sportbeleid St Eustatius, maart 2006. Stichting S.O.E., Glenn

Albertina, Bonaire. Current objectives: • Raise the amount of children participating in sports activities • Raise the amount of adults participating in sports activities • Assist sports organizations to work more effective and efficient • Improve sports facilities: existing and new facilities Relevant statistics: Institution Human Resources /

activities Finances / equipment

Bestuurscollege and commissioner of Sports

-No sports policy in place -No Sport Department Head in place in between 2001 and August 2006

Throughout the year different sports organizations apply for (financial) assistance

Institution Human Resources / activities

Finances / equipment

Sports Department

-Department Head and two employees -swimming lessons for primary schools -incidental activities for primary schools: tournaments, games afternoon -inter island sports tournament

No financial means. Some sports materials available, stored in Charley’s Place, to be lend out. Financing of activities through government or Commissie Uitvoering Sportbeleid

-Governor de Graaff school -SDA school -Golden Rock school -Bethel Methodist school -Gwendoline van Putten school

-unqualified sports teacher for sports lessons -see G de G -no sports lessons -no sports lessons All primary schools: Swimming lessons for grade 5 and 6 by Sport Dep. -qualified sports teacher. Each class 2 PE lessons per week

-No sports hall available -Football and softball field available for 2 primary schools. Children of GVP go to Community Center (basketball and volleyball) -Few sports materials available. Schools have own playground, grass or concrete

Sports organizations -only a few coaches or referees are qualified. -lack of board members, volunteers -almost no activities / regular

-no sustainable budget. Financial assistance by government, fundraising activities (car wash, food sale). -quality of sports


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competitions for youths. -Some organizations have regular competitions for adults -some are a member of a National Antillean Federation -incidentally some kids qualify for the Kingdom games or get a sports scholarship in the USA.

accommodations in general is poor, swimming pool is good.

Intended output: Raise the amount of children participating in sport s Conduct swimming lessons for grade 5 and 6 Each child leaving primary

school should have a swim diploma

Organize special activities during school holidays and regular school days: tournaments, games afternoon

At least 8 activities on year base

Assist cycle 1 teachers in setting up P.E. lessons Give “example” lessons and provide teachers with ideas

Assist schools with organizing sports day Prepare, execute or assist on sports days at all primary schools

Organize after schools sport program Children partake in 3 different sports, each 6 lessons: totally 18 lessons

Raise the amount of adults participating in sports Start swimming lessons together with St. Eustatius Swim Association

Diploma

Set up walking group in cooperation with GGD, doctors, dietician, welfare department and assistant of commissioner

Reduce weight, blood pressure of participants, healthier life style

Assist sports organizations to work more effective and efficient Attend meetings of sports bodies Provide with ideas and advices Submit proposals for funding agencies to arrange workshops At least one workshop for

coaches / referees and board members.

Write sports policy to achieve goals of sports organizations Sustainable funding Improve sports facilities: existing and new facilit ies Supervise Johan Cruijff court Construction work starts in

February Work on realization of a sports hall Regular meetings with

stakeholders Searching for additional funds

Restoration of “sports” building on Ball Park and Charley’s Place

Convince government

Construction of tennis court in Jeems Contract land Mrs Douglas 5. and 6. Role of various stakeholders and their co nstraints / challenges Bestuurscollege / commissioner of sports Role Challenges / constraints Meet with Sports Department and St. Eustatius Follow up of meetings / appointments


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Sports Federation to streamline ideas. Approve initiatives of Sports Department concerning “sports” building Ball Park and Charley’s Place. Finance maintenance (equipment and human resources) of various sports facilities. Have regular meetings with sports department and make clear appointments.

Time keeping Available sports budget Prioritizing

Sports Department Role Challenges / constraints Initiate and execute sports and sports awareness activities Have regular meetings with stakeholders Develop island sports policy Give advice to B.C.

