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St. Maarten Police Force - Challenges yes, but moving with confidence into the future.

The St. Maarten Police Force (KPSM) is navigating a period of transformation, addressing both longstanding challenges and opportunities for growth. With 205 personnel currently serving, including administrative staff, the force is operating significantly below its ideal staffing level of 333 as outlined in the Justice Function Book. Despite this gap, KPSM is actively working to strengthen its ranks through recruitment and retention strategies, investing in officer development, and fostering community trust. By embracing innovative technologies, expanding training programs, and leveraging local, regional, and international partnerships, KPSM aims to create a more efficient and effective law enforcement body that can better serve the needs of the community.

How many police officers are currently serving in the St. Maarten Police Force?

205, total organization, including administrative personnel.

What is the ideal number of officers needed for optimal functioning?

Function book: 333 FTE

Can you provide an update on the ongoing recruitment drive? How successful has it been so far?

During the recent recruitment phase, approximately 50 individuals were interviewed for prospective officer positions. Out of the 50 candidates interviewed, 7 individuals were deemed qualified to proceed.
The selected candidates will join their counterparts from the Dutch Caribbean Police Force (KPCN) to form the Class of 2025. This collaborative training program will be held on Sint Maarten

What are the biggest challenges in recruiting new officers, and how is the force addressing them?

All of the Governmental agencies are looking for personnel. Everyone “fishes in the same pond”. So recruiting is very difficult for all of Sint Maarten.
Many candidates face difficulties in meeting the physical standards required for the demanding nature of police work.
Another significant challenge is the educational level of applicants. Policing today requires a strong foundation in various subjects.
A number of applicants do not meet the psychological criteria needed for this profession.

What measures are in place to ensure that officers remain in the force long-term? Are there specific incentives or programs designed to retain officers?

Continuous Education and Professional Development. One of KPSM primary retention strategies is investing in the education and professional growth of our officers. KPSM offers ongoing training and development opportunities to ensure that personnel remain well-equipped to handle the evolving challenges of law enforcement. This includes specialized training in areas such as investigative techniques, crisis management, and community engagement.

Management Development Program. The Management Development Program is a cornerstone of our retention efforts. This program is designed to identify and cultivate leadership potential within the force.

Proper Placement and Role Alignment. A critical focus for KPSM is ensuring that officers are placed in the correct functions and pay scales as outlined in the Justice Function Book. Aligning roles and compensation with the guidelines of this book is crucial, especially as misalignment has been identified as a factor contributing to retention challenges.

Officer Motivation: How does the leadership ensure that officers remain motivated and committed to their duties, especially in challenging times?

To achieve this, KPSM is implementing several strategies that focus on support, recognition, and professional growth such as:

Opportunities for Professional Development
Support Systems During Challenging Times (BOT Team)

What is the current morale among officers, and how do you handle instances of low morale or burnout?

This is an important issue, which is challenging because of the lack of budget to address capacity issues, mental health and personal wellbeing. KPSM works with Mental Health training programs like Mental Health First aid to strengthen our officers. But the last few years were very demanding with the lack of capacity and the long-term issues with the finishing of the function book.

Are there plans to introduce new technologies or methods to enhance the skills and efficiency of the police force?

AI and new technologies are very important in the next coming years. KPSM is already using some technologies but is again dependent of sufficient budget to invest in these technologies. Within the Kingdom relations cooperation in these fields are being adapted.

How is the police force fostering stronger relationships with the community to improve public safety and trust?

The Police Force of Sint Maarten (KPSM) is committed to building and maintaining strong relationships with the community as a fundamental strategy for improving public safety and trust. Community policing approach is central to this effort and is guided by several key principles and methods:

Community Policing Officers (CPOs) Assigned to Districts
Information-Guided Policing (whereby KPSM employs an information-driven approach to guide our operations. We use crime data, trend analyses, and community feedback to develop targeted interventions. This ensures that our resources are deployed effectively and that our strategies are responsive to the real needs of the community.)

Is there a structured way for the public to provide feedback or raise concerns about the police force’s performance?

Community Policing Officers (CPOs) One of the primary channels for feedback is through our Community Police Officers (CPOs), who are assigned to specific districts.
Hotline and Email: KPSM provides a hotline and email address specifically for receiving public feedback.
The Department of Communication uses social media as a vital tool for engaging with the public. Through platforms like Facebook, Instagram, and residents can communicate directly with the police, report issues, and share feedback
Internal Review and Response Process

Once feedback or complaints are received, they are reviewed through an internal process. Depending on the nature of the concern, cases are either resolved directly or escalated to the appropriate department for further investigation.

Beyond recruitment, what other strategies or changes are planned to strengthen the police force in the coming years?

This really depends on the approved budget and financial possibilities within the Ministry of Justice. Strengthening however is not always more personnel, but also create more cooperation within the Justice Chain and other Ministries to tackle society problems in a multidisciplinary and inter-ministerial way.

The use of more technology could also strengthen the police force further. International cooperation with the French counterparts and within the Kingdom relations can also improve the police forces of the islands together. Smart solutions are necessary when budgets are tight. There are more than enough possibilities that can be explored together: strength through cooperation.

Are there partnerships with other local or regional organizations to bolster resources and support for the police force?

KPSM is proud of its national, regional and international partnerships. Of course within the Government and communities of Sint Maarten, the French counterparts, the Netherlands, the countries within the Kingdom through the board of police chiefs of the Kingdom islands, other Caribbean countries through the association of Caribbean chiefs of police ACCP and of course international cooperation with the USA and Interpol.

How does the force measure its success in maintaining law and order? Are there specific benchmarks or metrics in place?

KPSM uses a dashboard, which provides management information on a strategical and operational level. Through information-based policing the dashboard is filled and is it possible to measure output and effectiveness.

TELEM’S “ALWAYS-ON” SCHEME UNDER FIRE: CUSTOMERS QUESTION LEGALITY AND FAIRNESS

In a world where connectivity is no longer a luxury but a necessity, the regular telco client believes that the concept of “always-on” data should mean exactly what it implies: constant, reliable internet access. Yet on St. Maarten, customers of the TelEm Group, expressing frustration via social media, accuse the telecom provider of twisting the term “Always-On” into something misleading and exploitative. Customers claim the scheme feels more like a cash grab cleverly disguised as convenience. This has sparked an urgent question: is this practice ethical, fair, and above all, legal?

To get clarity on these questions The Peoples' Tribune spoke to customers online who have been vocal about the service, we questioned TelEm Group and the telecom regulator Bureau Telecommunications and Post (BTP). While BTP could not make our publication deadline, a follow-up will be published with their take as regulator. TelEm did manage to make our deadline.

For months, TelEm customers have voiced their discontent with the company’s “Always-On” feature, with many describing it as “highway robbery.” This critique is not unique to St. Maarten; globally, similar prepaid “Always-On” data plans have been condemned as a "rip-off", criticized for their structure, pricing, and poor value to consumers. Compounding matters—and raising serious concerns about legality—is the fact that customers cannot opt out of the “Always-On” feature, regardless of whether they consented to it or not. This however, will change as TelEm explains below.

The Mechanics of “Always-On”

Telem promotes its Always-On Data as a system that ensures customers’ prepaid top-ups provide continuous data connectivity at standard rates. According to the company, mobile prepaid customers are charged $0.10 per 20MB, which is deducted from the customers’ core balance.

However, the scheme’s practical implications have caused widespread dissatisfaction. The main issue stems from customers’ lack of understanding about what consumes data on their phones, coupled with TelEm’s failure to conduct an adequate information campaign around the feature.

While tech-savvy users may know to enable “data saving” options or restrict apps from updating without Wi-Fi, the average customer remains unaware of these settings. Background apps, automatic updates, and constant system processes quietly consume data, depleting prepaid balances overnight. The only practical recourse customers have is to turn off their mobile data entirely, defeating the purpose of staying connected.

Customers Question the Scheme’s Legality
Critics are now questioning whether it is legal for TelEm to enforce Always-On without offering an opt-out option—especially for customers who never requested such a service. Customers argue that TelEm’s Always-On feature appears intentionally structured to drive up spending, with many forced to top up far more frequently than before. The scheme has reportedly been a profitable move for the company, though customers believe it is at their expense.

“Always-On” is Not What it Seems

The term “always-on” evokes a promise—an expectation that a prepaid data connection will remain active and functional at all times. However, what TelEm provides falls far short of this. Unlike competitors in larger markets who throttle data speeds to extremely slow yet functional levels after depletion, TelEm’s connection completely stops when prepaid data is exhausted. Websites fail to load, videos refuse to play, and even basic messaging services become unusable.

Customers describe instances where they have had to top up mere hours or a day after a previous purchase, an unsustainable pattern for many, particularly minimum wage earners who often top up small amounts at a time. For this demographic, the Always-On feature feels weaponized, forcing additional spending while offering no discernible benefit.

Financial Strain on Vulnerable Consumers
The financial burden of the Always-On scheme cannot be overlooked. Prepaid data plans are typically chosen by budget-conscious consumers to maintain control over their expenses. Telem’s Always-On structure undermines this principle, disproportionately impacting low-income individuals who rely heavily on prepaid services for communication, education, and work. Instead of empowering customers with affordable and reliable connectivity, the scheme appears designed to maximize profits at the expense of consumer satisfaction.

The Legal Question
At the heart of this issue is whether Telem’s Always-On feature aligns with consumer protection principles, both locally and internationally. Truth in advertising is a core tenet of fair business practices. Misleading or ambiguous marketing—intentional or otherwise—creates false expectations and is prohibited in many jurisdictions.

Telem’s use of the term “Always-On” teeters dangerously close to this line, as it implies uninterrupted, usable connectivity. However, customers who lose access to data or experience a complete stop in service after depletion are left feeling misled and trapped in an unsatisfactory service. Is this not false advertising? Does this not violate fair business principles?

Furthermore, under international consumer protection frameworks such as the European Union’s General Data Protection Regulation (GDPR), which St. Maarten adheres to, telecom providers are required to offer clear, transparent terms of service. If a service is marketed as “Always-On,” there is an implied agreement that the connection will remain functional under reasonable conditions. TelEm’s failure to disclose the limitations of this service may well breach these regulations.

Adding to the confusion, on Telem’s website under its Frequently Asked Questions section about Always-On, the company addresses what happens when a prepaid plan depletes. The answer states: “There will be no charges.” However, the company fails to clarify that the data connection stops entirely. Customers argue that this omission—whether intentional or accidental—amounts to a misleading play on words, creating further mistrust.

GDPR regulations emphasize the importance of informed consent, meaning that customers must fully understand and agree to the terms of a service. If Telem’s marketing materials are incomplete, unclear, or misleading, then customers’ consent to the Always-On feature may not meet the standard of “informed,” rendering it invalid.

Invited for comment on these issues, TelEm Group said the following:

Why is TelEm marketing its data feature as “Always-On” when customers lose all data connectivity once their prepaid balance is depleted?
The “Always-On” service is designed to ensure customers have continued access to mobile data, even without an active data bundle. As long as there is credit on their mobile phone, they can remain connected, offering convenience and accessibility for essential data use. Customers can choose between two options for prepaid data: activating a data bundle or using the Always-On feature for continuous connectivity.

Do you believe the current marketing of “Always-On” is clear and honest, given that the name implies continuous, uninterrupted access?
The name “Always-On” reflects the principle that customers always have access to data services, provided they have credit available. It highlights flexibility for those who may not have an active data bundle but still want to use data when needed.

Why was there no extensive consumer education campaign explaining how background apps and data usage can drain prepaid balances, especially for less tech-savvy users?
That is a valid concern, and we recognize that not all customers are fully aware of how smartphones use mobile data. Background updates, attachments in messages, or a switch from Wi-Fi to mobile data can occur without the user’s knowledge. Moving forward, Telem is launching a robust education campaign to help customers understand data usage. In addition, we are introducing an “Opt-Out” feature to provide more control and flexibility.

Why is there no opt-out option for “Always-On” data? Will TelEm consider implementing such an option to give consumers more control over their usage?
We’ve listened carefully to customer feedback, and we are pleased to announce that the relaunch of “Always-On” will include an Opt-Out feature. This ensures customers have full control over their data experience.

Has TelEm conducted any studies or analysis to determine whether this service benefits or disadvantages the average prepaid customer?
Yes, we’ve analyzed the impact of “Always-On” and found mixed results. Many customers appreciate the convenience of always having access to data, allowing them to remain connected without purchasing a bundle. Others have expressed concerns about unintentional data usage. We take all feedback seriously and are implementing changes to address these concerns.

Has there been an increase in profit for the company because of Always On? By what percentage?
TelEm is currently conducting a comprehensive analysis to evaluate the financial impact of the “Always-On” service

Will TelEm reconsider the structure or marketing of “Always-On” data based on consumer feedback and growing complaints?
Absolutely. Customer feedback is integral to our decision-making process. As mentioned earlier, we are relaunching the service with enhanced customer education and an Opt-Out option. Our goal is to provide a seamless and positive experience for all users.

Are there any plans to introduce more affordable, flexible prepaid data options that better cater to low-income consumers and their needs?
Yes, Telem is committed to improving both mobile and fixed services. We are in the final stages of integrating a new 3G and 4G mobile core, which will go live in Q1 of 2025. This upgrade will also enable future 5G services.
Additionally, Telem will migrate to a new Billing System in January 2025, allowing us to roll out affordable and flexible prepaid plans tailored to our customers' needs. These new offerings will ensure better value and enhanced accessibility for everyone.

From Ideas to Reality: SEDC Graduates Showcase Entrepreneurial Spirit and Growth

The St. Maarten Entrepreneurship Development Center (SEDC) proudly celebrated the successful completion of two cohorts of its Entrepreneurship Development Program (EDP) on Wednesday, December 10, 2024. The graduation ceremony, held at the University of St. Martin, marked a significant milestone for aspiring and existing entrepreneurs who participated in the program designed to transform business ideas into thriving realities.

The EDP’s mission is clear: to provide essential skills, training, and tools for entrepreneurs to launch, manage, and scale their businesses effectively. Throughout the program, participants received invaluable guidance from a team of expert business coaches, including Edsel Gumbs, Jerome Gumbs, Natasha Manuela-Gumbs, Dwight Williams, and Audrey St. Luce Jack, who covered a wide array of business topics essential for entrepreneurial success.

Showcasing Innovation and Growth

At the graduation ceremony, participants delivered two-minute business pitches, showcasing their entrepreneurial ideas before a distinguished audience, including the Acting Head of the Department of Economic and Transport Tourism (ETT), SEDC Board members, business coaches, and fellow participants. The pitches demonstrated the innovation, creativity, and resilience of St. Maarten's entrepreneurs, each focused on addressing local and regional market demands.

Ms. Jessica Rogers, Acting Head of the ETT Department, gave closing remarks, praising the participants for their dedication to the program. Rogers highlighted the importance of their ongoing journey with the SEDC and underscored the department’s commitment to fostering a thriving entrepreneurial ecosystem. “This is just the beginning. Your journey will continue through a collaborative relationship with the ETT department and the SEDC as we work to support the implementation of the MSME Policy Framework,” she said.

The event was further enriched by refreshments and tastings provided by graduates who are already established in the culinary and baking sectors, turning the evening into a celebration of entrepreneurship, skills, and tangible success.

Beyond Business: Personal Transformation

While the EDP equips participants with the foundational tools to start and run businesses, its impact extends far beyond skill acquisition. Participants reported significant personal transformation, gaining confidence and empowerment to formalize their businesses. For example, one entrepreneur who had operated as an unregistered and unbanked “side hustle” for over 20 years is now formally registering their business through the SEDC’s support. The networking opportunities within the program also fostered collaboration, with participants exploring partnerships to strengthen their product offerings.

The EDP’s personalized approach ensures that each participant receives targeted support. According to SEDC, once training concludes, participants move into a free consultation phase where they are registered as pre-clients. During this process, SEDC conducts a thorough assessment of each entrepreneur’s stage of business, challenges, and areas of need. This information is recorded in the Client Database System, enabling the center to tailor follow-up assistance through its operational team and designated coaches.

Ongoing Support and Future Programs

SEDC remains committed to supporting EDP graduates as they navigate the entrepreneurial landscape. Resources such as business registration assistance, business plan development, and access-to-finance programs ensure continuous support for budding entrepreneurs. The center also offers an aftercare program to help both new and established businesses thrive.

Constructive feedback from business coaches during the graduation event has already inspired improvements for future cohorts. Many participants expressed interest in enhancing their social media marketing skills to adapt to the evolving digital market. In response, SEDC plans to introduce targeted courses on leveraging social media platforms and digital tools to help businesses scale and connect with a broader audience.

Overcoming Challenges

Running the two simultaneous cohorts was not without its challenges. Limited staffing meant that SEDC’s small Board of three took on significant roles. The Board president and vice-president were instrumental in organizing training sessions, while one member also served as a business coach, leading four critical sessions of the program. Despite these obstacles, the success of the graduation reflects the resilience and dedication of the SEDC team and its partners.

Long-Term Vision: Evolving to Meet Entrepreneurial Needs

The SEDC’s long-term vision for the EDP focuses on ensuring entrepreneurs are prepared to compete in a globalized and technologically advanced market. “To successfully adapt to the ever-changing business environment, we must leverage opportunities in the orange, green, and blue economies,” the SEDC explained. These emerging sectors—spanning creative industries, sustainable business practices, and marine resources—offer significant growth potential for local businesses.

By providing entrepreneurs with tools to navigate international trade, the SEDC aims to position St. Maarten’s businesses to meet the demands of global consumers while maintaining sustainability. SEDC envisions an entrepreneurial ecosystem where small businesses thrive, innovate, and contribute meaningfully to the economy.

