Curaçao LDPF 2008

Transcription

Curaçao LDPF 2008

Labor Force Development Policy
And Structural Proposal
A Herculean Proposal with Herculean Tasks!
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In this world, in order to enable society to develop, all itsr members have to assume responsibilities and make their
F there will be no development.
contribution. If we do not make collective contributions then
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-His Holiness the Dalai Lama
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Eugene Rhuggenaath, Commissioner of Economics and Labor
Marilyn Alcala-Wallé, Commissioner of Education and Culture
Humphrey Davelaar, Commissioner of Social Affairs
June, 2008
Acknowledgements
Expert Contributions
We kindly acknowledge the Dutch Ministry of the Interior and Kingdom Relations
for their support and financial input for OSA workshops.
We thank the OSA Institute for Labor Studies, Tilburg University, for their
contributions to the workshops given to the tripartite workgroups during the
creation process of the Labor Force Development Proposal process.
We are grateful to the government of Barbados and to the ILO office in Geneva for
the expertise of Sir LeRoy Trotman.
National Dialogue Process
We are thankful for all the persons who volunteered their time and expertise to
participate in the many meetings that were required for the national dialogue to be
successful. The tripartite, a-political process was honored and the varied values
and viewpoints enriched the process, the products and the support for the
recommendations. Thank you to Kolaborativo and the sectors represented by way
of SSK, CTGC, KvK and VBC and the representatives of the civil servants and
elected officials of government for their leadership and commitment to the process
and its outcomes..
Finally, thank you to the members of the Island Council for their support and
attendance at the conferences leading to the creation of the proposal.
-The Labor Force Development National Dialogue Steergroup
Curacao Labor Force Development Proposal June 2008
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Table of Contents
Labor Force Development Commission: Document Creators
Reader’s Guide
Preface 1-5
Executive Summary
 Graphic of Integrated Plan Vision and Priorities
Introduction
 Transition to a Knowledge Economy
 A vision tied to Curacao Master Plan and dynamics of labor force
Economics and population growth
 Reaching agreement through national dialogue
 OECD/ILO recommendations
 Basic Beliefs and Consensus Points
 Implementation and Monitoring Plans
General Policy Development
 General Policy Development
 General Vision and Priorities: Integrated Labor Development Policy Plan
Integrated labor force planning
Flexi-curity
Life-long learning
Vision for the talent pool
Tripartism
Attention to the environment
Alignment of laws and timeline
Short term recommendations
Specific Priority Areas for Policy Development
Priority 1: Productivity and Efficiency
Legislative recommendations
Priority 2: Incentives
Priority 3: Casual and Temporary Workers
Priority 4: Retraining and Retrenchment
Priority 5: Creative Pay Schemes and Social Programming
1-10
8-9
11-30
11
12
17
20-22
22-25
25-30
31-59
31
34-58
34
36
41
42
47
48
48-52
52-58
59-112
59-67
63
65
68-79
73
76
80-89
84
87
90-102
96
100
103-111
108
110
Conclusions
113
Appendixes
115
3
Labor Force Development Commission: Document Creators
Structuur Commissie Arbeidsmarkt
Stuurgroep
- Overheid: gedeputeerden Marilyn .Alcala Walle,
Humphrey Davelaar & EugeneRhuggenaath
- Private sector: Bas Kooyman & RuudThuis
- Unions: Alcides. Cova & Roland Ignacio
Secretariaat
- Government: Chiquita Kotzebue, Mariella.Olaria
- Private sector & Central Unions: Bonnie Benesh
& Dennis Dare.
Werkgroep 1:
Productivity & efficiency
measures
Workgroup Leaders:
Susanne Larmonie
Pablo Burgos
CGTC: Roland Ignacio
SSK: FranklinGirigorie
KVK: Michael de Sola
VBC: Andre Curiel
DAZ: Roland Sluis
Dinsdaggroep: Susan
Larmonie & Pablo Burgos
Werkgroep 5:
Creative pay systems &
social programming
Workgroup Leaders
Roxienne Albertina
Ivan Kuster
CTGC: Pablo Zimmerman
SSK: Richenel Ilario
KVK: John Jacobs / Dennis
Dare
VBC: Joop Kusters
SKC: Jacinta Constancia
DWI: Kenneth Barbara /
Xiomara Maurera
Dinsdaggroep: Roxienne
Albertina& Ivan Kuster,
Anthony Seferina
Kenneth Bremer
Jeroen Jansen
Lisette Poppin
Ruthlyn Matthew
Werkgroep 2:
Incentives
Werkgroep 3:
Status of temporary workers
Workgroup Leaders :
Lionel Janga
Robert Hernandez
Workgroup Leaders:
Jerson Harrigan
Eddie Kolf
CGTC: Humphrey Mongen
SSK: Frensel Bernadina
KVK: Marcos Cova
VBC: Johan Lieuw
DWI: Glenda Aniceta
DEZ: Lesly Sendar
Dinsdaggroep: Lionel Janga
& Robert Hernandez
CGTC: Kenneth Valpoort
SSK: Alcides Cova
KVK: Amerigo Thode
VBC: Stella van Rijn
DAZ: Ruthmilda Larmonie
Min Jus: Rudolph Eleonora
Dinsdaggroep: Jerson
Harrigan & Eddie Kolf
Harry Victoria
R. Allee
Florida Daflaar
Aminta Sprockel
Yvon van der Steen
Frensel Marchena
Gisette Seferina
Edith Davelaar
Jonathan Jukema
Leonard Coffi
Nathasha Rosaria-David
Marisella Smith
Christina van der Biezen
Luelo Girigorie
Ivonne Johannes-Giskus
José Ursula
Willem Jonckheer
Dilia Garcia
Mario Kleinmeoding
Chrisella Lak
Berand Scheperboer
Werkgroep 6:
Legislation
AJZ: Louisa Hanst
DAZ: Marguerite Heyliger
MinE&AZ: Humphrey
Alejandra
Adviseur: Alvin Nicatia
SOAB: Eduardo Vlieg
Werkgroep 4:
Retraining & retrenchment
programs
Workgroup Leaders:
Donna Philbert
Jean Dictus
CGTC: Humphrey Mongen,
Kenneth Valpoort &
Pablo Zimmerman
SSK: Sidney Justiana
KVK: Dennis Dare
VBC: DonWerdekker
SAE: Desiree Sille
CBS: Zaida Lake
Dinsdaggroep: DonnaPhilbert
& Jean Dictus
Jean Cijntje
Maarten de Jong
Miguel Goede
Jeroen Kibbelaar
Angelo Luidens
Egon Rodreguez
Richenel Ilario
John Brenters
Werkgroep 7:
Short Term Solutions
DWI: Oswald Dalnoot
DAZ: Marguerite Heyliger
DEZ: Lesly Sendar
SAE: Sandra van Brug
VBC: Willem Jonckheer
SSK: Alcides Cova
SEI: Ronald Doran
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Reader’s Guide
To facilitate the reading of this document, we are providing you with a reader’s guide. This
guide will explain the motivation for the organization of the document and give you a preview
of what you will find in the different sections of the document.
Language of the Document
First, we agreed before beginning the process that we would create the document in English,
one of the most widely used global languages. Most of the international benchmarks and
examples that we have used are written in English. We wanted to be able to compare our
proposal with those of others to be able to do global comparisons and to share our knowledge
internationally. Secondly, we want to be able to share with ILO and OECD our answers to their
recommendations for the Netherlands Antilles and Curaçao, which are in English. Thirdly, as
we become more aware of our relationship with other Caribbean nations and build
relationships with them, sharing our plan is facilitated by using English and speaking in
internationally-recognized terms. Lastly, as we use the document to improve our labor force
and economic status, being able to share the strategies internationally with service providers,
technical advisors and international investors, for example, will advance the interests of
Curaçao by using English. However, to reach the majority of our population, we have included
a summary of the document in Papiamentu.
Challenges of an Integrated Approach
Because creating an integrated labor force plan is a complex process, it requires several levels of
detail. The document is divided into several sections starting with an overview of the
integrated approach and moving in steps, through the document, to the most specific details of
the proposal. Some topics are repeated in the document in different sections to allow for those
topics to be approached from different points of views and with different obstacles and
opportunities in mind.
Executive Summary …..Pages 1-10
This short section highlights the key aspects of the longer document. It can stand by itself to
explain the rationale for the recommendations and relationships among the different priorities.
It includes graphic representations of the integrated labor force proposal. It also contains
explanation of how the many laws and policies related to the labor force proposal will be
addressed in the short, medium and long term. It highlights the role of short term
recommendations to improve labor force skills, attitude and motivation.
Introduction …..Page 11-30
This section sets Curaçao’s position on the global stage. It explains what developing a
competitive advantage will entail in order to reach globally competitive status. It describes the
current status of the local labor market and laws. OECD and ILO recommendations are
analyzed. Best practices are explained. Stakeholder common beliefs and themes that resulted
from the national dialogue process are revealed. Finally, the description of the implementation
and monitoring processes to be used to actualize the vision and priorities is given. By doing so,
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as the reader reads the general and specific recommendations, it is already clear how the
stakeholders envision successful long term implementation.
General Policy Development…..Pages 31-59
Powerful structures necessary for integrated labor force planning are described in this section.
They include proven international best practices that support the development of a global
competitive workforce. They also include Flexi-curity, Life-long learning, Tripartism and
Supportive legal structures. A vision for the talent pool is described.
Specific Priority Areas for Policy Development Pages 59-114
The specific vision, priorities, goals and strategies are defined and explained in this section.
Each of the five general policy areas is described. Detailed legal implications are explained.
Short term recommendations are made. Great care has been given to aligning these short term
recommendations with legislative change recommendations. Further, synchronization has been
made with current short term projects and any projects in the Social Economic Initiative(SEI)
that relates to labor force development. The reader will find vision statements with explanation,
priorities, goals and critical strategies to jump start the change process in these areas.
Appendixes: Page 115+
The appendixes contain a set of definitions to eliminate confusion regarding labor force terms, a
matrix of common beliefs, powerful structures and meaningful events, and details of SWOT
analyses for each specific priority area. Further, it includes support data and international
documents that were used to support the recommendations, the complete legislative
recommendations description and timeline. The complete short term recommendations
document and list of participant round out the appendixes.
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Labor Force Development Policy and Structural Proposal
8.0
A Herculean Proposal with Herculean Tasks!
I
n
t
In this world, in order to enable society to develop, all its emembers have to assume responsibilities and make their
contribution. If we do not make collective contributions then
g there will be no development.
r
-His Holiness the Dalai Lama
a
t
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a
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Position
F
r on the Global Stage
o nation, can make a living in an increasingly uncertain
In the global
economy,
the
crucial
question
is
how
we,
as
a
a
and fastt changing environment. The fact that countries nowr vie for the same industries, with larger work forces and
c challenges. If Curacao is to compete on a global
ample eresources at lower costs, presents Curacao with serious
e
d scale, it must focus on the formation of its people
economic
and see them as life-long learners. It must engage in a
D
L
systemic reform process that synchronizes policies and priorities
across all sectors of society to create an integrated
e
a
systembthat results in an integrated manpower plan and related
policies.
v
e
o
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Recognizing
that the time is now, the stakeholders of Curacao
have agreed to create a structural proposal for labor
r
o and direction for long term economic growth, labor
force development which will provide the foundation, vision
p
F
force development
and improvement of the social status ofmthe people of Curacao. This proposal is structural and
o
therefore, must be considered as a total package. Each aspect
e of the proposal is related to many other aspects of the
r
proposal
n strength of the proposal.
c and this healthy dependency and alignment are the
t
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D hundred sixty stakeholders have participated in Pthe process with some 115 persons representing labor,
Over three
l
e
commerce,
civil servants and elected officials, tirelessly working
over five month to create the agreed upon
a
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conditions, vision, priorities, goals and strategies for the National
Labor
Force Development Policies and Structural
n
e
Proposal.
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o
What kind
of economy to we want to become?
p
m universal agreement that we want to be an economy of wealth creators. We want to be an economy that
There was
e
is prosperous
and fulfilling, and that creates value and delivers value. We want to move beyond a survival
n To that end, the labor force development proposal attempts to set vision and priorities that, if adopted as
economy.
t
a package,
will lead to that economic vision.
P
l
Tripartite
Protocol
a
By wayn of a tripartite protocol, stakeholders agreed to deliver a proposal for a structural solution for Labor Force
Executive Summary
Development that would position Curacao on the global stage and guide the economy toward wealth creation. The
scope of work was to develop a proposal for a structural solution for Labor Force Development including integrated
labor policies ( at least the first draft), and recommended synchronized short, medium and long term strategies that
align to the anticipated creation of the Curacao master plan. The strategies are to be supported in the multi-year
budget of the government,by an implementation and monitoring process to insure implementation, by suggested
strategies that will add to strong economic development environment. It states recommendations to revise or create
new legislation, policies, procedures and infrastructure that have complete support of all stakeholders, alignment
strategies for central and island decentralization processes. Also, best practices are embedded in the policy regarding
the five areas: productivity and efficiency measures, incentives; status of temporary and casual workers; retraining
and retrenchment programs; and creative pay systems and social programming. To insure best practice is observed,
it was agreed that the proposal would set benchmarks for labor force development and set benchmarks for process
implementation. The plan is to enable synchronization of governmental actions regarding labor, economy,
education and social programming to improve the quality of life of the Curacaolinean.
Finally, the protocol set forth the agreement to and modeling of tripartite development of key policies that will be
used in future decision making. Following the principles of tripartism, the process was data-driven and relied on
best practice and responds to OECD and ILO recommendations for Curacao and the Netherlands Antilles.
The proposal
Based on the establishment of common beliefs and consensus points, a vision was created for the Integrated Labor
Force Development Plan.
By 2016, Curacao will have an economy of wealth creators that is prosperous and fulfilling, and that creates
value and delivers value. The economy will be supported by a globally competitive workforce that is flexible and
responsive, with the right number of workers to meet industry needs; with the right attitudes and the right skills,
at the right price.
This vision will be supported by overall strategies that are derived from best practice around the world and which
will support the economic scale and regional effects that influence our growth as a country.
Overall priorities were mutually agreed upon to lay the structural foundation needed to sustain an integrated labor
force plan. Those priorities are: 1. Integrated labor force planning, 2. Flexi-curity Principles as foundation of
the plan, 3. Curacao as Hub of Life long learning for life long employability, 4. Vision for the talent pool, 5.
Tripartism to achieve the country’s goals, 6. Attention to global warming and environmental issues, and 7.
Synchronization and alignment of laws.
These priorities are supported by goals and strategies that create labor policy built on the labor force value chain:
labor force planning, life-long learning, talent augmentation, labor force development, workplace transformation and
partnership. The policies synchronize the five components of labor force development to be addressed in the value
chain and which have become the core of this labor force development structural proposal: : productivity and
efficiency measures; incentives; status of temporary and casual workers; retraining and retrenchment programs;
