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Women’s Day 2025 Message from Minister of Education, Culture, Youth & Sport for St. Maarten, Melissa D. Gumbs
Doris Nouel, President of the World Association of Women Journalists and Writers - AMMPE
Jennifer Zagers, Steering Telecommunications on Saba
Trending SXM, Janelle and Kimberly
Pooja Asrani, Century 21 Island Realty
Maryteresse Redan, Leading EUTEL into the Future
Judy King, Trailblazer in banking and advocate for change
Mrs. Josette de Randamie, The heart behind hospitality
Scarlet, Turning passion and sacrifice into culinary success
Nathalie Schoenher, A culinary visionary
Laurien Reinders, The doctor with a vision for St. Martin
Kimberly Brown Dort, Court of Guardianship Sint Maarten
As Minister of Education, Culture, Youth & Sport for St. Maarten, I’m honored to have been asked to provide a message for this, the inaugural issue of Caribbean Women of Influence.
Times are more difficult than they have ever been for women of all creeds, ethnicities, orientations and nations. As we look around us on our respective Caribbean islands, we bear witness to the impact of the influence of nationalism
As we approach this International Women’s Day 2025, we celebrate the strength, resilience, and achievements of women in St. Maarten and around the world. Today is a day to honor the trailblazers who have paved the way for progress and to recognize the countless women who continue to inspire, lead, and uplift their communities. It is also a time to recognize that the fight is far from over and that we must use the current global climate as a call to action.
As a woman, as Minister of Education, Culture,Youth & Sport, I am deeply committed to fostering a soci-
Melissa
ety where every girl and woman has access to quality education, opportunities for leadership, community development, and the support needed to reach her full potential. Investing in women and girls is not just a matter of equality and equity; it is a necessity for the development and prosperity of our country. This year’s theme, “For ALL Women: Rights. Equality. Empowerment,” calls upon us all to challenge stereotypes, break barriers, have the difficult conversations and foster environments where women and girls feel valued, heard and empowered. Whether in classrooms, workplaces, sports arenas, or cultural spaces, we must continue to champion inclusivity and fairness, ensuring that no dream is out of reach for the women and girls of St. Maarten.
To all the mothers, daughters, sisters, educators, athletes, cultural advocates, and leaders—thank you for your unwavering dedication and contributions. Let us continue to lift each other up, support one another, and work together to build a future where gender equality is not just an aspiration but a reality.
Happy International Women’s Day!
BY EMILIO CUKIE
When and where was the World Association of Women Journalists and Writers - AMMPE born?
The World Association of Women Journalists and Writers (AMMPE WORLD) was born in Mexico in 1969, founded by journalist and writer Gloria Salas de Calderón, who had the support of more than 34 women. Currently, I am honored to preside over this organization, which holds a World Congress every two years, a meeting that brings together outstanding personalities from the world of journalism, literature and academia.
Throughout our trajectory, we have received the recognition and support of outstanding personalities, such as the former First Lady of the United States, Patricia Nixon; the former Secretary General of the United Nations, U Thant; the former Prime Minister of Israel, Golda Meir; the former President of South Korea, Park Geun-hye; the former President of Chile, Michelle Bachelet; the current President of Chile, Gabriel Boric; the former President of Ecuador and of the OAS, Galo Plaza; and the former Governor of
Puerto Rico, Carlos Romero Barceló. Among others. We are confident that we will have the support of the President of the Dominican Republic, Luis Abinader, to hold the AMMPE WORLD Congress in 2026. Our organization awards prizes, scholarships and recognitions to the journalistic work of our colleagues, and at the end of each Congress, the new world president is elected, who will serve for two years. I was elected president at the Congress held in Punta Arenas, Chile, in 2024.”
What is the main challenge facing women journalists and writers today, and how do you plan to address it as president of AMMPE?
Today, women journalists and writers face multiple challenges, from discrimination, harassment and invisibility, to the lack of opportunities to access positions of importance and leadership within the media.
As president of AMMPE, my goal is to address these challenges in a comprehensive manner, working closely with our members and partners to promote gender equality in journalism and literature, as well as extend the reach of educational and self-improvement opportunities. To promote respect for human rights and their safety at work, and to create a safer environment where women journalists and writers can develop their work freely and without discrimination. One of our objectives is to reach agreements with public and private academic institutions that will allow us to have access to better training.
Do you think that technology and social networks have significantly transformed the scenario of journalism and writing, offering both opportunities and challenges for women in these professions? If so, could you describe them?
I think so. On the one hand, they have created opportunities for journalists and writers to disseminate their work to a wider audience, connecting with other professionals, and other communities, anywhere in the world. Access to enormous and diverse information and digital resources have given them greater efficiency, and not only that, but also greater independence, to give you an example. In terms of challenges, women journalists face online threats, such as hackers, harassment, intimidation, disqualifications, all of them try-
ing to silence them, and this affects their professional work. Despite the advances, we must recognize that inequalities still persist in the access and use of new technologies. From AMMPE, we are working to address these challenges and to promote gender equality and human rights in journalism and literature in the digital era.
What is your vision for AMMPE World in the coming years?
First, to strengthen AMMPE’s existing chapters and expand its presence in countries where it does not yet operate, creating new chapters to achieve greater presence and opportunities for women who are members of this great organization. We want to create a global network of women journalists and writers who can support each other, and promote gender equality in journalism and literature. We also want to create an environment in which women journalists and writers can develop their work independently and
without discrimination. And, as an important priority, to promote academic education and training to improve skills and knowledge.
Could you explain AMMPE’s role in promoting gender equality in journalism and literature, and what achievements has the organization made in this regard?
AMMPE has been a pioneering organization in the promotion of gender equality in journalism and literature. Since its founding in 1969, it has worked tirelessly to narrow that gap and has made numerous advances. Among our most outstanding achievements are the creation of an international network of women journalists and writers, the organization of congresses and events to promote gender equality in journalism and literature, and collaboration with international organizations such as UN Women, the OAS, the IOM, think tanks and universities, creating a dynamic environment that has guaranteed new opportunities that allow for a safe and equitable professional practice.
What plans does AMMPE have for the future, and how do you plan to address the challenges facing women journalists and writers today?
First, we are working to expand our presence in many more countries around the world, to establish new chapters and expand existing ones. We are also working to promote gender equality in journalism and literature in the digital age, and, of course, to address the challenges facing women journalists and writers today. Among our most important objectives are to promote global initiatives, such as the declaration at the UN of a Day of Reflection for children orphaned by femicide and victims of war, the creation of the AMMPE World Award for Excellence in Journalism,
which will recognize the work of outstanding women writers, journalists and students; the creation of a YouTube channel and a digital media to promote the work and objectives of AMMPE; and the organization of the world congress in 2026; which is held every two years in the country that holds the pro tempore presidency, in this case, the Dominican Republic. An event that brings together journalists and writers from all over the world -where we have a chapter-, special guests, and great academic personalities.
What message would you like to send to women journalists and writers around the world, and what advice would you give them to face the challenges they face in their work?
A sincere and strong message: women journalists and writers around the world, you are not alone. AMMPE is here to support you and to open paths that facilitate your empowerment and autonomy, overcoming geographical and cultural barriers, and promoting gender balance in journalism and literature.
I encourage them to keep going, not to give up, and to continue fighting for their rights, for human rights, and for gender equality in all areas. They must ensure that their minds, their words and their creative hands are the vehicle for many stories to be known, that numerous events reach the whole world, that their efforts become tools to support and inspire other colleagues. That when they read each other they coexist as life-transforming elements. They have to make their voices reach those who have voices for us. To be the reproducers of messages and cries of those who have been silenced. No matter how difficult the profession may be, keep going, the day will come when we will be heard. My final advice is to join AMMPE, that in the World Association of Women Journalists and Writers there is a warm place for all of us.
In the rapidly changing communications industry, Jennifer Zagers stands out as a trailblazer. As the Managing Director of Satel N.V., Saba’s premier communications company, Jennifer’s journey is a testament to perseverance, innovation, and breaking barriers in a male-dominated field.