Creating an Enabling Business Environment

To ensure EDP graduates succeed, systemic improvements in St. Maarten’s business environment are essential. The SEDC advocates for:

Combating unfair business practices that harm small businesses.

Implementing tax reforms and incentives, such as tax holidays for small enterprises.

Establishing quality standards to enhance export potential and global competitiveness.

“Creating a fair and equitable business-enabling environment is essential for empowering MSMEs to launch successfully and achieve sustainable growth. This environment should give them the resources and opportunities necessary to thrive in a competitive market,” the SEDC emphasized.

Moving Forward

As the graduates of the program move forward with their entrepreneurial endeavors, the SEDC remains steadfast in its mission to provide the tools, resources, and support necessary to help them succeed. From side hustles to registered businesses, these entrepreneurs represent the future of innovation and resilience in St. Maarten.

The SEDC extends its heartfelt congratulations to all graduates and gratitude to the coaches, mentors, and supporters who have made this program possible. With a clear vision and unwavering commitment, the Entrepreneurship Development Program is helping to build a brighter, more prosperous future for St. Maarten.

The Entrepreneurship Development Program is made possible through funding from the National Recovery Project Bureau (NRPB.

Yachting Sector Fuels Sint Maarten's Economy with 16.3% GDP Contribution

Direct, Indirect and Induced financial impact: US $495 million
Added value: US $237 million
Jobs Created: 4,769
Accounts for 16.3% of the island's GDP!
The yachting and maritime sector is a vital pillar of Sint Maarten’s economy, showcasing how strategic investment in infrastructure can fuel sustained growth. Over the past four decades, the island has transformed into a premier hub for yachts, superyachts, and maritime services, attracting global attention and generating significant economic benefits. From the government’s pivotal dredging of the Simpson Bay Lagoon and the installation of the iconic Simpson Bay Bridge to the flourishing private investments in marinas and boatyards, the sector’s development reflects the power of collaboration between public and private stakeholders. This economic Impact study of the sector, as announced by Minister of Tourism, Economic Affairs, Transport, and Telecommunication (TEATT), Grisha Heyliger-Marten, delves into the economic impact, opportunities, and challenges within Sint Maarten’s marine industry, offering a comprehensive analysis of how targeted investment continues to drive growth and innovation.

On Wednesday, December 11 Minister of Tourism, Economic Affairs, Transport, and Telecommunication (TEATT), Grisha Heyliger-Marten, unveiled the findings of the latest Yachting and Maritime Sector Economic Impact Study. Conducted by EcoSustainAbility and Acorn Tourism Consulting, the study was a collaborative effort between the Ministry of TEATT, Port St. Maarten, and the Sint Maarten Marine Trades Association.

The study provides a comprehensive analysis of the economic contributions of the yachting and maritime sector, utilizing modern methodologies and data collection techniques that enhance the accuracy of the findings. According to the Minister the study will be available for download on the government's website. The in-depth study is 115 pages.

Economic Contributions
The study estimates that Sint Maarten’s yachting and maritime sector contributes 16.3% to the nation’s Gross Domestic Product (GDP). Direct expenditures from visiting yachts generate a total industry turnover multiplier of 2.05, meaning every dollar spent directly by visitors stimulates an additional $1.05 in economic activity.

The sector supports 4,769 jobs, accounting for direct, indirect, and induced employment. For every $1 million in direct expenditure, approximately 19.74 jobs are created.

Key Findings
Room Night Generation: Yachting activities contribute an estimated 202,000 room nights, driven by superyacht crews, motor yacht crews, day-charter visitors, ferry passengers, and international regatta participants, including those from the renowned Heineken Regatta.
Economic Ripple Effects: Indirect activities linked to the yachting sector account for 5.2% of GDP, requiring $157.4 million in additional output and creating 1,215 indirect jobs. Induced impacts add another 3.1% of GDP through local consumption, supporting 784 jobs.

Comparative Context
The study follows previous economic analyses from 2002 and 2012, which identified yachting’s contributions as $54.61 million and $140 million USD, respectively. However, the current study incorporates more rigorous data collection, such as detailed expenditure surveys of visiting yachts and service providers, yielding more precise insights.

Environmental Impacts
This study has not undertaken any review of the environmental impacts of the yachting and maritime sector. However, it is noted that there has been little littoral habitat disturbance of the current marine infrastructure with no significant loss of mangrove, coral reef or seagrass habitat as a direct result of the marinas etc.

Obviously the 1970’s opening of entrance channels (at Simpson Bay and Sandy Ground) into the Simpson Bay lagoon has affected the tidal regime and water exchange. There are water quality challenges in the lagoon however these would appear to mostly be storm and wastewater entering the lagoon from landside developments rather than from yachting. A pump out facility for anchored yachts and those in marinas would serve to mitigate any potential water quality impact from effluent disposal from yachts.

The increase of yachting facilities such as marinas, boatyards and dredged channels and anchorages will need understanding of environmental impacts which can identify mitigation strategies for identified impacts, which may include offsets such as habitat restoration.

Carrying Capacity
The physical carrying capacity for yachting is largely determined by marinas and suitable anchoring space. In the peak season marinas have almost total occupancy and the lagoon and Simpson Bay anchorages are approaching “full”. As such it is reasonable to state that the physical carrying capacity for superyacht and yacht visitors will soon be reached if growth continues.

NOTE: in many seasonal destinations carrying capacity can be increased by extending the visitor season and promoting out of season and shoulder events and “deals”. Unfortunately, the hurricane season limits the ability for extending the visitation period. The construction of further marina capacity would alleviate this.

Tourism and Maritime Synergy
Minister Heyliger-Marten emphasized the interconnectedness of tourism and maritime activities:

“This study underscores the yachting and maritime sector’s crucial role in Sint Maarten’s economy, not just as a driver of GDP but as a vital pillar of our tourism ecosystem.”

With 395,053 stay-over visitors recorded in 2023, the yachting sector’s 395,815 crew and passenger days rival the island’s traditional tourism metrics, cementing its significance.

The Ministry of TEATT aims to leverage these findings to further develop and sustain the sector through enhanced infrastructure, targeted marketing, and policy initiatives.

Sint Maarten's marine industry has become a cornerstone of the island's economic growth, thanks to decades of strategic public and private investment in marine infrastructure. From its humble beginnings with pioneers like Sir Bobby Velasquez to modern developments such as Dock Maarten and Blue Pearl Marina, the island’s yachting and maritime sector has flourished alongside its expanding facilities.

A pivotal moment in the sector’s development came with the government’s transformative investment in dredging the Simpson Bay Lagoon entrance and installing the Simpson Bay Bridge. This effort also led to the creation of “Snoopy Island,” a landmark that reshaped the island’s maritime accessibility. Complementary investments in facilities like FKG, Lagoonies, Island Water World, and Budget Marine established the Lagoon-side character that now defines Sint Maarten’s yachting hub.

Today, 15 marinas and three boatyards stand as pillars of the island's marine industry, representing significant private capital investment. These facilities not only support the needs of motor yachts, sailboats, and superyachts but also drive substantial economic benefits across the local economy. As marine infrastructure enhances services and creates employment opportunities, local businesses, including restaurants, retailers, and suppliers, experience an amplified economic ripple effect.

A Legacy of Growth through Investment
The economic impact of both public and private investment in yachting and maritime infrastructure is clear. Over the past four decades, these efforts have created a robust ecosystem that supports steady economic growth. “Infrastructure investment is among the most powerful and scalable levers of economic growth, with both a long- and short-term impact. Over the longer term, infrastructure drives economic productivity year after year to the tune of 20 to 50 cents on every original dollar invested,” stated the ACEG (2016).

SWOT Analysis of Sint Maarten’s Marine Industry

Trends:

Yachts, including superyachts, are increasing in size.
Multihulls are growing in popularity, and onboard systems are becoming more complex.

Strengths:

Natural anchorages in the bay and lagoon.
Well-developed marina and boatyard facilities.
A diverse range of yacht suppliers and services.
Duty-free status and excellent international air links.

Weaknesses:

Challenges in recruiting, training, and retaining skilled workers.
Increasing competitive pressure on local suppliers.
Limitations due to the depth of the lagoon and width of the Simpson Bay Bridge.
Sovereign risk and entry formalities for yachts.

Opportunities:

Streamlining visas for specialist marine staff.
Establishing marine trade pathways and career opportunities.
Upgrading entry formalities, facilities, and charges.
Expanding superyacht berths and multihull facilities.

Threats:

Security concerns.
Adverse weather conditions.
Global economic fluctuations and navigational channel limitations.
Future Investments for Sustainable Growth

The study concludes that the yachting and maritime industry’s success has been built on the foundation of past capital investments. To sustain and amplify this growth, further investment in infrastructure is essential. Both government-led and public-private partnerships are needed to address emerging challenges and capitalize on opportunities. From upgrading the Simpson Bay Bridge and lagoon channels to creating superyacht-friendly facilities, timely investments will drive Sint Maarten's marine industry to new heights.

Passion for Food and Culture: How French Saint Martin’s Gastronomy Festival Stole the Spotlight

The 4th edition of the Festival de la Gastronomie has elevated French Saint Martin’s status as a culinary gem of the Caribbean. Under the stewardship of Commissioner of Tourism and Culture Valérie Damaseau, it was nothing short of spectacular, exceeding expectations with its vibrant energy, record-breaking attendance, and innovative programming. Drawing over 4,000 attendees per village day and an incredible 6,000 for the highly anticipated BBQ competition, the festival firmly cemented its status as a cornerstone of culinary celebration in the Caribbean. From sold-out cooking classes to unique experiences like the "Taste of Sunrise Brunch" and wine-and-cheese pairings, this year’s event showcased the richness of Saint Martin’s gastronomic heritage. The unwavering support from the community, alongside partnerships with more than 50 local and international culinary talents, truly made this festival a resounding success and a testament to the island's growing reputation as a culinary powerhouse. In this interview Commissioner Damaseau looks back the 4th edition and looks forward to the 5th.

How would you rate the overall success of this year’s festival, and did it meet your initial expectations in terms of turnout and impact?

This 4th edition of the Festival de la Gastronomie surpassed our expectations. With counting more than 4000 attendees per village day and more than 6000 attendees at the BBQ competition.

All 20 cooking classes were sold out and seeing the great attendance at the new concepts created, such as, the taste of sunrise brunch that is geared to highlight our local ambassador chefs aiming to showcase our local breakfast with a twist, to the wine and cheese pairing at various wineries are signs of the real success of this year’s festival.

The continuous support of the population and the partnership with the 50+ restaurants, food trucks, private chefs, mixologists, grill men and women are the real MVP’s of this event and the reason for its success.

What were some standout moments from the event, and what feedback have you received from participants, chefs, and attendees?

Our partnership with the Lycée Daniella Jeffrey School that allows us to highlight the culinary classes (chefs, servers…). Invited and local chefs were able to exchange with the students and give direct cooking classes and at the end help 6 students prepare their desired dishes as they competed in a student competition. The winner then gets to travel for an internship in a top renowned restaurant and culinary trainer center. This collaboration is vital for the preservation and transmission of our culinary heritage.

Collaborating yearly with local ambassador chefs, giving them the opportunity to meet, learn and exchange with renowned chefs from around the globe and in return they show them the beauties of our island, share our know-how’s and have them taste our cuisine. It was our desire to have them be the only ones cooking at the taste of sunrise brunch to give them that full exposure and guarantee that the local aspect of the festival is met.
The BBQ competition, a night dedicated to highlighting the true essence of who we are as a people, the true local night. Smoke in the air, tones of grills with great dishes, did I say pigtails lol and local entertainers. Just missing our domino and belote corner lol.

I can go on and on because honestly every event is designated with a purpose. This festival is a promotional tool to highlight the riches of our island and the reason for which we are aiming to be branded as the culinary powerhouse of the Caribbean. The population expressed their gratitude and their love for this event and voiced their opinion on the improvements that need to be done at key events where it was crowed.

The chefs were in awe. The level of Saint Martin’s hospitality, the fine dining, the students, the ambassador chefs, the level and the potential of the event. They all wish to return or simply become ambassadors for us. Few of them were even inspired and for those that came over the years went back and started hosting key events as such.

Were there any challenges in organizing this year's edition? What lessons have been learned for future iterations?

Challenges? Not really. Our objective at this 4th edition was not to add anything but really try to fully evaluate what works, what isn’t working and what should be adjusted. We take every lesson learned from year one to this year and will continue to do so to build this promotional tool for the destination.

Besides being a victim of our success at key popular events such as the BBQ competition and trying to figure out the way to move forward, our goal is to start measuring the return on investment on an international level. A lot has been learned and taken into consideration. An event as such required hearing from our restaurants and adjust, the population and adjust and even our partners.

Can you share insights into how the festival has boosted local businesses, particularly participating restaurants, and the hospitality sector?

The full promotion given to this festival gives full publicity and marketing to the participating establishments. The focus made on highlighting a designated menu during this time also guarantees visibility, drives curiosity and traffic.

The fact that they are competing against each other, well, I consider it a friendly competition, also has them pushed to be at the top of their game and they are not only judged on their dish but the quality of service.

We are aware and now focus on trying to quantify the traffic in the establishments and giving much more focus to them because after all there won’t be no “Festival de la Gastronomie” without the restaurants.

What can attendees and participants expect for next year’s festival? Are there plans to expand its scope or introduce new elements?

We announced the key ingredient at the closing event, so everyone knows to look out for amazing dishes, desserts and cocktails based on the ingredient “Passion Fruit”.

We will be celebrating our 5th anniversary so expect great things. (LOL)

How do you plan to deepen community engagement, particularly among youth, in future festivals?

The plan is to strengthen our relationship with the schools given access to the future generation. Having them exchange with renowned chefs from around the globe that show them their technics but also share their lives journey.

Partnering with the restaurants for firsthand classes and having them as the key component of every workshop cooking alongside the invited chefs.

How effective was the international media campaign in achieving visibility for the island? Are there plans to collaborate with more global partners?

This festival has been growing so rapidly that at times we are honestly playing catch up. The plan has always been to capitalize on the chef’s visibility coming from their respective hometown inviting their population to join them at the festival with exact dates and festival website information.

We align the choice of chefs with our targeted markets.

1st North America
2nd Europe
3rd Regional

Our yearly campaign already includes the reason for which you should come to Saint-Martin but here we give you a fixed appointment to come and witness why culinary is one of our primary pillars.

We are focusing on doing more and collaborating with airlines and tour operators to expand our promotion of the festival, allowing us to drive tourists to the destination for a pre-season event.

With the growing focus on sustainability, are there plans to integrate eco-friendly practices into future editions of the festival?

Happy to announce that since year 2, we have implemented a cashless system and imposed the usage of biodegradable utensils. With our new partners joining us we know that we are on the right track.

Tackling the very real capacity problem of too many cars and not enough infrastructure

Several Caribbean countries, St. Maarten included, are grappling with challenges posed by the dual pressures of excessive vehicles and over-tourism. These issues are testing the region’s infrastructure and environmental sustainability, prompting governments to adopt innovative solutions to protect both residents' quality of life and the natural environment. St. Maarten (see below) will also have to do something very soon or risk permanent damage to its one-pillar economy.

In many islands, traffic congestion has become a daily struggle, especially in densely populated urban areas. In Jamaica, residents of Kingston endure commutes stretching up to 90 minutes, spurring experts to propose transformative solutions. These include congestion pricing, enhancements to public transportation, and encouraging remote work schedules. Public education campaigns are also being used to shift behavior and reduce dependency on private vehicles. Meanwhile, Barbados is embracing electric vehicles (EVs) as part of its broader environmental strategy, reducing taxes on EVs and investing in a fleet of electric buses equipped with modern amenities like air conditioning and Wi-Fi. These efforts are central to the country’s aim of achieving fossil-fuel-free status by 2030.

Elsewhere, smaller territories are experimenting with even more radical approaches. Astypalea, a Greek island, serves as a model with its transition to green mobility, featuring shared EV systems, expanded public transportation, and renewable energy infrastructure. Though outside the Caribbean, its success offers a blueprint for similarly sized island nations. In Hawaii, measures like restricting car rentals and building bike lanes are mitigating the environmental damage exacerbated by over-tourism.

St. Maarten's Minister of Economic Affairs Grisha Heyliger-Marten has voiced her preference for a structured and efficient public transportation system, including the establishment of a central bus terminal. This vision aligns with the growing recognition that St. Maarten's current transportation framework, characterized by private bus operators and increasing vehicle congestion, is unsustainable in the long term. A centralized bus terminal could potentially streamline transportation services, reduce traffic, and provide a more reliable option for residents and visitors alike.

Over the years, various members of Parliament (MPs) have floated other potential solutions to address transportation issues. These proposals have included implementing a total ban on car imports, which would directly curb the number of vehicles entering the island. Another suggestion involved restricting the number of cars allowed per family, individual, or household, aiming to reduce overall traffic and promote shared vehicle use. These measures, while drastic, reflect the urgency of tackling the island's persistent congestion problems.

An intriguing and more employment-sensitive proposal centers around transforming the current system of private bus licenses. Hundreds of these licenses are held by individuals operating independently, creating a decentralized and often inefficient network. The idea is to integrate these private operators into a government-led or government-affiliated transportation entity, safeguarding their employment while ensuring standardized operations and improved service delivery. This would represent a significant overhaul, moving from fragmented individual operations to a cohesive public transit system.

Despite these discussions and occasional public endorsements of these ideas, no concrete steps or serious debates have taken place to translate these concepts into actionable policies. The lack of follow-through on these proposals underscores the broader challenges in St. Maarten's policymaking landscape, where bold ideas often struggle to progress beyond the conceptual stage.