No own budget, depend on government Location of office not ideal Lack of experience with policy writing Convenient meeting place Upgrading of staff members

Schools Role Challenges / constraints Pass information verbally to students, reach out and collect information forms Form teams for tournaments Contact Sports Department for assistance sports day / cycle 1 teachers

Workload teachers and principals Sports materials Sports facility Participating volunteers / parents

Sports organizations Role Challenges / constraints Conduct training sessions for after school program

Availability of volunteers, trainers Quality of trainers / coaches Time keeping Financial means Sports accommodation

St. Eustatius Sports Federation Role Challenges / constraints Cooperate with B.C. and Sports Department Follow up of meetings

Prioritizing H, I,J, K, L, M : is all Education: There is a diff erent group working on education they will send this information to you by email. Th ey were present on november 17 th & 20 th.


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4.4 Economy & Tourism Workgroup: Mr. Koos Sneek

Ms. Florence Marlin Ms. Minerva Pantophlet Mr. Austin van Heijningen Mrs. Malvern Dijkshoorn-Lopes

1. Search for all valid policy documents that – in one way or another – relate to the sector The following documents that the group sees as relevant to the sector have been identified and collected.

a. Vestigingsregeling voor bedrijven (PB 1946 nr. 43) b. Vergunningslandverorderning (PB 1963) c. Warenlandsverordening d. Eilandsverordening openbare straathandel (AB 1995 Nr. 11) PENDING e. Landsverordening winkelsluiting PENDING f. Prijzenverorderning PENDING g. Hinderverordening St. Eustatius 1993 h. Retributieverorderning 1997 i. Landsverorderning op de Kamers van Koophandel en

Nijverheid/Handelsregisterverordening j. Landsverordening toelating en uitzetting (LTU) k. Handleiding Gezaghebber LTU PENDING l. Eilandsverorderning openbare orde en bescherming gemeenschap m. St. Eustatius Investment Guide n. Economic Development Program 2004 – 2007 St. Eustatius o. Ontwerp afvalstoffenverordening p. Verkavelingsverordening PENDING

2. Identify current objectives Long term development objectives The group is of the opinion that the objectives as presented by the island government in their development program 2004 – 2007 are still very relevant, namely:

� Constitutional affairs with some form of close affiliation with Holland (is already underway);

� Responsible financial management and accountability; � Sustainable economic growth and infrastructure; � Attractive business climate that will create new impulses and investments in the

private sector; � Facilitate the enlargement and quality improvement of Statia’s tourisms product and

make Statia better known by potential stay-over tourists and day-trippers. � Enlarge the contribution of small business to the economy; increase the level of

professionalism and increase the level of investments of small businesses by introducing new impulses to the economy.

� Public health with combating health problems as diabetes and health promotion and prevention strategies, proper medical facilities;

� Education in the broadest sense, synchronization with labor market;


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� General welfare with focus on public housing, sports and culture, public safety and youth affairs;

� Environmental issues with cliff erosion as a priority. We however are of the opinion that the following points should be added:

� Expanding of the economic base by attracting foreign investment next to local investment. Support to this extent should be given to joint ventures and other forms of partnerships.

� Creation of employment and career opportunities in the private sector. This should have the following benefits: a. Stimulate a shift of workforce from government to the private sector; b. Reduction of unemployment; c. Creation of future job opportunities for students that study abroad. This way

there will also be a return on investment of scholarships/huisvestingstoelage granted by the government;

d. Attraction Statians living abroad to return to the island; Both objectives will have as a direct result an increase in population which will increase the local market and will be a positive stimulus for more business activities on the island for existing as well as new businesses. 3. Identify all relevant statistics within the sect or It has been established that there is insufficient statistical information available because:

a. Yearly collection of information by the Central Bureau for Statistics is incomplete; b. Businesses are not aware of the importance of statistics for future planning and do

not cooperate; c. No sanctions are imposed on businesses that do not comply with the law pertaining

to supplying business information; d. The island government does not have statistics as their priority.