and creative pay systems and social programming.
Full policy implementation will create full employment of our people so that everyone can make a meaningful
contribution. The proposal attempts to take the common elements and develop them into synchronized strategies.
The proposal includes implementation of the concept of flexi-curity which harmonizes flexible and secure
contractual arrangements and work organizations, active labor market policies, reliable and responsive life-long
learning systems, modern social security systems and supportive and productive social dialogue. All of these are
necessary to move to labor market security in the globally competitive economic environment. Therefore, the
rationale for the acceptance of the proposal of the total package is clear.
Five Core Policy Areas:
Policy Area 1: Productivity and Efficiency
Vision: Curacao has a comprehensive labor policy, designed with the commitment of all social partners, which
ensures full employment possibilities for youth and adults. By 2016, Curacao will rank among the top Caribbean
labor forces according to international benchmarks by developing and implementing productivity and efficiency
measures and will enjoy national prosperity through its productive, globally competitive workforce in all sectors.
Productivity and efficiency measures are important for labor force development because they define the economic
success of a country along with population growth. Labor productivity also sets the boundaries for wage negotiation.
Like retrenchment and retraining and incentives programs, productivity and efficiency measures define and measure
shifts in the behavior of employees, employers regarding abilities, motivation and opportunities related to work.
Jobs and income are related to the relationship among wage, productivity and age. As data is more easily available
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for analysis, more countries have become data driven, using internationally comparable information regarding
worker, company and sector productivity to improve economy success. The successful improvement of
productivity and efficiency by measuring it has lead to the shift away from wage-based on seniority, to wage based
on both inputs (hours worked, years of experience) and outputs (value added to the work in productivity). These new
pay schemes are called ―performance-based‖ pay.
Specific Priorities:
1.
Implement a performance-based evaluation system across all sectors with adequate job
descriptions and smart indicators
2.
Introduce a National Productivity Council as the primer entity in Curacao and the Caribbean
known for promoting and facilitating productivity, quality management and competitive strategies
3.
Introduce, implement and monitor productivity and efficiency targets and indicators that
demonstrate the relationship between productivity growth and economic development
Policy Area 2: Incentives
Vision:
By 2016, incentives to improve the attitudes, motivation and opportunities of workers will produce a more
transparent, productive labor force with at least one person employed in each household including vulnerable
labor force groups. Full employment of 95% will be reached in targeted sectors and 95% total employment will
be reached by 2026.
The goal of labor force development incentives is to change the behavior of employers, employees and the
unemployed. Most incentive programs are aligned to the productivity measures and retraining and retrenchment
schemes for changing attitudes, motivation and opportunities. We must development life-long thinking about lifelong learning and continually review and revise incentives in order to sustain the labor force we will need as the
economy adapts to global changes.
There are several factors that influence incentives. First is the development of competencies. Education should be
seen as profitable and life long. Competencies must be clearly defined as the general and specific knowledge and
skills needed for global competitiveness. Second is the need for productive behavior that is tied to performance
salary and good human resource management policy. In the global world, salary for years of work is no longer the
norm. Meritocracy systems are the norm where a portion of all salaries is performance based. Third is the impact of
incentives on labor force participation. Curacao has a current employment participation rate of 45.7 percent. The
vision is to raise the level of employment to 95 percent in all sectors by 2026 and to that level in targeted sectors by
2016. This means that we have to find a way to distribute the risk and manage the risk mutually. Fourth, incentives
are tied to creating flexibility in the workforce. It is about flexibility in numbers and flexibility in full-time and parttime employment. Incentives help to create flexibility in job mobility and employability. Incentives help create the
abilities, motivation and opportunities to assist workers to move across sectors and affirm the return on investment.
1. Implement and sustain incentives for employees, employers and the unemployed that will contribute to
durable, long-term employment and a stable, competitive workforce
2. Create incentive programs for persons targeted to augment the workforce
3. Further develop and sustain decent work conditions and facilities
4. Fortify the vulnerable unemployed and employed persons and sustain them in the labor force
5. Create and sustain a tax system that encourages changes in the functioning of the labor market in order to
gain economic growth and increased well-being
Policy Area 3: Temporary and Casual Workers
Vision: By 2016, a balanced, inclusive labor force will consist of workers who possess globally competitive skills;
enjoys full time employment, temporary and casual employment; and is augmented by guest workers in order to
meet the targeted labor force needs of the growing globally-competitive economy and growing population.
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Temporary Workers are employees, ―local or international‖, who are not permanently hired. International
Workers/Guest Workers are international employees who are present to meet labor market needs in the country for
limited period of time. Their admission may be considered as a basis for permanent stay in the country. Temporary
and casual workers are a vital part of any economy as they contribute to a balanced workforce. Flexible work laws
help with temporary work. Temporary and casual workers help the labor force cope with rapid change,
unemployment spells, reintegration, and transition to new jobs. There is, however, the need for transition security.
Another flexi-curity component, that is required for successful integration of temporary and casual workers into the
workforce, is flexible and secure contractual arrangement and worker organizations both from the perspective of the
employer and the employee through modern labor laws and mindset. There must be the development of and
synchronization of the following policies in order to address the roles and responsibilities of temporary and casual
workers in the integrated labor force process: Population, Income, Migration, Integration, Re-migration, and
Human Resource Management policies. Through a master planning process, the government must establish, in its
economic vision what it wants to accomplish and develop the interdependency of all of these policies to ensure the
successful arrival at the destination of the vision.
The migration policy can be an instrument to assist with the balance of the labor market and to help us reach the
critical mass we need to be an economic viable island that can sustain the further development of the public services
and infrastructures. Temporary and casual workers can support targeted sector mobility and the total mobility of the
labor force within the economy. Temporary and casual work provides a transition from unemployment to
employment. Outsourcing companies can provide for adequate work force during peaks and dips in the economy.
Special consideration must be granted by the law to those companies that take this risk.
Human Resource Management (HRM) policy must safeguard employment of temporary and casual workers while
providing the flexibility for the peaks and valleys of economic cycles. This process must be data-driven utilizing the
CBS Labor Force Skills Database which will merge existing databases, including the Human Resource
Infrastructure System (HRIS) into an internationally compatible database. CBS will coordinate the database with
CARICOM‘s skills bank and one economy goals for the open exchange of workers within the CARICOM nations.
Curacao will need to pursue a relationship with CARICOM to facilitate the sharing of workers. At the same time,
Curacao will be investing in the local workforce, tracking competency and skills development so that the workforce
is able to compete. Participation in the skills bank and exchange of guest workers in the region can assist Curacao in
balancing its labor force for high skilled, medium skilled, low and unskilled workers in targeted sectors. The
migration policy must include guest worker provisions that are directly tied to short and medium term labor force
needs.
1. Develop a population policy that visualizes the social development we want to achieve by 2016 a further
sustained to 2026
2. Develop and implement a planned migration policy
3. Link the migration policy to the population, labor, education and economic policy.
4. Establish income policy
5. Establish temporary and casual workers as important contributors to the labor force and economy
development
6. Integrate foreign and temporary workers having the status of tax contributors, equal pay and social benefit.
Priority Area 4: Retraining and Retrenchment
Vision:
By the year 2016, Curaçao will offer and sustain life-long learning for all, offer on the job training, increase
earn while you learn programs, remove all barriers to work. Youth will either be at work or at school. Curaçao
will have more competitive entrepreneurs. The workforce will be competent in languages, technical skills, ICT
skills, work ethics, attitude & motivation.
Retraining and retrenchment programs are based on a well-established role of education within the context of the
economy and the development of the labor market for global competitiveness. Manpower training programs insure
that the workforce has the know-how and the mindsets to create new products, markets and wealth for the country
through global competitiveness. Retrenchment programs are designed for displaced workers while retraining
programs are designed for the current workforce.
4
A set of general and specific, hard and soft skills must be the foundation of all retrenchment and retraining programs
that will create the globally competitive workforce. Productive global citizens must be engaged in life long
learning. As students, they must learn social/emotional skills, character development, and physical health, high
level thinking skills (creative thinking and decision making), information management, systems thinking and
specific content skills. As adults, they must continue by learning ethics, information management, systems thinking,
new job skills, information technology, and high level thinking skills.
The educational system must consistently change its infrastructure, curriculum, instructional methods, technologies
structures, teacher training, professional development, principal leadership roles and assessment of learning methods
in order to maintain current with global competitiveness.
It is through the continuum of life-long learning for life-long employability that the change of mindset about work
will occur. Unions, commerce and government must unite in their common vision and goals for a master plan that
puts education and life-long learning tied to the economic vision at the center of their decisions. Learning must
occur along a continuum with dual learning available in the basic education program, with opportunities for
apprenticeships while learning. A transition phase must be available with on-the-job training with practical followup and application. Once employed, there must be embedded job training to keep workers current and globally
competitive. Sector funds should be available for sector training. Accommodations must be made for persons with
disabilities. Targeted programs should be tailored to the needs of vulnerable members of society such as drop outs,
single parent families, and the elderly. Attempts must be made to motivate the nearly 40 percent of the population
that makes up the informal economy. Reliable and responsive life-long learning systems must be designed to
ensure the continuous adaptability and employability of all workers, and to enable firms to keep up with productivity
levels. Supportive and productive social dialogue, mutual trust and highly developed industrial relations are crucial
for the introduction of comprehensive policies related to these principles.
1. Employment policy based on flexi-curity principles
(Flexi-curity is about bringing people into good jobs and developing their talents, rather
than job security, flexi-curity focuses on employment security.)
2.
All retrenchment and retraining programs are designed to establish a change in attitude, motivation &
opportunity within the labor force and include Mindset training
Policy Area 5: Creative Pay Schemes and Social Programming
Vision:
By 2016, the 95 % of the people of Curacao who are working age will either be involved in the actual labor force
due to their productive and self-sufficient mindset or in retraining or upgrading programs due to the creative pay
schemes and social programs put in place to motivate and reward productivity. Synchronized transportation and
available child care will be in place to support the 24/7/365 economy. A national pension plan, an obligatory
savings system and risk insurance support healthy work and family environments.
Pay schemes motivate and reward productivity and must be balanced with social programs that protect and provide
for quality of life benefits during and after employment. Pay schemes that motivate and reward productivity must be
balanced with social programs that protect and provide for quality-of-life benefits during and after employment.
Creative pay schemes are tied to changes in attitudes, motivation and opportunities of employers, employees and the
unemployed. Such things as embedded workforce training, time for service to community, on-site child care are
examples. Best practice suggests that creative pay schemes and balanced social programming is believed to improve
the ability of economies and societies to both cope with and benefit from change by enhancing the ability to adjust
and adapt, increasing the capacity to innovate and be creative. Creative pay systems and social programming
facilitate the transformation toward global competitiveness.
5
There is a direct and synchronized relationship among productivity, incentives and creative pay schemes and they
are balanced with social programming. The schemes are informed by principles of flexi-curity and include modern
social security systems which provide adequate income support and facilitate labor mobility.
Attention must be given to establishing and maintaining world class human resource management strategies to
support the education, retrenchment and retraining programs that will result in changes of performance that can be
rewarded by the creative pay systems. Creative pay schemes can increase retention rates of youth and older
workers. The schemes are anchored by incentives and focus on productivity components as well as participation.
The outcome of effective creative pay schemes is the improved well-being of the workforce, and social security tied
to productivity and economic sustainability resulting in increased productivity and efficiency.
1.
Shift the mindset of our people from ―consumptive‖ to saving for the future‖
2.
Adapt working conditions to stimulate healthy environments for work
3.
Introduce national performance based pay system tied to the law, whose fiscal benefits are based
on performance tied to productivity and efficiency improvements, and where changes in attitude,
motivation and opportunity are rewarded.
4:
Stimulate and monitor balanced demographic distribution of labor force
5:
Align effective social welfare policies to creative pay schemes outlined in the integrated labor
force proposal
6:
Synchronize revision of the tax system to the changes in the labor force structural proposal in
order to gain economic growth
Risk and Success Factors
The fact that the proposal is a durable, long-term plan presents both risks and success factors. The proposal will not
succeed if there are ad hoc decisions taken that are contrary to the intention of the plan and which are taken without
considering the impact on the total proposal. Therefore, it is requested that the proposal be accepted and approved
as a total package. This required the long term commitment to stay focused on the short, medium and long term
goals and strategies presented within each of the priority areas.
Further risks lay in the funding streams necessary to support this long term plan. It will require budget discipline on