Minister of Public Housing, Spatial Planning, Environment, and Infrastructure (VROMI), Patrice Gumbs, has emphasized the urgent need to address St. Maarten's growing vehicular congestion and parking challenges, citing the island's limited carrying capacity and the impact on both residents' quality of life and the island's tourism product.

Addressing the broader issue of vehicular congestion, Minister Gumbs revealed that discussions are underway to regulate and manage the number of vehicles entering the island. “We’re looking at everything—from road tax adjustments to monitoring the number of cars brought into the country, particularly by car rental companies,” he noted.

The Minister hinted at transformative projects such as parking garages and strategic land development in key areas like Walter Nisbeth Road, aimed at creating more efficient parking solutions. “Parking is not just about space availability; it’s about managing the number of cars and improving road quality,” he explained.

The pressures of over-tourism further compound the Caribbean’s challenges. While tourism is an economic lifeline, unregulated growth can strain infrastructure and harm local ecosystems. To address this, Caribbean nations are working on strategies to balance visitor numbers with sustainability. Policies are being developed to manage tourist density in high-traffic areas, improve infrastructure, and foster a more harmonious relationship between tourism and local communities.

These efforts align with global practices in regions like Singapore and Beijing, where authorities have implemented measures to limit car ownership and usage. In Singapore, a Certificate of Entitlement system caps the number of vehicles on the road, effectively reducing congestion. Beijing, meanwhile, employs a car-purchase lottery to restrict new registrations. Paris is also taking bold steps by planning to limit car use in its historic center, making way for alternative transportation such as bicycles and scooters.

Across Latin America and the Caribbean, investments in Bus Rapid Transit (BRT) systems have showcased the power of efficient, scalable public transport. These systems, already successful in cities like Mexico City and Medellín, represent an opportunity for Caribbean islands to combat congestion while reducing their carbon footprints.

Organizations like the United Nations and regional economic councils are advocating for multistakeholder approaches to tackle these challenges. By combining urban planning, technological innovation, and public awareness campaigns, Caribbean nations are striving to create sustainable, livable communities for residents and visitors alike.

While there is no single solution to the intertwined challenges of traffic congestion and over-tourism, the Caribbean’s commitment to integrated strategies offers hope for a sustainable future. These examples showcase the importance of collaboration, innovation, and the will to prioritize environmental and social well-being alongside economic growth.

How Tatiana Arrindell’s Partnership with
Bowie State Led to a Bold Future for St. Maarten

There is a grand gala benefit concert coming up on December 14 featuring legendary singer Dionne Warwick. The event is being hosted by the Bridge to Bold Foundation in collaboration with the St. Maarten Tourist Bureau and the Charlotte Brookson Academy.

Before we get into the importance of this event and its very noble intentions, we need to examine how we got to....Dionne Warwick in the first place.

Truth be told, there would be no Bridge to Bold and no connection to Bowie State University without Tatiana Arrindell. The entire initiative is her brainchild and it's about to kick into a higher gear with the concert on December 14.

Tatiana Arrindell, an advocate for the arts, has left an indelible mark on St. Maarten through her work with the Charlotte Brookson Academy for the Performing Arts (CBA) and her brainchild "Bridge to Hope" Foundation. As the former director of CBA, Arrindell transformed the institution into an institution of opportunity for young artists on the island.

During her tenure, Tatiana was instrumental in fostering a groundbreaking partnership with Bowie State University, one of the oldest Historically Black Colleges and Universities (HBCUs) in the United States. This collaboration opened doors for CBA students, offering them unparalleled access to cultural exchanges, performing arts masterclasses, and even summer programs at Bowie State. It elevated CBA’s profile, building on its reputation as an institution of great potential for the performing arts on St. Maarten.

Under her leadership The Charlotte Brookson Academy for the Performing Arts signed an MOU with Bowie State University (the oldest HBCU in the state of Maryland) to provide tertiary education in the arts (from acting to stage management to digital media studies), and professional development for teachers.

Bowie State has 37 concentrations under its Arts & Science Program and Department of Fine & Performing Arts. It also has Major programs in Early Childhood Education, Elementary Education, Special Education and Sports Management. It is a well-rounded HBCU with many educational options, including online degree possibilities.

Bowie State University gained recognition as a leader in the education of science, technology, engineering and mathematics (STEM) disciplines. In 1995, Bowie State won an 11-year, $27 million award from the National Aeronautics and Space Administration/National Science Foundation, becoming one of only six national Model Institutions for Excellence in STEM.

Bowie State University ranks among the US's top comprehensive universities, cultivating next-generation leaders by providing opportunities for students to discover their strengths through focused academic experiences and opportunities to tackle real-world problems.

The partnership also facilitated meaningful mentorship opportunities and enhanced the students’ exposure to global artistic standards. Tatiana's relentless commitment to the students of CBA exemplified her passion for empowering the next generation through education and the arts.

Building on her successes, Tatiana gave life to the Bridge to Hope Foundation, a foundation dedicated to expanding educational and cultural opportunities for youth in St. Maarten. The foundation's mission aligns seamlessly with her lifelong work, combining philanthropy with community-building to create sustainable change.

The Bridge to Bold Foundation St. Maarten, in partnership with Bridge to Bold International, aims to transform education by integrating arts and innovative reforms. We enhance curriculum development by blending creativity with academic learning for a holistic student experience while supporting innovation.

In collaboration with the government, the foundation emphasizes the arts' role in fostering critical thinking and cultural awareness, aiming to make arts integration a core part of education for sustainable changes. We offer workshops for educators to design arts-integrated lessons that deepen student understanding and provide ongoing professional growth through seminars and training.

The foundation will seek to implement an in-state tuition model for St. Maarten students at U.S. institutions to reduce financial barriers and promote student exchange and internship programs for broader learning opportunities. Additionally, we advocate for a performing arts education campus in St. Maarten, including a state-of-the-art theater, engaging community stakeholders to support local talent and position St. Maarten as a leading destination for secondary-level arts education in the Caribbean.

"Having the legendary Ms. Dionne Warwick on our beautiful island to help raise funds and bring much needed spotlight to talented students that are often overlooked, means everything," Tatiana said. When I started at CBA as the Director, I always envisioned endless opportunities for students in the arts, but having Ms. Warwick support Bridge to Bold and its initiatives is beyond an honor."

"Keon Blair being the first student from St. Maarten attend Bowie State University and having now 2 successful summer programs under the belt, both as a result of the historic MOU that was signed between CBA and BSU on November 26, 2022, also being a first of its kind on high school level."

"St. Maarten, I am encouraging you to show up for our youth like never before. If a legend like Ms. Warwick find this initiative important enough to clear her busy schedule to be here, then surely we as St. Maarten should match or do more," she concluded.

Fostering Social Impact: Qredits’ Mission to Transform Lives Through Trust and Support

Entrepreneurship is the lifeblood of any thriving economy, and on St. Maarten, Qredits has proven to be a game-changer in fostering entrepreneurial growth and innovation. Under the leadership of CEO Elwin Groenevelt, Qredits has become a vital pillar of support for small businesses and start-ups, addressing critical gaps in financial access, mentorship, and business development.

Since its establishment in 2017, Qredits has gone beyond simply offering loans. With a mission deeply rooted in social impact, the organization has empowered aspiring entrepreneurs to break free from the limitations of traditional business molds. By highlighting the pressing challenge of “look-alike” businesses, Qredits champions innovation and originality, ensuring that St. Maarten’s entrepreneurial landscape could evolve with diverse, forward-thinking ventures.

The results speak for themselves: In 2023 alone, Qredits helped create 500 new jobs, significantly contributing to the island’s economy and workforce. More impressively, 65% of Qredits clients stated they would not have been able to start their businesses without its support, highlighting the organization’s indispensable role in turning aspirations into thriving realities.

This conversation with CEO Elwin Groenevelt delves into the challenges facing St. Maarten’s entrepreneurs, the strategic solutions Qredits offers, and the organization’s transformative vision for the island’s economic landscape.

In your view, what is the biggest hurdle facing entrepreneurs in St. Maarten today—access to finance, regulatory challenges, or something else?

The biggest hurdle facing entrepreneurs in St. Maarten today is the lack of business development and innovation. The island currently lacks incubators and a robust support system to foster creativity, resulting in many businesses being similar or "look-alikes." There’s a critical need to prioritize innovation and create opportunities that encourage original business ideas.

Additionally, greater focus should be placed on supporting farmers to enhance local food production and improve food security—a key policy goal of the Minister of TEATT. Qredits has successfully introduced Agri-projects in Aruba and Curaçao, and there is hope that St. Maarten will follow suit by 2025. However, for such initiatives to succeed, a comprehensive Agri-policy is essential to provide farmers with the support needed to grow their businesses.

Another pressing challenge is the energy transition. St. Maarten needs to accelerate efforts in adopting renewable energy solutions, such as solar panels, and promoting the use of electric vehicles. In my view, the island is lagging behind in this area, presenting significant opportunities for improvement.
On a positive note, access to finance is not a primary barrier, as Qredits and other banks provide sufficient financial support. The key is to address these structural and policy challenges to unlock the island’s entrepreneurial potential.

How does Qredits tailor its services to mitigate these specific challenges?

Qredits addresses challenges in St. Maarten by offering specialized Energy Loans and Agri-Loans, introducing the
Agri Business Academy in 2025, and driving the development of an incubator platform to support innovative business ideas. Additionally, Qredits advocates for increased financial and policy support from the Netherlands and local policymakers to enhance innovation, food security, and the energy transition, empowering entrepreneurs to overcome key obstacles.

Does Qredits engage in advocacy with the St. Maarten government to reduce bureaucratic barriers for entrepreneurs? If so, what have been the key successes or setbacks?

Qredits maintains a strong, collaborative relationship with the St. Maarten government, focusing on supporting entrepreneurs and fostering economic growth. As a non-political institution, Qredits aims to cooperate with all governmental bodies to benefit the entrepreneurial community.

Key successes:

- The launch of Qredits on St. Maarten was made possible through the financial support of the local government, marking a strong foundation for our operations.
- The upcoming Agricultural Program for 2025 is another example of successful collaboration, developed in partnership with the Ministry of Tourism, Economic Affairs, Transport, and Telecommunications (TEATT). This initiative underscores the shared commitment to enhancing local food production and supporting agricultural entrepreneurs.

Key initiatives include:
- Increasing Credit Limits: Over the coming years, we plan to raise the maximum credit limit, providing businesses with greater access to the financial resources needed for growth and innovation.
- Support for Farmers: We aim to strengthen our focus on agricultural development, including initiatives like the upcoming Agri-Loan (2025) and the introduction of the Agri Business Academy, to empower farmers and enhance local food security.
- Energy Transition: To promote sustainability, we’ve introduced the Energy Loan at an attractive 4.95% interest rate. This product is designed to help businesses invest in solar panels, energy-efficient equipment, and electric vehicles, paving the way for a greener economy.
- Enhanced Business Support: Beyond financing, Qredits is committed to offering mentorship and guidance, including setting up an incubator platform to foster innovation and support start-ups.

Have you observed a significant increase or decline in entrepreneurial activity in St. Maarten in recent years? Are there specific industries where growth is more pronounced?

Since Qredits began operations in St. Maarten in September 2017, we have observed a significant increase in entrepreneurial activity, driven by a strong demand for training and business development support. With financial support from the government, we were able to establish our office on the island, providing a strong foundation for our services. Despite the devastation caused by Hurricane Irma shortly after our launch, Qredits quickly resumed operations, becoming the first financial institution to offer Recovery Loans with 2% interest to help businesses rebuild. Within nine months, we issued over 100 Recovery Loans, laying the foundation for our success.

Between 2018 and 2024, Qredits issued 580 loans totaling $13.5 million, focusing on supporting vulnerable individuals and fostering self-reliance through our core principles: trust, pride, and social impact. This commitment is reflected in our annual Social Impact Report.. Additionally, Qredits was the first Participating Financial Institution (PFI) to partner with the NRPB ESP program, further demonstrating our commitment to supporting entrepreneurs in St. Maarten.

One of our most impactful initiatives was the introduction of the Small Business Academy (SBA) in 2021. This accessible 10-week program equips participants with essential business skills, covering topics like bookkeeping, marketing, and financial planning. Since its inception, we have conducted 18 SBA courses with 325 participants, many of whom started innovative businesses with Qredits’ loans. Due to its success, the SBA has inspired similar programs in Aruba, Curaçao, and Bonaire.

Looking ahead, we plan to organize four additional SBA courses in 2025, continuing our mission to empower entrepreneurs with the knowledge and resources they need to thrive. Business development remains our priority, as we believe success starts with a strong business plan—the loan is simply the final step in the process.

Can you share data on the number of loans disbursed annually and how these figures have changed over the past three years?

On average, Qredits disburses around 80 loans per year, managed efficiently by our small team of three loan advisors. Over the past three years, the average loan amount has increased significantly, from $20,000 to $45,000.
While the number of loans disbursed has remained stable, our focus has shifted towards enhancing loan quality and expanding our offerings. We have introduced innovative loan products such as the Energy Loan (2024) and the upcoming Agri-Loan (2025). Additionally, in recent years, we have actively contributed to the NRPB program, further diversifying our impact and support for entrepreneurs.

What percentage of these loans is allocated to start-ups versus established businesses?

Approximately 45% of our loans are allocated to start-ups, while 55% are directed toward established businesses. As part of our strategy, we are gradually increasing our maximum loan limits to better serve entrepreneurs. Initially capped at $25,000, the limit was raised to $50,000 and will soon increase to $100,000. This step-by-step approach is particularly advantageous for existing businesses on the island, enabling them to access greater financial support to grow and thrive.

What is the current delinquency rate for small business loans in St. Maarten? How does this compare to other Caribbean territories Qredits operates in?

The delinquency rate for small business loans in St. Maarten is approximately 15%. However, this does not mean that all customers with payment delays will fail to repay their loans. Delays often occur due to slower business performance or personal challenges. As a social lender, Qredits prioritizes flexibility and works with customers who are communicative and transparent about their situations. Nonetheless, it is important for borrowers to understand that all loans must be repaid. In cases where a customer is unresponsive and significant delays occur, we take legal action to recover the loan amount.

Thanks to our supportive approach and flexibility, Qredits maintains a low write-off rate.
The delinquency rate on St. Maarten is slightly higher compared to other Caribbean territories where Qredits operates. This is largely due to the challenging circumstances on the island, particularly the severe impact of COVID-19, which disrupted many business sectors.

What percentage of applications for this facility are approved, and what is the typical profile of a successful applicant?

Approximately 65%. A typical successful applicant for a start-up is someone who is well-prepared and innovative. While relevant industry experience is advantageous, it is not a strict requirement. As we offer mentorship and guidance to help applicants develop the necessary skills and knowledge to succeed in their ventures. In the past, we observed that people often copied business ideas, which is never a good strategy. However, since the introduction of the SBA, we have seen a significant improvement in the quality of business plans and a surge in innovative ideas. This is why we made the SBA a mandatory requirement for start-up loans. If an applicant successfully completes the SBA and delivers a strong pitch for their business plan, the chances of loan approval are significantly higher.

More About Qredits

Elwin Groenevelt (Founder and CEO)

Elwin founded Qredits in 2009 after 15 years in commercial banking. Qredits is the only nationally operating microfinance organization in the Netherlands offering microcredit loans, SME loans, Flexible credit, mentoring, Qredits Academy and an array of business development tools. Qredits also has offices in the Caribbean Netherlands, i.e. on Bonaire, Aruba, St. Maarten and Curaçao. Qredits is working with 150 employees, developed a profitable business-model and provided business loans to more than 42.000 entrepreneurs for in total €875M. Elwin is also one of the promotors and a board member of MicroEurope. From 2013-2021 Elwin was Treasurer and President of the European Microfinance Network

The Start

Qredits Microfinanciering Nederland (Qredits Netherlands) started in 2009 as an alternative credit provider for small and medium enterprises in the Netherlands. The organization is a foundation with an ANBI classification (National recognition for contributing to the common good) and is financed by the Ministry of Economic Affairs (€100mln), four commercial banks in the Netherlands (ABN Amro, ING, Triodos, Volksbank, Rabobank) (€70mln), Bank for Dutch municipalities (€50mln), the European Investment Fund (€ 15mln), the European Investment Bank (€100mln), BNP Paribas (€30mln), and the Council of Europe Bank (€70mln). In recent years, Qredits has developed into the leading alternative financing channel for entrepreneurs in the Netherlands with more than 42,000 loans disbursed for a total of 875,000,000.

Qredits received more than 130 new applications every working day. The organization has 150 professional employees and in addition works with over 600 volunteers who staff the mentoring programs. Qredits is financially sustainable and internationally known as one of the best practice models in Europe.

Qredits Caribbean

In 2015 Qredits started a branch in Bonaire in order to encourage entrepreneurship on the island. For this purpose Qredits signed a cooperation agreement with the local government in Bonaire. In 2017 a similar branch is started in Aruba and Sint Maarten in close cooperation with the local government and the Chamber of Commerce. On Sint Maarten Qredits is cooperating with The WorldBank to support entrepreneurs with one of the recovery projects after Hurricane Irma. In April 2018 on a further rollout took take place to Curaçao. The loan process on every island is fully supported by the credit support and risk management departments of Qredits in the Netherlands. Local business advisors have been hired to maintain contact with the customers. The maximum credit limit is $100,000 (ANG 200,000). Almost 2,000 loans ($ 42mln) have already been issued on Qredits Caribbean locations.

Veronica Jansen-Webster transitions to Parliament with the same goal: taking care of her people.