The following statistics have been identified:

1. CBS Statistical orientation 2003 and 2004 2. Information business survey 2004 3. Statistical Yearbook CBS 2004 an 2005 4. Arrival information 2001 – 2005 5. Preliminary arrival information 2006

Note: The arrival information does not specify the number of visitors, overnight or day trippers etc. Included in the numbers are also all local travelers. 4. Sit together with key stakeholders in the sector The group comprises of key stakeholders in the sector such as Government, St. Eustatius Business Association, St. Eustatius Tourism Development Foundation and Harbor. 5. Define the intended output of the sector Infrastructure investments and investment climate Statistical data, socio- Clear-cut analysis of Statia’s socio-economic situation;


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economic research and information

analysis of arrears; regular updated Investment Guides

Airport facilities Increase capacity of check-ins, check-outs, immigration, installation of security equipment (has been installed), apron, parking facilities, refueling capacity, representative airport building

Development of harbor infrastructure

A technical and economic feasibility study and master plan (has been carried out); stepwise development of the harbor and the Gallows Bay marina

Utilities Construction water distribution network; adequate phone and internet service; introduce alternative energy (i.e. wind energy)

Transportation Improved air connectivity (local and international); improved freight/cargo service.

Roads (Re)surfacing of all roads Beach Beach rehabilitation Oranjebaai with i.e. use of reef

balls Government services Improve and shortened license/permits request

procedures; update outdated laws and regulations; clear cut policies; transparency; development oriented immigration policy; implementation existing laws, regulations and procedures

Waste management Reorganize landfill, garbage collection, garbage separation, recycling, biomass, composting

Chamber of Commerce Bring Chamber of Commerce and/or Commercial registry to Statia

Statia’s tourism product and marketing Promotion and marketing Execution of yearly promotion and marketing

activities; actual government marketing budget Sustained hospitality training Continuous training hospitality workers Develop policy instruments and execute policy instruments to stimulate local products, services and experiences

Instruments developed (tourism master plan, information, advice, promotion, incentives) and implemented to experience uniqueness of Statia

Product development Extension/improvement of existing properties; attraction medium size hotel development; increase existing dive tourism and other areas (history, nature, hiking, tranquility)

Develop Venus Bay/Zeelandia area Attract development of 5 star golf resort Small business development and development of other sectors Small business development Continuation of business support programs in

the form of SESNA program; availability of small business loans; loan guarantee program

Minimum business standards Hospitality sector standards; improved business administration standards


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Education Synchronize education/job market ; vocational training; encourage young entrepreneurs

Diversification Encourage new types of business; stimulate agriculture, light manufacturing, export

6. Define assumed role of stakeholders Government • Facilitates and supports economical development and investment

climate. • Implements required laws and regulations; sets policies;

responsible for proper execution of laws and regulations. • Responsible for transparency by implementation laws,

regulations and policies. • Providing necessary licenses and permits. • Responsible for infrastructure.

STEBA • Supports business sector with information, training and advice. • Link between business sector and government. • Advises the government. • Encourages and actively involved in attracting new business and

development. • Attracts (foreign) investment. • Represents business sector at trade missions and trade fairs. • Organizes local trade fares. • Assists with marketing and promotion. • Statistics

STDF • Marketing and promotion. • Product development. • Statistics • Hospitality/tourism training • Participation in tourism trade fares • Advisory role to government

Valero LP/Statia Terminals

• Supply of fuel to the island • Scholarships and donations for education • Training of locals • Contributing to infrastructure and environment

Medical School • Scholarships and donations • Investment in permanent campus • Professors/specialists should be available for local health care.

7. Identify constrains/challenges of actors to fulf ill their role Government • Lack of finances. Tax collection is poor, government apparatus is

too big, high cost personnel, medical care • Human resource capacity is insufficient. Under-qualified

personnel on certain positions, key positions like island secretary, head of finance, economic affairs are vacant.

• Inadequate work environment of civil servants • Non functioning economic affairs department


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• Patronizing politics. • Lack of pre-set policies • Lack of clear vision • No multi-annual development plan • No zoning plan • No enforcement of existing laws and regulations • Insufficient internal communication • No delegation of responsibility by BC to department heads (micro

management) • Lack of cooperation internal and external • Work ethics personnel

STEBA • Lack of finances; financial situation of members not able to carry organization;

• Attracting of investors/developers hampered by red tape and lengthy license/permits requests procedures, non-transparent government; no clear policies;

• Slow decision making process of government; • Underdeveloped private sector;

Hotel sector • No funding for expansion or improvement; • Work ethics/qualifications personnel; • Small properties; very limited marketing budget; • Statia is unknown destination; • Insufficient room capacity; • Problematic and insufficient airlift; • Limited activities for visitors.