the part of the government and the agreement of consecutive governments to create multi-year budgets tied to the
multi-year priorities that reside in the various departments of the ministries of labor, economy, social welfare,
education, infrastructure and finance. The coordination of and collaboration of the strategies within and across
departments of government, the private sector and within the short term initiatives of the SEI, is integral to the
success of the proposal. Risk will occur if the tripartite approach is not used to continue the implementation and
monitoring. The plan calls for open, transparent, on-going communication with the community at-large about the
advantages for the community.
Success lies in government, labor, and commercial sectors supporting and assisting the implementation of this
stakeholder, agreed-upon, and supported long-term durable plan that will result in both social and economic benefits
for the people of Curacao and their quality of life. Those factors identified as risks will become success factors if
they are embraced, supported and planned for.
Implementation and Monitoring
The implementation plan process is based on the recommendation of the Stuurgroep to continue the appointment
and use of the existing stuurgroep, secretariat and workgroups, for six months with expanded participation of key
stakeholders for implementation. The management of the process will rest with the Labor Force Development
National Dialogue Stuurgroep, a tripartite structure, until the creation and installation of the National Labor Force
Council. The Stuurgroep will ensure that the foundational beliefs about the integrated approach will create the
foundation of the National Labor Force Council. The responsibility for the long term implementation will lie with
the labor force council to be established in the first phase of development. Phases of implementation are 1.
Planning, 2. Phased implementation, 3. Full implementation, 4. Continuation. The responsibility of the initial and
long-term oversight group will be to guide the process overall, manage staff through the transition under current
arrangements, insure that the transition conforms to the priorities of the plan and change management principles,
manage any emerging risk arising out of the transition, monitor the setting of the guidelines, instructions and
6
legislation needed, participate in and oversee the financial management for the transition and implementation
process, and create a Human Resource strategy to facilitate the transition from the current situation to the desired
structures and labor force climate.
This tripartite approach will insure open and transparent continuation of the process and will lead to the structural
support needed for such a systemic and long term economic development strategy. The membership of the
workgroups will be expanded and the required participation of all department heads affected by the priorities and
strategies must be defined and supported by decision of the island council.
The role of government agency and department heads will be to align strategic plans directly to the priorities, goals
and strategies of the labor force development plan; ensure interdependency of the implementation through
synchronization of priorities and timing of the implementation; and collaboration on funding strategies, and
abandonment of unaligned policies, priorities, programs and activities within and across all sectors.
What you measure is what you change. Specific periodic evaluations must be made based on the priorities and goals
set forth in the national dialogue which includes: the content, the process, the products, the level of involvement of
targeted participants. Monitoring all aspects of the process will help the process stay focused and will help pull it
into the next phase. Keeping people focused, motivated and productive during the process requires constant
monitoring and steering, as well as ongoing feedback to those involved.
The National Labor Force Council, when appointed, will collect data and report the development of the phased
implementation plan and will give regular updates to the BC and to the Kolaborativo so that the stakeholders can
support and assist in their responsibilities for shared implementation. Specific milestones to be monitored will be
derived from the priorities, goals and strategies in the first stages of implementation.
Long Term Durable Plan; Short Term Initiatives
As part of the design process, the tripartite workgroups have determined which of the priorities, goals and strategies
need to be implemented on the short term. Some already determined short term initiatives of departments of
government, private sector organizations and projects identified in the SEI have been cross-referenced and included
in the short term recommendations presented at the end of each section of the proposal. These initiatives have also
been aligned with the various legislative revisions which have been identified.
Legislative Revisions Needed
Throughout the process, the workgroups have been supported by a legislative support group that has inventoried all
of the laws and policies of the land and island government that are addressed directly or indirectly by the priorities,
goals and strategies of the proposal. Over 156 laws and policies have been reviewed and have been synchronized
with each of the priorities and
strategies of the proposal.
Labor Market and Law Table
Additionally, the laws and
policies have been separated so
that they can be treated
Demographics, social and
Economic Factors:
cultural factors for the
Supply of labor
Demand of
accordingly at the island and
people, like immigration,
•Technical Productivity.
(quality
labor (quality
birth, death, social
•Interest
aspirations
land levels. They have also
and quantity)
and quantity)
•Capital Investment
•Pricing
•Demand for end products
been categorized as needing
Level and
•Establishing Busine ss
structure for
Conditions
short, medium or long term
regular education
•Labor costs, examples:
discrepancies
Level of salary or wage
attention in order to provide the
Labor conditions
Labor relations
Social facilities and
legal support structure to enable
new financial
help and
the priorities to be implemented
employment
Full employment
social insurance
and monitored. Further, the
Persons
Available
short term requests of
seeking
labor
employment
positions
departments, and the SEI
approved projects have been
inventoried and aligned to these
Labor Force Laws
short medium and long term
Social
Unplacable work
Open, unfillable
supports
seekers
posi tions
timelines.
7
How the workgroup “Legislation” have addressed “Short- middle range- and long term”
The concept ―Short-term‖
In principle we have departed from a period not longer than three (3) years. In this category we place, among others,
the legislation proposals that already are in the making, legislation that have a less broad connection with or have
less influence on other already existing legislation-products, or those which still have to be developed. We can also
consider those proposals for legislative changes (amendments) that already have been sent to the corresponding
bodies/authorities, but about which there still have been no decisions taken. These changes, according to our
opinion, need to be re-examined to check if the aforementioned products meet the current necessities and needs, and
subsequently adapted where necessary and then resubmitted. Another group of legislation that fall within the
concept ―short term‖ is the laws that have to be proclaimed before other laws, instruments or conditions can be put
in place.
The concept ―Mid-term‖.
Midterm will represent a period between three (3) and eight (8) years. We might think here first of all of legislation
which can come into existence only after short term laws, conditions and other instruments have been approved and
put in execution. Secondly, this category mainly is comprised of new legislation which might not have the same
urgent character as the short term law products, but which, nonetheless, are very important for a balance within the
labor market and also the well-functioning thereof.
The concept ―Long-term‖.
We here consider the laws that have to come into existence and execution and must be able to be evaluated in a
period between eight (8) and fifteen (15) years. This, in light of the intention of the new labor force policy, will be
executed from 2008 until 2026. This category comprises of new laws/ legislation and/or existing legislations that
form an ―umbrella‖ for more legislations in this area. A number of these intended legislation products have an
economic impact and therefore it will be necessary to create the necessary support. Also, it is possible that the length
of time needed for the long term laws will run counter the OECD recommendations. But it can be necessary to look
at the local labor market circumstances, culture, financing and the willingness of the social partners to come to the
desired situation, in order that everyone really can find each other and agree, in order that responsible long term
balance is reached within the market.
8
Overview of Integrated Labor Force Development Plan
Vision: By 2016, the 95 % of the people of
Curacao who are working age will either be
involved in the actual labor force due to their
productive and self-sufficient mindset or in
retraining or upgrading programs due to the
creative pay schemes and social programs put in
place to motivate and reward productivity.
Synchronized transportation and available child
care will be in place to support the 24/7/365
economy. A national pension plan, an obligatory
savings system and risk insurance support
healthy work and family environments.
Vision: By the year 2016,
Curaçao will offer and
sustain life long learning for
all, offer on the job training,
increase earn while you learn
programs, remove all barriers
to work. Youth will either be
at work or at school. Curaçao
will have more competitive
entrepreneurs. The workforce
will be competent in
languages, technical skills,
ICT skills, work ethics,
attitude & motivation.
Vision: Curacao has a
comprehensive labor policy,
designed with the commitment of all
social partners, which ensures full
employment possibilities for youth
and adults.
Integrated
Labor Force
Development
Plan
Vision: By 2016, a
balanced, inclusive labor
force in targeted sectors
will consist of workers
who possess globally
competitive skills;
enjoys full time
employment, temporary
and casual employment;
and is augmented by
guest workers in order to
meet the targeted labor
force needs of the
growing globallycompetitive economy
and growing population.
By 2016, Curacao will rank among
the top Caribbean labor forces
according to international
benchmarks by developing and
implementing productivity and
efficiency measures and will enjoy
national prosperity through its
productive, globally competitive
workforce in all sectors.
Overall Vision:
By 2016, Curacao will have an economy of wealth creators that is
prosperous and fulfilling, and that creates value and delivers value.
The economy will be supported by a globally competitive workforce that
is flexible and responsive, with the right number of workers to meet
industry needs; with the right attitudes and the right skills, at the right
price.
Vision: By 2016, incentives
to improve the attitudes,
motivation and
opportunities of workers
will produce a more
transparent, productive labor
force with at least one
person employed in each
household including
vulnerable labor force
groups.
Full employment of 95%
will be reached in targeted
sectors and 95% total
employment will be reached
by 2026.
9
Synchronization of Priorities
Priorities:
1.Employment policy based on
flexi-curity principles
2. Establish a change in attitude,
motivation & opportunity within
the labor force and include
mindset training
3. Youth are either at work or at
school
4. Reform dismissal law
5. Re-Organize social welfare
6. Ensure Equal Opportunities
1. Population policy that
visualizes social
development
2. Planned migration policy
3. Link migration policy to
the population, labor and
economic policy
4. Income policy
5. Importance of temporary
and casual workers
6. Integrate foreign and
temporary workers
7. Support for the
development of globally
competitive skills
Priorities:
1. Mindset shift from ―consumptive‖ to
―saving‖
2. Working conditions to stimulate healthy
working environments
3. National performance based pay system
4. Balanced demographic distribution of labor
force
5. Align effective social welfare policies to
creative pay schemes
6. Synchronize revision of the tax system to the
changes in the labor force structural proposal
Integrated
Labor Force
Development
Plan
Priorities:
1. Performance based
evaluation system
2. National Productivity
Council
3. Monitor productivity and
efficiency targets
Priorities:
1. Incentives for durable, long term
employment and a stable competitive
workforce
2. Incentives to augment the workforce
3. Decent work conditions and facilities
4. Fortify the vulnerable unemployed
and employed
5. Tax system to gain economic growth
and increased well-being
Overall Priorities:
1. Integrated labor force planning
2. Flexi-curity Principles as foundation of plan
3. Curacao as Hub of Life long learning for life long employability
4. Vision for the talent pool
5. Tripartism to achieve the country‘s goals
6. Attention to global warming and environmental issues
10
I
n
Position on the Global Stage
t
e
g
r
a
t
e
d
In theLglobal economy, the crucial question is ―How can we, as a nation, make a living in an
a
increasingly
uncertain and fast changing environment?‖ In a world where capital is highly
mobilebo and information globally accessible, Curacao will find it more and more difficult to
compete
r in existing industries. The fact that countries now vie for the same industries, with
Introduction:
Transition into a knowledge based economy by 2026:
Developing competitive advantage
largerFwork forces and ample resources at lower costs, presents Curacao with serious challenges.
o
r
To move
ahead, we need to break the cycle and move to the next wave of development-a
c
knowledge
economy. ―Knowledge economy‖ refers to the use of knowledge to produce social
e
D
and economic
benefits. Various observers describe today's global economy as one in transition to
e
a "knowledge
economy". The transition requires that the rules and practices that determined
v
success
e in the industrial economy be rewriting in an interconnected, globalized economy where
l
knowledge
resources such as know-how, expertise, and intellectual property are more critical
o
than other
economic resources such as land, natural resources, or even manpower.
p
m
e
We must
aggressively pursue an economy that values every worker and provides optimal
n
opportunity
for growth and participation in the economy. To succeed in this environment we
t
P
must put
into place systems and develop manpower that can respond swiftly to the new
l
challenges
and opportunities. In the past, manpower was just a factor of production; today, it
a
n
key source of wealth.
is a
If Curacao is to compete on a global economic scale, it must focus on the education of its adults
and see them as learners. Hence, it must engage in a systemic reform process that synchronizes
policies and priorities across all sectors of society to create an integrated system that results in an
integrated labor force development plan and related policies.
Recognizing that the time is now, the stakeholders of Curacao have agreed to create a structural
proposal for labor force development which will provide the foundation, vision and direction for
long term economic growth, labor force creation and improvement of the social status of the
people of Curacao.
Since the proposal is structural, it, therefore, must be considered as a total package. There can be
no ―cherry picking‖. Each aspect of the proposal is related to many other aspects of the proposal
and this healthy dependency and alignment is the strength of the proposal. The legislative
revisions and the short term actions selected are interdependent and are viewed as strategic parts
of the integrated ―whole‖.
11
A new vision tied to the Curacao Master Plan1 and
the dynamics of labor force/economics and population growth
Global Competitiveness
We recognize that the only way to succeed now is to do the extraordinary.
Those countries that are succeeding on the global stage are those that have knocked down the
silos of working in the government and, with the stakeholders, come forward with long term,
nation-wide development plans that synchronize, harmonize and integrate the planning,
implementation and monitoring of their plans. They have become proactive to counter the
intensifying regional competition and more volatile economic cycles by seeking to develop a
globally competitive workforce that is flexible and responsive, with the right number of workers
to meet industry needs; with the right attitude and the right skills, at the right price.
They have focused on the following in order that their workforce rankings could become
globally competitive:
 The workforce is highly skilled and productive and the managerial talent is strong.
 The overall cost and labor cost is competitive to the industrialized nations ( US, UK,