In a fleeting tenure marked by immense challenges, Veronica Jansen-Webster proved that impact is not measured by the length of time but by the depth of dedication. Her journey as Minister of Public Health, Social Development, and Labor (VSA) was a testament to resilience, compassion, and an unwavering commitment to the people of St. Maarten. From securing critical mental health funding to tackling long-standing gaps in the healthcare and labor systems, she has left an indelible mark in a short span of time. Now transitioning into her role as Member of Parliament, she brings with her a wealth of experience, a steadfast work ethic, and a vision for a better future. In this candid interview, MP Jansen-Webster reflects on her accomplishments, lessons learned, and aspirations, offering a heartfelt glimpse into the challenges and triumphs that have shaped her public service journey.

What do you consider your most significant accomplishment during your tenure as Minister of VSA, and why?

Without a doubt, my most significant accomplishment was securing funding for mental health on St. Maarten. Not only securing funding to build a new mental health facility but also to build expertise on the island in the mental health institution and in our public health department and within other stakeholder organizations.

I’ve always wondered what I did differently, why I was successful when others were not so I finally asked people directly involved in the project on my last day in office and they told me that they were always told that there was no financing. I even managed to secure a dedicated budget line item for mental health care so that we could be certain that we could pay for the care of people in the mental health facility.

I think that because I have witnessed many cases of people suffering from mental health issues, I naturally wanted to find a solution and make this project work. I insisted that the minister of finance join me as we visited the local institution. I must say that after that visit, we both knew that we had to find the necessary funds.

Other accomplishments that I am proud of was the recently approving the expansion of the white and yellow cross facility. This means that they have to go ahead to expand their capacity for various care products making it possible for people to soon access the services and alleviate the long lines.

On a personal level, I am extremely proud to have been Minister of VSA, acting minister of VROMI for two months and I’ve had to assume the role of Deputy Prime Minister at least four times in the past six and a half months. I am truly blessed.

What challenges did you face that you feel prevented you from achieving more in your short term as Minister?

I always say that people shouldn’t underestimate the impact that the disruption of the government (after 17 days) had on the process of governance.We were still in the middle of our training period as ministers while carrying out our daily tasks. We then had to go over to election mode again. This slowed down the process and made it extra difficult to hit hard deadlines. I like to work systematically, civil servants from each department in the ministry came to an inhouse workshop where we brainstormed on what we urgently needed to work on in the ministry. We prioritized these issues together and were able to come up with a short, mid and long term plan for the ministry. That’s how I realized that mental health had high priority. After the fall of government, the focus wasn’t on working with a vision plan anymore, it became just trying to do the necessary to keep the ministry operational.

If you could go back to the start of your term, is there anything you would approach differently?

I don’t think we got a chance to have a “start of our term”. We were still actively busy with various onboarding trainings as ministers when government fell so the dynamics of being a minister never really existed in a peaceful manner. It was as if we switched to more of a survival mode and tried to accomplish day-to-day tasks. There was little room for creating policies and legislation or to finalize the ministry’s plan. We started out good, I had great intentions for the ministry but was not able to accomplish many of the envisioned innovations.

Your time as Minister was brief. Do you feel you had enough time to make a meaningful impact, and how do you measure that impact?

Sometimes I think that I didn’t have time to make an impact at all because there is not much that can be implemented in less than 7 months. But then I hear people who worked with me in the ministry thank me just for being willing to listen to them as civil servants. Or when they thank me for having been hands-on, enthusiastic and energetic about policy development, or the individuals in our community who contact me to tell me thanks for helping them with little things. Sometimes, people just want information. I hope that the people who came in contact with me and the cabinet staff in the “Meet the Minister” Wednesday sessions feel as if we helped them. Personally, I think we were able to help a lot of individuals.

What lessons have you learned as Minister that you believe will shape your approach as a Member of Parliament?

We learned in our orientation training for parliament that government and parliament should work together while parliament supervises and this process was described as these two public bodies dancing the tango. As a minister I know how I experienced the relationship with the parliamentarians based on some actions towards ministers that sometimes seemed unfounded. I understand the politics involved but I would not like to stoop to those levels and would much rather see us elevate the level of parliament and government so that we can find ways together to do what is best for the people. We need to have a time of governance.

What will be your top legislative priorities as you transition to Parliament, and how do they align with the work you started as Minister?

I would like to see parliament adopt the law for general health insurance. This is a project that I met in the ministry that was started in 2007. It is now time for us to take some difficult decisions or face the consequences.

Other legislation that keeps me up at night involves regulating the labor market. Assisting businesses to legally hire the employees they indicate that they need and sometimes can’t find on the island. To make it possible for the employees who are now undocumented get taken out of the grey economy and become contributing citizens of this country once they meet the requirements already established. To establish a policy for our brothers and sisters of the northern part of the island to work on the Dutch side with simplified procedures. To increase the employability of our young people and to keep unemployment in general at the record lows that we have seen in 2023.

The above were both projects that I already tackled as minister of VSA. I would also like to see government focus more on revenue generating measures. We had already started to brainstorm about revenue generating activities before I left and one that I would definitely like to se implemented is the collection of room taxes not only for hotels but definitely for the many apartments and villas mushrooming on St. Maarten that are under the radar despite there being existing legislation for them to pay their room taxes.

Another revenue generating measure that can and should be implemented post haste is a tourism tax. The other islands of the Dutch Caribbean have implemented this successfully and it definitely can work in St. Maarten as well. This tax s one of the revenue generation measures mentioned in the General Health Insurance project to help make the social insurance and health funds financially sustainable.

How do you plan to ensure that the initiatives you started as Minister are carried forward or completed?

I think that it is up to the new minister to decide his path forward and to carry the ministry how he thinks it should be run, however, if I see that something I started is discontinued and not replaced by anything satisfactory, I can always contact the minister to find out what his intentions and solutions are.

What kind of MP can the people of St. Maarten expect you to be, and how will your approach differ from your role as a Minister?

I would like to be an MP who is accessible to the people. Just as I was accessible as a minister. People contact me on FB messenger, on Instagram, by email or by text, any way that they can reach me and when I can assist I do and otherwise I can direct them to someone who can assist them.

I intend to give this function my all, because that is the only way I know how to work. Coming from a research background and from a public administration management background, I intend to combine these two competencies to test, formulate and amend any proposals in parliament. Anything else would be us just acting on anecdotes, stories about what we think is going on in our society, but we need to know what the reality is and to know that we need to do more research so that we can come with sound solutions.

What gaps or deficiencies in the Ministry of VSA do you believe require immediate attention, and how do you plan to address them in your new role?

Various key departments are severely understaffed and this hampers the services that they can give the public. The budget is tight but in some instances, something will just have to give otherwise we will come to a standstill.

Labor legislation should be adjusted. There should be more direct cooperation between the labor department and the immigration department, making the process more efficient for the customers.

Do you foresee challenges in transitioning from an executive role to a legislative one, and how do you plan to navigate those challenges?

I’ve always worked in a hands-on, operational/executive role. It’s what I know. This will be new and yes it will be a challenge for me. But as my mother reminded me during the last flooding events on the island when I was the acting minister of VROMI, she thinks I live for the thrill of the challenge. I’ve never backed down from a challenge. After completing the first day of the training for new and incoming parliamentarians in October, I already felt comfortable that it was something that I could be successful doing. In Dutch they say “Alles went”. I’ll get used to it soon enough.

In your view, what are the most pressing social and healthcare challenges facing St. Maarten today, and how do you intend to tackle them as an MP?

St. Maarten is plagued with mental health challenges. The number of people registered in SZV with mental health issues is way too high. When I listened to the forum at a recently concluded event for international day of the child/youth, it was astonishing to hear how many young people are or have considered suicide and we have seen the incidence of suicide increase in our society.

In my opinion, health care in St. Maarten in general is in trouble because costs have been increasing yearly for a while. If we continue without implementing changes then our social insurance and healthcare system could collapse with 6-10 years. Because I have seen the numbers and I have read the information provided by the consultants who have been working on a solution for many years, I believe that a financially viable solution is the implementation of general health insurance in St. Maarten. As a parliamentarian I would like to follow up with this to ensure that that we can get it off the ground and get the healthcare our people deserve.

How will you ensure accountability and transparency in Parliament, particularly on issues within the Ministry you once led?

Parliament has to ensure accountability and transparency in all ministries. I have experience in various other ministries besides the one I led. I have either worked as a civil servant or member of the cabinet. Armed with that knowledge and experience I endeavor to ask the pertinent questions, not to put the ministers in an awkward position but to give them the opportunity to explain the general community viewing these meetings of parliament what exactly is being done. I think it is very important how questions to government are framed.

You’re transitioning at a pivotal moment for the island. What personal values and principles will guide your work in Parliament?

Yes, I feel like we are at a cross roads now. Too much has been left undone for too long and we should make those important decisions and transform our island into the place we want it to be. The main personal value I take with me everywhere I go is my work ethic and drive. I’m going to give this my all. I also believe in making myself, as a public official, accessible to the people. How better will I know what issues are playing out in the community if our people cannot approach me to discuss matters. They can contact me on Facebook or Instagram or make an appointment via our faction staff. I will make myself available. I can come out to visit people too, not everyone will feel comfortable or would be able to climb the stairs to the parliament building.

What message do you have for critics who may feel that short ministerial terms like yours don’t allow for real accountability or measurable progress?

I would smile and say, go tell that to the Mental Health Foundation. Tell that to the average person who came out to our community awareness sessions on various topics and were able to learn something helpful. The stakeholders at the General Health Insurance information session who got a thorough breakdown of information about the project. Our patients in Colombia who were able to have their minister of health listen to their grievances and suggestions. We have data on the success of the job fair. Over 500 jobseekers showed up. 87 were offered jobs on the spot. Those are all examples of measurable progress. Minimum wage was also indexed during my term so people can see an increase in minimum wage as of January 2025

What would you like your legacy to be, both as a Minister of VSA and as a Member of Parliament?

I would want people to remember me as someone who cares for the wellbeing of the people of our community. All the people of our community.

CPS in Crisis

The Collective Prevention Services (CPS) department, under the Ministry of Public Health, Social Development, and Labor (VSA) of St. Maarten, faces a severe internal crisis. Information supplied to and gathered by The People's Tribune points to longstanding grievances from staff, including health hazards, lack of resources, and insufficient recognition, painting a troubling picture of a department tasked with safeguarding public health but unable to ensure the well-being of its own employees.

Despite multiple meetings with ministers and senior officials, including Minister Omar Ottley and former Minister Veronica Jansen-Webster, CPS staff report a lack of meaningful action to address critical issues. A timeline of meetings, dating back to April 2022, highlights a series of promises and minimal follow-through.

April 22, 2022: Staff met with Minister Omar Ottley.
November 22, 2022: Staff met with the Secretary General of VSA.
October 27, 2023: A follow-up meeting was held with Minister Ottley.
November 30 and December 1, 2023: Another meeting with the Secretary General.
May 31, 2024: The last meeting was held with Minister Jansen-Webster.

Key Issues and Challenges

Environmental and Safety Concerns: Mold infestation, condensation, and poor air quality plague the CPS building, endangering staff health. Promises to replace ventilation ducts and filters remain partially unmet (some were changed), with maintenance inconsistent.

Security Failures: Instances of mentally challenged individuals entering the building raised security concerns. While swipe systems were installed, other promised measures, like intercoms, are still pending.

Inadequate Staff Recognition: Despite serving as frontliners during disasters like Hurricane Irma and the COVID-19 pandemic, CPS staff feel unrecognized and uncompensated compared to other government frontliners.

Critical Program Deficiencies: The Baby Clinic and School Program both operate below capacity due to staff shortages and inadequate immunization software. For example, the Baby Clinic has seen a significant workload increase, with only three nurses available compared to five last year. The Youth Dental Services program has also been in disarray since 2015, with the dental mobile out of service since 2020.

Equipment and Resource Shortages: The Mobile Health Bus, vital for community health promotion, has deteriorated to an unusable state despite repeated requests for repairs since 2017. The Vector Control Unit, crucial for combating mosquito-borne diseases, operates with just one assistant. Island fumigations have ceased since 2018, heightening the risk of dengue outbreaks.

Staff Well-Being: A culture of overwork and neglect has taken a toll on CPS staff: Around 75% of employees have sought medical or psychological support for work-related stress. A high sick leave turnover prompted SZV to assess the workplace environment, but the resulting report was never shared with staff. Burnout is widespread, with some sections receiving reprieves like extra days off, while others are left to cope without support.

Management Shortcomings: Communication with CPS management is minimal, leaving staff unclear about the department's future. Reports from strategic planning workshops in 2022 and 2023 emphasized operational disparities, but these findings were not acted upon. Staff have experienced, unrealistic and authoritative demands, while obvious challenges they faced have been disregarded, such as poorly operating computers, the frequent outages and loss of documentation. In the space of a years, two staff members have resigned, where one was forced to resign due to a medical issue while on medical leave.

Efforts to Address the Crisis

Former Minister Veronica Jansen-Webster acknowledged the depth of the challenges during her tenure and outlined efforts made to address some of the grievances. Reflecting on her engagement with CPS staff, she stated:

"I visited CPS at the beginning of my tenure and I did indeed meet with the staff of CPS and the union on May 31 with members of my cabinet and the secretary general. Following the meeting, members of my cabinet immediately visited CPS to get a better understanding of the grievances and to try to assist. Some issues were tackled immediately, and I remember some HR issues being addressed such as the payment of bonuses. What struck me during the meeting was the immense unhappiness of the staff and the seemingly complete breakdown of communication with management."

She further explained that while efforts were made to improve working conditions and fill vacancies to alleviate the heavy workload, severe budget cuts significantly hindered progress:

"What we were faced with though right around that same time, were budget cuts of more than 4 million guilders in the ministry of VSA alone. This hampered the hiring of additional staff and purchase of necessary equipment such as software. There is also a known difficulty in acquiring nursing staff. Despite the hardships, the dedicated staff at CPS continued to put their best foot forward organizing many great awareness campaign events for the community such as the senior health fair, breastfeeding awareness, breast and prostate cancer awareness and the upcoming AIDS awareness campaign to name a few. We are faced with another skeletal budget in 2025, however there should be room created now to somewhat improve staffing."

While some strides were made, the unresolved grievances and resource constraints continue to affect CPS's ability to deliver critical public health services effectively. Without urgent intervention, the department's capacity to safeguard the health of St. Maarten's population will remain severely compromised.

Former Minister Ottley and new Minister of VSA Richinel Brug were contacted for comment (if any) but none were provided by the time of this publication.

PFP’s Defining Moment: Are They Up to the Task?

The Party for Progress (PFP) is up to bat and everyone will be standing for four years waiting to see if the party will hit a home run or strike out looking.

With Patrice Gumbs heading the Ministry of Public Housing, Spatial Planning, Environment, and Infrastructure (VROMI) and party leader Melissa Gumbs overseeing Education, Culture, Youth, and Sport, the party now shoulders responsibility for two ministries central to their foundational platform and long-standing advocacy. This moment is not just an opportunity but a test of their ability to translate ideals into tangible governance.

The PFP was founded in 2019 with a mission to modernize governance and prioritize transparency and policy-based solutions. During their tenure in opposition, the party emphasized the need for educational reform, sustainable infrastructure planning, and legislative advancements to address systemic inefficiencies. They often presented themselves as a forward-thinking alternative to the entrenched political culture. Now, as part of the governing coalition, they must prove their merit beyond criticism and theory. The must be, as they proclaimed, “the gold standard.”

Key Challenges for PFP's Leadership

Education Sector Overhaul: Melissa Gumbs inherits a ministry facing entrenched challenges, including outdated everything, underfunded schools, and insufficient focus on preparing students for future job markets. While PFP has long championed education as a priority, implementing reforms within limited resources and navigating bureaucratic unwillingness will test their resilience and creativity.

Infrastructure Development: VROMI, led by Patrice Gumbs, has a history of inefficiency and controversy, with public outcry over mismanaged projects and environmental neglect. PFP must tackle longstanding issues like infrastructure planning, road maintenance, and environmental protection, while ensuring transparency in decision-making.

High Expectations from Young Voters

Young adults represent the largest voting bloc in St. Maarten, a demographic that has high expectations for the PFP. This group, disillusioned by past political stagnation, was drawn to PFP’s message of progress, accountability, and systemic reform. Their support was pivotal in propelling the party into the governing coalition. Disappointing this constituency could have long-term consequences, as this group’s active engagement and belief in political change are crucial. PFP must prioritize the concerns of young people, including educational reform, career opportunities, housing and innovative infrastructure projects, to maintain their trust and ensure future electoral success.

Internal Dynamics

The inclusion of MP Ludmilla “Ludi” DeWeever, the party's highest vote-getter, adds a new dimension to PFP's internal dynamics. DeWeever, who is not part of the party's founding core, comes from a lineage of traditional politics, which many believe stands in contrast to PFP’s reformist character. However, she is a technocrat so that just might benefit the reform agenda of PFP if only for her attention to detail and appetite for information before making a decision. Her voting record in Parliament, including instances of siding with the opposition, has already raised eyebrows. While every MP must vote their conscience, the reality of coalition politics is that unity often outweighs individuality. If DeWeever’s voting tendencies diverge from the party line—especially on contentious issues—it could strain internal relations and weaken PFP’s cohesion. Although once it is clearly good for the country, the public, nay PFP’s supporters, shouldn’t revolt.

The Weight of Expectation

PFP campaigned on a platform of progress, accountability, and evidence-based policymaking. Their presence in the executive now raises public expectations, particularly from voters disillusioned by previous administrations. While no one anticipates overnight solutions, citizens will demand clear signs of progress: comprehensive policy rollouts, improved service delivery, and a shift away from the "business as usual" approach.