Other business owners

• Economy of scale; • Lack of IT knowledge; • Work ethics/qualifications personnel

Potential investors / developers

• Government bureaucracy; • Location, many undivided properties; • Limited and poor infrastructure; • Limited available HR; • Limited accessibility by air and by sea (persons and cargo); • No suitable beach for tourists; • Limited healthcare system; • Immigration and lobar laws.

STDF • No adequate budget; • No management of own budget; • Not independent from government; • No significant marketing and promotion budget; • Low quality Statia’s tourism product; • Insufficient hotel capacity; • Lack of cooperation private sector; • Insufficient HR (quantity and quality)

Valero/Statia Terminals

• Environment protection; • Available local HR; • Immigration/labor laws; • Air connectivity;


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• Health and safety, calamity preparedness. Medical School • Lack of proper facility (campus);

• Facilitating by government; • Accreditation; • Immigration/labor laws


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4.5 Finances: In order to generate sufficient funds for the well being of “the Island Territory of Sint Eustatius”

Total Budgeted figures 2006 2007 Total Budgeted income expenditures NAfls. 27.154.505,00 NAfls. 29.662.651,00 Total Budgeted income (excl.sol.fund) NAfls. 7.444.427,00 NAfls. 10.159781,00 Total expected deficit (incl.sol. fund) NAfls. 19.710.078,00 NAfls. 19.502.870,00 Monthly salary NAfls. 900.862.000, 00 X 12 months per year NAfls. 10.810.344, 00 Looking at the above mentioned figures it is a clear indication that the monthly salaries consume most of the Island Governments funds. 2006 total expected deficit Naf. 19.710.078,00 Annual salaries over 2006 Naf. 10.810.344,00 -

Actual working budget Naf. 8.899.734,00 The Budget of the Island Government of St. Eustatiu s needs to be increased By 20% In order to safely operate at a safe margin

� The expected income of the Island Government is expected to increase in 2007 compared to 2006. This is due to the new agreement between “Valero” and Island Government.

� Additional income is also expected in connection with stricter collection policies that will be implemented by Government (outstanding taxes, land rent, ect.).

� Certain governmental fees stipulated in the “Retroactive Ordinance” (“Retrebutieverordening” ) which was not increased for many years should be reviewed for increase adjustments.

� While the provision for basic Health Care to the community is considered a responsibility that cannot be neglected, the Island Government has recently signed an agreement with BZV medical insurance and Golden Rock Pharmacy, a lower total for medical cost per capita is expected.

� Provisions for the cost of living of the cost adjustments for 2005/2006 can be accounted for in the increase in the budgeted expenditures.

� Government should now focus on other areas such as Tourism, infrastructure and foreign investors for job creation in the local job market, which will relieve Government Payroll.

� Privatization of Government Department, such as Harbor, Airport, Garbage collection ect. Tax adjustments (bicycle, violation of traffic rules, loitering, animal tax, boundary tampering, fishermen boats, yachts etc.).

Income Generated for 2005-2006

Income come for 2005 NAfls. 2.603.067,29 Income come for 2006 NAfls. 5.283.781,45 Total in come for 2005-2006 NAfls. 7.886.848,74


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Income Generated above is in connection with:

Harbor Dept.: Services and Anchorage fee.

Airport Dept.: Landing, Parking and Departure Tax.

Domain Dept.: Land rent.

Public Works Dept.: Building permits ect..

Island Receiver Dept.: Road Tax.

Tax Revenue for 2005-2006 Tax Revenue for 2005 NAfls. 6.950.310,05 Tax Revenue for 2006 NAfls. 7.222.639,50 Total Revenue for 200-2006 NAfls. 14.172.949,55 Tax Revenue is based on:

� Income Tax

� Profit Tax

The above mentioned Tax revenue is base on a 30% collection. In order for the Island Government Of St. Eustatius to in crease Tax revenues, emphasis is needed to be placed on internal organiz ation:

� Full implementation of system.

� Revision of staff performance.