Ireland, Canada, Finland, Denmark, and Singapore to name a few)
 They are developing reputations for competency, integrity, diverse cross-cultural work
experience and strong global language skills
 Their harmonious labor relations are recognized and are documented in tripartite
relationships that ensure that the unions work closely with employers and government.
 They are documenting labor force profiles and are ensuring that there are sufficient
workers to meet industry needs and that the workers have the right skills to take the jobs
that the economy generates.
 They have reduced the volatility of their economies by creating a system to facilitate a
flexible and responsive labor market by adopting flexible and performance based wage
systems.
 They have taken care to help workers upgrade their skills so that they can stay
employable and not left behind as the economy restructures. They have, through
tripartite structures, developed and implemented measures to help their most vulnerable
workers.
In order to develop a globally-competitive workforce that can create a knowledge-driven
economy, strategies must be in place that:
 Prepare a pipeline of skilled local workers to meet industry demand that is coordinated
between the ministry of labor and the 2ministry of education.
 Upgrade the workforce to ensure that workers skills remain relevant in the new economy
 Develop procedures to augment or supplement the workforce with foreign workers at all
levels: foreign professionals, mid-level workers and semi-skilled and unskilled foreign
workers in predetermined sectors.
1
Curacao Master Plan process has been approved and the formation of the plan is anticipated.
Minister refers to the highest level of elected office in the bestuurscollege of Curacao. Before 2008 status change,
this office is referred to as ―Commissioner‖. We are using ―minister‖ anticipating the transition that is going to take
place.
2
12
These key strategies are only achievable within the structure of a national master plan that
synchronizes all policies in a single direction with common vision, common beliefs and
synchronized and harmonized strategies. Therefore, the necessity for a master plan, of which the
labor force development plan is a single, but powerful, strategy, is imperative. The agreement
and participation of all stakeholders through broad stakeholder involvement is the foundation to
successful passage, implementation and monitoring of such policies.
The process selected is structured for the involvement of all for the success of all.
We recognize that this labor force proposal can empower the country to reach its destiny. We
must continually remind ourselves that we must work beyond what is normal. We must also
recognize that we must all be prepared to sacrifice personally for the success of all.
We must have the self-confidence to believe we can succeed.
Actions necessary to support the vision of a globally competitive workforce
In order to come to a competitive labor force structure, Curacao, through tripartite deliberation
and planning, must do the following:
1. Formulate a national manpower strategic plan that will maximize the full
potential of our work force, to support a knowledge driven economy of the
future and position Curacao in a productive, global economy,
2. Determine key strategies and programs that will develop the work force into
knowledge workers with a national integrated system of life-long learning
which will guarantee Curacao economic competitiveness
3. Identify components of the future work place environment which influence
workers‘ performance, development and quality of life, and are, therefore,
integral to developing a globally competitive work force.
4. Continually examine how the work place environment can be re-engineered to
support a globally competitive work force.
5. Examine how Curacao can transcend its limits (size, manpower, natural
resources) to reach for Knowledge Capital in a borderless manner
Center of knowledge exchange, innovation and new ideas
In the long term, for Curacao to compete it will have to be able to market and sell its capacity
and knowledge related to the economic sectors it is targeting. It is no longer possible to be just a
―provider‖ of services. Economies must do globally competitive research and share innovations
about how the economy works and how the labor force has met the challenges of global
competition and the flattening of the world. Curacao must be able to have the data available to
create reports and do global comparisons to be able to convince the rest of the world that it is
able to compete globally. Curacao is far behind in this area and it will take focus and finance to
catch up.
Getting from Here to There
Current status of the Labor ForceWhat does our current work force look like and how does it
measure against the required profile for the future?
13
We must anticipate and meet future needs of industries, while maintaining a work force that is
flexible and nimble enough to meet future needs. There will need to be a rapid transformation in
the next 10 years. In order to compete on the global market, the economy will need to invest so
that 3 out of 4 workers in the exportable service sector will have at least post secondary or
equivalent qualifications.3 Currently, 6 out of 100 workers have at least a post secondary or
equivalent qualification.
Due to the declining birth rate and longer life span, the workforce is aging and by 2011 the
proportion of our work force below 40 will be 23%. Taking the aging work force into account,
we must nurture life-long learning for workers to remain relevant and focus on the life-long
learning skills within the 18-25 age population so that they will be ready to participate in the
work force in the future. In order to customize the learning to create the highly skilled work force
we must undertake, a survey must be done to acquire base line data on the number of skilled,
semi-skilled and unskilled workers. This data will assist in the projection of the number of jobs
needed to reach the global status profile projected for 10 years from now.
We must find ways to encourage and support more women and over 60‘ers to become and
remain economically active. Such life-long learning opportunities can slow the out migration of
persons. Curacao is experiencing the increase of foreign manpower. The trend seems to indicate
a growth in dependence on low-skilled foreign labor while the out-migration of high-end talent
continues.
There is a need for clear integration of labor force policies to ensure the growth of higher skilled
workers from both the local and foreign work force. Given that the employment of low-skilled
foreign workers has become an integral part of the local economic development, resources need
to be set aside to manage their employment and provide better balance economically and
socially.
Additionally, life-long learning skills will be taught to all workers to instill the value of work and
to create a ―love for work‖ as well as the opportunity to increase self worth and upgrading of
employment.
The lack of opportunity and access to work by specific sectors of society must be addressed and
a change of mindset must be developed within the community to accept an inclusive workforce.
Work Environment
Good human relations practices enhance the welfare of the workers, and are important tools to
attract and retain talented workers, as well as to increase the productivity of workers. Safety and
health are also important indicators of a progressive society. The government will implement
work force standards for life-long learning skills and incentives for meeting the standards in
order to meet the challenges of a ―knowledge work force‖. Employers must agree to a
mandatory amount of hours/days a year for each employee to learn or to train him-/herself.
3
First world nations such as Singapore, Norway, US project such qualifications in its workforce.
Source: World Competitiveness Yearbook, 1999, 2003
14
Curacao lags behind most developed countries regarding flexible work arrangements. Such
flexible arrangements enable individuals to balance work and other demands, which lead to
happier, more productive workers. Part-time and flextime arrangements lead to higher
participation rates. It allows parents to participate in the education of their children, workers to
participate in job-embedded training and altruistic contributions to community. It benefits the
business community through motivated employees.
As we move into the knowledge age and face emerging manpower trends such as virtual work
places, e-commerce and flexible work arrangements and the use of contingent (part-time and
temporary) manpower, traditional employer-employee relationships will be tested. Unions will
need to adjust their union support and training toward progressive collaboration and skills
development, thereby contributing to the increase of knowledge workers. This will create the
opportunity to redefine the scope and role of unions and encourage employers and employees to
engage in proactive and constructive collaborations at the work site. This will lead to more
harmonious relationships and happier workers who will lead us to the desired state of a
motivating, attractive work environment.
Current status of Labor Force Policy
Due to the lack of a clear, long term labor force policy, there is no mutually-agreed upon, longterm vision statement, or clearly synchronized set of policies that direct the development of the
economy, the population, the educational system‘s role in development of the labor force, the
financing of labor force development, the role of taxation or the necessary incentives to stimulate
the economy or the development of labor within specific sectors. Therefore, it is the current
status that the Department of Economic Development‘s Multi-year Economic Development Plan
(MEP) serves as a quasi-policy. This plan, although multi-year in length, has been frustrated by
frequent government changes, its dependence on foreign funding, and the lack of common
vision. Many of its action have been at the pre-implementation stage for years. Consequently,
specific sectors such as tourism, logistics and construction have stepped forward with their own
long-range plans which are private sector led.
It is recognized by all that a set of well-synchronized economic, social and financial policies
must be coordinated in one proposal for there to be real economic success. Therefore, the labor
force development proposal reaches out to connect and harmonize all the policies that relate to
the concerns listed above.
Trends and developments
Several global, regional and local trends and developments must be noted, and will be referenced
in more detail later in this document. Globalization and global competitiveness have already
been mentioned. The awareness of the consequences of not connecting in multiple ways with
these trends and developments will be disastrous. The aggressive development of CARICOM‘s
One Economy is already impacting the flow of labor within the region and determining the
benchmark for low, middle and highly skilled workers because of the free exchange of laborers
and skills information among CARICOM nations.
15
The fact that we have within the region a fast growing economic power in Barbados that has
already reduced its unemployment levels from 23 to 7 percent in the last fourteen years, while
putting into place economic, labor and social instruments to make them globally competitive can
not be ignored. It sets the standard that we must meet or exceed. They have proven that a
Caribbean nation can take international best practice and apply it with relatively short term
success through focus, master planning vision, and change of mindset about the shared
responsibilities and shared sacrifice needed for long term durability and sustainability.
Another trend is the adoption of ILO (International Labor Organization) and OECD
(Organization for Economic Cooperation and Development) recommendations by hundreds of
countries as they relate to economic development, labor force development and decent work.
Further, regional structures, such as the EU and CARICOM, have agreed to and developed
specific plans for the movement toward flexi-curity which is transforming the employeremployee relationships in those regions.
The United Nations had set forth conventions that are now being ratified by member nations
regarding the inclusion of persons with disabilities in the workforce and those conventions will
have to be met by member nations. The Netherlands has ratified those conventions and they
must all be met. The Netherlands Antilles is currently in the process of planning for compliance
with these conventions. There can be no ―cherry picking‖.
Recognizing these as the major trends and developments, the labor force development structural
proposal attempts to identify priorities and strategies that meet these demands. They are
elaborated in the general and specific policy recommendations later in this document.
Obstacles and Opportunities
Instability of government and lack of consistent policy direction are clear obstacles. It goes
without much explanation that the transition to a new relationship with the Netherlands presents
both obstacles and opportunities. The instability of governance as a result of frequent changes of
government frustrates the economy and social developments, and sets back implementation and
monitoring efforts. The lack of direct, broad-based stakeholder participation in key national
discussions has frustrated the consumer, the employer and the worker. Their voices must not
only be heard, but their combined strategies must be utilized.
The fact that Curacao has a recognized social dialogue platform that has the knowledge and
skills to bring people together in broad-based discussion presents an opportunity that has been
taken by government. The labor force development proposal is being facilitated by them.
The creation of the new status of land within the Kingdom also presents opportunities only if
there is a clear vision of what we want to become as a nation and as long as we have a clear,
synchronized set of policies and strategies that will set the foundation for the future we will
create together. To do this we must have a strong and willing private sector of employers and
employees who share the vision and share the Herculean tasks that they will have in order to
create the society to support the vision.
16
What kind of society do we want to become?
After examining several descriptions of different economies, stakeholders identified Curacao as
having characteristics of several categories. Some described the current economy as one of
manipulators which is the descriptor for a corruptive economy. Others described the economy is
one in decline or a parasite economy that depends on periodic infusions to resolve its economic
downturns. Still others agreed that Curacao is an economy of speculators that depends on a
pattern of ―bubbles‖ to answer its call for economic development, such as international finance
or tourism.
In the end, all agreed that it is more important to focus on what we want to be. There is,
therefore, universal agreement among the 367 stakeholders involved in this process that we want
to be an economy of wealth creators. We want to be an economy that is prosperous and, fulfilling
that creates value and delivers value. We want to move beyond a survival economy.
To that end, the labor force development proposal attempts to set vision, priorities and strategies
that, if adopted as a total package, will lead to that economic vision.
I
n
t
e
The Labor Force Development National Dialogue and Structural Proposal
g
r
a
The design
of work
t
As a result
of
ongoing discussions within Kolaborativo, Curacao‘s social dialogue body, and
e
d
government
agencies between July 2006 and November 2006, it was concluded that a national
L
dialogue
was
necessary to create a long term structural proposal to create a globally competitive
a
labor bforce environment for Curacao. Through the committed leadership of labor, commercial
o
and government,
the final protocol was signed in October, 2007 to begin the national dialogue
r
Reaching agreement through national dialogue-
process which would involve a broad spectrum of the society in the creation, revision and
F
implementation
of the desired and needed laws, priorities and strategies to create the structural
o
proposal.
r
c
e
Following
are the key points of the protocol signed by the leaders of Kolaborativo (SSK, CGTC,
D
KvK,eVBC) and the Commissioners of Social Affairs, Economy and Labor, and Education and
v (on behalf of the Executive Council of the Island Government of the Territory of
Culture
e
Curacao)
l
o Outcomes and Priorities of Labor Force Development National Dialogue Protocol
1.
Deliver to government a proposal for a structural solution for Labor Force
p
m
Development by March 31, 2008
e
 Integrated labor policy ( at least the first draft)
n
 Recommended synchronized short, medium and long term strategies that align
t
to the master plan and which can be supported in the multi-year budget of the
P
l
government
a
 Monitoring process to insure implementation
n
2.
Priority will be given to the following areas which were approved November 2006:
 Suggest strategies that will add to strong economic development environment
17