Balancing visionary goals with practical governance is PFP’s most pressing challenge. Their ministers will face resistance from opposition parties, limited budgets, and a public that has grown skeptical of political promises. Success will hinge on their ability to make difficult choices, communicate transparently, and secure wins that resonate with the public.

This is not just a test for PFP but for the electorate's faith in political alternatives. By gaining control of the ministries they once critiqued, the party is uniquely positioned to demonstrate the effectiveness of its principles. However, the path forward requires a blend of idealism and hard-nosed realism.

As the saying goes, "Talk is cheap." For the PFP, action—not rhetoric—will define their legacy. In fairness, the party has shown on many occasions that it has no qualms with “walking the walk” while in opposition. The next four years however, will determine whether they can be the architects of meaningful change or if they will succumb to the challenges that have stumped so many before them. It’s time to deliver.

No pressure.

Raeyhon Peterson:

A Return Shaped by Growth and Purpose

Raeyhon Peterson exudes a quiet determination shaped by life’s trials and a commitment to growth. As he reflects on his return to the public sphere, Peterson speaks not of titles or accolades but of lessons learned and values forged through challenges. His words carry a sense of balance—between resilience and humility, self-awareness and accountability. With a steady focus on integrity and service, he embodies the principle that leadership is not about standing above others but walking alongside them, striving for progress with a clear purpose.

His return to Parliament marks a pivotal moment in his journey as a public servant. Having faced a year of political turbulence—from navigating the scrutiny of ministerial screening to reclaiming a seat in the legislature—Peterson emerges with a renewed sense of purpose and responsibility. Now part of a coalition government, he views this term as an opportunity to prioritize country above self, focusing on stability, accountability, and bridging divides within the political landscape of St. Maarten. His vision is rooted in collaboration, integrity, and a commitment to elevating the standard of governance.

Does it feel different coming back to Parliament this time around? If so, in what ways?

It does feel different. This year has been hectic politically, and from being screened as a Minister to land back in the MP seat, I must say it has been a rollercoaster. I feel like this time the responsibility is a lot more, as I am now also part of a coalition. Putting country above self will play a key role in the years to come.

How do you think you’ve grown since your previous term, both personally and professionally?

I think by going through the trials and tribulations that this last year brought me, especially in the political field, I do feel that I have grown and matured compared to how I felt a year ago. In this new coalition for example, I’ve chosen to put my personal battle with the Governor concerning my screening and ability to become a Minister on hold, even though I was legally justified to continue it. Stability for the country is something that we all as politicians need personally to chip in for, and it starts with self.

What would you say are the most important lessons you took from your past experiences in Parliament? How will those influence your decisions now?

I’ve learned that Parliament is managed by article 44 of our Constitution. And that the idea behind it is key if you want to function as an MP. And that article simply states that all 15 MPs, represent the entire country. So not only your voters and supporters, but everyone, including those who supported the opposing parties. It takes a team and we were chosen by the people to become that team, where discussions and communication are how we should move forward, not by fighting each other as per the usual. I plan on taking this approach across the board and see if the distinction of coalition and opposition can eventually become something of the past, as per the law’s intention.

Are there specific legislative priorities that are top of mind for you as you step back into this role? What issues do you feel require immediate attention?

Yes. I have a couple of laws I plan to work on. The first one will be the screening law. I believe this law is necessary after what I personally went through, to prevent that any other citizen in the future who might want to become a Minister gets his or her constitutional right to become a Minister violated, with zero reasoning or justification coming from the Governor as to why. This void in our legal system gave the Governor the possibility to not only not adhere to the Kingdom Regulation that regulates what his own task is, but to also suffice with simply refusing to sign my LB without having to give any type of justification or reasoning. This cannot be the intention of our democracy, and I plan to give the people the clarity they need on this topic once and for all. There should be no gray areas when it comes to good governance, regardless if it’s coming from a Kingdom body or a St. Maarten body.

Has your perspective on governance or on certain issues shifted since you were last in office?

Not really. Accountability, integrity, and good governance. Those remain the main three areas which we focus on when we make decisions, and that should not change.

How do you view cooperation with opposition MPs? Do you have any strategies for building constructive dialogue across party lines?

As a former opposition MP myself I worked alongside then coalition members when it came to important issues for the country. I have voted for a budget twice, and voted for multiple of their motions and proposals. However when it came to actual accountability, the same courtesy was not given back. So now that I am on the side of government, my approach won’t change. I will still involve opposition MPs in decisions that concern the country because that is also part of their role, keeping not only government but themselves accountable as well.

What are some challenges you foresee in the current governing coalition, and how do you plan to address them?

Maybe communication. That could always be better. Transparency and communication is key when it comes to keeping the public updated on the plans for the country, something that you should definitely go as a government.

Given the current political climate, how do you plan to build or restore public trust in Parliament and its members?

I plan on upping the standards in Parliament. When it comes to empty motions, empty proposals where political gimmicks take a front seat while the actual work is put in the back seat, that is where I will sound the alarm. We are here to legislate and I won’t let the level of representation that the people deserve get dragged down by the usual political games. We’re going to have to step it up a notch.

What do you hope to accomplish in this term that will define your legacy as an MP?

I don’t think I have an actual specific plan to define a legacy, for me being an MP is being a public servant. And you should do that to your best ability. How you treat the public defines your legacy by itself, because the people will choose you back or not. As long as you stay true to the principles that got you into politics, your legacy should speak for itself when your career reaches its end. The people in the end, are the ones who decide.

If there was one piece of advice you could give to new MPs entering Parliament, what would it be?

I would advise the new MP’s to think for yourself and not blindly vote alongside party lines. The Constitution is clear, and you are here to represent the whole island, not only your political party.

Do you consider yourself a leader in this community? How do you define your leadership and how will you measure your success as a leader and public servant?

I don’t personally consider myself a leader although there may be some that might, but I feel that we are all leaders. It is always better to have your people in battle alongside you rather than having them behind you. We are all leaders that all offer our own type of leadership in society. I believe the success will be measured by the outcome. There will never be a time to pinpoint if you were successful or not, but if the result of your actions deliver some permanent change for the greater good, then I think you’ve done your part. And selflessly continuing to do that will set you apart from the rest.

"Readers into Leaders": How Tamleo Books is Transforming Young Minds

From the ashes of personal struggle, Tamara Leonard has risen to redefine hope, purpose, and resilience through the art of storytelling. A devoted mother, and a cancer survivor, Tamara's journey has been one of transformation and inspiration. Founding Tamleo Books Inc., she has channeled her life experiences into crafting children's literature that empowers young minds with relatable stories and invaluable life lessons. With themes of faith, positivity, and emotional intelligence woven into her books, Tamara’s mission extends beyond entertainment—she’s nurturing a generation of readers to become leaders, one page at a time.

From battling cancer to becoming an author—how do you believe these experiences have shaped your voice and perspective in children’s literature?

During my treatment, writing became a vital distraction from the harsh realities of chemotherapy and its side effects. It was a sanctuary where I could channel my thoughts and emotions, and it became a source of healing. The decision to focus on children's books was inspired by my experiences as a parent, as well as the wealth of insights I saw on social media. I found myself drawn to the various challenges children face today and the strategies I employed while raising my daughter. I wanted to create stories that not only entertain but also provide relatable solutions to these challenges, much like self-help books do for adults. I envision my books as a form of simple self-help for children, presenting them with tools and strategies they can easily understand and apply in their lives. My goal is to empower young readers to navigate their own challenges, fostering resilience and emotional intelligence through engaging narratives. By sharing my experiences, I hope to connect with children on a level that encourages them to see their own strength and potential.

You’ve transformed a personal struggle into a passion for storytelling. What do you hope young readers will take away from the resilience that’s woven into your stories?

It is my hope that my books become a form of simple self-help for children, presenting them with tools and strategies they can easily understand and apply in their lives. My goal is to empower young readers to navigate their own challenges, fostering resilience and emotional intelligence through the fictional but engaging narratives. By sharing some of my experiences along with stories I hear from fellow parents of struggles or wishes they experience or desire for their children, I hope to connect with children on a level that encourages them to see their own strength and potential.

Faith and positivity seem to be core values in both your life and your writing. How do you incorporate these themes into your books in ways that resonate with children?

Faith and positivity are indeed core values in both my life and my writing, and I have made it my personal mission to bring these themes into my books in ways that truly resonate with children. My journey to embracing God’s calling came after facing two life-threatening scares, which profoundly transformed my perspective. Through my stories, I hope to inspire a deep hunger for God in children, encouraging them to seek a relationship with Him sooner without having to experience similar trials. I also pray that my books create a desire in children to become good human beings who make positive choices in their lives. We are in a world where technology exposes them to more negativity and challenges than good. I believe it’s important that we as adults to provide a counterbalance.

By engaging young readers with relatable characters and uplifting narratives, I hope to contribute to a brighter future filled with compassionate individuals. My writing is my way of nurturing that hope for a better generation to come, encouraging children to embrace faith, positivity, and the power of good choices in their everyday lives.

As a former MP, you’ve impacted St. Maarten in a very different capacity. How do you feel your background in leadership and community service influences the messages you share through Tamleo Books?

As a former Member of Parliament, I’ve had the privilege of impacting St. Maarten through laws in that role and I believe that my background in leadership and community service even before becoming a politician significantly shapes the messages, I bring Tamleo’s Books. In everything I do, I strive for excellence and aim to leave behind a legacy that, whenever my name is mentioned, a sense of positivity, inspiration, and hope for years to come is felt. While I never though of the two capacities as one, I hope that the combination inspires both the youth and adults to believe that whatever they set their minds to that is of good intent is worthy of pursuit. We all have the potential to do wonderful things, and it is my intention to use the popularity and attention gained from these different blessings to motivate, inspire, and encourage others. We must recognize that even when we fall short, we still can choose to do good and help others as we navigate through life.

Writing children’s books is often a mix of creativity and purpose. What has been your process for coming up with stories that not only entertain but also teach important life lessons?

My process for coming up with stories include using strategies used with raising my daughter both those that work and those that did not work. I also use stories that other parents share that offer lessons that entertain while teaching important life lessons. What is important to note is that it starts with understanding that children sometimes feel adults don’t understand the challenges they face. At the same time, many parents may not realize that the world has changed significantly, and the way we were raised might not always apply today. So, to bridge this gap, I create stories that find a balance between these two extremes. Through my books, I aim to provide parents with new perspectives and help them recognize how their approaches might affect their children. At the same time, I want children to see that there are other ways to express their emotions beyond rebellion as will as encourage communication. The intention behind my books is to spark conversations between adults and children, as well as with teachers and other elders. This exchange of communication is important, allowing children to learn several ways of handling situations and better understand life as they grow. The idea is to inspire dialogue and foster a deeper connection between generations.

You founded Tamleo Books Inc. with a commitment to inclusivity and diversity. How do you ensure these values come through in your books, and why is it so important to you?

Inclusivity and diversity are particularly important as I try to ensure that these stories has the ability to touch the lives of all children anywhere in the world. In most cases they are shaped by my journey as a parent. For example: While I was known as "the cool mom" and believe we raised our daughter well, we also made mistakes that became clear as she grew older, most of them even after she left for college. Addressing those issues took counseling, which was emotionally challenging from afar. I wanted to share those lessons through my books to help other parents avoid similar pitfalls. Additionally, my home was the hang out place for my daughter and her friends, and they often came to me with their challenges, seeking advice. Listening to their stories gave me insights into various scenarios faced by parents and children, some of which were not my experience with my daughter but inspired my writing. The characters in my stories may be fictional, but most of them are based on real-life experiences, making them relatable to children everywhere. By embracing diverse perspectives, I ensure my books reflect our society's richness, fostering understanding and empathy. This commitment to inclusivity is essential for creating a more compassionate world.

Raising your daughter while battling cancer must have given you unique insights. Do you feel these experiences influenced the types of characters and stories you now create for young readers?

Raising my daughter while battling cancer taught me many lessons, but not necessarily in the way I initially thought. When she first heard the news, I found her crying surrounded by family and friends. Believing I needed to be strong; I took her aside and insisted she should not be sad, dismissing her feelings and stopping her from expressing her emotions. I also did not give her a chance to share how she felt about my situation becoming public. This experience highlights one of my biggest mistakes as a parent and serves as a powerful reminder in my writing. While I have not yet created a story that directly reflects this experience, it influences the types of characters and stories I craft. I aim to create narratives that encourage emotional expression and understanding, reminding both children and parents of the importance of acknowledging and sharing feelings.

In your view, what makes children’s literature such a powerful medium for instilling hope and empowerment in young readers?

Children’s literature is a powerful medium for instilling hope and empowerment because reading stimulates young minds. When children read stories that resonate with them, they are left reflecting on what they have read, which can inspire and provoke thought. Since children are like sponges, it is crucial to consider what we feed their minds. Exposing them to positive and relatable narratives increases the chances that these stories will affect them positively, developing resilience, empathy, and a sense of possibility for their own lives.

What has been the most fulfilling part of your transition from public servant to children’s author? Is there a specific moment or reaction from a reader that stands out to you?

I wouldn’t say I’ve transitioned completely from public servant to children’s author, as that might imply, I’m no longer a politician (and we definitely don’t want that! wink). Instead, writing has become a fulfilling distraction and a positive outlet alongside other responsibilities for the next four years. However, two moments stand out to me as particularly rewarding. First, when children say, "I’m going to try this with my mommy and daddy to see if it works," it truly feels like my mission is being accomplished. Second, when they call me "Tanty Lala" and share, "I don’t think that will work with my mother because she doesn’t listen to anything I say. She says she is the mother, so I should do what she says, even when she does the same thing, she punishes me for," this reaction inspires me to be even more creative. It reminds me of the importance of reaching out to parents and encouraging open communication, motivating me to write even more.

How do you see Tamleo Books evolving in the future, and what new ideas or projects are you most excited about?

I envision Tamleo Books evolving to inspire and empower our youth through literature. My goal is to write exactly 77 books before I transition to that greater place of eternal life, and this requires constant innovation. I also aim to inspire others to write, so our young readers can take pride in the literature of our island. I am particularly excited about recently publishing my 10th book, now available on Amazon and soon on my website www.tamleobooks.com, just in time for the holiday season. To celebrate, I will be hosting three book launch events filled with surprises! I encourage everyone to follow us on Instagram @tamleosbooks and Facebook @tamleobooks to stay updated. I want to take this opportunity to thank you for allowing me to share my journey. I also encourage parents, families, and businesses to consider buying a book for a child this Christmas as we continue our mission to turn "Readers into Leaders."

Solutions, Accountability, and Communication: Christopher Wever’s Approach to Parliament

Christopher Wever is well-acquainted with the complexities of public service in St. Maarten. As he transitions from the executive branch, he brings a grounded perspective shaped by experience, a deep commitment to serving others, and a focus on practical, tangible solutions. Known to many, particularly those who have sought his help, Wever comes from a lineage of individuals dedicated to giving back. His reputation as a generous, community-focused giver precedes him. One notable example of his character is his commitment to supporting children in need by rallying others to provide assistance. This trait will undoubtedly serve him well as he takes on a new role where expectations are high and influencing meaningful change is the goal.

Christopher Wever, a former Minister, is moving from his position in the cabinet of the Minister of VSA to occupying a seat in Parliament. Wever sees his ministerial experience as a distinct advantage. “I truly believe that having had experience within the executive branch can be seen as a benefit,” he explained. “When you know the day-to-day functioning of the executive branch, you would be able to bring tangible solutions on the floor of Parliament which would be able to be executed by the executive branch.”

This perspective positions him as a parliamentarian who understands the practical implications of legislation, bridging the gap between policymaking and implementation.

Transitioning from making decisions as a Minister to holding others accountable as an MP requires a shift in approach, but for Wever, communication is key. “Holding anyone accountable begins with proper communication,” he said. “I am not a person who will be making noise just for the sake of making noise. I see myself as a solutions-based MP who will communicate on what is expected. Proper dialogue is key to bring successful results.”

Additionally, Wever is unequivocal about his primary mission as an MP: raising the level of representation for the people of St. Maarten. “I plan to ensure to put the people of our country first and give them an MP which they can trust to represent them on all levels,” he said. He added that his work in Parliament would be focused on building a strong foundation for future generations. Our people can expect an MP who will put in the work for the future of our country.”

He understands that public trust hinges on connection and accountability. His plan to stay engaged includes both digital and traditional approaches. “In this modern age, technology allows for digital connections with persons through social media,” he noted. “Once in office, I will also start an interactive podcast focusing on the works in Parliament. I also believe in face-to-face contact as well.” By combining accessible communication methods with in-person interactions, Wever aims to ensure that constituents remain informed and involved.

When it comes to the sitting government, Wever’s expectations are simple and straightforward; transparency, accountability, and effectiveness. He emphasized the importance of communication in achieving these goals. “To bring true positive change might also mean that you must make unpopular decisions, but once it is communicated properly, the people will understand,” he said.

“Having worked as a social worker in the past on the island, I am passionate about our peoples’ mental health, our youth, and their safety,” he shared. One of his key initiatives is the creation of a sexual offender registry, which he campaigned on during the elections,” he said.

“Once in office, I will research which initiatives have already been started that might have been put on the shelves due to a particular MP not being in office anymore,” he said. “I believe that once there is something that has been started which can benefit the population of our country, we should see how we can pick it back up,” He added.

The soon-to-be MP highlighted electoral reform and environmental policies, as urgent areas of focus. “Of course, there is the much-talked-about electoral reform which needs urgent attention,” he said. “Policies which focus on our environment, ensuring the safety of our people, and bringing more funds to our government accounts are just some of the policies which have my full attention.”