� Inadequate performance due to lack of office space, tools, and human resources.

� In conducive Organizational behavior.

� Transparent Tax policies needed.

� Educate general public of their responsibilities.

� A well established and functioning Tax collection office and expertise need to be in place in order to collect the 70% outstanding indicated above as an example.

The operational expenses contribute immensely to the huge deficit mentioned Above expenses of concern:

� The purchase of cleaning products, toiletries ect.. � The purchase of office Supplies. � Electricity consumption. � Telephone consumption. � Maintenance Government vehicles. � Gasoline / Diesel consumption. � Food Bonn for over workers.


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Possible Means of Cutting Cost Measure

Purchasing Cleaning Products / Toiletries ect.:

Each Department should indicate there need to one Central point for the purchasing of cleaning materials and requested items should be purchased wholesale. Purchasing Office Supplies:

It would benefit Government if there was one central person charged with purchases, repairs, ordering of standardize equipment and office supplies such as computers, printers, cartridges and toners ect. Orders could be placed in bulk at a wholesale price. Consumption of Electricity:

This should be monitored by Department Head & staff to insure that all electronic devices such as air conditioning, computers and lights are switched off before leaving office. Use of Telephone:

Department Head is responsible for the consumption of the telephone, in order to reduce The high cost. More use of Inter service and Skype should be utilize for communicating. Maintenance and use of Government Vehicles:

This should be at one central point (garage for services) and all major mechanical work should take place at the Public Works Department. Government Department which is not rotating a continuous 24 hours on call should not be utilizing Government vehicles after their 8 hours work schedule. Gasoline Consumption:

This could be minimized if vehicles are not utilized. (after working hours other than those required) Food Bon:

In order to reduce overtime, implement food bon, employ more personnel or working with voluntary members will be more practical. Proposals on Additional Income:

� Revise the Retroactive Ordinance (increase figures by 20%- 30%).

� Stringent collection policy at the Island Receiver’s Office. New Policy for Land Rent:

At present land rent for dwellings is calculated at NAfls. 0.20 per square meter and for businesses NAfls. 0.40. Seeing the fact that this rent is collected on a annual basis it should be increased by NAfls. 1.00 (100 % increase). Vehicle / Road Tax:

For purchasing of Vehicle valued NAfls. 50.000.00 and over should contribute more to Government coffers. Tourist Sector:


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Environmental taxes for tourist and visitors should be introduced at our Airport and Harbor facilities. Garbage Collection Fee:

Government should introduce a Garbage collection. Taxation on Alcohol & Tobacco:

A tax should be introduced on Alcohol and Tobacco ect.. A.A. Bennett, M.O. Timber, M.H. Gittens, C.W. Lijfrock


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Problem TreeWhy incomplete Secondary Education?

Incomplete secondary education

Amendment of ordinance to

18 yrs

Improper law implementation

No "leerplicht" ambtenaar

Not enough teachers on

secondary level

Limited finances

Political decision

Student / teacher

problem(s)

Parental involvement

Involvement school board

Involvement principal

School social worker

Language of instruction

Social problem(s|)

Teenage parenting

No Profitability

High production

cost

Low customer satisfaction

Low productivity

Work ethics Demotivation

Insufficient education

(Low quality)

Patronising politics

Labour lawsManagement incompetence

Poor working environment

Poor compensation

Insufficient finances / cash

flow

Inadequate training

Poor curriculum

HR, Materials

Problem TreeProfitability Statia Economy

Annex 5: Sectoral Problem Tree Analysis The cases of Secondary Education, Profitability of Sttaia Economy,,

Social Housing and Revenu Collection. Case 1: Why incomplete Secondary Education ? Priority to start working on: To have adequate Pol itical Decision taken Case 2: Profitability Statia Economy Priority to start working on: To build up capacity of management


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Too many people in one house:- family problems- no privacy- poor learning environment

Insufficient social housing

Collaboration welfare dept. and

stakeholders

Inadequate funds allocated for

social housing

Poor tax collection

Insufficient HR + know how

Limited personnel at welfare dept.

No policies on what services citizens are

entitled to

Available land

No zoning planUnclear policy Who is entitled

to social housing?

Low social economic status ?