3.
4.
5.
Revise or create new policies, procedures and infrastructure that have complete
support of all stakeholders
 Align central and island decentralization processes
 Model and learn from best practices
 Set benchmarks for labor force development
 Set benchmarks for process implementation
Focus areas based on best practice approved November 2006 and October 2007:
 Productivity and efficiency measures
 Incentives
 Status of temporary and casual workers
 Retraining and retrenchment programs
 Creative pay systems and social programming
 Legislation
 Short term solutions
Agreement to and modeling of tripartite development of key policies that will be used in
future decision making
Through long term dialogue insure
o Respectful consideration of all viewpoints: government, labor sector,
commercial sector
o Provide open and transparent process for obstacles and opportunities to
be discussed, considered and problem-solved
o Development of a long term solution and process that all can support
Purpose of external expert assistance for conference one and two:
Expected Outcomes
 To provide an international and regional perspective regarding best practice in
labor force development, ILO, OECD and Barbados and EU

To provide expertise in flexi-curity measures and policy design

To provide structural support for the design of legislation and policy that will
lead to change the structures that influence labor force development
End products
1. A proposal for a structural solution for Labor Force Development by March 31,
2008
 Integrated labor policy ( at least the first draft)
 Recommended synchronized short, medium and long term strategies that align to the
master plan and which can be supported in the multi-year budget of the government
 Monitoring process to insure implementation
 Suggest strategies that will add to strong economic development environment
 Recommendations to revise or create new legislation, policies, procedures and
infrastructure that have complete support of all stakeholders
 Alignment strategies for central and island decentralization processes
 Best practices embedded in the policy regarding the five areas
Productivity and efficiency measures
Incentives
Status of temporary and casual workers
Retraining and retrenchment programs
Creative pay systems and social programming
 Set benchmarks for labor force development
 Set benchmarks for process implementation
2. Agreement to and modeling of tripartite development of key policies that will be
used in future decision making
18
3.
Synchronization of governmental actions regarding labor, economy, education and social
programming to improve the quality of life of the Curacaolinean
Monitoring Process
The expected content and products, quality of products and the level of involvement of
targeted participants which was defined at the beginning of the process by the steergroup
and the secretariat are evaluated by representatives within the process to measure the
degree of success reached.
Specific periodic evaluations made based on the priorities and goals set for the national
dialogue which include the following will be synthesized by the secretariat and the
steergroup to correct the course of work or to give clarity to the process
The content
The process
The products
The level of involvement of targeted participants
The quality of the products against international standards and benchmarks
Once the final products are completed, their approval and implementation must be
monitored to insure that they are put in place.
The proposal‘s approval process
The creation of the legislation necessary
The discussion by governmental bodies
The timeline for approval within the island council
The revision process
The direction for implementation
The implementation process by the named departments and agencies
The multi-year budget process to support the legislation
The external funding sources needed to support the proposed actions
The quarterly tripartite monitoring process conducted through periodic reports within
Kolaborativo and the Tuesday group will strengthen implementation. 4
The use of ManagePro to track the legislation and the priorities will be used to monitor
the implementation within the government departments and agencies. 5
The final products will be produced in both Dutch and English, and summarize in
Papiamentu.
Data Driven and Best Practice
The labor force development process is open and transparent and tripartite in design. At least 444
persons have participated in workgroups, conferences and focus groups to arrive at the mutuallyagreed upon strategies that are brought forward in the proposal. Some 367 participants
participated in all three major conferences held to insure stakeholder, balanced input. These
participants were evenly balanced between civil servants, labor representatives and commercial
representatives.
4
Kolaborativo is the national social dialogue body of Curacao created by protocol with government in 2001;
Tuesday Group is the social dialogue body of the government and agencies of Curacao to promote interdepartmental
dialogue and holistic planning.
5
ManagePro is the software purchased by the government of Curacao to facilitate the tracking of priorities, projects
and alignment of budget expenditures across all agencies and departments
19
At least 115 persons participated regularly in the workgroup discussions and design process of
vision, priorities, objectives, strategies and benchmarks. Tripartite consensus on foundational
points was the norm.
The process is data-driven with workgroups using internationally benchmarked data and world
organization reports as well as examples of best practice from highly successful countries in the
world and in the region. (See Appendix I for listing, Appendix F for specific data reports)
Basic Values (adopted as part of the protocol as adhered to by Kolaborativo since 2003)
All leaders and participants in the process have promised and agreed to focus on the following
core values in every aspect of the work during the Labor Force Development National Dialogue:
Respet Mutuo/mutual respect
Onestidat/Honesty
Kompromiso/Commitment
Responsabilidat/Responsibility
Perseveransha/Perseverance
Integridat/Integrity
All have agreed to work with open-mindedness and the willingness to consider completely new
and different ideas even if it does not agree with previously held notions or beliefs. The work of
the Labor Force Development National Dialogue has as its foundation the willingness to change
and to be ―other-centered‖, abandoning personal interest and suspending territorial boundaries.
Putting the improvement of the country at the center of all discussions is a core belief that all
have agreed to.
The gold standards of labor force development were utilized with Singapore, Ireland, Denmark
and Barbados used as specific examples of best practice. Denmark, as a very social country
who has had a well-developed labor force policy since the 1990‘s, was selected to follow and
learn from as to how a very socialized country can participate in the EU policies for labor force
development, labor migration and flexi-curity. Barbados was selected as an example of a
fledgling island nation with limited resources that has become a leader in the region. It serves as
an example of a regionally and globally competitive economy and labor force by adopting and
adapting the best practices of the Ireland, Singapore and Barbados, and by adherence to OECD
and ILO recommendations.
OECD and ILO Recommendations
OECD has made general recommendations regarding the development of structural labor force
development policy for all of its member nations based on best practices observed globally.
These recommendations have become one of the foundational documents for the work of the
Labor Force Development National Dialogue process. OECD has provided the Netherlands
Antilles and Curacao with specific recommendations regarding economic development, tax
reform and budget discipline in its report OECD Investment Policy Review 2005.
The local stakeholders, in cooperation with central and island government, have agreed that
those specific recommendation related to labor force development policy will be addressed in the
20
Labor Force Development National Dialogue and will be resolved in these recommended
priorities and strategies.
The general OECD recommendations are as follows:
1.
Set macroeconomic policy such that it will both encourage growth
and, in conjunction with good structural policies, make it sustainable,
2.
Enhance the creation and diffusion of technological know-how by
improving frameworks for its development,
3.
Increase flexibility of working time (both short-term and lifetime)
voluntarily sought by workers and employers,
4.
Nurture an entrepreneurial climate by eliminating impediments to,
and restrictions on, the creation and expansion of enterprises,
5.
Make wage and labor costs more flexible by removing restrictions
that prevent wages from reflecting local conditions and individual
skill levels, in particular of younger workers,
6.
Reform employment security provisions so that they do not inhibit
the expansion of employment in the private sector
7.
Strengthen the emphasis on active labor market policies and
reinforce their effectiveness
8.
Improve labor force skills and competencies through wide-ranging
changes in education and training
9.
Reform unemployment and related benefit systems- and their
interaction with the tax system—such that society‘s fundamental
equity goals are achieved in ways that impinge far less on the
efficient functioning of the labor markets
The specific OECD recommendations related to labor force development are:
1.
2.
3.
4.
5.
6.
7.
To further simplify the tax system, building on the efforts of the Commission on Fiscal
Reform.
To upgrade the skills of the workforce, as there appears to be a gap between the
government‘s and investor‘s perception on the competitiveness of human capital in the
Netherlands Antilles. As already acknowledged by each Island Government,
improvement is absolutely necessary on this matter. To be able to compete with other
Caribbean islands and neighbors, each island must put in place procedures and programs
that will enhance the workforce‘s competitiveness. For this purpose, the islands should
undertake a full review of skills needed for the future and skills presently available so as
to measure and address the gap with skills training and upgrading.
To complete at each level of government the draft competition law and submit it to
Parliament as soon as possible.
To streamline administrative procedures (which was planned for 2002 economic reform
program); with a view to eliminating unnecessary bureaucracy and facilitating work
permit procedures and business visas.
To improve information dissemination mechanisms among the Central and Island
Governments in order to provide more quality and consistency with respect to the
information provided to investors.
To have each island design an investment promotion strategy building on their own
successful cases. Such strategy development will require:
-a sectoral analysis: to acquire in depth understanding of
the competitive landscape of the specific sector(s) in which
the island is interested
-A case study of showcases: to articulate ―lessons learned‖
and repeat the success
-Benchmarking: to understand how the island can compete
in that (those) particular sector(s).
To monitor progress in implementing the reform agenda
21
8.
To set time bound targets for reform in accordance with the above recommendations and
to agree to organize a meeting in one year‘s time to review progress
The labor force proposal recommendations that follow in the general and specific priorities of the
proposal speak to these OECD recommendations.
ILO Recommendations
The International Labor Organization with over 126 member nations, of which the Netherlands
and the Netherlands Antilles are members, has set forth basic principles related to global labor
migration, international labor standards, equality at work and discrimination, racial and ethnic
discrimination against migrant workers, decent work practices and work environment and
workplace safety. ILO has also set the standards for tripartism and social dialogue.
The specific recommendations for Curacao are related to the five fundamental ILO conventions
that as yet are not ratified by the Antilles. These are Conventions 98 (Right to organize and
collective bargaining), 10 (equal remuneration), 111 (discrimination), 138 (minimum age) and
182(worst forms of child labor). 6 These recommendations are being addressed at the central
level at the current time. However, these general recommendations are all addressed as well in
the island level labor force development proposal as part of the labor force development proposal
agreement with the Ministry of Economy and Labor of the Netherlands Antilles.
These OECD and ILO recommendations have been considered and embedded in the work
related to the five areas of the structural Labor Force Development Proposal and are found
detailed in those sections of this proposal.
Five Areas of work
 Productivity and Efficiency
 Incentives
 Casual and Temporary Workers
 Retrenchment and Retraining
 Creative Pay Schemes and Social Programming
Legislation
Short term solutions and transitions
Basic Beliefs
A critical part of the social dialogue process is the creation of common beliefs that will serve as
the foundation of the powerful structures and meaningful events that will become the labor force
development structural proposal. During the process these common believes are generated and
validated, and then supported by vision statements, priorities, goals and strategies for the specific
areas of development.
We began by agreeing that we are seeking to develop a globally competitive workforce that is
flexible and responsive, with the right number of workers to meet industry needs; with the