“Good governance to me is more than just reciting words such as ‘integrity’ on the floor of Parliament,” he stated. “It’s about our day-to-day actions and how we conduct ourselves as elected and appointed officials. We need to be the positive examples for our people to follow,” he said.

“I plan to maintain the public’s trust by staying connected with our population and remaining true to my beliefs to ensure a positive change for our country,” he said. “Once we bring a level of maturity within our Parliament and take our positions seriously, the people will be able to trust those they have elected to represent them.”

He said when his time in Parliament ends, he hopes to leave behind a legacy of trust and meaningful change. “I would hope to have brought back trust and a real change within our political system,” he reflected. “I would have also hoped to have sparked the younger, up-and-coming generation to want to go into politics to ensure our country remains on a positive path for many generations to come.”

"Beyond the Century: Keacy Carty and Incoming MP Dimar Labega on Building St. Maarten’s Sporting Legacy"

St. Maarten's sports scene is poised for a significant transformation, driven by the shared passion and vision of incoming MP Dimar Labega and cricketing star Keacy Carty. The two have been in active discussions about how to uplift athletes, build infrastructure, and develop sustainable support systems for sports on the island. Together, their perspectives offer a blueprint for a brighter future in athletics for St. Maarten.

Reflecting on Carty's historic century and international success, Labega emphasized the significance of such achievements for St. Maarten. “What Keacy has done and is continuing to do is remarkable, and I believe he has a lot more to show the world,” he said. “Without a proper facility and consistent organized play to keep improving, this is quite an accomplishment. St. Maarten’s sports potential is through the roof! We don’t lack athletic ability; we lack stable programs, professional coaches, and exposure to opportunities,” Labega said.

When asked if the government is doing enough to support athletes, the incoming MP from the Democratic Party offered a nuanced response. “This is a loaded question with many layers. The job of the government is to provide opportunities for sports to be played. Moving into the realm of nurturing elite programs and extraordinary talent requires a different mindset,” he said. “We do not do enough to continuously motivate our athletes abroad and push their accomplishments year-round. However, I do see a shift happening within the sports world and departments when it comes to exposure and younger, ambitious individuals taking over key positions.”

For Labega, establishing a cricket stadium is a priority. “A cricket stadium is a no-brainer. It’s an investment that will have unbelievable returns in all aspects of our society,” he said. Recognizing Carty’s success as part of a larger trend, he highlighted the broader impact. “Alongside Keacy, other cricketers are playing internationally, which shows the trickle-down effect of his success.”

Labega revealed ongoing efforts to address resource shortages and recognition gaps. “I have had positive initial conversations with the tourism bureau, the Minister of TEATT, the incoming Minister of ECYS, and others in the private sector to assist with resources and the promotion of our local athletes,” he said. “A separate entity needs to be allocated for branding our teams and athletes locally and internationally. This could open doors to scholarships, sponsorship deals, and island branding,” he added.

He has already begun discussions on how to harness Carty’s influence. “In July, I organized a meeting with Mrs. May-Ling Dery-Chun, head of the Tourism Bureau, Mr. Akeem Charles, Director of the Cricket Federation, and Keacy Carty. Keacy shared insights on how other countries treat their star athletes and how consistent support boosts their morale,” Labega explained.

He called for immediate action. “I am not one for the hype only when athletes perform well abroad. We already know that the sky is blue! It is time for action and solutions. The focus needs to be on getting St. Maarten to host events in regular rotation,” he said, citing ongoing upgrades to the Raoul Illidge Sports Complex and the need for improvements to other facilities like the Sports Auditorium and baseball fields. Sports can immediately enhance our tourist product and bring pride back to the community,” he said.

He was also critical of the current approach to recognizing sports heroes. “The perception is, the team or athlete returns home to a big welcome, and then that’s it. No follow-up,” he said. To address this, he proposed creating an athletic publication to feature local and international talent. Knowing there are opportunities to pursue education while playing the sport you love is a great motivator. I recall being featured in Teen Times in high school—it was a huge boost for me. Exposing youth to careers like athletic trainers, nutritionists, sports photographers, and more will entice them towards these fields. The beauty is, these roles are needed here on St. Maarten,” he said.

As he steps into his role as MP, Labega plans to focus on immediate actions while setting long-term goals. “The first task is to get everyone on the same page and work efficiently with what we have while long-term plans are developed,” he said. “Keacy is traveling to many countries, and St. Maarten is mentioned every step of the way. There is organic value here, but we are not capitalizing on it. Small initiatives, like live streams or shout-outs while wearing a St. Maarten hat, can make a difference as larger campaigns take shape.”

Finally, Labega was asked how he would like his role as MP to influence the legacy of sports in St. Maarten, and how he can you with athletes like Keacy to realize that vision. "This (sports) is a natural passion of mine. I began playing sports at 6 years old and had the unique opportunity to play multiple sports in St. Maarten, and in America (high school and in college). I know the discipline, training, and dedication needed to succeed on a highly competitive level. This knowledge I wish to pass on to the next generations no matter the sport. Your athletic window is very small. Usually by 16 you need to show signs of “IT” to capitalize on your ability internationally. This is why every year wasted is missed opportunities for our youth. This is my driving factor."

Keacy Carty

As the first international cricketer to emerge from the island of St. Maarten, Keacy Carty has etched his name into the annals of the sport and is an inspiration for young athletes on the island. Keacy attributes much of his success to his upbringing and work ethic.

“The manner in which I was raised has a major part to play in me being professional in what I do,” he said. Beyond that, his commitment to training set him apart from his peers. “The volume that I put in comparison to kids my age is probably what made the minor difference in my performances and whatever consistency I had,” Keacy said.

Keacy’s pride in representing his home island was evident when he spoke about the emotional weight of scoring his first century. “Looking back on what you’ve achieved in life is always a warm feeling,” he said. “The most satisfying thing of me getting my first century is probably knowing everyone back home is proud. Knowing that what I did wasn’t all in vain and brought joy to those who helped me along the journey is what I thought about after it all settled in.”

Despite his success, Keacy remains humble and focused. “I try to be myself in whatever I do,” he shared. “I understand that whether I do good or bad, people will always have something to say. I know the work I put in, and once I’m happy with that on a personal level, the rest is history. I make it a priority to remain humble and level-headed and try to put my best foot forward at all times.”

However, Keacy did not shy away from addressing the challenges that hinder the growth of sports on the island. “What’s missing is people who actually care about sports, not just cricket,” he explained. “There’s not enough time and effort invested into sports, and as a result, many good young athletes quit because there’s no proper structure in place. By investing time and effort with athletes and boards, we as a country can find the best possible ways to help each other move forward,” he said.

As the island’s first international cricketer, Keacy understands the unique spotlight he holds. “It’s sort of unique because I’m the only one so far,” he said. However, he downplayed his individual role in elevating the island’s profile, stating, “The country is very popular and known on its own beauties. What I would say is that some sports people may just be a little more interested in what the country has to offer since it’s not a norm that international cricketers are bred here.”

Keacy hopes to be an example for young athletes, encouraging them to aim higher. “I want when they look at me, the first thing they say is ‘I can do it too,’” he expressed. “I’d much rather know they’d want to be better than me. If we do what is needed as a country, we’ll have 10–20 more athletes like me in the next generation. Being from a small island comes with its own set of challenges. Not being looked at as one who can make a difference or impact is probably one of the biggest challenges you face. You have to be strong mentally and trust the work you put in. Always have the mentality that the next person isn’t better than you are.”

Keacy believes the key to future success lies in grassroots development. “Like all the rest islands, there should be cricket in every primary school because that’s where you get your next batch of players from,” he said. He also advocates for competitive tournaments among schools to foster pride and healthy competition.

When asked about his long-term goals, Keacy emphasized the importance of making an impact both on and off the field. “My main goal is to always be impactful,” he said. “I hope to look back and say I made a change in the mentality of my people on what we can achieve from this 37-square-mile country with as little resources as we have. And to aspiring athletes If you really want it, do all the necessary things you need to do to get where you want to be. But always enjoy it, have fun while doing it.”

MP Roseburg still dealing with familiar scrutiny

surrounding her profession and her MP seat

MP Sjamira Roseburg practicing law in cases where government is directly or indirectly is involved has been an issue of her critics for quite some time; and by critics we mean politicians on the other side of the aisle. The issue was raised on the floor of Parliament in the lead-up to the campaign and was re-opened on Friday when Minister of Justice Lyndon Lewis disclosed that he sought legal advice on the matter before finalizing invoices that Roseburg (or her firm) has submitted for work carried out on behalf of the government. Minister Lewis explained that upon inquiry of MP Roseburg’s requests for payment, he was made aware of a legal issue or, more specifically, a constitutional issue.

The legal advice Minister Lewis received from attorney at law Roland E. Duncan of ‘The Law Firm” addresses the restrictions placed on Parliamentarians who are also practicing lawyers in St. Maarten, with specific emphasis on preventing conflicts of interest and preserving the integrity of government functions under the Trias Politica principle.

Duncan’s analysis is grounded in constitutional law, particularly Article 53, Paragraph 3 of the Constitution of St. Maarten, which establishes explicit limitations on the professional activities of a parliamentarian-lawyer.

The Peoples’ Tribune reached out to MP Roseburg to offer an opportunity to respond prior to publishing the content of the legal advice provided to us. Both are published below.

The advice

Key Restrictions on Parliamentarian-Lawyers

1. Restriction Against Legal Representation Involving the Country

Under Article 53, paragraph 3, section 3a of the Constitution, a parliamentarian cannot serve as a lawyer or counselor in cases where the country is involved. This restriction applies broadly:

Criminal Cases: Parliamentarians cannot represent clients in criminal matters, as these cases inherently involve the country, given that the prosecution represents the state’s interests.
Civil Cases Involving the Country: In civil litigation where the country is a party, a parliamentarian-lawyer is similarly barred from representing either side. This avoids any potential for a parliamentarian to act in a way that could interfere with or influence the government's stance.
Administrative Cases: Any case concerning government administrative matters, such as employment disputes with civil servants, also falls under this prohibition. Parliamentarians cannot represent individuals or entities in legal actions against government bodies to prevent conflicts of interest.

By establishing these prohibitions, the Constitution ensures that parliamentarians are not engaged in any legal actions that could directly involve the state, thereby upholding a clear boundary between their role as legislative overseers and the government’s judicial matters.

2. Prohibition on Contracts with the Government

Section 3c of the same constitutional article further prohibits parliamentarian-lawyers from entering into any contracts with the government, either directly or indirectly. Specifically:

Consultancy Contracts: A parliamentarian-lawyer cannot accept consultancy or advisory roles with the government, which would require them to act in a dual capacity as both a government contractor and a legislative overseer. This is seen as incompatible with the principle of independent oversight.
Piket-Regeling (On-Call Regulation): This provision, which involves lawyers being on call to represent criminal suspects under a government payment arrangement, is also prohibited. Participation in the Piket-regeling creates a contractual relationship with the state, introducing a potential conflict with their parliamentary duties.

These limitations, Duncan says, emphasize that parliamentarians must not engage in government work that could create a dependency on state resources or a relationship that might compromise their independence.

3. Waiver Possibility via Parliamentary Approval

Article 53, paragraph 4, acknowledges a waiver mechanism, permitting parliament to vote on granting exceptions to these prohibitions. This waiver must be approved by a majority vote in Parliament, allowing flexibility if a parliamentarian’s service is deemed crucial to the national interest. The waiver process allows for a rare exception, but only under circumstances that clearly benefit the public, ensuring that the prohibition remains the rule and exceptions are sparingly granted.

Legal Rationale and Framework: Ensuring Separation of Powers and Preventing Conflicts of Interest

The constitutional framework in St. Maarten is based on the Trias Politica (Separation of Powers), which divides authority among the executive (government), the judiciary, and the legislature (parliament). This separation is foundational to good governance and democracy, preventing any branch from unduly influencing the others. The constitution places these restrictions on parliamentarians who are also lawyers to maintain:

Independence of the Legislature: Parliamentarians are entrusted with oversight over the government. Allowing them to enter into government contracts or represent cases involving the state could compromise their independence and impartiality.
Avoidance of Conflicts of Interest: Parliamentarians should act solely in the public interest, and any private legal practice that entangles them with government interests creates a direct conflict with their role as legislators. By separating these roles, the constitution safeguards the integrity and transparency of the legislative process.
Public Confidence: These restrictions reinforce public confidence in the objectivity and independence of parliamentarians. If legislators engage in dual roles that create financial or professional dependence on the government, their objectivity could be called into question.

Duncan’s advice clarifies the constitutional boundaries for parliamentarians who are also lawyers, underscoring the need for a clear separation between legislative duties and private legal work involving the state. By restricting parliamentarians from practicing law in cases involving the country or accepting contracts from the government, the constitution of St. Maarten upholds the principles of conflict-free governance and independent oversight. The possibility of a waiver—though limited—ensures that the restrictions serve public interest without stifling necessary contributions.

The intent behind these rules are clear: to ensure that members of Parliament cannot use their positions for personal or professional gain at the expense of their public obligations, thus upholding a robust and ethical democratic system.

MP Sjamira Roseburg’s response:

First of all, what the Minister of Justice stated in regard to my invoices is incorrect. I didn't do work on behalf of the government. I did work for my clients that cannot afford an attorney. These invoices have been paid by the same Minister of Justice and it would be unfortunate that because of a personal matter this is now being used to not pay my firm for work that has been done.

I would like to start by expressing my respect for my colleague, attorney Roland E. Duncan, and for his efforts to clarify the interpretation of Article 53 of the Constitution of Sint Maarten. However, I must state that I disagree with his advice given to the Ministry in regards to the criminal law cases and how this relates to article 53.

Mr. Duncan’s interpretation of Article 53 does not address the core of what this provision truly means and how it is intended to function. To avoid confusion and to provide the public with accurate information, it is essential that we present a clear picture of the scope and meaning of Article 53.

Article 53 and the Core of My Role as a Criminal Defense Attorney

Article 53 stipulates that Parliamentarians may not take on cases against the country of St. Maarten, nor may they assist the country in such matters. I am fully aware of these restrictions and respect them. My work as a criminal defense attorney remains entirely within these boundaries. In criminal cases, I represent clients on an individual basis, not in conflicts against the government, but in support of their right to a fair defense. My work in this capacity does not contradict the spirit of Article 53. I believe that Mr. Duncan’s viewpoint goes too far in suggesting that criminal cases involving the Public Prosecutor’s Office (OM) fall under the restrictions of Article 53.

The OM operates independently within the legal system and is not equivalent to the interests of the government. My role in criminal cases is to defend citizens’ rights; I do not challenge the government nor take a stance against the country. This interpretation is crucial: the constitution aims to prevent conflicts of interest but should not be read in such a way that it makes the legal assistance I provide impossible.

Duty Counsel: A Misunderstanding of This Legal Aid

Attorney Duncan believes that duty counsel services for a parliamentarian fall under Article 53 because it would amount to a “contract” with the government. This is a misrepresentation of reality. Duty counsel services are intended to provide impartial legal assistance to those who otherwise cannot afford defense. The compensation a duty attorney receives is not a business agreement with the government in the usual sense. It is a necessary provision within a democratic society that guarantees the fundamental right to defense.

This work is far from a conflict of interest and is entirely separate from political decisions or advisory roles within the government. Considering duty counsel services as a conflict with Article 53 unnecessarily jeopardizes citizens’ right to a fair defense.

Integrity and the Importance of a Clear Separation of Roles

I fully support the need for parliamentarians to be independent of any interests that could influence our work. However, as a criminal defense attorney, I have a different role than as a parliamentarian, and I am very conscious of the boundaries between these functions. Article 53 was rightly established to prevent a parliamentarian from abusing their position to influence government policy or gain financial benefit at the country’s expense. In my practice, I strictly maintain these boundaries, and if any potential conflict of interest arises, I will withdraw immediately.

My work as a defense attorney contributes to the public interest, specifically to protecting citizens’ rights within the justice system. This is a fundamental part of the rule of law and does not undermine my role as a representative of the people.

The Importance of Accurate Information for the Public

Mr. Duncan’s interpretation may lead to misunderstandings about what parliamentarians can and cannot do in their profession. The public deserves an accurate explanation of the constitution without limiting citizens’ rights to essential legal assistance. The current information presents an incorrect view of Article 53 and may cause unnecessary concerns about the integrity of my work as both a parliamentarian and a criminal defense attorney. It is my duty to provide clarity and inform the public correctly.

Article 53 sets clear boundaries to prevent conflicts of interest, but these boundaries are not intended to exclude criminal defense attorneys from their important work in the justice system. I do not take on cases against the country anymore since holding office.My work strictly remains within the scope of Article 53, and I constantly ensure a clear separation between my roles.

I will therefore continue my work as both an attorney and a parliamentarian, as can be expected of me: with integrity, independence, and full dedication to the rule of law. Transparency, integrity, and responsibility remain core values I uphold in both my work as an attorney and my role as a representative of the people. I am always focused on maintaining and strengthening the public’s trust. The people deserve honest representation committed to protecting their rights and doing so with the utmost care and integrity.

Copy of Copy of Black and White Man Portraits True Crime & Investigative Journalism Podcas

Ricardo Perez: Still championing

a vision of a vibrant St. Maarten

Amid growing competition in the Caribbean and beyond, concerns are emerging that St. Maarten is at risk of losing its edge in an increasingly crowded tourism landscape. This shift is attributed to several factors, including limited financing for marketing initiatives and what some industry experts call a hesitance to embrace innovative tourism trends, both of which are essential for attracting the modern traveler.