Substance abuse

Limited education

Problem TreeInsufficient Social Housing

Insufficient tax revenues

No tax collector on ST. Eustatius

Federal tax department

Island tax department

Figures in Retroactive Ordinance too low

(needs revision)

Tax sources

Unregistered business

Inadequate tax information

Tax mentality If I don't know, I don't pay tax

Complex structure of tax

department

No control of poor collection

of taxes

Problem Tree Revenue Collection

Case 3: Insufficient Social Housing Priority to start working on: To prepare adequate g overnment allocation policy for social housing Case 4: Revenue Collection Priority to start working on: Enforcement of a well -organised functioning transparant tax system


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Annex 6: Stappenplan geïntegreerde beleidsont wikkeling

Teun van Dijk (MDF) en Rob van den Bergh (IMD) Oranjestad, 15 maart 2007

Inhoudsopgave 1. Introductie 2. Stappenplan geïntegreerde beleidsontwikkeling Annex 7 1. Steps to Envision 2. Steps Institutionele Sector Analyse 3. Steps Stakeholderanalyse 4. Steps Problem Analysis 5. Steps for Strategic Orientation 6. Participation Matrix 7. Steps Integrated Organisation Model 8. Steps Development Monitoring System 7 See The Workshop Manual for all “Steps”


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9. 1. Introductie Op uitnodiging van en in samenwerking met Nicole Chirino, Coördinator Bestuurlijke Ontwikkeling (CBO) Bonaire hebben Teun van Dijk (MDF) en Rob van den Bergh (IMD) onderstaand stappenplan ontwikkeld om tot geïntegreerde beleidsontwikkeling te komen. Voorwaarde om tot zulk een geïntegreerd beleid te komen is dat in eerste instantie bestuurlijk het startsein wordt gegeven en dat er voortdurende bestuurlijke ondersteuning aan het beleidsontwikkelingsproces gegeven wordt. Een adequate vertegenwoordiging van politiek, overheid, private sector en civil society nemen in verschillende combinaties aan de verscheidene fases van het proces deel. In onderstaand stappenplan worden met name de beleidsinitiatie en de operationalisering van beleid uitgewerkt. Hierbij wordt verwezen naar verscheidene facilitatie- en analyse instrumenten, die als individueel stappenplan in annex zijn opgenomen. Hoewel een eerste versie van het stappenplan gebaseerd is op de realiteit van Bonaire is de huidige versie afgestemd op St. Eustatius op basis van de tijdens de Workshop gekregen feedback van de deelnemers. .


2. Stappenplan geïntegreerde beleidsontwikkeling 8 Coördinatie: Eilandsecretaris 9 Stap Activiteiten Instrumentarium Participanten 1. Beleidsinitiatie 1.1 Inventarisatie van bestaand beleid

Inventarisatie • Beschikbare statistieken • Bestaande (overkoepelende)

beleidsdocumentatie, weten regelgeving (verzoek BZK/VNG10)

• Bestaande eilandelijke beleidsdocumentatie, weten regelgeving

• Huidige visie

Instructie Eilandsecretaris Eilandsecretaris , Coördinator Bestuurlijke Ontwikkeling (CBO) en alle diensthoofden Eventueel stagiaire voor inventarisatie

1.2 Identificatie van beleidsissues (sector specifiek of “cross-cutting”

Inventarisatie van beleidsissues / knelpunten11 voor betrokken entiteit nu en m.b.t. BES akkoord, waaronder, die zaken waar nu nog geen beleidsvisie over is: • Onderwijs • Gezondheidszorg • Sociale zaken • Ruimtelijke Ordening12 • Economische Zaken • Financiële huishouding

Overleg Eilandsecretaris en Coördinator Bestuurlijke Ontwikkeling

8 Het is niet altijd noodzakelijk alle stappen achtereenvolgens plaats te laten vinden. Soms kan een stap overgeslagen worden. Soms kan een stap later in het

proces plaats vinden. Het is aan de procescoördinator om dat te bepalen. 9 Voorwaarde: Bestuurlijk startsein en ondersteuning zijn nodig. 10 Flankerend beleid wat van belang is in Nederland; aanvragen bij VNG en vertaalslag maken naar situatie specifieke entiteit 11 Zie ook de knelpunten in de ToR van de huidige Workshop Integrale Beleidsontwikkeling