Jennifer’s path to leadership was unconventional, beginning in 1997 as a cashier at UTS, Satel’s management company at the time. Just six months later, she transitioned into the accounting department, where her aptitude and work ethic paved the way for her to become Local Manager by 2001.
In 2003, when Satel assumed full operational responsibilities, Jennifer played a pivotal role in navigating the transition. Despite societal perceptions that leadership roles in technology were “a man’s job,” Jennifer’s deep understanding of the company and her financial expertise positioned her as the natural choice for Managing Director in 2007.
“It wasn’t a role I actively pursued,” she reflects. “The opportunity arose because of my commitment to the
company and my experience across almost every department. I had to overcome doubts about my limited technical knowledge, but my dedication and contributions ultimately spoke for themselves.”
Jennifer has faced unique challenges as one of the first female leaders in the regional communications industry. “Overcoming the mindset of ‘this is how it’s always been done’ was one of the biggest hurdles,” she shares. Jennifer’s approach to leadership often clashed with entrenched norms, requiring resilience and a determination to earn respect in a predominantly male environment.
By introducing innovative financial strategies tailored to Satel’s needs, she ensured the company’s financial independence—a rarity in the region. “We operate
like a private company despite being governmentowned, and this financial independence has been a cornerstone of our success,” she explains.
Jennifer’s leadership style emphasizes collaboration and inclusivity. At Satel, every team member’s input is valued, fostering a sense of ownership and alignment with the company’s goals. “We are a small team, but we work closely to tailor investments and enhance services. Open discussions ensure we stay in tune with customer needs,” she says.
Under Jennifer’s leadership, Satel has become a critical driver of Saba’s digital transformation. From transitioning from dial-up internet to advanced fiber optics, the company now offers the region’s fastest and most affordable residential internet package.
Among her most ambitious projects is the transition of Satel’s terrestrial cable network to an underground infrastructure. “During my tenure as Managing Director, we initiated the transition of our terrestrial cable network to an underground infrastructure. By July 2025, the entire network will be fully underground, making Satel the first company in the region to achieve a 100% underground network,” Jennifer shares with pride.
The upcoming completion of this milestone, alongside the development of an LTE cellular network, and the fiber network installation represents Satel’s commitment to building a resilient, future-proof communications framework. “As Saba embraces digitalization, reliable connectivity is vital for essential services, remote work, and education. We are committed to meeting the island’s growing demands,” she emphasizes.
For Jennifer, balancing Satel’s legacy with the demands of modern communications has been a rewarding challenge. “We may be the smallest company in the market, but we pride ourselves on delivering reliable and cost-effective services. Our focus is on quality over speed in decision-making, ensuring our offerings remain sustainable and scalable,” she explains.
As a single parent, caregiver, and community leader, Jennifer embodies resilience and balance. Her involvement in Saba’s Catholic Church and her love for her rescue pets are grounding forces amid her demanding career.
Her advice to aspiring female leaders is simple yet powerful: “Stand firm in your convictions and challenge the status quo. Women are just as capable as men in every aspect of these industries. Never let outdated stereotypes hold you back.”
Looking to the future, Jennifer envisions Satel continuing to evolve with technological advancements, striving for excellence while maintaining its personal touch. “I hope to be remembered for transforming Satel into a company of strength and innovation,” she says. “But more importantly, I want to inspire other women to embrace their potential and lead with conviction. There’s no limit to what a woman can achieve.”
Jennifer Zagers’ story is a beacon of empowerment, demonstrating how vision, determination, and an unwavering commitment to progress can leave a lasting legacy. In the ever-changing landscape of communications, Jennifer’s influence reaches far beyond the borders of Saba, inspiring women and future leaders across industries.
The world of media, marketing, and production is ever-changing, but few journeys are as inspiring as that of Janelle and Kimberly, the powerhouse duo behind Trending SXM—now officially Trending Worldwide N.V. Their journey from a spontaneous conversation to building one of Sint Maarten’s most impactful creative agencies is not only inspiring but also a testament to the power of bold ideas, fearless execution, and unwavering partnership.
Trending SXM was born from a chance conversation
between two colleagues who saw a gap in the Caribbean market for creative, strategic marketing solutions. Within just 45 minutes, Janelle and Kimberly turned their shared vision into a reality, launching their very first project: “Dare to Work.” This unique web series blended education and entertainment, showcasing businesses across Sint Maarten through the duo’s creative lens as they took on various employee roles. It was a bold start that set the tone for everything that would follow.
“Being women in business significantly shaped our vision,” they share. “We leaned into our natural ability to build meaningful relationships, ensuring our approach was not only creative but also empathetic and relationship-driven.” This foundation of trust and collaboration has been a key ingredient in their success. Despite their rapid rise, Janelle and Kimberly are candid about the challenges they’ve faced as women entrepreneurs. “There have been moments when we’ve had to work harder than men to earn the respect we deserve,” they acknowledge. “But we’ve been fortunate that Sint Maarten’s business landscape hasn’t presented these hurdles as often as we might expect elsewhere.”
Their strategy for overcoming these challenges? Letting their work speak for itself. “We’ve built a reputation based on the quality of our results, transcending gender stereotypes,” they explain. “And having a strong, supportive business partner makes all the difference. Together, we push through obstacles with creativity, strategy, and leadership.”
As women leaders, Janelle and Kimberly are passionate about inspiring others to step into leadership roles or pursue entrepreneurial ventures. “Our journey proves that you don’t need years of preparation to start—you just need an idea, a plan, and the courage to act,” they emphasize.
One of their standout initiatives is the creation of the rap song “Woman King,” which celebrates female empowerment. “We wanted to uplift girls and women on Sint Maarten and beyond to be their most authentic selves,” they say. By continuously pushing boundaries and embracing creative challenges, they hope to show women that bold steps can lead to incredible outcomes.
Janelle and Kimberly’s approach to business is deeply rooted in building relationships. “As women, we bring a unique perspective to how we connect with clients. We focus on understanding their stories, challenges, and dreams,” they share. This relationship-driven approach has earned them the nickname “The Dynamic Marketing Duo,” a title they wear with pride.
Their ability to listen, collaborate, and build trust ensures their clients feel seen, heard, and valued. “We
don’t just create marketing strategies—we build relationships that inspire confidence and deliver results,” they say.
As co-leaders, Janelle and Kimberly’s partnership is built on trust, communication, and mutual respect. “We lead with empathy, understanding that everyone needs a vision and strategy they can believe in,” they explain. By fostering strong relationships within their team, they’ve created an environment where creativity thrives and staff turnover remains low.
“Our leadership style is rooted in a woman’s innate ability to nurture,” they add. “We invest time in understanding our team members’ goals and challenges, which motivates them to go the extra mile for the vision we share.”
In an industry where women’s representation often falls short, Janelle and Kimberly are intentional about elevating female voices. “We’re selective about the projects we take on, ensuring that they uplift rather than tear down,” they note. “From styling to pep talks
before stepping in front of the camera, we truly enjoy helping women embrace their power.”
Their company currently boasts an all-female team, a reflection of their commitment to creating opportunities for talented women. “As we grow, we’ll continue to ensure our work environment is a safe space where voices are heard and valued,” they affirm. Juggling business ownership with personal responsibilities is no easy feat, but Janelle and Kimberly prioritize structure and boundaries. “We’ve learned that setting clear schedules, delegating effectively, and knowing when to pause and recharge are critical for success,” they share.
Their advice for other women navigating this challenge? “Don’t be afraid to ask for help, set boundaries to protect your time, and remember that self-care isn’t a luxury—it’s a necessity.”
Trending SXM is more than a marketing agency; it’s a platform for empowerment. From their yearly Women’s Empowerment Projects to grants for women-led
businesses, Janelle and Kimberly are committed to lifting others as they climb.
“We believe in collaboration over competition,” they say. “Whether through campaigns, content creation, or networking events, we’re intentional about shining a spotlight on women’s contributions to the business world.”