As neighboring islands in the Caribbean invest heavily in tourism infrastructure and promotion, St. Maarten faces challenges in keeping pace. Competing destinations have increased their marketing budgets and adopted cutting-edge digital campaigns to showcase their unique offerings, while other countries in the region are promoting new attractions, eco-tourism, and cultural experiences tailored to the shifting interests of today’s tourists.

Moreover, the global travel market is constantly evolving, with travelers increasingly seeking sustainable tourism options, wellness retreats, and immersive cultural experiences.

With over three decades of experience in St. Maarten’s tourism sector, Ricardo Perez brings an insightful perspective on the island’s unique strengths and challenges in an increasingly competitive global market. As a prominent figure in the industry, Perez has witnessed the island’s evolution from economic highs and lows to new trends and infrastructural shifts. In this interview, he shares his outlook on the future of St. Maarten as a top destination, the critical need for diversification in the tourism product, infrastructure advancements, and sustainability initiatives. Through his work at Oyster Bay Resort and his involvement in community and environmental projects, Perez continues to champion a vision for a vibrant, resilient St. Maarten.

His belief in St. Maarten remains constant. At the heart of the Coronavirus epidemic, he told The New York Times: "You got to hunker down, you got to be fiscally and financially responsible, you got to cut down your expenses to a bare minimum. Who knows what the industry is going to look like coming out of this. Is this a fatal blow? Or is this a blow that will take a long time to come out of?” His belief in the country's ability to bounce back, anchored in its resilience, answered those questions.

What keeps you confident about the island’s future as a top tourism destination, especially in an increasingly competitive global market?

Having been associated with St. Maarten since 1989, I’ve seen this island go through its share of highs and lows. What keeps me confident is the resilience and spirit of all the nationalities that coexist on the island in addition to our privileged geographical location. St. Maarten offers something truly unique with its blend of Dutch and French cultures and its unique culinary offering we are truly the culinary capital of the Caribbean. These qualities have stood the test of time, and visitors continue to be drawn to the island not only for its beaches but for the warm, memorable experience. We have a unique tourism product to offer the world. The business sector keeps reinventing itself and adapting to the ever-changing landscape of the tourism industry.

What do you view as the biggest obstacle currently facing hoteliers on the island?

Currently, one of the major challenges is the high cost of operating in St. Maarten, from cost of products to the issues with our power grid. Availability of labor is an issue from housekeeping up to specialize jobs like chefs, qualified tradesmen is a concern. We also need to address our road network to alleviate traffic since when the island is at high occupancy levels is almost a gridlock situation. In other words, we become victims of our own success.

Is St. Maarten’s tourism product keeping up with global trends like eco-tourism, digital experiences, or luxury services?

Lately we see a significant number of new luxury properties being developed which is a market that we had lost to other destinations like Anguilla and St. Barts, but we need to make sure we have the proper level of service to cater to this group in order to retain it. We need to improve our internet speed and connectivity to be able to attract more clients to vacation longer if they can work remotely while on vacation or even better make St. Maarten their “satellite” workspace. Eco-tourism is one of the major opportunities, but we need to start from the basics before dwelling into it as an industry. We need to work from the ground upkeep the island clean, controlling wastewater from businesses and residences in general protecting our immediate environment. In my opinion tourism and conservation must be a mandatory course in the educational system from pre-kindergarten all the way to high school. This way tourism can become a career choice not a last resource when you don’t find any other industry.

How have the government and private sectors responded to the need for better infrastructure for tourism?

We've seen investments in airport renovations and now we are seeing some road patching work. However, more needs to be done, particularly in areas like waste management and sustainable energy. Private sector has invested millions in in backup generators and electrical repairs in the las months since they cannot rely on GEBE’s supply, but they must continue operating to survive. GEBE is our only provider, and it needs a major revamp. Government together with Police need to address the traffic situation in anticipation of a very busy high season.

How do you assess the business climate in St. Maarten today?

St. Maarten’s business climate is growing, but it can be challenging due to high operational costs and unregulated competition. For example, presently there are more Vacation rental units than hotel rooms. Many of these properties are not registered as businesses and no statistics are readily available about their compliance with the payment of TOT/Occupancy tax. Therefore, this creates an uneven competitive field for the same incoming tourist. The island needs to reevaluate the taxation system to make it easier and simpler to conduct business with a more holistic approach.

What unique advantages does St. Maarten offer that destinations like the Dominican Republic, Aruba, and Puerto Rico can’t replicate?

St. Maarten’s unique blend of Dutch and French cultures, combined with the diversity of experiences—from world-class beaches to the best dinning in the region gives us a distinctive appeal. The island’s compact size allows for an immersive yet accessible experience, where visitors can explore multiple cultures and activities without extensive travel. Our proximity to Anguilla, Saba and Statia sets us apart from any other destination. Add to that our potpourri of cultures and things to do. St. Maarten really has it all.

What has your experience been with finding and retaining talent in St. Maarten?

Talent retention is indeed a challenge in St. Maarten’s tourism industry. There is a shortage of skilled labor, partly due to the cost of living and limited advanced educational resources. The current labor laws make it very difficult for employees to grow since they loose their longevity (cessantia) if they move from job to another one. We need to encourage more prospects to study tourism related careers to avoid or minimize this “brain drain”.

How do climate change and environmental sustainability concerns affect St. Maarten’s tourism industry? Are there initiatives to mitigate these risks?

Climate change is a significant concern for St. Maarten, and we’ve already seen its impacts with hurricane activity in the Atlantic. At the resorts level, properties investing in energy-efficient technology and eco-friendly guest initiatives. These changes are gradual but essential for ensuring that St. Maarten remains a safe, sustainable destination for years to come.

How does Oyster Bay contribute to the wider St. Maarten community beyond tourism?

Oyster Bay Resort takes pride in supporting St. Maarten through educational partnerships, community events, and environmental initiatives. We participate in local beach clean-ups and support internship programs throughout the year. Our goal is to give back meaningfully, making a positive impact that goes beyond tourism and enriches the lives of our local community. We are also very involved with the SHTA and the Timeshare Association making our contribution even more far reaching. We have a number of employees that started with us a interns.

What’s next for the Oyster Bay Resort? Do you foresee any significant changes in how you will operate over the next decade?

We are constantly evolving in finding ways to increase the level of service and comfort to our guests. We are looking at ways of keeping our guests engaged making sure their accessibility to their digital experience is as close to home as possible.

We are also looking at ways how to attract the newer generations to be our newest wave of timeshare owners who has proven to be a savior for St. Maarten’s tourism source over the years.

Troy Washington: Forged in Crisis, Confident about GEBE's future

Troy Washington’s tenure at GEBE began at a time of upheaval. Appointed as Temporary Manager in 2022, he inherited a utility company grappling with the aftermath of a major cyber-attack that exposed deeper operational weaknesses. From outdated technology to gaps in core processes, GEBE was vulnerable across critical areas like finance, human resources, and power distribution. Yet, Washington saw opportunity amidst the chaos. Through decisive leadership and a commitment to transparency, he has driven modernization efforts that aim to restore not only functionality but trust in GEBE. In this interview, he reflects on the company’s journey, his challenges as a leader, and his vision for a resilient future.

When you first took on the role of Temporary Manager at GEBE, what were the most significant operational and management challenges you identified?

In September 2022, I was appointed Temporary Manager/Special Representative with an assignment that included a general list of tasks. One of the tasks was conducting assessments. In other words, how did GEBE arrive at its situation? Together with a team of advisors, I began assessing the situation. The size of the challenge became clear quickly; specifically, GEBE was facing a mix of long-standing issues. Yes, the cyber-attack and its recovery were top-of-mind. But the more important revelation was what the cyber-incident revealed: a deeper weakness in IT and across several critical areas like finance, HR, internal controls, and production and distribution. A lack of standardized procedures and systems had created an environment prone to errors. My priority was stabilizing the financial situation, and I couldn’t have done it without the dedication of my advisors and key members of the GEBE team. The support from the Supervisory Board was and remains critical and appreciated.

Were there any specific systems or processes that you felt were outdated or missing altogether when you began your tenure?

I have a duty to the company, and I cannot and will not divulge certain information, but I can confirm that several systems were not what they should have been. My team and I started our work six months after the cyber incident, or what has become known as the ‘hack.’

Let’s start with the basics.

The company could not correctly invoice customers, so it should not be surprising that we found that the disaster recovery and business continuity plan or approach had failed. GEBE also lacked several basic internal processes and policies. And if there were policies or procedures, they weren’t always followed. For example, having data backups.

GEBE’s reliance on manual workflows made the company vulnerable, especially in critical areas like financial reporting and data management. I found that maintenance and replacement of power generating infrastructure had not been given top priority.

It is easy to play the ‘blame game’. Let’s just say the situation was not perfect, but I was determined, and I still am, to try to find the silver lining, even in a severe situation. I won’t say that the ‘hack’ was good, but it was a fortuitous wake-up call. It was clear that we needed to upgrade our technology and formalize procedures as a company, and I’m grateful for the GEBE staff’s willingness to tackle these challenges head-on with me.

What were the biggest hurdles you faced when trying to modernize or improve those systems? Were there any points of resistance, and how did you manage that?

Change is always challenging. Change is hard, especially in a company with such a long history. GEBE is an institution in St. Maarten. I accepted that some staff were, understandably, cautious about new systems and feared what would happen. After all, I was yet another ‘new guy’. In that sense, change wasn’t such a good thing. The company had experienced a lot of turmoil in its governance. However, I focused on open communication, listening, and involving people from all levels in the process to overcome this.

I had to earn trust, and to do that, I had to explain the 'why' behind the changes and highlight the benefits, not just for GEBE but for the individuals doing the work. Many of the changes are being carried out today. I wanted them and continue to want them to see that the change wasn’t about replacing people but empowering them with better tools. I want GEBE to regain the trust of the internal and external stakeholders.

Considering where GEBE was two years ago, and all the challenges we are facing this year, I am proud of the people at GEBE. We went from being unable to invoice to 98% accuracy in invoicing today. In September 2022, the company's financial health was not good, and today, GEBE’s cash flow has allowed it to rise to unexpected challenges in power generation. We are not there yet, but we will get there, and I believe in the GEBE team that will get us there.

On the distribution side of the business, the SMART METER pilot project has been expanded, and we are working to add functionalities to the system to roll out new payment options for clients, like pre-paid service. A lot is going on to improve productivity, which will ultimately positively impact the service we provide to the community.

Since you've taken the helm, what are the most impactful changes you've implemented to improve internal operations and support systems for the employees?

One of the fundamental changes has been the investment in technology. We’ve upgraded our cybersecurity infrastructure and protocols, put stronger backup systems in place, and implemented clearer processes across the board. We have upgraded HR systems and continue to modernize that side of the operations. We restored the SAP system the company relies on and are working to optimize it to automate processes so our staff can focus on more customer-related and strategic issues.

Beyond the technical changes, we’ve also worked hard to create a culture of transparency. This means being open about what we’re doing and why and ensuring employees feel supported through the changes.

It was also very important to support the staff from a work environment point of view. Upgrading the building where most office staff work was essential to improving worker morale and being a good employer. An organization is about its people; if they cannot perform optimally, their work environment is not safe and unhealthy.

How do you assess the company’s current standing in terms of operational efficiency compared to when you started? What key metrics or outcomes reflect these improvements?

One of the changes I am working on is the introduction of company KPIs, so this question speaks to me as a “number man”. I like being able to quantify. We don’t have a lot of ‘hard’ data from the past, but I am convinced that we are in a much stronger position now than in September 2022.

For one thing, our financial reporting is more accurate. Four years of backlogs in financial statements have been addressed, and the last report for FY 2023 is due by the end of 2024.

Our operations are more streamlined: a key indicator of our progress has been the increased accuracy in our billing system, from less than 20% to over 98%.

Financially, GEBE's cash flow is more stable, and we have better internal communication as a company, all of which are signs that we're on the right path.

Leadership often involves making tough decisions. Can you share any difficult choices you’ve had to make that ultimately improved GEBE's operations? How did you navigate the potential impact on the workforce?

As you correctly state, leadership is about decision-making. My job is to make decisions that are in the best interest of GEBE and will secure the company's continuity for stakeholders, whether the community, customers, employees, business partners, or shareholders.

I won’t go into details, but it suffices to say that some relationships not in the company's best interest were resolved. Every decision was balanced, well-considered, and not taken lightly.

What have you done to ensure that GEBE’s employees feel supported, valued, and empowered during these operational transitions?

I can’t stress enough that I believe that the success of any company comes down to its people. GEBE is no different. My team and I have put much effort into listening to and understanding our employees' concerns. We’ve increased communication across all levels. I meet with the management team regularly, and I’ve had several assemblies to update staff. In addition, I have implemented walk-in Mondays, where any member of the TEAM can schedule a one–on–one with management.

Given our current challenges with the power plant, I have spent a lot of time with the technical crews, and I cannot let this opportunity pass without thanking them for their efforts. The changes on the business's process side and the capital investments planned to transform GEBE into a state-of-the-art utility company will benefit our team and the community.

I want every employee to feel they’re part of GEBE’s transformation. I know it’s rough going now. GEBE is receiving a lot of attention, not all of it positive, but I know, because I have experienced it from the inside, that we are on the right track and that the people, the staff, are the key to our success.

As GEBE has undergone changes, how do you ensure that employees not only adapt but also feel confident in the company's direction and in you as their leader?

In one word TIME.

Trust is built over time. I started a little over two years ago as a temporary manager. I’m not sure too many believed I would still be here. However, I’ve worked hard to earn their trust by being transparent and consistent. I’ve encouraged a culture of open communication where employees feel safe to ask questions and voice their concerns.

I lead by example; I am not just directing from above; I involve the people involved, which has helped promote a sense of confidence in both the company’s direction and in me as a leader.

GEBE needs stability and time to prove it can become a model utility company. The problems the company has faced and the challenges we are currently dealing with did not start with the infamous ‘hack’. It would be easy to blame the past, but I prefer being constructive. We need to improve, and to do that; we are changing.

Looking back on your time as Temporary Manager so far, do you feel more rewarded or regretful? What specific moments stand out to you as defining your leadership?

This has been an interesting two years, but there is more reward than regret. Obviously, there have been challenging moments. The last three months have tested me and every member of the GEBE team. But overall, I’ve seen the positive impact that our work has had. One moment that stands out was when we quickly restarted operations after the second cyber incident. Whereas the incident in March 2022 resulted in business processes coming to months-long stoppage, the second incident was resolved in 3 business days without any data loss. That’s a direct result of remedial actions taken. We were tested and passed that trial by fire, so to speak.

I’m a proud St. Maarten man, and I’m loyal. After experiencing the resilience and dedication of our employees and my advisory team, I cannot give up. They keep me motivated. My goal is to leave behind a company that is not just operationally back on track but also prepared to step into the future. That means a digital transformation and a transition to sustainable power generation. GEBE has a long and proud history, which is a strong foundation. I want GEBE to be known for its integrity, transparency, and commitment to its customers and employees.

It was a team effort that required everyone to step up, and the way our people responded showed me that GEBE is more than capable of rising to any challenge. Another show of resilience was starting operations of the containerized power plant in the middle of a storm warning to help lessen the loss of power generation capacity. GEBE is being tested and will persevere.

Has your vision for GEBE evolved since you started? If so, in what ways, and how has that affected your leadership approach?

Yes. My vision has evolved from merely stabilizing the company to setting it on a path for sustainable growth. In September 2022, my focus was on damage control, but as we progressed, it became clear that GEBE had the potential to become a modern, model utility company. The potential is in the people at GEBE. So, yes, my vision and approach had to shift to a more long-term, strategic leadership style, focusing on promoting innovation and a culture of continuous improvement.

As you look toward the future of GEBE, what do you see as the biggest opportunities and challenges for the company?

Technology and climate change are transforming our world. Therefore, digital transformation, further automation, and transitioning to sustainable power production are the biggest opportunities. GEBE must grab these opportunities to drive efficiency and improve customer service. But nothing is easy, and our challenge will be maintaining momentum. To ensure sustained success, we must learn from past experiences, remain adaptable, and adopt the best technology and governance practices. We must believe in our people and their ability to overcome and grow.

How would you like employees to feel about the future of the company, and what would you say to them to instill confidence in both GEBE’s trajectory and your leadership?

I want our employees to feel optimistic and proud of GEBE's direction. My message to them is simple: We’ve faced some tough times, but we’ve come through them stronger. I believe in their talent and dedication; together, we can build a company that St. Maarten can be proud of. I’m confident we’re on the right path, and I appreciate you.

Tadzio Bervoets: Mitigation efforts needed for escalating

threat of climate change

Rising sea levels pose one of the most immediate and existential threats to coastal nations around the globe, and St Maarten is no exception. In the absence of immediate and meaningful intervention, St. Maarten could be transformed into a shell of its current self, with neighborhoods and businesses washed away and agricultural lands rendered unusable by salinized soil.

Rising seas would also intensify storm surges, amplifying the impact of hurricanes that are already becoming more severe with climate change. These powerful storms, combined with rising waters, threaten to erode St. Maarten’s coastlines, demolish coral reefs, and flood inland areas, turning routine storms into catastrophic events. Inundation of this scale would displace thousands, leaving communities fractured and unable to recover economically or socially.

For St. Maarten to avoid this bleak future, both the government and its people must act decisively. Conservationist Tadzio Bervoets warns that by ignoring this looming threat, St. Maarten risks irreversible damage. This is not a distant threat but an imminent reality—and the time to act is now.

You mention the threat of rising sea levels and the potential for widespread displacement. Can you elaborate on which specific areas of St. Maarten are most at risk of being underwater in the coming years, and what timeframe are we looking at? Specifically, are we at risk of losing the airport and Simpson Bay in the next 30 years?

