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«COLLECTIVITY OF SAINT-MARTIN ACTION PLAN FOR THE OUTERMOST REGION OF SAINT MARTIN 2014-2020 Collectivity of Saint Martin Hôtel de la Collectivité ...»

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Collectivity of Saint Martin

Hôtel de la Collectivité

B.P. 374 – Marigot


Tel. (590)590 87 50 04 - Fax (590)590 87 88 53



Cooperation and European Affairs Service— 21 June 2013 ACTION PLAN




2014-2020 Hôtel de la Collectivité B.P. 374 – Marigot 97054 SAINT-MARTIN CEDEX Tel. (590)590 87 50 04 - Fax (590)590 87 88 53 www.com-saint-martin.fr


Collectivity of Saint Martin Hôtel de la Collectivité B.P. 374 – Marigot 97054 SAINT-MARTIN CEDEX Tel. (590)590 87 50 04 - Fax (590)590 87 88 53 www.com-saint-martin.fr


Summary Introductory words by the President Territorial component: SAINT MARTIN INTRODUCTION


Boosting human investment

Institutional development and governance

The definition of tools to achieve better results

Determining the new economic opportunities



Hôtel de la Collectivité

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The island of Saint Martin has been divided into two sectors since 1648, both being placed under different national sovereignties. This distinctive feature is responsible for a major part of the uniqueness and the problems of this territory as regards the political, administrative, economic, social and cultural issues.

This secular division has not prevented the two national communities, the French and the Dutch, from living in peace and harmony for centuries, owing to the general principles established by the Franco-Dutch "sharing Treaty". People have been desperately seeking to provide this perfect cooperation-based model with a formal setting in keeping with the contemporary world. The world has changed immensely over the last 364 years and is now changing at a hallucinating speed. As a result of the various transformations that have been upsetting the traditional balances of Saint Martin and Sint Maarten for many years now people can no longer rely on the virtues of the principles, customs, practices and traditions of yesterday to solve the problems of today.

Since that far-distant time, the French party has become a territory of the French Republic, established as an overseas collectivity (OC) with autonomy in February 2007. It was formerly an overseas municipality, attached to the department of Guadeloupe after 1946 and an overseas region of Guadeloupe since 1983. Under this heading it is subject to precise yet complex rules. Formerly a constituent part of the local and regional authorities of the Netherlands Antilles, enjoying a great deal of domestic autonomy since 1955 and covered by the sovereignty of the Netherlands, the Dutch part has been an autonomous country within the Kingdom of the Netherlands since 10 October 2010. The regulations applied are not the same as those covering the French part. These new statutes have created complex legal constraints which must now be observed by both parties and significant differences remain.

When the actual situations change the ways of dealing with them should also change.

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August 2012 was the date the first economic and social conference was held in Saint Martin since the territory became an outermost region (OR) in 2007.

In September 2012, the elected representatives defined and published their political project whose scope covered the years up to 2030.

In December of the same year, the overseas collectivity of St Martin made a review of the strengths and weaknesses of the territory, identifying the development priorities and the strategic guidelines of the Community in the economic, social and cultural fields. This is scheduled to give rise to an action plan. Saint Martin's unique situation is characterised by land and sea borders and its action plan will seek to overcome the border-related disadvantages by experimenting with new forms of public measures and governance.

First conclusion: Saint Martin is one of the least-developed regions of France. We need to find ways to make up for this lack of facilities.

In the international context of a recession which has not spared Saint Martin, and in a territorial context where expectations are still high, time is of the essence for individuals, for the social and professional categories, for the community and for the territory as a whole.

The development of an action plan for the OC of Saint Martin highlights areas where this territory should concentrate its efforts, mindful of its serious lack of basic facilities, accentuated by strong population growth.

The collectivity can be developed only by structural improvements and hence the need to focus development efforts on the construction and adaptation of public facilities. This does not mean calling into question the objectives of the Europe 2020 strategy, but gearing the investment priorities to the real needs of our outermost region.

Hence the activities of the OC of Saint Martin will focus on the high expectations of all levels of society, reflecting the projections taking into account the question of our future as an overseas collectivity while legitimately aspiring for real economic development. The opportunities for meeting all these challenges are all set out in this Action Plan. More specifically, we need to build a confident and determined society, driven by its indigenous energy, underpinned by the opportunities offered by an open-minded attitude to the world.

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Freedom, dynamism, a constant search for excellence, sharing, solidarity and consensus are the key components for moving closer to achieving this aim.

In recent years, private sector investment in Saint Martin has remained relatively low compared to other areas in the sub-region. However, the territory's geostrategic position and social stability are in themselves major assets and should, therefore be, essential to sustainable development. However, the situation in the territory of Saint Martin, forming part of the French Republic, is such to make its competitiveness position difficult. The problems include wage costs up to four times higher than in the Dutch part of the island or five times higher than for the other neighbouring territories. Saint Martin thus needs to find ways to compete in terms of attractiveness.