The future is bright for Trending SXM. “Our long-term goal is to expand globally, positioning ourselves as the go-to creative marketing agency for Caribbean and international brands,” they share. Along the way, they plan to create more opportunities for women in media and marketing, ensuring their voices are amplified. Janelle and Kimberly’s philosophy is simple yet powerful: “The table is big enough for all of us to have a seat and for all of us to eat together.” It’s a vision of inclusivity, collaboration, and shared success that will undoubtedly leave a lasting impact on Sint Maarten and beyond.
In their own words: “If we can do it, so can you.”
Amid the vibrant rhythms of Caribbean real estate, where stunning properties meet dreams of paradise, Pooja Asrani has emerged as a powerhouse of influence and grace. As a manager at Century 21 Island Realty on the vibrant island of Sint Maarten, Pooja is not just building a career—she’s cultivating a legacy. Her story is one of passion, perseverance, and profound inspiration drawn from a remarkable role model: her mother, Ritika Asrani.
“I grew up watching my mother navigate the complex world of real estate with unparalleled professionalism and compassion,” Pooja shares with a heartfelt smile. For over 25 years, Ritika Asrani, the head broker of Century 21 Island Realty, has been a trailblazer, earning the trust of her clients and colleagues while setting a gold standard in the industry. “She taught me that integrity and empathy are the cornerstones of success,” Pooja adds. Those lessons have become the bedrock of Pooja’s own approach, inspiring her to follow in her mother’s footsteps with the same unwavering commitment.
Breaking into the real estate industry wasn’t without challenges for Pooja. “I faced scepticism and had to work hard to prove my expertise,” she recalls. How-
ever, she never let doubt define her journey. Armed with a relentless drive to succeed, Pooja committed herself to learning and excelling, letting her results speak louder than any prejudice. Today, she is known not only for her deep knowledge of the market but also for the empathy and attention to detail that distinguish her as a realtor.
Pooja describes the fulfillment she finds in her work with heartfelt clarity. “Each transaction is an opportunity to make a meaningful impact on someone’s life,” she explains. Whether it’s securing a dream beachfront property or helping a family find their forever home, Pooja thrives on creating moments of joy and satisfaction for her clients. “Seeing the happiness on their faces reminds me why I chose this career—it’s truly rewarding.”
Being part of Century 21 has provided Pooja with the tools to stay ahead in a competitive market. “The resources we have access to—from cutting-edge marketing strategies to advanced technology platforms— allow us to offer exceptional service,” she says. But what sets her apart isn’t just the resources at her disposal; it’s the personalized care she brings to every interaction.
“Our office operates as a one-stop shop for clients,” Pooja explains. From financing and appraisals to notary procedures and after-sales support, she ensures that every client’s journey is seamless. It’s this holistic, client-first approach that has helped Pooja build long-lasting relationships rooted in trust and satisfaction.
As a mentor to aspiring women realtors at Century 21, Pooja is passionate about creating opportunities for others to succeed. “I offer guidance on everything from effective communication to work-life balance,” she says. She believes in fostering a culture of encouragement and growth, celebrating achievements big and small. Her goal is to inspire women to push beyond their limits, proving that the real estate industry is a space where they can thrive and lead.
Pooja is also deeply involved in community initiatives, including housing outreach programs. Helping families transition into affordable housing, she provides essential support and resources, ensuring they have the stability they need to build better futures. “It’s incredibly rewarding to see how a new home can transform a family’s life,” she reflects.
Maintaining a balance between her demanding career and personal life has been one of Pooja’s greatest challenges. “It took me years to learn how to separate the two,” she admits candidly. Now, she prioritizes her well-being, dedicating time to activities that nourish her mind and body, from working out to exploring hobbies like hiking and reading.
Her mornings are her sanctuary. Rising at 4 a.m., Pooja begins her day in tranquility, a habit that keeps her focused and energized. “Those early hours are my
most productive, allowing me to prepare mentally and physically for the day ahead,” she says.
Pooja’s vision for the future is as ambitious as it is inspiring. Professionally, she aims to expand her impact by helping more clients achieve their property goals and mentoring the next generation of real estate leaders. Personally, she seeks to deepen her engagement in community projects and continue her journey of personal growth.
When asked about the evolving role of women in real estate, Pooja’s response is brimming with optimism. “The next decade will see women breaking barriers and driving innovation like never before,” she predicts. She believes that diverse teams and inclusive workplaces will create new opportunities for women to step into influential roles, bringing fresh perspectives to the industry.
As Pooja reflects on her journey, one theme stands out: the desire to honor her mother’s legacy while building her own. “I want to be remembered as someone who brought integrity, empathy, and excellence to every interaction,” she says. By upholding the values her mother instilled in her, Pooja is ensuring that the foundation of Century 21 Island Realty remains strong for generations to come.
Pooja’s story is a testament to the power of resilience, mentorship, and a passion for making a difference. She is not just shaping the future of real estate on Sint Maarten—she’s inspiring others to dream big and pursue their own paths with courage and conviction.
In a world where constant connectivity is the norm, small, remote islands face unique challenges in meeting the demands of modern telecommunications. On St. Eustatius, EUTEL, founded in 1976, has been the unsung hero in bringing the island into the digital age. Initially focused on basic phone and telegraph services, EUTEL has since transformed itself into a leader in high-speed digital connectivity, addressing the island’s evolving needs. But this transformation didn’t happen overnight, nor did it happen without determined leadership.Today, the company is led by the driven and innovative director Ms. Maryteresse Redan, a woman who believes wholeheartedly in EUTEL’s mission and in uplifting her community through connectivity.
For Ms. Redan, leading the only telecommunications provider on St. Eustatius comes with responsibilities that go far beyond the technical. She holds the unique role of ensuring that the island, despite its remote location, has internet and telecommunications capabilities on par with any modern society. However, her journey to the top wasn’t without its hurdles. As she puts it, overcoming the fear of failure and proving herself in a male-dominated industry were among her most challenging barriers.
For young women in the Caribbean aiming to break similar barriers, Ms. Redan’s advice is straightforward: invest in yourself. “Confidence is everything,” she says, “and so is education. This combination empowers you to overcome any challenge and opens doors to limitless possibilities.” Her own career has been shaped by continually seeking growth, not only through educational opportunities but also by honing her leadership skills and working with a supportive, goal-oriented team.
EUTEL’s mission has evolved dramatically since its founding. In the early days, EUTEL focused primarily on providing reliable phone services, a lifeline that connected residents and businesses with the outside world. But with the increasing demand for internet and mobile services, the company has expanded its offerings to include high-speed broadband and mobile connectivity. For Ms. Redan, every new step is an opportunity to bring the island closer to the world, ensuring that residents of St. Eustatius have access to the digital tools necessary for education, work, and personal development.
Through persistent upgrades, EUTEL has introduced fiber-optic technology on the island, offering faster, more reliable internet than ever before. Ms. Redan is proud of these advancements, which she believes are instrumental in supporting the community’s future growth and opportunities for the island’s businesses. Feedback from the community is crucial for Ms. Redan, who emphasizes the importance of addressing the public’s concerns and expectations. Residents have been vocal about both the progress EUTEL has made and the need for continued improvements, particularly when it comes to reducing network downtime and improving internet speeds. Ms. Redan takes this feedback to heart, striving to meet the growing demands for faster, more reliable service. With each piece of feedback, EUTEL looks for ways to make its services more competitive, and customer service is always top of mind.
“One of the most exciting parts of my job,” she says, “is working with my loyal and dependable team, who are all committed to delivering reliable service and meeting customer expectations. Satisfied customers are our greatest achievement.” To that end, EUTEL has been proactive in communicating transparently about service issues, keeping customers informed and striving to ensure minimal disruption.
EUTEL’s success is rooted in a commitment to modern infrastructure and a strategy focused on technological upgrades. The island’s geography and frequent exposure to severe weather present specific challenges, but EUTEL has invested in a resilient network that can withstand environmental disruptions. With redundancy measures in place, including backup power systems and strategic equipment placements, the company has safeguarded its services against potential outages.