right attitude and the right skills, at the right price.
Further we agreed that we will be a globally competitive economy by 2016.
6
Source: DIRAZ, Internationale Verplichtingen 2007, Verplichtingen en consequenties als gevolg van
verdragsrechtilijke verplichtingen, externe, 2007
22
Through dialogue, consensus points were adopted to show our common, tripartite beliefs as
described here.
We also want to see our country become a research center in order that we can step onto the
global stage with diversified economic targets. We believe that this plan must be tied to other
plans that will make up the master plan for Curacao. Therefore, we believe that this
development of the structural labor force plan will support the vision of Curacao becoming a
research and development center for Logistics and hub for direct foreign investment.7
Community Consensus Points
The following consensus points have been agreed upon and are used as the basis of the priorities,
goals, and strategies in the Labor Force Development Proposal.
Agreement for these points is based in good faith that the proposal will be accepted as a total
package and certain conditions outlined in the goals, strategies and targeted timeline of the
proposal will be upheld to insure harmonization of the policies and implementation.
All of the strategies that are included in the proposal are there because it is believed that
investment in these strategies will make them affordable (long term benefit) and durable. The
risk analysis will show that some of the strategies will not have payback in the short term but
will have high return on investment in the medium and long term. The proposal must be
implemented, monitored, and adhered to for at least 15 years so that those benefits can be
realized.
Labor Force National Dialogue Consensus Points Adopted by Stuurgroep, March, 2008.
a.
b.
c.
d.
e.
f.
g.
Singular long term labor force development policy and plan
95% employment rate by 2016 and sustain or exceed until 2026
95% employment in targeted sectors by 2016
Productivity levels are at internationally competitive level
Workforce possesses globally competitive skills including a global mindset
Welfare to workfare philosophy must be foundation for social program
Provisions for specialized training and inclusion of persons with disabilities must be an integral
part of the labor force policy
h. Competitive economic development environment that is tied to regional and international markets
i. Follow OECD and ILO economic development and labor force development recommendations in
general and specifically for Curacao
j. Good Governance and government stability is a necessity
k. Continue Kolaborativo and structural tripartite national labor discussion
l. Shift of mindset from ―consumptive‖ to ―saving for the future‖
m. Synchronize the increase of minimum wage, obligatory savings and national pension plan
contributions
n. Introduce for all employed persons an obligatory savings program of 1-5% which is tax-deferred
or tax-exempted
o. Apply components of Flexi-curity in the labor force development plan
p. Increase the age of retirement to 65 (international average)
q. Adapt working conditions to stimulate healthy environment for workers
r. Shift to a national pension plan that is individual, and capital-based;
7
Curacao Logistical Hub Plan 2016
23
s.
t.
u.
v.
w.
x.
y.
z.
aa.
bb.
cc.
dd.
ee.
ff.
Synchronize revision of the tax system to the changes in the labor force structural proposal in
order to gain economic growth;
Revise social security to stimulate employment, retrenchment and retraining in compliance with
flexi-curity components
Insist that there can be no ―cherry picking‖ from the strategies set forth in the structural labor force
development proposal
Reduce the threat of social dislocation caused by unacceptable levels of unemployment
Restructure the economy on a sustainable basis with opportunities given to workers and employers
alike to give greater contribution to planning and redevelopment and to share in the fruits of the
improved economy
Introduce tax incentives for individuals and employers that stimulate the economy and relieves
the social security burden of government
Introduce tax incentives for employers who offer ―earn while you learn‖ programs
Ensure the security and well-being of the community as a whole
Validate the ―basket of goods‖ to be guarded and ensure that the country has no more than 5% of
its citizens living below the poverty line by 2016 according to international benchmarks.
Create the standard that every household has at least one employed person
Demand that the majority of the citizens have at least the minimum level of income deemed
necessary to achieve an adequate standard of living
There must be an independent monitoring system and body to insure sustainable development of
the labor force
24 hour child care must be available
Introduce synchronized available transport system that enables productivity in the workplace and
school hours.
Themes or threads as foundation of the policy proposal
Key themes emerged based on the ILO and OECD recommendations, best practice in identified
countries and the agreements made via the broad stakeholder involvement. These are tied
directly to the overall vision we have for the economy in the master plan and the structures that
need to be in place to support to shift from the current to the new economic and social vision
within the plan. They are:
o
o
o
o
o
o
o
o
Vision for Talent Pool
Enhanced labor force information system
Inspiring incentive program for employers and individuals
Life long learning for life long employment
Augmentation of the talent pool
Transformation of the work environment
Policy synchronization:
Population
Migration
Integration
Remigration
Economic
Industry
Education
Finance
Human Resource Management
Income
Health and Nutrition
Housing
Persons with Disabilities
24
Structure to monitor the progress of changing the labor force
As stated in the above mentioned labor force development national dialogue protocol, it is agreed
that a new integrated, tripartite method of implementing and monitoring the ―Herculean‖ plan is
imperative and must be adhered to. The design of the proposal and its creation of synchronized
priorities and strategies across not only government departments but also community sectors
make it impossible to depend on one agency or department to implement and monitor.
Therefore, the tripartite stuurgroep has agreed to and is proposing the following implementation
and monitoring plans as integral components to total package.
Implementation Plan Process
The implementation plan process is based on the recommendation of the Stuurgroep to continue
the appointment and use of the existing stuurgroep, secretariat and workgroups, for six months,
after the National Labor Force Development Plan approval, with expanded participation of key
stakeholders for implementation.
Phases:
1. Planning Phase
2. Phased implementation phase
3. Full implementation phase
4. Continuation Phase
1. Planning Phase
 Determining and establishing management responsibilities for the process
 Managing the human resource aspects of the process
 Describing the programs and the detailed infrastructure
Setting the guidelines, instructions and legislation needed
Creating the financial management guidelines
Setting the timeline and costs for the process components
1.1 Determining and establishing management responsibilities for the
process
A Labor Force Development Plan Protocol will be signed by the tripartite social dialogue
partners, at the same time the proposal is adopted, to agree to the full implementation of the plan
according to the priorities and goals set forth in the proposal document.
The management of the process will rest with the Labor Force Development National Dialogue
Stuurgroep, a tripartite structure, and will insure that the foundational beliefs in the National
Labor Force Council will be realized. The responsibility for the long term implementation will
lie with the National Labor Force Council, to be established in the first phase of development.
The responsibility of the initial and long-term oversight group will be to
 Guide the process overall
 Manage staff through the transition under current arrangements
 Insure that the transition conforms to the priorities of the plan and change
management principles
 Manage any emerging risk arising out of the transition
25



Monitor the setting of the guidelines, instructions and legislation needed
Participate in and oversee the financial management for the transition and
implementation process
Create a Human Resource strategy to facilitate the transition from the current
situation to the desired structures and labor force climate
1.2 Managing the human resource aspects of the process
A designated organizational and development strategy team with a lead advisor will be
responsible for the management of all HR aspects of the transition and will report to the tripartite
over-site group (National Labor Force Council). The responsibilities of this team will be to
 Develop the role descriptions for sign off by the council
 Liaison with sectors
 Give regular progress and issue updates to affected personnel caused by the
transition
 Coordinate the process for the assessment of opportunities for reconfirmation,
reassignment or appointment due to the transition
 Coordinate the process for recommendations to the council with respect to
reconfirmation, reassignment or appointment due to the transition
 Advertising of positions where reconfirmations are not to be made
 Manage the recruitment process
 Management of any redundancies that arise out of the transitions
1.3 Describing the programs and the detailed infrastructure
Setting the guidelines, instructions and legislation needed
Creating the financial management guidelines
Setting the timeline and costs for the process components
The continuation of the Labor Force Development stuurgroep, secretariat and workgroups for the
early stages of the implementation phase will be crucial to the success of the creation of the
proper supportive strategies that will support the short, medium and long term development of
the integrated, structural labor force development plan. This tripartite approach will ensure open
and transparent continuation of the process and will lead to the structural support needed for such
a systemic and long term economic development strategy. The membership of the workgroups
will be expanded and the required participation of all department heads affected by the priorities
and strategies must be defined and supported by decision of the island council.
The role of government agency and department heads will be to align strategic plans directly to
the priorities, goals and strategies of the labor force development plan; ensure interdependency
of the implementation through synchronization of priorities and timing of the implementation;
collaboration on funding strategies; and abandonment of unaligned policies, priorities, programs
and activities within and across all sectors.
The design of work used to create the blueprint for the labor force development proposal will be
utilized, with the same open and transparent dialogue processes, to create the implementation
26
phase of development. These includes the more specific strategies and the determination of the
roles and responsibilities to ensure that the right people with the right skills will be in the right
places to implement and sustain that the transition will occur.
The addition of an expert lawyer, or a team of lawyers, to the team is necessary to be able to
manage the task of the integration, revision and creation of necessary laws and legal structures to
ensure the sustainability and durability of the process.
The addition of a fiscal sub-committee to the workgroups to assist in the calculations and risk
management of the implementation plan will be needed and should be coordinated from the
office of finance in accordance with fiscal discipline guidelines that have been established.
After the initial implementation plan is created with timelines and fiscal projections, the roles
and responsibilities will have been defined. At this stage, the plan should be shifted to the
National Labor Force Development Council for seamless, long term implementation.
Key strategies that will be implemented during the planning phase:
 Setting the guidelines, instructions and legislation needed
 Creating the financial management guidelines
 Setting the timeline and costs for the process components
This will be accomplished by way of
1. Developing a detailed program for the current and future programs
2. Identification of short and long term priorities for each strategy
3. Writing program management and operational goals, objectives
and strategies aligned to the priorities and goals of the Labor Force
Development Plan
4. Establishing the financial resources and human resources required
to support the plan
5. Inventorying the actions at the strategic and operational levels
2. Phased implementation phase (2-10 years)
The total plan must be phased in according to the data that identified the targeted sectors for
development for the country. The needed structures and the financing necessary for those
structures will be synchronized in the planning phase so that the transition into the phased
implementation will be clear, transparent and supported.
3. Full implementation phase (10 year >)
All structures and processes identified in the priorities and goals of the proposal are in place and
are measured via the monitoring structures designed.
4. Continuation Phase
The labor force plan is self-sustaining and is adapted annually according the needs identified by
the National Labor Force Council.
Milestones to be monitored by Kolaborativo and the National Labor Force Council:
27