Stap Activiteiten Instrumentarium Participanten • Bestuurlijke ontwikkeling

1.3 Voorlopige definiëring beleidissues

Overleg over beleidsissues13

Gestructureerde besluitvorming mbt gehele proces14

• BestuursCollege / Eiland Raad • Voorbereidingsoverleg met

diensten entiteit 1.4 Definitie van Visie mbt aangegeven beleidsissue op betrokken entiteit15

Workshop Visie Ontwikkeling • Het wordt geadviseerd om alle

betrokkenen bij een visieontwikkeling te betrekken om adequate draagvlak voor visie te ontwikkelen.

• Facilitatie van het “envisioning process” dient onafhankelijk te zijn.”

Zie “Steps to envision” • Eilandsraad is

“bevoegd” gezag om visie eventueel vast te stellen

• Vertegenwoordiging van politiek, overheid, private sector en civil society

• NL: VNG/ BZK

1.5.1 Institutionele sector analyse

• Op alle onderdelen van de visie kan een aparte Institutionele Sector Analyse (ISA) ontwikkeld worden met als doel tot een sectorale SWOT16 (Strengths, Weaknesses, Opportunities, Threats) te komen.

• Zie “Steps Institutionele Sector Analyse” (ISA)

• Zie “Steps Stakeholderanalyse”

• Coördinator Bestuurlijke Ontwikkeling stelt ToR vast mbt ISA, waarbij onafhankelijke facilitator het proces faciliteert

• Per sector worden (vertegen-woordigers van) alle stakeholders uitgenodigd (overheid, de private sector en civil society)

1.5.2 Probleemanalyse mbt specifieke beleidsissues

• Mbt alle beleidsissues kunnen afzonderlijke probleem analyses worden ondernomen om goed inzicht in oorzakelijk verband te

• Zie “Steps Problem Analysis”

• Zie “Steps

• Coördinator Bestuurlijke Ontwikkeling stelt ToR vast mbt Probleem Analyse, etc. waarbij onafhankelijke facilitator het

12 Milieubeleid is formeel aanwezig en bekrachtigd. 13 Voorwerk gedaan door ambtelijk apparaat 14 Deze stap dient gezien worden als het formele BC / ER besluit om voorwaardelijk tot geïntegreerde beleidsontwikkeling voor de lange termijn. 15 Het is arbitrair waar een visie over ontwikkeld wordt. In het geval van de huidige workshop is als voorbeeld genomen een visie mbt “het welzijn van de mens op

entiteit” te ontwikkelen. In het geval van de visie mbt “het welzijn van de mens” dienen de overheid, de private sector en civil society gelijkelijk participeren. 16 Tot nu toe heeft iedere dienst een SWOT in relatie tot hun jaarplanning, maar deze SWOTs zijn onvoldoende uitgewerkt.


Stap Activiteiten Instrumentarium Participanten krijgen en dientengevolge tot adequate prioriteitsstelling17 te komen

Stakeholderanalyse” proces faciliteert • Per sector worden (vertegen-

woordigers van) alle stakeholders uitgenodigd (overheid, de private sector en civil society)

1.6 Beleidsontwikkeling / programma plan per sector

• Op basis van de sectorale SWOT / Probleem analyse wordt per sector een strategische oriëntatie (SOR) 18 georganiseerd waarin grote lijnen worden uitgezet om beoogde sectorale doelen en resultaten (SMART) te bereiken

• Op basis van de grote lijnen wordt een actieplan samengesteld waarin taken en verantwoordelijkheden van stakeholders éénduidig worden omschreven

• De financiering wordt in grote lijnen vastgesteld mbt het gedeelte dat door overheid, burger en/of andere instituties wordt gefinancierd.