Looking forward, EUTEL has ambitious plans to expand its fiber-optic network, exploring 5G technology, and considering the potential of IoT applications that could support tourism, education, and environmental initiatives on the island. However, for Ms. Redan, it isn’t just about introducing new technologies—it’s about making them accessible and relevant to the needs of the community.
By building a knowledgeable and skilled team through
continuous training and development programs, EUTEL ensures that its services remain top-notch. Training is not only an investment in the company’s future but also in the community’s growth. Skilled local employees mean that EUTEL relies less on external resources, helping reduce costs and support the local economy. “I believe in my team and in empowering them with the skills to keep EUTEL competitive and reliable,” Ms. Redan says.
As the sole telecommunications provider on St. Eustatius, EUTEL’s role in the local economy is substantial. Not only does it create direct employment opportunities, but it also fosters job creation in related fields, including IT services and construction. Ms. Redan is proud of this aspect of EUTEL’s impact, seeing it as a key component of the island’s economic resilience. Moreover, reliable telecommunications make it possible for businesses to connect with clients worldwide, supporting local entrepreneurs, tourism, and even remote work.
Ms. Redan believes that EUTEL’s impact on the local economy is a testament to the power of connectivity. “A reliable internet isn’t just about technology—it’s about empowering our island to grow and to thrive,” she emphasizes. By facilitating remote work, educational resources, and entrepreneurial opportunities, EUTEL helps make St. Eustatius an appealing place to live and work, creating a future where residents have more options than ever before.
As the leader of EUTEL, Ms. Redan embodies a powerful combination of influence and community-centered values. Her vision goes beyond just keeping the island connected; it’s about empowering every resident with the tools they need to succeed in an increasingly digital world. Her journey is a story of resilience and vision, inspiring women across the Caribbean to pursue their dreams and make a lasting impact in their communities.
For the young women of the Caribbean, Ms. Redan offers a final piece of advice: “Set goals, find mentors, build a great team, and believe in your ability to lead.” With her sights set firmly on the future, she continues to lead EUTEL in its mission to keep St. Eustatius connected, prosperous, and ready for whatever comes next.
The world of banking is evolving, and Judy King, Country Manager of Orco Bank N.V. Sint Maarten, stands as a testament to this transformation. With over 36 years of dedicated service in the financial sector, Judy has shaped the Caribbean’s banking landscape through her visionary leadership, innovative mindset, and commitment to fostering excellence. Her journey exemplifies the power of perseverance and the impact of meaningful leadership in driving progress within the industry.
Her journey began in 1988 at The Bank of Nova Scotia in Sint Maarten. Fresh-faced and eager, she quickly recognized the challenges of navigating a male-dominated field. Determined to succeed, Judy worked tirelessly, honing her skills and building a reputation for reliability and innovation. In 1995, her career took her to Trinidad, where she expanded her expertise across various departments, shaping her into the versatile leader she is today.
role, she recalls, was particularly fulfilling as it allowed her to help residents achieve their dream of homeownership. Under the mentorship of two senior leaders, Judy climbed the ranks, holding supervisory and management roles that tested her leadership skills and strategic thinking.
By 2003, Judy returned to Sint Maarten to join RBTT (later RBC) as a Retail Loan Officer. This
Her defining moment came in 2022 when she was appointed Country Manager at Orco Bank Sint Maarten. In this esteemed position, Judy oversees all facets
of the bank’s operations, steering it toward growth while fostering a culture of collaboration. “This role represents a personal and professional triumph,” she shares, “and it’s a testament to the power of determination and vision.”
Judy’s leadership style is as dynamic as it is inclusive. She describes it as collaborative, emphasizing open communication and shared goals.“I believe in fostering an environment where team members feel valued and empowered to share their ideas,” she explains.
This approach has been instrumental in inspiring her team. Judy sets clear goals and ensures that everyone understands their role in achieving them. She also prioritizes celebrating successes, big or small, to boost morale and encourage a sense of ownership.
One of the unique challenges Judy has faced as a woman in a senior leadership role is balancing assertiveness with approachability. “As women leaders, we can sometimes be perceived differently than our male counterparts,” she reflects. To navigate this, she has leaned on transparency and open communication, fostering trust within her team while standing firm on critical issues.
Judy’s career is marked by her ability to break barriers. She has excelled in an industry often perceived as inaccessible to women, and her journey has paved the way for others. Yet, success hasn’t come without its challenges.
“The most significant challenge has been maintaining work-life balance,” Judy admits. The demands of the banking industry often blurred the lines between her professional and personal life. Over time, she developed strategies to prioritize self-care and assert boundaries, ensuring she could excel at work without compromising her well-being.
Another challenge has been leading diverse teams. Managing individuals with varying perspectives and experiences has sometimes led to communication barriers. To overcome this, Judy has fostered an inclusive environment where constructive feedback and collaboration are encouraged.
As a leader in the banking industry, Judy is acutely aware of its evolving landscape. “Digital transformation is one of the most pressing issues,” she notes, highlighting the increasing demand for seamless, technologydriven banking experiences. Judy sees opportunities in this shift, particularly in the Caribbean, where embracing technology can enhance accessibility, resilience, and compliance.
In her role at Orco Bank, Judy has championed several initiatives to address these challenges. From supporting financial literacy programs to sponsoring local sports teams and engaging in community service, she ensures the bank remains a positive influence on employees and the wider community.
“Diversity in leadership is crucial,” Judy emphasizes. “Promoting capable women into leadership roles can lead to more inclusive policies and practices. Different perspectives drive innovation and address the needs of a broader customer base.”
For young women looking to follow in her footsteps, Judy offers sage advice. “Pursue education and continuous learning,” she says, emphasizing that knowledge is key in the ever-evolving banking sector. She also advocates for networking, resilience, and confidence. “Find mentors who can guide you through your career journey,” she suggests. “Take on challenging projects, believe in your abilities, and never hesitate to assert your ideas.”
Looking ahead, Judy envisions a brighter future for women in banking. She predicts increased representa-
tion in leadership roles, driven by initiatives like mentorship programs and leadership training. “The evolution of women’s roles in banking will lead to a more equitable and innovative industry,” she says.
When asked about her legacy, Judy is reflective. “I want to be remembered as someone who brought integrity, empathy, and excellence to every interaction,” she shares. Her journey is a testament to breaking barriers, championing inclusivity, and leading with purpose.
From her early days at The Bank of Nova Scotia to her current role as Country Manager at Orco Bank, Judy King has redefined what it means to lead in the financial sector. She is not just a trailblazer but also a beacon of inspiration for the next generation of women leaders, proving that with determination and vision, the glass ceiling can indeed be shattered.
The Paradise Inn stands as a beacon of comfort, warmth, and community—a reflection of the incredible woman behind it, Mrs. Josette Randamie-Dormoy. Her journey from a budding hospitality professional to a revered business owner is nothing short of inspiring.
Josette’s passion for hospitality began at The Tamarind Guest House, where she got her first taste of the industry. “Working there was my initial exposure to hospitality, and it truly inspired me to start my own business,” she recalls. It was here that she realized her talent for creating welcoming spaces for guests. Fueled by a desire to offer something unique, she established The Paradise Inn, infusing it with her personal touch and a deep passion for service.
Navigating the male-dominated hospitality industry was not without its hurdles. “I’ve faced the challenge of having to fight for everything I needed,” Josette admits. From earning respect to accessing resources, every step demanded resilience and determination.
Her intuition and unyielding spirit became her guiding stars. “Setbacks didn’t discourage me. I stayed strong and adapted to overcome obstacles,” she says, reflecting on her journey.
Josette’s hands-on approach to leadership has been instrumental in shaping The Paradise Inn’s success. “Some might call it micromanaging, but I believe in staying involved to ensure that nothing is overlooked,” she explains. Her meticulous attention to detail and commitment to quality have earned The Paradise Inn a stellar reputation. By fostering a culture of accountability and excellence, Josette has created a space where both her team and guests feel valued.