Evaluate the extent of the effect of the strategies on the desired outcome of the
labor force development (1-2 years)
Evaluate the reliability of the indicators and variable for issues of concern (1-3
years)
Establish and coordinate the relevant socio-economic indicators and evaluate the
extent of the plan on these indicators (1-2 years)
Produce priority products and structures to serve as the powerful structures and
outcomes of the capabilities of the integrated labor force process (2-10 years)
Establish reliable data collection on the initially selected issues ( 1-5 years)
Establish the reliable data collection on all issues (5-10 years)
Review plan noting accomplishments and disappointments ( annually)
Assess any changes in the environment (annually)
If necessary, make changes in the core strategies and short and long term
priorities, taking care not to ―cherry pick‖ or disturb the synchronization of the
structures of the plan
Monitoring Plan Process
“What you measure is what you change.”
Specific periodic evaluations must be made based on the priorities and goals set forth in the
national dialogue which includes:




The content
The process
The products
The level of involvement of targeted participants
Monitoring all aspects of the process will help the process stay focused and will help pull it into
the next phase. Keeping people focused, motivated and productive during the process requires
constant monitoring and steering as well as ongoing feedback to those involved.
The monitoring process for the design phase:
The evaluation process for the three month design phase were adapted as part of the milestones
and outcomes document approved. Specific individuals were assigned the task to create the
monitoring devices for that phase. Evaluation forms were created and completed by the
following groups within the process. The evaluations were used to determine reached
milestones, changes needed and possible concrete proposals for the future:







Stuurgroep
Secretariat
Workgroup leaders
Workgroup participants
Conference participants
Working conference participants
Feedback groups
28
Workgroup leaders and the secretariat evaluated the document using a Likert scale to measure
stakeholder alignment and guiding questions to assess alignment to best practices in quality
standards and content alignment.
The Labor Force Development Stuurgroep examined the evaluations and made
recommendations.
Monitoring system for the implementation phase:
The monitoring system must be tied directly to the processes outlined in the implementation
phase and to the structures set forth to ensure the full implementation of the priorities, goals and
strategies agreed to in the proposal and protocol.
Workgroup leaders have constructed the items that will be monitored in the implementation
process and those will be designed in the Managepro system of the government. The priorities,
goals, strategies, short term strategies and legislative changes that make up the proposal will be
elaborated further in the implementation phase, specifically assigning timelines for phased and
synchronized implementation, with roles and responsibilities for implementation further defined.
Kolaborativo will monitor on a monthly basis the implementation of the social dialogue
protocol and process.
Milestones to be monitored:
 Adherence to the protocol
 Adherence to the tripartite process
 Adherence to data-driven decision making
1. At regular BC meetings( once a month) the adherence to the document is
discussed
2. At a regularly scheduled meeting of Kolaborativo, the BC‘s self evaluation is
discussed and the social partners dialogue about the criteria for reflecting on the
process and adherence to the products agreed upon
3. The results of this dialogue are shared with the Island Council
.
The National Labor Force Council, when appointed, will collect data and report the
development of the phased implementation plan and will give regular updates to the BC and to
the Kolaborativo so that the stakeholders can support and assist in their responsibilities for
shared implementation.
Milestones to be monitored:
 Evaluate the extent of the effect of the strategies on the desired outcome of the
labor force development (1-2 years)
 Evaluate the reliability of the indicators and variables for issues of concern (1-3
years)
 Establish and coordinate the relevant socio-economic indicators and evaluate the
extent of the plan on these indicators (1-2 years)
 Produce priority products and structures to serve as the powerful structures and
outcomes of the capabilities of the integrated labor force process (2-10 years)
29





Establish reliable data collection on the initially selected issues ( 1-5 years)
Establish the reliable data collection on all issues (5-10 years)
Review plan noting accomplishments and disappointments ( annually)
Assess any changes in the environment (annually)
If necessary, make changes in the core strategies and short and long term
priorities, taking care not to ―cherry pick‖ or disturb the synchronization of the
structures of the plan
30
I
n
t
e
g
New Labor
Force Paradigm
r
a
As the result of extensive examination of best practice, the recommendations and consensus of
t
the stakeholders
is to create a new labor force paradigm for Curacao based on the gold standard
e
set bydsuccessful economies worldwide. The general policy will contain priorities and strategies
L
that build
the foundation of these policy areas and will offer phased-in, durable, and sustainable
a
solutions.
b
o
They
are:
r
General Policy Development
F
o
r
c
e
D
e
v
e
l
o
Thesepmtopics
occur:e
n

t

P
l

a

n

o
o
o
o
o
o
o
o
Vision for Talent Pool
Enhanced labor force information system
Inspiring incentive program for employers and individuals
Life long learning for life long employment
Augmentation of the talent pool
Transformation of the work environment
Policy synchronization:
have been further organized across five areas of work for the policy integration to
Productivity and efficiency
Incentives
Casual and temporary workers
Retrenchment and Retraining programs
Creative pay schemes and social programming.
The rational for selecting these themes is to insure the integration of strategies and to trigger the
shift to a more integrated approach for reaching recommendations and solutions, and the
customization of international recommendations to the local circumstances.
All successful global economies have embraced the concept of integrated labor force planning
which synchronizes the economy with market demand and desired labor force development.
This new paradigm has, as its foundation, key pillars of support which make way for successful
short, medium and long term economic, labor and social development of the community.
Those agreed-upon pillars of the Labor Force National Dialogue are listed here and developed
further in various portions of the labor force development proposal.
1. Integrated labor force planning
2. Flexi-curity
3. Hub of life long learning: Life long learning for Life long employability
4. Vision for the talent pool
31
5. Tripartism to achieve the country‘s goals
6. Attention to global warming and environmental issues
7. Alignment of laws
All parties see the need for becoming partners in the creation and implementation of concrete
measures such as productivity schemes, incentives for higher, more effective performance,
wellness and health and safety programs, tax incentives for individuals and employers, and
customized retrenchment and retraining programs. As stated before, these appear and reappear as
the themes and threads of labor force policy.
We recognize that the private sector is the engine of economic growth.
It goes without saying that the immediate attention to laws, policies and regulations, that are
directly and indirectly tied to labor force development, must be taken in order for the structural
reform to be successful.
Legislative Revision Process
Throughout the process, the workgroups have been supported by a legislative support
workgroup that has inventoried all of the laws and policies of the land and island government
that are addressed directly or indirectly by the priorities, goals and strategies of the proposal.
Over 156 laws and policies have been reviewed and have been synchronized with each of the
priorities and strategies of the proposal. Additionally, the laws and policies have been separated
so that they can be treated accordingly at the island and land levels. They have also been
categorized as needing short, medium or long term attention in order to provide the legal support
structure to enable the priorities to be implemented and monitored. Further the short term
requests of departments and the SEI approved projects have been inventoried and aligned to
these short medium and long term timelines.
How the workgroup “Legislation” have addressed “Short- middle range- and long term”
In principle we have departed from a period not longer than three (3) years. In this category, we
place, among others, the legislation proposals that already are in the making, legislation that have
a less broad connection with or have less influence on other already existing legislation-products,
or those which still have to be developed. We can also consider those proposals for legislative
changes (amendments) that already have been sent to the corresponding bodies/authorities, but,
about which, there still have been no decisions taken. These changes, according to our opinion,
need to be re-examined to check if the aforementioned products meet the current necessities and
needs, and subsequently, adapted where necessary and then resubmitted. Another group of
legislation that fall within the concept ―short term‖ is the laws that have to be proclaimed before
other laws, instruments or conditions can be put in place.
Midterm will represent a period between three (3) and eight (8) years. We might think here, first
of all, of legislation which can come into existence only after short term laws, conditions and
other instruments have been approved executed. Secondly, this category mainly is comprised of
new legislation which might not have the same urgent character as the short term law products,
32
but which, nonetheless, are very important for a balance within the labor market and also the
well-functioning thereof.
We here consider the laws that have to come into existence and execution and must be able to be
evaluated in a period between eight (8) and fifteen (15) years. This, in light of the intention of the
new labor force policy, will be executed from 2008 until 2026. This category comprises of new
laws/ legislation and/or existing legislations that form an ―umbrella‖ for more legislations in this
area. A number of these intended legislation products have an economic impact; and, therefore, it
will be necessary to create the necessary support. Also, it is possible that the length of time
needed for the long term laws will run counter the OECD recommendations. But it can be
necessary to look at the local labor market circumstances, culture, financing and the willingness
of the social partners to come to the desired situation, in order that everyone really can find each
other and agree, in order that responsible long term balance is reached within the market.
33
I
n
t
e
g
r
a
Vision:
t
e
d
L
a
b
o
r
General Vision and Priorities
Integrated Labor Force Development Policy Plan
By 2016, Curacao will have an economy of wealth creators that is
prosperous and fulfilling, and that creates value and delivers value.
The economy will be supported by a globally competitive workforce
that is flexible and responsive, with the right number of workers to
meet industry needs; with the right attitudes and the right skills, at
the right price.
F
o
Common
Beliefs: The consensus points mentioned earlier, having been agreed upon by the
r
c
workgroups and stuurgroep, serve as the foundation of the plan in order to focus all labor force
e
development
toward the vision for the workforce and economy that will be possible. These
D
consensus
points describe the structures and events that will be necessary for us to align our
e
beliefsve and model them for our society and for those who want to do business with us in the next
15 to l20 years. Agreement to these consensus points, led to the development of the overall and
o priorities described further in this plan.
specific
p
m
e Priorities:
Overall
n
1.
t
2.
Flexi-curity Principles as foundation of plan
P
l
3.
Curacao as Hub of Life long learning for life long employability
a
4.
Vision for the talent pool
n
5.
6.
7.
Tripartism to achieve the country’s goals
Attention to global warming and environmental issues
Synchronization and alignment of laws
Overall Priority 1.
Explanation:
Based on the kind of economy we agreed we want (an economy of wealth creators, an economy
that is prosperous and fulfilling, that creates value and delivers value, an economy that moves
beyond a survival economy, the following principles of integrated labor force planning, as stated
in goals one and two, create one of the pillars of the proposal.
Through the priorities listed here we will reach the end we have in mind which is to reach full
employment of 95% by 2016 and sustain or exceed it by 2026.
The labor policy addresses the following goals regarding integrated labor force planning:
34
Goal 1: Policy is built on the labor force value chain: labor force
planning, life-long learning, talent augmentation, labor force
development, workplace transformation and partnership
Goal 2: Policy synchronizes the five key components of labor force
development to address the needs in the value chain:
productivity and efficiency, incentives, role of casual and
temporary workers, retraining and retrenchment, creative pay
schemes and social programming
Goal 3: Policy implementation creates full employment of our people
so that everyone can make a meaningful contribution
Goal 4: Policy ensures Tripartite responsibility to participate in the
creation, implementation and monitoring of the new
policy, its goals and strategies. All must take responsibility.
4.1 Creation of National Labor Force Council
4.2 Redefine the relationships among all stakeholders at the national,
industry, community and school levels to realize the adult, life-long
learning vision and labor force augmentation
Goal 5: Policy includes comprehensive synchronized policy regarding
the integration of and the rights of persons with disabilities to
participate fully in society, and is facilitated by government
and fully supported by the private sector and unions
The integrated labor force planning will include specific policy and programming for targeted
groups with specific needs. The role of the youth between 17 and 25, the older population over
55, women, single women with young children, and persons with disabilities will be addressed.
Within the labor force development policy proposal, the targeted groups‘ rights and
responsibilities, as outlined in United Nations resolutions regarding access and full participation
in the labor force, will be addressed. These initiatives must be coordinated and overseen by a
tripartite coordinating body.
National Labor Force Council
This is the tripartite coordinating body to set strategic direction and oversee the labor force
planning, development and augmentation of strategies and targets. As the long-term oversight
group, it will guide the process overall.
Planning is key in shaping the strategies and desired outcomes of all other manpower efforts.
The role of the planning is to identify and enhance the short and long term fit between manpower
demand and supply. It will unite the workforce providers in a common vision and united effort
to reach the nation‘s goal. It will be established consisting of representatives of the
Kolaborativo, representatives of specified and government-approved entities that are authorized
to speak for the economic development of the island, and representatives of the NGO-platform.
It will insure that the transition of the workforce conforms to the priorities of the plan and change
management principles. Further, it will manage any emerging risks arising and monitor the
35
setting of the guidelines, instructions and legislation needed as well as participate in and oversee
the financial management for the transition and implementation process. It will work closely
with the Labor Force Information System that will be developed by the Central Bureau of
Statistics to provide relevant and timely labor information so that all involved can respond
quickly and effectively to shifts in the market.
Redefining Partnerships
Integrated labor force planning requires redefining partnerships through tripartite
monitoring and implementation of labor force development recommendations.
Collaboration among all stakeholders at the national, industry, community and school levels will
be necessary to realize the adult life-long learning vision. Partnerships/collaborations must occur
at several levels through coordinated vision and synchronized roles and responsibilities:
National level among unions, employers and the government to build foundation. In the
past four and one-half years Kolaborativo has proven itself successful as this platform;
Industry level via various industry councils like CHATA, Logistical Hub Workgroup
CICA, CIFA, and VBC to link industry players with policy makers;
Community (Bario) level to collaborate with one-stop skills centers and fluid educational
centers to provide educational opportunities from birth to death;
Educational level to collaborate on use of infrastructure, life-long learning skills training,
and visioning regarding school content for the future.
The social dialogue structure of Kolaborativo must be maintained to collaborate about the above
structural changes and advise the government and evaluate the progress of the government to
make the necessary changes. Both implementation and monitoring schemes,described in this
document, will be established to support capacity building and initiatives.
Overall Priority 2: Flexi-curity Principles are foundation of the plan
Explanation:
Flexi-curity is a foundational philosophical pillar of the Labor Force Development proposal.
There is no such thing as a life-time job anymore and life-time security must be triggered by a
sequence of jobs held in different firms. The following explanation illustrates its importance.
Flexi-curity has become a widely held driver of change in labor markets of the EU and
Caribbean markets. Therefore, it is important to know the key components and the opportunities and
consequences related. Experts pronounce that flexi-curity must be customized to meet the needs and
pace that the labor market can sustain. What is at stake is some shift from employment protection
towards social protection. In other words, some of the risk/uncertainty management linked to labor
markets in an era of globalization, is to be put on broader shoulders than individual employers for
triggering decent work.
The undesirable alternative (both for productivity and workers welfare) would be to individualize
risks at the level of workers or make only employers responsible for worker‘s welfare. While the
36
reason for the former is quite evident, the reason why the latter is also no alternative is that
employers in today‘s open service economies cannot offer the same employment protection as
formerly, in closed and industrial economies, because they have to deal with much more
competitive pressures. This does not universally apply to all firms, but to a growing number, and
especially to SMEs.
Therefore, there is not much alternative to finding a new balance between adjustment flexibility
and worker‘s security or employment and social security if one strives for worker‘s security.
However, for this purpose, social protection (and especially its elements dealing directly with
labor market risks such as the unemployment benefits system and active labor market policies)
including labor market training has to be innovative and sustainable. Balance can be achieved if
a real social dialogue around the theme is developed.
For example, the recently published interim report of the Expert Group on Flexi- curity, set up by the
European Commission, states that ― the Commission and the Member States, drawing on experience
of previous work, have reached consensus on a definition of flexi-curity which comprises five
components:
• Flexible and secure contractual arrangements and work organizations,
both from the perspective of the employer and the
employee, through modern labor laws and modern work
organizations.
• Active Labor Market Policies (ALMP) which effectively help
people to cope with rapid change, unemployment spells, reintegration
and, importantly, transitions to new jobs – i.e. the element of
transition security.
• Reliable and responsive lifelong learning (LLL) systems to ensure
the continuous adaptability and employability of all workers, and to
enable firms to keep up productivity levels.
• Modern Social Security systems which provide adequate income
support and facilitate labor market mobility. This includes
provisions that help people combine work with private and family
responsibilities, such as childcare. As a process variable this
definition includes:
• Supportive and productive social dialogue, mutual trust and highly
developed industrial relations are crucial for introducing
comprehensive flexi-curity policies covering these components.‖
The graph below illustrates the shift schematically along a time axis
T
Figure 1:
 