In 2017, while I was manager of the Nature Foundation, we conducted a comprehensive study assessing the vulnerability of St. Maarten to sea-level rise. The findings were alarming. Critical infrastructure, including in Simpson Bay, where Princess Juliana International Airport is located, as well as Great Bay, Sucker Garden, Cole Bay, and Oyster Pond, are at significant risk. These areas host key tourism, transport, and government facilities, and a sea-level rise of 1 to 5 meters in the next 20 to 50 years could cause widespread flooding and displacement. We are indeed at risk of losing the airport and much of Simpson Bay if no mitigation measures are implemented soon. Without intervention, coastal erosion and inundation could impact the island’s economy and displace thousands of residents, causing immeasurable damage to our way of life.

Barbados and Grenada have taken proactive steps in addressing climate change. What specific obstacles do you think prevent St. Maarten from adopting similar measures? Is it political will, lack of funding, or something else?

The primary obstacle facing St. Maarten is a lack of political will and a lack of understanding at a political level. The sense of urgency around climate change is simply not as present as it should be, even though it is a critical national development issue, not just an environmental one. While all OECS and CARICOM member states, including Barbados and Grenada, have developed climate adaptation and mitigation plans, St. Maarten definitely lags behind the region. I am currently working with nine Caribbean countries in developing climate strategies, and the process starts with integrating climate risks into every sector’s national policies, including tourism, agriculture, and energy. There also needs to be a deeper understanding of the Blue Economy, which focuses on sustainable use of ocean resources for economic growth. As the Blue Economy Lead for the largest Sustainable Blue Economies project in the region, I’ve noticed a gap in comprehension in St. Maarten regarding how the Blue Economy can provide sustainable financial mechanisms to build climate resilience.

Given that much of St. Maarten’s population lives along the coast, how do you see the government addressing the risk of coastal flooding soon? Are there any mitigation efforts in place that you believe could be expanded?

At present, there are some limited mitigation efforts, but they are far from comprehensive. One of the most effective strategies St. Maarten should adopt is ecosystem-based adaptation measures. This includes restoring and preserving mangroves, coral reefs, and our wetlands, which provide natural barriers against coastal flooding. As part of the response strategy developed during my time as the Director of the Dutch Caribbean Nature Alliance , we emphasized the importance of utilizing nature-based solutions to enhance coastal resilience. However, expanding these efforts is crucial. For example, focusing on coral restoration projects can mitigate the effects of warmer waters and bleaching, while also serving as a buffer against storm surges. Additionally, restoring mangroves and other coastal vegetation would help protect low-lying areas prone to flooding, such as Simpson Bay and Great Bay. Additionally, all permitting coming from government must include Environmental, Climate and Social Safeguards for the consideration as to whether or not a permit is given.

Your recent letter to the Editor stresses that climate change isn't just an environmental issue, but an existential threat to the economy. Which economic sectors, in your opinion, are most vulnerable to climate-related disruptions, and how should St. Maarten prioritize safeguarding these industries?

The tourism and marine sectors are the most vulnerable to climate-related disruptions. Rising sea levels, stronger hurricanes, and warmer waters directly threaten St. Maarten’s primary source of revenue—tourism. Hotels, beaches, and ports are at risk of damage from extreme weather events, while increasing temperatures and more frequent blackouts—caused by a strained electricity grid amongst other issues at our utilities company—affect daily operations in tourism facilities. To safeguard these industries, St. Maarten must prioritize building resilient infrastructure that can withstand extreme weather. Additionally, investing in renewable energy sources will help reduce the pressure on our fragile electricity grid while decreasing our carbon footprint. Leveraging data is also crucial for decision-making, ensuring that we base our planning on sound, evidence-driven policies.

You talk about warmer waters and shifting marine ecosystems impacting tourism. How do you see the marine-based tourism industry adapting to these changes? Are there any initiatives you think St. Maarten should adopt to protect this vital sector?

The marine-based tourism industry will need to adapt to the changing ecosystem, particularly in response to coral bleaching and warmer waters. During my time at DCNA, we implemented strategies to address the impacts of climate change on the Dutch Caribbean, including protecting coral reefs. Coral bleaching, fueled by rising temperatures, threatens the biodiversity that draws so many tourists.

St. Maarten should adopt coral restoration projects at a wide-scale and supported as an institutional program from government and not as part of an NGO-driving project, as well as create additional marine protected areas that can act as refuges for marine life. Additionally, beach erosion and loss of access to these areas due to rising sea levels must be addressed through coastal protection measures and developing legislation (not a policy) that accounts for beach access, beach restoration and beach management through the development of EIA laws and the adaptation of the Zoning Plans. Investing in sustainable tourism that prioritizes environmental protection can help maintain the industry’s appeal while preserving the natural resources that fuel it instead of only focusing on increased cruise passengers and increased airlift to the island.

You call for a comprehensive national climate change adaptation and mitigation plan. What would be the most immediate first steps the government should take to create such a plan?

The most immediate step the government should take is conducting a vulnerability assessment. This will identify the areas and sectors most at risk of climate-related impacts, such as sea-level rise and more intense storms. Following that, integrating climate risks into national policies across all sectors—tourism, energy, agriculture, and infrastructure—is crucial to ensure that future development aligns with climate resilience. St. Maarten has participated in regional meetings and given interventions at the UN General Assembly, focusing on sustainability. However, the focus should shift towards action in terms of planning for climate change in a structural and efficient way, using local and regional expertise.

I’m not a fan of relying on The Netherlands to develop our national climate change adaptation strategies since many of them were unaware of the specific impacts of climate change on the Caribbean. This highlights the importance of developing strategies locally and regionally, where there is a better understanding of the challenges we face. I had also advocated for including St. Maarten in Greenpeace’s court case on behalf of the people of Bonaire, but at the time, it was difficult to do so.

So in terms of financing, The Netherlands, as the single largest emitter of greenhouse gases in our Kingdom and a major contributor to climate change, should be financially responsible for paying for the development of our strategies but should absolutely not be involved in developing them. This should go hand in hand with implementing sustainable financial mechanisms as we’ve been doing through the Caribbean Biodiversity Fund, developing blue carbon sequestration schemes for example, something I’ve worked on with CARICOM and OECS. This can provide a sustainable financial stream through carbon credits for ecosystem preservation and resilience projects.

And what long-term strategies?

Long-term strategies include a transition to renewable energy, specifically solar, to reduce reliance on fossil fuels and lower emissions. Expanding ecosystem-based adaptation and blue carbon sequestration initiatives can also provide sustainable financial streams through carbon credits for ecosystem preservation. Furthermore, the government should establish a robust policy framework for climate adaptation that emphasizes cross-sectoral integration, focusing on key areas such as water management, agriculture, and infrastructure resilience. It is also critical to involve private sector stakeholders and international donors to secure the necessary resources for these long-term strategies. But the first step is an adaptation and mitigation plan.

You’ve mentioned the collective hesitation to acknowledge the scale of the climate crisis. What role do you think public education and awareness campaigns should play in addressing this? How can ordinary citizens contribute to climate resilience?

Public education and awareness are essential in addressing the climate crisis. Citizens need to be informed about the risks posed by climate change and the actions they can take to mitigate its impacts. This will not only raise awareness but also foster a culture of responsibility and sustainability. I have always placed a strong emphasis on community involvement, as it is crucial for ensuring the success of any climate adaptation or mitigation plan. In St. Maarten, there is a notable lack of stakeholder consultation and community engagement, which must be addressed to gain buy-in from the population. Ordinary citizens can contribute by supporting ecosystem restoration efforts, reducing their carbon footprints, and advocating for stronger climate policies at the governmental level.

Can MP Darryl York trigger the

evolution of St. Maarten politics?

And will he survive the process?

In a political landscape dominated by party loyalty, some politicians stand out by pledging to vote based on their conscience, even when it might mean challenging party lines. For these leaders, like MP Darryl York, loyalty starts with being true to their beliefs. This can pose challenges in systems where cohesion is critical to political stability, but he argues that prioritizing personal conviction doesn’t have to come at the cost of collaboration or the country’s well-being. Balancing integrity with open communication, he emphasizes that staying grounded in principles, while embracing the input of trusted peers, can foster both progress and unity.

But is it realistic in St. Maarten politics? Will he be able to survive the egos and opportunists that have further eroded plagued the political landscape since 10-10-10? He believes he will. The jury is still out.

You’ve expressed your intention to vote your conscience, even if it means going against party lines. In a system where party loyalty is often expected, how do you reconcile this with the need for political stability in the country?

If I can’t remain loyal to my own beliefs, how can I be truly loyal to anyone or anything else? For me, loyalty starts with being true to myself and the values I stand for along with the values in which the party was built. That said, I understand the importance of political stability, and that requires mutual understanding and collaboration. My conscience may not always lead me to the perfect answer, I don’t claim to have all the answers, but I’m committed to thoroughly exploring all avenues to make informed decisions.

This process includes listening to the opinions of my party and other trusted confidants. I believe that striking the right balance between personal conviction and external input is crucial. It’s about staying grounded in my principles while being open to the perspectives of others.

Ultimately, it’s not about blindly going against party lines, but about finding a blend where I can stay true to myself while still contributing to the greater good and maintaining the stability the country needs. By approaching decisions with both integrity and collaboration, I believe it’s possible to serve both my conscience and the country effectively.

Do you believe that a politician who prioritizes their conscience can realistically survive in St. Maarten’s party-dominated politics?

Yes, I believe a politician who prioritizes their conscience can survive in today’s St. Maarten’s party-dominated politics, though it’s undeniably challenging. The political landscape tends to reward party loyalty and compromises, often at the expense of personal beliefs. Many argue that it’s impossible to succeed without bending to these pressures, but I see it differently.

During my campaign, people said I would need to indulge in the usual mudslinging and politicizing to garner votes. Yet, I proved them wrong by running a campaign based on honesty, transparency, and constructive dialogue. This showed me that there is always room to challenge the norms if you remain committed to your values.

Surviving with a clear conscience requires redefining success in politics. It’s not just about holding onto power but about making a genuine impact and demonstrating that honesty and vision matters. The road may be tough, but I believe that in the end, people respect leaders who stand for what is right, even when it’s not the easy path.

Have you encountered any pressure from within your party or fellow MPs due to your stance? If so, how have you managed these pressures while staying true to your convictions?

Yes, in my very short time in office, I’ve already encountered differences of opinion from within my party and fellow MPs due to my stance. While some members of my faction didn’t fully agree with my approach, they weren’t surprised either. I’ve always been clear about who I am and the type of politician I would be once elected. I never tried to portray myself as someone I’m not, and that consistency has helped manage any initial disagreements.

Staying true to my principles has been my guide in these moments. I made a commitment to the people and to myself to act with honesty, transparency, and accountability, and I intend to follow through on that promise. I believe that as long as I remain consistent and honest about my intentions, even those who may not fully agree will respect where I stand.

Managing these pressures requires balancing conviction with open communication. I’ve found that explaining the reasoning behind my decisions, even when others may not agree, creates an environment of understanding. At the end of the day, I never plan to start compromising my beliefs just to appease others, and I trust that my actions will continue to reflect the politician I promised to be.

As an MP, you are tasked with representing your constituents, but party structures often demand cohesion. How do you see your role in balancing the interests of your voters with the broader legislative agenda that may come from your party?

At the end of the day, I aligned myself with the foundational values on which my party, the National Alliance, was built. If I didn’t believe in those core principles, I wouldn’t have chosen to run with the party. That said, it’s true that both party structures and today’s coalition-opposition dynamics demand a level of cohesion that can sometimes challenge personal beliefs. However, I see my role as one of finding balance—staying true to the interests of my constituents while understanding the necessity of cooperation to achieve broader legislative success.

In modern politics, no single MP’s belief alone can push legislation forward. The reality is that collaboration, even across party lines, is essential. A more inclusive, bipartisan approach is needed now more than ever, and while this may be uncharted territory in terms of political structure, I believe it’s the only way we can deliver real results. Voters today are less interested in empty promises and more focused on tangible outcomes that improve their lives.

My priority is to ensure that the voices of the people I represent are heard and factored into the decision-making process. While I recognize the need for party cohesion, my guiding principle is that the interests of the people must always come first. It’s a delicate balance, but I believe it’s possible to respect both the party’s vision and the needs of the people through open dialogue and a commitment to real progress.

You’ve stated that you will be bipartisan if it benefits the country. How do you define what is best for the country in a highly polarized political environment, and how can we foster a culture where bipartisan efforts are seen as a strength rather than a weakness?

For me, what’s best for the country is anything that pushes the needle forward in a sustainable and responsible way. It’s about real progress that benefits everyone, not just short-term wins or political points. In a polarized environment, it can be tough to agree on what "progress" looks like, but I believe that if we focus on what genuinely improves the lives of the people, we can cut through some of that division.

In St. Maarten, we have a strong "seeing is believing" mentality, and I think that's key to changing perceptions. When people see tangible, positive results that come from bipartisan efforts—whether it’s improved infrastructure, better services, or a stronger economy—they will start to view collaboration not as a weakness but as a strength. Proof of concept matters here, and over time, successful bipartisan action will speak for itself.

Fostering a culture where bipartisan efforts are valued requires not just talking about unity but showing how it works. When we deliver results that benefit the country as a whole, it will gradually shift the mindset from seeing collaboration as compromise to seeing it as a necessary part of real progress.

How do you plan to communicate your voting decisions to the public,

especially in a society where party politics heavily influences the electorate's expectations?

I plan to communicate my voting decisions the same way I’ve always engaged with the public through open, continuous dialogue across various platforms and in different formats. Transparency is key, so it’s not just about explaining why I voted a certain way but also about educating the public on the issues at hand. I believe that when people have the right information, they can form more informed opinions rather than being swayed by party-driven narratives or confusion.

Too often, a lack of information leads to biased opinions, and I’ve seen how the old tactic of "If you can’t convince them, confuse them" is used to manipulate public perception. I want to counter that by being as clear and straightforward as possible, breaking down complex issues so that people understand the reasoning behind my decisions. The more informed the public is, the less susceptible they are to those kinds of tactics.

Ultimately, my goal is to build trust by staying consistent in how I communicate. Whether through social media, or other forms of outreach, I will keep the lines of communication open, ensuring that people understand not just my actions, but the reasoning and values behind them.

Voting with your conscience can often lead to unpopular decisions. How do you plan to manage the inevitable criticism, and what would you say to voters who may feel that you’re abandoning the party platform they supported?

Popular decisions often lead to long-term disappointment, and we’ve seen that play out time and time again with choices made in the past. Leaders need to LEAD, not just following what’s popular or convenient. But to lead effectively, you also need the right people in the right places to form a strong team. Leadership isn’t a solo effort; it requires a collective of dedicated individuals working together to move the country forward.

When it comes to managing criticism, I remind myself that my role is to serve the best interests of the country, not to chase popularity. Criticism is inevitable, but I’m prepared for it. What matters most to me is that, in the end, the results will speak for themselves, and that will keep me grounded during difficult times.

To voters who may feel I’m abandoning the party platform, I would say that my goal is not to turn my back on our shared values. Sometimes, staying true to those values means making tough decisions that may not be popular in the short term but are necessary for real progress. In time, I believe the results of those decisions will prove their worth and show that the focus was always on the greater good.

In a system where party support can be critical for passing legislation and securing initiatives, are you concerned that your stance might isolate you within parliament? How do you plan to navigate those dynamics?

I’m not concerned at all. If my stance ends up isolating me, it will only prove that what many politicians preach isn’t genuine or honest. The people who voted for me because they believed in my message will be the ultimate decision-makers when election time comes around again. I didn’t get into politics to follow the crowd but to make a real difference, and I will continue to do that, no matter the obstacles.

Whether through legislation or other means, I’ll always work to create positive change. If I can’t push initiatives through in the form of laws, then I’ll focus on shifting the culture or driving impactful initiatives outside of legislation. It’s not just about getting bills passed, it’s about changing the way politics is practiced and how MPs are viewed by the public.

My goal goes beyond legislation. I want to help change the perception of what it means to be a member of parliament, showing that we can lead with honesty and accountability, even when it’s not the easy route. That’s the legacy I’m aiming for, and I’m committed to it, regardless of the challenges.

Do you believe that St. Maarten’s political landscape is ready to evolve toward more conscience-driven leadership, and if so, what steps need to be taken to encourage that change both in Parliament and among the electorate?

I wholeheartedly believe that St. Maarten’s political landscape is ready to evolve toward more conscience-driven leadership, whether consciously or unconsciously. But for that to happen, Parliament needs to take the lead by becoming more accountable. If we expect to hold the executive branch accountable, we must first hold ourselves to the same standard. One critical step in that direction is establishing a clear code of conduct with real consequences. Right now, Parliament is a rudderless ship in this regard, and the repeated legal infractions by parliamentarians have tarnished both the seat and the office. This must change if we want to restore trust.

Another important aspect is how Parliament communicates with the public. Right now, there’s no clear image of what it means to be a member of Parliament. We must build that image, give the people something to trust. We need to become more accessible and transparent by dedicating resources toward communication, just like the executive branch has DECOM. Parliament lacks a strong communication arm. Exploring dedicating or sharing resources would be wise.

Why aren't members of Parliament more present on platforms like 107.9, which covers government, mainly ministers? Relying on outdated websites and YouTube videos isn't enough anymore. We need to create an app that serves as a one-stop shop for all things related to Parliament. This would make it easier for the public to access information and stay engaged.

If we want to reshape how the electorate sees us, we have to meet them where they are. Ultimately, it comes down to trust. The people can't trust what they don’t know or understand, and right now, there’s a gap. By being more transparent, accountable, and accessible, we can start building that trust.

Stay Tuned

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