When she first envisioned The Paradise Inn, Josette aimed to create a cozy bed-and-bath establishment that offered affordable, welcoming accommodations for travelers. Over the years, as guest expectations and economic conditions shifted, she adapted her approach. New services and features were introduced, but the core principles of affordability, comfort, and community remained unchanged. “The evolution of the business has been a rewarding journey of learning and growth,” she shares.
For Josette, community involvement is more than a business initiative; it’s a deeply held value. The Paradise Inn contributes to local sports organizations and makes regular donations to support the island’s development. “Being part of the island community is not just important to me—it’s essential,” she emphasizes. By maintaining affordable rates and engaging with neighbors, Josette ensures that The Paradise Inn remains a vital part of the local fabric.
While Josette does not run formal programs, she is passionate about mentoring and motivating young people, especially women. “Sharing my experiences and encouraging them to pursue their dreams is something I’m deeply passionate about,” she says. As a role model, she hopes to inspire others through her story, proving that perseverance and hard work can overcome even the toughest challenges.
The Paradise Inn’s exceptional location, cleanliness, and friendly ambiance make it a standout choice among travelers. “Every detail is carefully thought out to ensure our guests feel comfortable and valued,”
Josette says. The dedication of her team and the personalized service they provide create a hospitality experience that leaves lasting impressions. “Hospitality is about more than just providing a place to stay—it’s about creating lasting memories,” she affirms.
Balancing the demands of running a business with personal responsibilities has been challenging, but Josette has mastered the art of time management. “Sticking to a schedule and prioritizing what matters most has helped me maintain a balance,” she explains. Her ability to stay organized and focused allows her to succeed both professionally and personally.
For women looking to break into entrepreneurship, especially in male-dominated industries, Josette offers sage advice: “Don’t be afraid to venture out and take risks. Believe in yourself, stay resilient, and trust your intuition.” She encourages women to embrace chal-
lenges as opportunities for growth, reminding them that the rewards of pursuing their dreams are well worth the effort.
As she contemplates the future, Josette is considering retirement and possibly selling The Paradise Inn. “If my children decide to carry on the legacy, I would gladly hand over the reins,” she says. Regardless of the path forward, her hope is that The Paradise Inn continues to thrive and uphold the values she has instilled.
When asked about the legacy she hopes to leave, Josette’s response is heartfelt. “I want to inspire others to believe in themselves and pursue their dreams, no matter the obstacles,” she says. Her motto, “Reach for
the stars,” encapsulates her journey and the message she hopes to impart. “I want to be remembered as someone who made a difference—not just through my business, but by uplifting others and contributing to the community.”
Josette’s journey is a powerful testament to the impact of perseverance, resilience, and passion. From her humble beginnings to becoming a beacon of hospitality on the island, her story is one of inspiration. For women everywhere, her achievements underscore the truth that with hard work and determination, anything is possible. As she reflects on her journey, Josette’s hope is simple yet profound: to inspire others to dream big and reach for the stars.
The demanding realm of restaurants, marked by long hours and relentless challenges, sets the stage for one woman’s extraordinary journey of perseverance, sacrifice, and passion. Meet Scarlet, a culinary entrepreneur in Sint Maarten who built her dream restaurant from the ground up, proving that determination and grit can turn obstacles into stepping stones.
Born and raised in Santo Domingo, Scarlet began her career as a secretary for a senator while studying Journalism and Advertising. Her life took a turn when she decided to join her mother and brother in Sint Maarten, leaving behind her career to support her family. Starting fresh in a new country, she found work at a restaurant in the vibrant area of Maho, where she met her now-husband, Davide Zagami, a talented chef working as a personal chef for Mr. Spadaro and the executive chef at the then-Maho Hotel, now Sonesta. Their shared love for the culinary arts laid the foundation for their next chapter: opening their own restau-
rant. “We decided to start from scratch,” Scarlet says. But the path to entrepreneurship was anything but easy. The couple worked tirelessly, with no days off, dedicating themselves to building their dream. “You have to sacrifice having a normal life,” she explains. “No Christmas, no parties—only seizing opportunities when they come.”
Despite the challenges, Scarlet refused to let societal perceptions hold her back. “People often call me ‘the wife of the owner,’” she says. “You have to be assertive to make it clear that you’re an integral part of the hard work and the process.” She attributes her resilience to her faith, stating, “In difficult times, it is God who has helped me endure and move forward.” For Scarlet, success in the restaurant industry isn’t just about making money. “It’s about providing equal service to everyone,” she says. “At the end of the day, customers are a crucial part of your progress, and many even become your friends.” Her commitment to quality service and her ability to form meaningful
connections have been instrumental in her restaurant’s success.
But her ambitions extend beyond her own business. Scarlet dreams of creating opportunities for local talent on the island. “I would love to see more structured ways to teach and prepare people in this industry,” she shares. “We need more local staff who are truly prepared and passionate about working with love and responsibility.” She believes in fostering teamwork, emphasizing the importance of collaboration over competition in the workplace.
To women aspiring to enter the restaurant industry, Scarlet offers candid advice: “This is a full-time commitment. Sacrifice, passion, and a genuine love for what you do are essential. It’s not just about making money—it’s about the joy of providing service and seeing the fruits of your labor.”
Scarlet’s story is a reminder that success requires hard work, resilience, and a willingness to embrace challenges. Her journey is not just about building a restaurant but about creating a legacy of love, service, and community in the heart of Sint Maarten.
In the vibrant heart of Porto Cupecoy, Nathalie Schoenher has created a space where flavors and community converge. After working 15 years at the prestigious hotel La Samanna, Nathalie brings more than just exceptional dishes to the table; she offers an experience deeply rooted in her multicultural upbringing, her passion for hos-
pitality, and her resilience as a leader in the restaurant industry.
Nathalie’s journey to becoming a restaurateur began in her childhood as a self-proclaimed “military brat,” moving every three years across different countries. These experiences exposed her to diverse cultures
and cuisines, instilling a lifelong love for the communal and celebratory nature of food. Growing up with a German mother and a French father, her household was a vibrant intersection of culinary traditions. Family meals were a blend of artistry and storytelling, inspiring her to see food as more than sustenance—it was a way to connect.
At home, Nathalie learned early lessons in hospitality. Her parents frequently hosted distinguished guests, and despite having staff to assist, Nathalie took responsibility for table settings and menu planning. These moments taught her the power of presentation and the ability of a meal to foster connection and honor.
Later, in France, family gatherings at her grandparents’ home further cemented her passion. Her grandmother’s expansive kitchen was the hub of joyous cooking sessions with her cousins, where they sang and learned the art of French cuisine together. “Those happy times in my grandmother’s kitchen taught me the true meaning of hospitality,” Nathalie shares. “Today, I aim to recreate that same warmth and joy for every guest at Rendez-Vous Lounge.”
Entering the restaurant industry as a woman wasn’t without its challenges. At just 25 years old, Nathalie
found herself managing a team of seasoned male maître d’s who initially doubted her abilities. Rather than being deterred, she saw this as an opportunity to prove herself.
Her strategy? Leading by example with enthusiasm and efficiency, earning her the nickname “Bip Bip,” after the cartoon Road Runner. Recognizing the value of her team’s experience, Nathalie fostered a collaborative environment. By respecting their expertise and showing a willingness to learn, she built mutual trust and laid the groundwork for strong teamwork. This experience taught her valuable lessons about leadership: navigating generational differences, fostering respect, and leveraging team strengths.
Nathalie’s vision for her restaurant was shaped by her time at Disney in Florida, where she worked in a bakery and learned the art of maximizing space, efficiency, and creativity. Meeting legendary chefs like Gaston Lenôtre and Paul Bocuse deepened her understanding of balancing gastronomic excellence with practical business strategies.
“I always knew I wanted to open a small brasserie
with a bakery-style charm,” Nathalie recalls. Inspired by her Disney experience, she designed Rendez-Vous Lounge to be a cozy yet dynamic space, offering a well-rounded dining experience. Over the years, the restaurant has grown from serving gelato and pastries to offering three distinct menus: breakfast, lunch, and dinner.