Our goal today must be to develop an action plan capable of identifying the face and the shape of Saint Martin over the next 20 years to be inherited by future generations.

To achieve this, four guiding themes are relevant: strengthening human investment, institutional development and governance, defining tools to achieve better results, determining new economic opportunities. Each of these themes will be worked out on the basis of several variations.

1. Strengthening human investment Saint Martin has chosen to invest first and above all in people.

Description of the current situation:

The world is now faced with an increasingly-competitive environment. In this connection, while the collectivity of Saint Martin seeks to increase its competitiveness, it should take steps to ensure the emergence of high-quality human resources. Another focus of our activities is on investing more in people. Education and training provide tools for improving the quality of human resources, which is a prerequisite for building an evolving or developing Saint Martin economy.

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Our cherished aspiration is for education's ultimate aim to be to make young people in Saint Martin citizens who are responsible, productive and creative and to ensure their full and harmonious development, in the four dimensions of knowledge: knowledge, know-how, people skills and knowing how to live together. Our challenge will be to respond to the requirements of coordination, access, improving quality and the mobilisation of resources from the basic education system.

It should be fairly easy for Saint Martin's education system to become a leading-edge educational policy. Above all, it could boast many breakthrough innovations arising as real alternatives to the existing education system. Our governance will focus on ensuring these innovations are on the scale required to regenerate our education system.

Descriptions of the objectives to be achieved:

1/Developing structures for reducing early school leaving and offering new opportunities for qualifications and inclusion.

The idea is to facilitate the creation in the territory of structures offering young people new opportunities for qualifications and inclusion.

Traditional teaching is inconsistent with the profiles of many young people leaving school without qualifications. It is important to allow them access to alternative learning methods that are better adapted to their profiles.

- ERDF priority measures * Creation of structures such as the second-chance school, family and rural centres (FRM), the specially adapted military service scheme.

2/ Developing university courses to raise the level of education

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3/Developing out-of-classroom or extra-curricular activities in association with the education stakeholders (national education, associations, parents) We must develop out- of-classroom or extra-curricular activities in association with the education stakeholders (national education, associations, parents, etc.) The reform of teaching calls for a better coordination of school and out-of-classroom times so that no child is left without support. Children need to be able to use out-of-classroom time for sports, cultural and artistic activities that will develop their intellectual curiosity and enable them to discover knowledge and interests that are new and enhance their pleasure in learning and taking part in the school environment.

ESF priority actions * Homework support measures (educational support in a group or customised) * Socio-cultural and sporting activities for children in the framework of the territorial educational project 4/Developing measures to encourage access to training and skills training for young people and jobseekers Careers guidance and training professionals report major differences between the projected level and the actual level of jobseekers. These differences need to be properly assessed to develop more effective training paths and prevent them being interrupted. Effective tools are needed to assess capabilities enabling skills training and employment in due course.

Subsequently, under the heading of the Vocational Territory Training Development Plan Contract (CPTDFP), skills and vocational training courses should be developed to meet the social demand and business needs. The ultimate objective is to develop vocational training for the benefit of employment.

- ESF priority actions * Skills assessment * DIALE, MJED-style systems, * Group training for young people and jobseekers (territorial programme...) 5/Developing work-linked training for occupational integration Work-linked training involves vocational training with its special features combining training periods in a training centre and the business environment. An excellent passport for employment with a tremendous job placement rate, work-linked training should be promoted in the territory.

It is essential for the territory to offer a choice of training ranging from level V to level III or further.

The development of training in a work and study system requires a strong partnership with the professional bodies in order to adapt the courses to the needs of trainees and businesses.

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- ESF priority actions * Promoting the work-linked training sector * Supporting the mobility of trainees outside the territory * Communication action focused on work-linked training * Support measures for employers receiving people undergoing work-linked training 6/Facilitating the establishment of the research laboratory Saint Martin suffers from structural disadvantages linked to its remoteness, island status and the small size of its territory, exacerbated by a strong demographic pressure.

In the case of research and higher education, the area does not have any higher education establishment and therefore local university education services. In order to meet the market challenges and the present and future challenges of the territory, it is necessary to develop high-skilled professionals and researchers.

Postgraduate studies and training for researchers need to be developed, in particular through partnerships with higher education establishments.

- ERDF-ESF priority actions * Promote the development of post-graduate studies and the establishment of research laboratories (in particular through investment support in the field of research).

2. Institutional development and governance Social and economic progress and good governance are self-reinforcing processes.

Description of the current situation:

Owing to its well-known stability and social cohesion Saint Martin could benefit from a major development potential and a more encouraging business environment. However, in recent years private-sector investment has remained relatively low compared with other areas in the sub-region. Nevertheless, the geostrategic position and social stability are in themselves huge assets and, consequently, essential for sustainable development.

All the stops therefore have to be pulled out to contribute to the success and to the acceleration of the process of developing Saint Martin's shared prosperity and this is reflected in the “Saint Martin Action Plan” to determine the scope of spatial development. It will ensure the strengthening of existing financing instruments as well as the Collectivity's enhanced capacity

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