• Zie “Steps for Strategic Orientation”

• Logical framework (LF)19

• Participation Matrix 20 • Actie plan en

vaststelling coördinatie mechanisms en -bevoegdheden op uitvoerings- en monitoringsniveau

• Coördinator Bestuurlijke Ontwikkeling stelt ToR vast mbt Strategische Oriëntatie (SOR), Logical Framework (LF), etc. waarbij onafhankelijke facilitator het proces faciliteert

• Per sector worden (vertegenwoordigers van) alle stakeholders uitgenodigd (overheid, de private sector en civil society)

• Indien nodig analyse van uitvoeringscapaciteit van alle

• Zie “Steps Integrated Organisation Model”

• Coördinator Bestuurlijke Ontwikkeling (eventueel bestuur /

17 Prioriteiten geformuleerd adhv doelstellingen, waarbij de indicatoren ook geïdentificeerd zijn 18 De Institutionele Sector Analyse, dan wel de probleem analyse kan als uitgangspunt genomen worden om tot een strategische oriëntatie te

komen 19 Vormt basis van het programmaplan 20 Hier is het belangrijk om na te gaan of de verschillende actoren hun toegewezen verantwoordelijkheden (acties/ taken) wel aan kunnen


Stap Activiteiten Instrumentarium Participanten betrokkenen mbv Integrated Organisation Model op basis waarvan eventueel aanvullende activiteiten in het actieplan worden opgenomen.

directeur van betrokken organisatie) stelt ToR vast mbt Organisatie Analyse, waarbij onafhankelijke facilitator het proces faciliteert

1.7 Analyse sectoraal beleid op “cross-cutting issues””

Alle sectorale beleidsdocumenten worden “gescreend” op cross-cutting issues.

Checklist (nog te ontwikkelen)

Eilandsecretaris / Coördinator Bestuurlijke Ontwikkeling of betrokken diensthoofd

1.8 Verificatie beleid Afhankelijk van de adequate betrokkenheid van stakeholders in de voorgaande stappen dient de formele (indien aanwezig) inspraakprocedure gevolgd te worden.

.... hearings, geinstutionaliseerd overleg, inspraak, etc

• Politiek • Sociale partners • Civil society \

1.9 OntwikkelingsPlan voor de komende 10 – 15 jaar • Situatieschets • Probleemstelling • Prioriteitsstelling • Inventarisatie van

middelen. • Besluitvorming

• Samenvatting van alle beleidsuitgangspunten en voorstellen in algemene samenvatting met sectorale beleidsvoorstellen in annex.

• In algemene termen wordt van de voorstellen aangegeven welke resources nodig zijn en door wie de financiële resources worden aangeleverd.

Coördinator Bestuurlijke Ontwikkeling Besluitvorming Bestuurscollege / Eilandsraad


1.10 Vaststelling Monitoringsysteem

• Op basis van alle SMART geformuleerde doelstellingen worden monitoringsindicatoren vastgesteld op resultaatniveau en proces21

Database Management Information System Zie “Steps Development Monitoring System ”

Eilandsecretaris / Coördinator Bestuurlijke Ontwikkeling of betrokken diensthoofd Voorgesteld is dit door een te

21 Monitoring vindt plaats in relatie met:


Stap Activiteiten Instrumentarium Participanten • Daarnaast wordt aangegeven

welke algemene statistische gegevens verzameld en geanalyseerd dienen te worden

vormen Bureau Programma’s en Projecten te laten ontwikkelen en uit te voeren olv Coördinator Bestuurlijke Ontwikkeling

2.0 Operationalisering OntwikkelingsPlan

Op basis van college / regeerakkoord wordt een vierjarenbegroting (MTEF) vastgesteld

• Rollende meerjarenbegroting

• Jaarbegroting

• Bestuurscollege / Eilandraad • Voorbereiding door


2.1 Jaarplan Opstellen actieplan / plan van uitvoering waarin taken en verantwoordelijkheden adequate over de stakeholders worden verdeeld

Logical Framework Participatie Matrix

• Bestuurscollege / Eilandraad • Voorbereiding door


• Doelstellingen (welzijn mens betrokken entiteit) • Het proces (voortgang programma) • Algemeen welzijn (groei economie, BNP, inflatie, werkeloosheid etc.)

Draft Sectoral Policy Frameworks

Annex 4


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Final Report St. Eustatius

Documents

Transcript of Final Report St. Eustatius