The evolution hasn’t always been straightforward.“We initially avoided fried foods,” she says, “but customer demand made us rethink our approach. Adapting to trends and customer preferences is key to staying relevant.” From introducing tapas for student patrons to hosting sushi nights when there was no local Chinese restaurant, Nathalie’s adaptability has been a cornerstone of the restaurant’s success.
The restaurant industry is demanding, and Nathalie is no stranger to its challenges. The opening of Euro Disney marked one of the most intense yet rewarding periods of her career. Working 18-hour days with barely any time off, she thrived on the adrenaline of creating something extraordinary. “It was an unforgettable adventure,” she says. “The experience taught me the value of pushing through challenges and embracing creativity on a grand scale.”
Closer to home, natural disasters like Hurricane Irma and global crises like COVID-19 tested Nathalie’s resilience. She credits adaptability as the key to survival. “Running a restaurant is like life—it changes every day. If you don’t adapt, you’re finished.”
For Nathalie, leadership is about flexibility, resilience, endurance, and passion. “You have to be willing to pivot and try new things,” she explains. “Resilience carries you through setbacks, and endurance keeps you
going through long, demanding days.” But above all, it’s passion that fuels her work.
Her leadership style emphasizes positivity and inclusivity. She believes the energy behind the scenes directly impacts the guest experience. “If there’s tension in the team, guests will feel it,” she says. By fostering a harmonious environment, Nathalie ensures that Rendez-Vous Lounge is a welcoming space for everyone. As a woman entrepreneur, Nathalie is deeply aware of her influence. “Women bring a unique balance of strength and emotional intelligence to leadership,” she says. “I hope to inspire other women to lead authentically and break down barriers in male-dominated industries.”
She encourages aspiring female leaders to believe in themselves, be resilient, and live their passion. “Confidence is key. Trust in your abilities and your vision. Surround yourself with mentors and peers who uplift you, and never hold back.”
Rendez-Vous Lounge isn’t just a restaurant; it’s a community hub. From hosting jazz lunches that attract devoted followings to providing a welcoming space for locals and tourists alike, Nathalie’s establishment embodies the spirit of connection. “The local community has been our lifeline, especially during tough times like COVID. Without their support, we wouldn’t have made it through.”
Looking ahead, Nathalie sees women playing a pivotal role in the evolution of the restaurant industry. “The future is moving towards sustainability and healthier dining options. Women bring innovation and an understanding of the emotional and cultural connections people have with food, making them uniquely suited to lead this change.”
For Nathalie, success isn’t measured in financial terms. “It’s about being happy in your work and creating joy for others. At the end of the day, you’re working for your team, your guests, and your community. If you can find happiness in the process, that’s true success.”
Through her passion, resilience, and dedication to community, Nathalie Schoenher has not only built a thriving restaurant but also a space where people come together to celebrate life, one meal at a time.
Imagine trading the chill of the Netherlands for the sun-soaked shores of St. Martin, not for a vacation but to embrace a calling that blends professional ambition with a love for community. Meet Dr. Laurien Reinders, a family doctor with a global perspective and a heart firmly rooted in the Caribbean.
Dr. Reinders’ story begins in Rotterdam in 2000, where she embarked on her medical journey. By 2008, she had become a doctor, diving headfirst into international healthcare with organizations like Médecins Sans Frontières (Doctors Without Borders). Her work in Congo and the Central African Republic was as fulfilling as it was challenging, navigating dangerous terrains and overwhelming humanitarian crises. But even amidst the chaos, she discovered her resilience and passion for making a difference.
After her international stint, Laurien returned to the Netherlands to specialize in family medicine. Yet, the wanderlust and drive to help didn’t wane. From Nepal to Greece, she continued volunteering, combining her medical expertise with a sense of adventure. It was this mix of grit and global experience that eventually led her to St. Martin.
In 2020, amid the global upheaval of COVID-19, Laurien and her family sought a better quality of life. Initially landing in Aruba, fate soon called them to St. Martin, where Laurien took over a bustling clinic on Bush Road. Today, her clinic serves 4,000 to 5,000 patients, offering a blend of tropical and family medicine
that mirrors the island’s diversity.
“The island is like a mosaic,” Laurien shares, describing St. Martin’s multicultural essence. Her clinic, staffed predominantly by women, embodies this spirit. Nurses not only manage administrative tasks but also perform medical procedures, creating a nurturing yet efficient environment.
Laurien’s commitment to empowering women extends beyond her clinic walls. She’s a staunch advocate for education and professional growth, providing her team with opportunities to attend conferences and upskill. Her future plans include focusing on sexual health, addressing issues of body autonomy, protection, and education.
“Women need to feel they have control over their bodies and health,” Laurien emphasizes, reflecting her mission to foster a community where knowledge is power.
Running a clinic in paradise isn’t all sunshine and palm trees. Laurien navigates a maze of bureaucratic hurdles, including annual paperwork to maintain her medical license. Financially, purchasing the clinic was a significant investment, but Laurien’s long-term vision keeps her grounded.
Social challenges, like the high prevalence of single motherhood and sexual violence, add layers to her work. Yet, Laurien’s approach is pragmatic and hope-
ful. She tackles these issues with education, preventative care, and a deep-seated belief in the power of community.
Looking ahead, Laurien dreams of leaving a legacy centered on preventative healthcare and holistic well-being. She’s passionate about lifestyle changes—diet, exercise, and mindfulness—and plans to integrate these into her practice more deeply. Her vision also includes becoming a sexologist, conducting school seminars, and hosting public events to educate and empower.
On a personal level, Laurien balances her demanding career with yoga at dawn, family time, and supporting her husband’s coral restoration project using the innovative Biorocks technique. Together, they’re crafting a life that’s as vibrant as the island they call home. Leaving an Indelible Mark
Dr. Laurien Reinders isn’t just running a clinic; she’s cultivating a community. From transforming her clinic with plants and colors to organizing conferences on women’s health, her every effort speaks of care and intentionality.
“I want to be remembered as a warm, loving, and caring doctor,” she says, a vision as heartfelt as it is inspiring. And with every patient she sees, every initiative she launches, and every young mind she educates, Laurien is steadily building that legacy—one that will ripple across St. Martin for generations to come.
“Women need to feel they have control over their bodies and health.”
By Kimberly Brown Dort
I’m Kimberly Brown Dort, and I was born on the beautiful island of St. Maarten many years ago. As a proud mother and wife to a wonderful son, I believe in the power of love and family. Moving to the Netherlands at the age of 11 opened my eyes to new possibilities, and my passion for people, especially children, fueled my pursuit of a Bachelor’s Degree in Social Work & Studies at the Hogeschool van Amsterdam. Before returning to St. Maarten in 2014, I gained invaluable experience in system, task & group oriented working, Case Management, Physical and Psychological Child Abuse and Psychopathology, Ortho-pedagogical Treatment and the Multi-cultural Societies Now, with over 18 years of experience in child protection, I am honored to serve as the department head at the Court of Guardianship.
My professional goals have always been clear: to advocate for child protection and strengthen families on the islands. I believe every child deserves a safe, loving, and nurturing environment to grow and thrive. Beyond my professional journey, I proudly embrace my faith in the Lord Jesus Christ. I am passionate about ministry, striving to make a positive impact in the lives of others daily.
I am honored to have the opportunity to be featured in this magazine, highlighting Caribbean Women of Excellence and addressing the issue of violence against women and children, which is very dear to my heart. I pray that this article will provide insight and encouragement and inspire a desire for change.
While I genuinely hope you will dive into the entire article because it has a lot to offer! If there’s only one takeaway, just remember this one important message: the Bible tells us in Romans 12:2 NIV, “Do not conform to the pattern of this world but be transformed by the renewing of your mind. Then you will be able to test and approve what God’s will is—His good, pleasing, and perfect will.” Once we recognize His perfect will, we can go out into the world and make a meaningful and lasting difference.
The Court of Guardianship is legally charged with executing child protection tasks as laid down in the Civil Code, the Criminal Code, the Code of Criminal Procedure, and by the International Convention on the Rights of the Child. These tasks are conducted under the auspices of the Ministry of Justice of St. Maarten.
The core tasks of the Court of Guardianship are derived from various national and international laws and regulations. The Court of Guardianship was established through an amendment to the Civil Children’s Act on October 1, 1903 (PB 1904, p. 4), which introduced a new article, 379B. Subsequently, the National Decree Land N.A. of November 13, 1905 (PB No. 42) established the implementing decrees regarding the operational procedures of the Court of Guardianship. This decree was later amended by the National Decree h.a.m. on September 16, 1970 (PB1970, p. 111), known as the N.A. National Decree Court of Guardianship 1970. The legal powers of the Court of Guardianship concerning the welfare of minor children are outlined in the Civil Code, Book 1, article 238, and the following sections. The youth probation and rehabilitation department was placed under the Court of Guardianship following the implementation of the National Ordinance WvSv, which came into effect in 1997. The youth probation department began its development process in 2014, with the goal of enhancing and improving the quality of guidance for delinquent minors. The primary focus of the youth probation & rehabilitation department is now increasingly directed toward rehabilitation and reducing recidivism.
- Central reporting center for child abuse and neglect
- Child protection
- Youth probation & rehabilitation
- Child support management
The tasks of the Court of Guardianship can be divided into three categories:
- Civil child protection tasks
- Youth probation and rehabilitation tasks
- Child support collection tasks, both voluntary and mandated.
Civil child protection tasks of the Court of Guardianship
Child Protection involves both the prevention of and response to the exploitation, abuse, neglect, harmful practices, and violence directed at children. The civil child protection responsibilities handled by the Court of Guardianship encompass a wide range of activities aimed at preventing and addressing child abuse and neglect, as well as other issues related to the well-being of minors, such as;
- Executing child protection measures based on reports of suspected child abuse and neglect. The Court of Guardianship evaluates the safety and well-being of the child and determines the need for protective measures.
- Safety planning. In collaboration with the family and care providers, the child protection worker writes a plan with agreements to help promote children’s safety and well-being when a family’s protective capacities are insufficient to manage immediate threats.
- Conducting independent research and advising the Court in the First Instance on matters such as Custody, visitation, and child support matters.
- Adoption & parentage matters. Research is conducted on adoption and parentage matters, including issues related to recognition and paternity.
- The Court of Guardianship mediates voluntary child support and visitation matters, helping to create parenting plans that include agreements on child support and visitation.
- Additional advisory tasks that include addressing research inquiries from national and international chain partners.
The Youth Probation Office in Sint Maarten, an integral section of the Court of Guardianship, carries out a broad range of penal and rehabilitative tasks to guide young offenders toward positive reintegration into society while safeguarding the community.
- The office provides early aid in alignment with its duty of care, ensuring that the rights and needs of minors are respected from the moment of their arrest. It conducts detailed investigations into the social environment of minors and compiles comprehensive information and advice reports for the Public Prosecution Service or the Judge. These reports, grounded in the specific circumstances of the minor, are designed to ensure that cases are handled in the most appropriate and pedagogical manner.
- The Youth Probation Office also oversees the supervision and control of interventions imposed by the Public Prosecution Service or the Court, ensuring that minors fulfill their obligations, including probation conditions, community service, or educational penalties.
- The team works closely with local organizations to secure suitable placements for community service and partnerships with businesses to provide youth work experience and employment opportunities. Additionally, preventive interventions and trajectory guidance are essential to its mission, aimed at addressing underlying criminogenic factors and providing minors with structured, forward-looking plans to break the delinquency cycle.
- The team cultivates strong relationships with local businesses and organizations that facilitate training and services focused on child and community development, ensuring that the interventions go beyond punishment to provide real opportunities for personal growth and skill-building. This collaborative, multidisciplinary approach is at the heart of the Youth Probation Office’s
commitment to helping youth become productive, responsible members of society.
The child support management is a crucial component of the Court of Guardianship, playing an essential role in ensuring the well-being and protection of children. This section is responsible for overseeing the financial responsibilities of parents or guardians, ensuring that children receive the necessary support for their upbringing. This includes;
- Monitoring the incoming child support payments.
- Distributing received payments to the designated receiving parent.
- Establishing fair amounts based on each parent’s financial circumstances.
- Intervening in cases of non-compliance. By addressing these financial obligations, the Court of Guardianship aims to promote stability and security in children’s lives, ensuring they have access to essential needs such as education, healthcare, and adequate living conditions. Through these efforts, child support management is vital in the overarching framework of child protection.
CoG’s perspective on protecting women and children from violence: The Lasting Impact of Domestic Abuse on Children
Violence against women and children is a widespread issue that affects not only victims but also their families and communities. Understanding the impact of domestic violence on children is crucial for developing effective protective strategies.
Domestic violence, which involves abusive behavior within intimate relationships, encompasses various forms of abuse, including physical, emotional, and psychological harm. Children who witness such violence, whether directly or
indirectly, often face significant emotional and behavioral challenges. They might experience issues like anxiety, depression, and struggles in their academic performance. Additionally, these children frequently battle trust and attachment difficulties, which can hinder their ability to establish healthy relationships as they grow older. This cycle of violence can perpetuate across generations, as those exposed to such situations are at a higher risk of becoming victims or perpetrators themselves later in life. Therefore, it is crucial to establish robust support systems for parents and children to aid healing.
Protective measures, such as access to shelters, counseling, and legal assistance, must be prioritized, along with educational programs that raise awareness about the impact of domestic violence on children. Initiatives like restorative justice and positive parenting programs can educate parents about these effects and foster healthier parenting environments. Additionally, incorporating education on respect, consent, and emotional majority into school curricula can empower children to break the cycle of violence early on.
To create meaningful change, effective policies and laws need to hold abusers accountable while ensuring the safety and well-being of victims. This includes providing social services, financial assistance, mental health services for the victims, and counseling for offenders.
Protecting women and children from violence is vital for the future of our island. By tackling the negative consequences of domestic violence on children, we can pave the way for a society where safety and respect are the norms, allowing everyone to flourish without fear. Together, we can break the cycle of abuse and nurture a healthier environment for generations to come.
Violence against women knows no boundaries, affecting individuals across different cultures and
socioeconomic backgrounds and significantly disrupting lives and communities. To effectively tackle this crisis, proactive prevention measures are essential; as the saying goes, “prevention is better than cure”.
Education plays a fundamental role in prevention. By raising awareness about abusive behaviors and their consequences, we can cultivate respect and empathy among children. Implementing educational programs in schools that focus on consent and healthy relationships can help reduce future violence. Involving parents in discussions about gender equality also strengthens the supportive environment at home.
Community engagement is equally important. Establishing environments where violence is not tolerated encourages victims to feel safe in seeking help. Community initiatives and support groups can empower individuals to speak out against abuse and recognize warning signs before they escalate.
Policy advocacy is critical for laying the groundwork for prevention, including comprehensive social reform initiatives that address issues such as strengthening social services and access to highquality service, education, and healthcare. When the government prioritizes funding for shelters and legal aid, it can profoundly influence community responses to violence. Enforcing stricter laws on domestic abuse and child protection can also deter offenders and encourage victims to come forward. Additionally, ensuring access to resources for survivors is vital since financial dependency often serves as a significant barrier. Providing affordable housing and counseling can assist survivors in breaking free from abusive situations. Additionally, immigration laws that promote inclusivity and protect immigrants’ rights play a crucial role in fostering a vibrant and diverse community. By advocating for these reforms and policies, we can ensure that all members of our society have access to the resources and opportunities they need to thrive.
Awareness campaigns, including social media movements and public service announcements,
help educate the public about violence and promote bystander intervention, fostering a culture of compassion over violence.
Finally, engaging men and boys in prevention efforts is crucial. Programs that promote positive masculinity and healthy emotional expression can challenge harmful stereotypes and encourage shared responsibility among all community members.
The government of Sint Maarten is committed to ensuring that children grow up in a safe environment, free from violence, neglect, and abuse, an inherent right of every child. This is why corporal punishment has been banned in Sint Maarten. Various resources and facilities are in place to provide essential guidance and support to parents in raising their children. A few key initiatives include:
1. Central Reporting Center for child abuse and neglect
The Government has established the Central Reporting Center (CRC) as part of its child protection policies to address child abuse and neglect suspicions. This center allows citizens and professionals who suspect abuse to seek guidance and report concerns. The central reporting center for child abuse and neglect is housed within the Court of Guardianship. Child protection workers have received training in safety planning to carry out its mission effectively. This approach focuses on ensuring children’s safety while promoting families’ well-being. By collaborating with families, support networks, and relevant professionals, child protection workers help identify safety and risk issues and foster agreements to reduce or eliminate those risks.
In a renewed effort to enhance the child protection system in Sint Maarten, the Court of Guard-
ianship has introduced and is currently overseeing the implementation of the Child Safety Code Sint Maarten. This code is designed for all professionals working with parents and children. It outlines five essential steps to take when there are concerns regarding potential child abuse. The primary goal of the Child Safety Code is to offer timely support to families to prevent or address instances of child abuse effectively. This ongoing initiative has already led to workshops for various professionals across the social, medical, and educational sectors and the drafting of sector-specific guidelines.
In the absence of a centralized reporting system for child abuse and domestic violence, the Court of Guardianship has taken steps to strengthen a collaborative approach to supporting families and children facing abuse and neglect. The Court of Guardianship has launched the Child Check initiative and established Memorandums of Understanding (MOUs) with Safehaven, Turning Point, and the Mental Health Foundation to formalize the use of Child Check in their organizations. The Child Check Initiative is designed to prevent child abuse and provide swift, voluntary support to families within the community. It focuses on implementing guidelines that help identify signs of abuse based on the characteristics of parents.
The youth probation office has established a strong working relationship with the AIDS Foundation, which plays a vital role in addressing sexual development and behavior. The AIDS Foundation provides workshops and training sessions that focus on educating youth about healthy sexual boundaries and behaviors. These workshops, which span several weeks, can be attended individually or as a group and are made mandatory by the youth probation office through court decrees or prosecutor instructions. This collaboration is especially critical as sexual misconduct is becoming an increasingly common offense among the youth of Sint Maarten. Often, such behavior arises from exposure to inappropriate sex-
ual conduct at home, in social surroundings, or from a lack of proper guidance in navigating natural sexual curiosity and experimentation. Through these structured programs, the AIDS Foundation helps young offenders understand and respect their own and others’ sexual boundaries, fostering healthier interactions and reducing the likelihood of future offenses.
Establishment
A multi-ministerial approach is essential to combat violence against women and children effectively. This strategy fosters collaboration among various government sectors, enabling a well-rounded response to this complex issue. Key benefits include comprehensive solutions, shared resources, integrated policies, heightened awareness and education, improved data collection, and stronger community involvement. The Child Protection Working Group (CPWG) has been established to strategically design and coordinate a comprehensive child protection system in Sint Maarten. This group’s mission is to strengthen the legal and policy framework, ensuring the safety and well-being of children, young people, and families. The CPWG includes representatives from the Ministry of Justice, the Ministry of Education, Culture, Youth and Sport, and the Ministry of Public Health, Social Development, and Labor.
6. Policy for Preventing Domestic Violence, Child Abuse, Forced Prostitution, Trafficking in Persons, and Gender-Based Violence
In 2018, a draft Policy for Preventing Domestic Violence, Child Abuse, Forced Prostitution, Trafficking in Persons, and Gender-Based Violence in Sint Maarten was created. Furthermore, an Integrated Youth Policy Plan for 2020-2025 is being reviewed.
7. Just for dads and men Masterclass series by the Department of Community Development, Family, and Humanitarian Affairs
The department conducted monthly information
sessions, offered free of charge, to equip fathers and men with essential tools, strategies, and life skills. These 2.5-hour sessions featured a dynamic combination of videos, group discussions, hands-on exercises, and engaging activities. They were facilitated by various experts covering topics such as the Principles of Fatherhood, Your Legacy Matters (writing course), He-Motional Intelligence for Dads, Co-Parenting Strategies, and the Rights and Responsibilities of Fathers. This project is a cornerstone for numerous future initiatives to strengthen, empower, and educate men. Recognizing men’s pivotal role in families and society and providing them with the resources and support necessary to thrive is imperative. The videos can be viewed on the Government’s Facebook page and YouTube page.
On St. Maarten, judicial and social agencies reported a 35% surge in domestic violence cases following Hurricane Irma. The challenges were: limited victim support services, strained resources, and rising instances of relational violence. The Domestic Violence and Mediation Project aimed to:
- Reduce reoffending.
- Empower victims.
- Rehabilitate offenders.
- Lay the groundwork for restorative justice practices across St. Maarten.
Launched in July 2021 and funded by the Resources for Community Resilience (R4CR) program, the project introduced two groundbreaking initiatives:
1. SAFE HOMES Program: This behavioral intervention, inspired by successful programs like BORG in the Netherlands and KAS SIGUR in the Caribbean Netherlands, Curaçao, and Aruba, provided tools for perpetrators and victims to work toward safer, healthier relationships. A total of 19 professionals were trained under the supervision of the Judicial & Institutional Services (formally known as SJIS), and 23 cases (judicial and voluntary) were referred to the program.
2. Mediation in Criminal Cases: A pilot project focusing on sustainable conflict resolution and restoration. A total of 38 professionals were trained in mediation techniques, and eventually, 30 penal cases were successfully mediated under the supervision of the Prosecutor’s Office.
9. Establishment of Victim Support St. Maarten (VSS)
VSS was established to supervise victims of life crimes, serious car accidents and burglaries, and break-ins with severe force, violence, or the use of a firearm or other weapons. VSS closely collaborates with three official bodies to ensure the proper functioning of the foundation: the Ministry of Justice via the Judicial & Institutional ServicesProbation Department, the Prosecutor’s Office, and the St. Maarten Police Force KPSM.
Moving forward
For me, in my capacity as the department head of the Court of Guardianship, there are three key pillars that will support my ongoing commitment to safeguarding children and ensuring the sustainability and success of the existing and future projects and programs.
Firstly, collaboration is essential. The United Nations Children’s Fund (UNICEF) defines a child protection system as a comprehensive framework that includes the laws, policies, regulations, and services needed across various social sectors, particularly social welfare, education, health, security, and justice, to prevent and respond to protection related risks. This perspective reinforces our belief that child protection is a collective responsibility, “Child protection is everyone’s business”. It requires the cooperation of government agencies, non-governmental organizations, and civil society. Every participant, no matter how small their contribution may seem, plays a crucial role in this effort. Therefore, fostering a spirit of partnership and teamwork is vital.
Secondly, prevention should be the cornerstone of our strategy. While every issue can lead to potential solutions, it is far more effective to invest in strong foundations that reduce the need for
later fixes. We should aim to implement proactive measures, such as early intervention programs that address the root causes of problems before they arise. As Albert Einstein famously said, “We cannot solve our problems with the same thinking we used when we created them.” This highlights the necessity of innovative and forward-thinking approaches to anticipate and mitigate challenges.
Finally, staff engagement. The Court of Guardianship, like many governmental departments, encounters various internal and external challenges. These challenges impact our ability to fulfill our responsibilities effectively. Despite these limitations, I must extend my heartfelt gratitude to the dedicated and resourceful staff of the Court of Guardianship. Although they are a small team, they possess a tremendous spirit!! Their unwavering commitment to their work is evident daily, driven by a deep understanding of the importance of their roles and a genuine passion for supporting children and families. I also commend our extended colleagues who work with children and families, as their efforts are crucial to our mission. While policies, programs, and services are necessary frameworks, their success ultimately hinges on the dedication and expertise of the individuals implementing them. Without this critical human element, even the most well-constructed plans may fail to achieve their desired outcomes.