 
Time 
→ →
→
→
→
→
→
Job security1) employment security 2) labor market security3)
1) Protection of a specific job/task
2) Protection of employment but multiple jobs/tasks
3) Protection of employment+ labor market policies +social rights (flexi-curity)
37
This shift concerns to, in particular, external forms of adjustments, transitions from one firm to
another or also shifts between employment status (to and from unemployment, to and from training,
to and from parental leave, etc.)
There is no one-size fits all solution. The Labor Force Development proposal attempts to take the
following proposed common elements and develop them into synchronized strategies. Therefore, the
rationale for the acceptance of the proposal as a total package is clear. Following are the common
elements that are basically in line with the definition of the expert group on flexi-curity cited above:
• Medium level employment protection through innovative employment
contract as a necessary, but not sufficient ingredient of
worker‘s security
• Plus a high degree of internal flexibility in high performance work
systems
• High social protection by activated labor-management partnerships,
including training and retraining
• Social rights like maternity, parental and training leave, possibilities
to shift between part-and full-time, etc.
• Complementarily between worker and firm oriented flexibility
• An effective social dialogue.
T
The adherence to these elements can result in what is termed ―labor market security‖ mentioned
earlier. Developing, maintaining and enhancing such a system implies also a functioning social
dialogue that allows the two sides of industry and the government to bargain over possible trade-offs,
responsibilities, and costs of the system.
Within this Labor Force proposal, we have supported strategies from all four classifications of
flexi-curity and social security and have prioritized them as part of the exercise of customizing
flexi-curity for our local situation.
Using the four pathways suggested in the work of the EU and CARICOM, we have agreed to
strategies that
1. Reduce asymmetries between non-standard and standard
employment by integrating non-standard contracts fully into labor
law, collective agreements, social security and life-long learning,
and consider making employment in standard contracts more
attractive to firms.
2. enhance companies‘ and workers‘ adaptability by developing and
strengthening transition security
3. address opportunity and skills gaps among the workforce by
broadening and deepening investments in skills
4. enhance employment opportunities for benefit recipients, prevent
long-term welfare dependence, regularize informal work and build
up more institutional capacity for change
The liberalization of firing and hiring rules, encouraging through incentives flexible forms of
employment, considerations for working time flexibility, all support the movement toward and
customization of flexi-curity for the Curacao labor market.
38
Investments have to be made, in various degrees, by government, employers or workers
themselves; but in the long run, the benefits will almost certainly outweigh the costs. As labor
market participation will go up, long term reliance on social security benefits will decrease and
administrative costs can be reduced. From this perspective, it is essential that we further engage
in a broader dialogue on risk allocation and risk sharing as well as the idea of mutual risk
management. Hence, the high priority given to a well-designed implementation and monitoring
plan for the labor force development proposal.
The most well-known classification of labor market flexibility distinguishes between four types of
flexibility (see, for example, Tangian, 2006; Wilthagen and Tros, 2004)4:
■external numerical flexibility – the flexibility of hiring and
firing, ordering some services from external workers or companies
without having to award long-term employment contracts, but
instead using commercial contracts through tele-working, virtual
organizations or ‗entreployees‘, that is, those engaged in selfentrepreneurial activities;
■internal numerical flexibility – an employer‘s ability to modify
the number and arrangement of working hours without changing
the number of employees;
■functional flexibility – an employer‘s ability to move employees
between different tasks or departments, or to change the content of
their work;
■wage flexibility – enables employers to alter wages in response
to changes in labor market or competitive conditions.
Further, as we move from job security to labor market security must examine and address the social
security system so that it can support the transition to the new way of thinking.
According to Wilthagen, Tros and van Lieshout (2003), social security can
be distinguished according to the following four categories:
■Job security – the certainty of retaining a specific job with a
particular employer;
■Employment security – the certainty of remaining in work but
not necessarily with the same employer;
■Income security – income protection in the event that paid work
ceases;
■combined security – the certainty of being able to combine paid
work with other social responsibilities and obligations.
The number of indicators used to describe social security is relatively large. For example,
Wilthagen (2003) and Vielle and Walthery (2003), among others, associated social protection with
unemployment benefits, minimum guaranteed income schemes, retirement schemes, guaranteed
minimum income, parental allowances, sickness and disability benefits and healthcare insurance,
monitoring access to certain benefits, as well as the rate and duration of benefits.
We agreed, and in the proposal, have made efforts to develop synergies between employers,
employees and local employment offices. According to this rationale, the redundancy procedure
should not aim to achieve financial compensation for job loss. Rather, it should help the
employee to ensure a relatively smooth transition to a new job, by minimizing not only
financial, but also, social costs.
39
The foundational principles, pathways and general philosophy presented in this explanation
regarding Flexi-curity are the foundation of the strategies present here to customize flexi-curity.
The result will be an integrated labor force development plan with all the essential elements
needed to create the competitive labor force desired.
Goal 1: Customize Flexi-curity Principles to needs of Curacao that
include specific strategies for
1.1
Flexible and secure contractual arrangements and work
organizations, both from the perspective of the employer and
the employee, through modern labor laws and modern work
organizations.
1.2
Active Labor Market Policies (ALMP) which effectively help
people to cope with rapid change, unemployment spells,
reintegration and, importantly, transitions to new jobs – i.e.
the element of transition security.
1.3
Reliable and responsive lifelong learning (LLL) systems to
ensure the continuous adaptability and employability of all
workers, and to enable firms to keep up productivity levels.
1.4
Modern Social Security systems which provide adequate
income support and facilitate labor market mobility. This
includes provisions that help people combine work with
private and family responsibilities, such as childcare. As a
process variable this definition includes:
1.5
Supportive and productive social dialogue, mutual trust and
highly developed industrial relations are crucial for
introducing comprehensive flexi-curity policies covering
these components
Goal 2: Utilize the four pathways of Flexi-curity as suggested in the
work of the EU and CARICOM, to implement and monitor
strategies that
Reduce asymmetries between non-standard and standard employment by integrating nonstandard contracts fully into labor law, collective agreements, social security and life-long
learning, and consider making employment in standard contracts more attractive to firms.
2,2
Enhance companies‘ and workers‘ adaptability by developing and
strengthening transition security
2.3
Address opportunity and skills gaps among the workforce by broadening
and deepening investments in skills
2.4
Enhance employment opportunities for benefit recipients, prevent longterm welfare dependence, regularize informal work and build up more
institutional capacity for change
40
Overall Priority 3: Curacao is recognized as a hub of life-long learning for
life-long employability because it has created and sustained a shared
vision for life-long learning.
Explanation:
Life-long learning for life-long employability addresses the needs of all workers and all levels
from pre-employment to retrenchment and retraining so that workers can be continuously
employed throughout their lives.
In a knowledge economy, knowledge, skills and attitudes will provide the key competitive
advantage for individuals. Workers will be faced with skill redundancy and the threat of job
loss. We must face the reality that we must continually acquire new knowledge, skills and
competencies throughout our lives. The knowledge source knows no geographical boundaries as
the skills and competencies are measured against global standards. We are competing in a global
economy. Increased skill development will lead to higher productivity and to flexibility of work
hours. Therefore, Curacao must put education first, education in terms of life-long learning, in
order to insure the enhancement of employability of the work force and the global
competitiveness of economies on the short and long term.
Individuals must take responsibility for their career and learning needs, and continually upgrade
their knowledge and skills.
Employers, in close collaboration with their union representatives, will need to provide workers
with training opportunities and equip them with relevant knowledge and skills.
Knowledge providers will be developed to offer learning and training programs that meet the
needs of individuals, employers and industries.
The five key principles that will be the foundation of life-long learning are: Accessibility,
Affordability, Recognition, Market-driven approach, Partnership among stakeholders.
These principles, described later in the goals, will also serve as important structures in the
retrenchment and retraining goals and strategies described in that section of the proposal.
The Life-Long Learning Centers must be comprehensive, reaching all levels of the work force,
teaching all workers the skills for productivity, and making learning and work enjoyable.
The educational continuum is redefined as education in formal and informal programs for youth
and adults, and includes basic education and mutually-defined and agreed-upon retraining and
retrenchment programs for employed and unemployed persons.8
Goal 1: A shared vision for lifelong learning will be created and
sustained
8
Formal education includes formal structured educational programs and institutions as defined by government while
informal education includes ad hoc programs that are not controlled.
41
Goal 2: Life-long learning for life-long employability will be the core
of all economic, labor, social and educational policy in order to
create a globally competitive workforce and improve the
quality of life of all citizens
Goal 3: Life-long learning will be offered through a tripartite agreed
upon curriculum that is consistently delivered in all formal and
informal learning settings from basic education through
retraining and retrenchment programs for employed and
unemployed persons
Goal 4: The educational continuum is redefined and synchronized in
order to create globally competitive workers
Goal 5: The key principles of life-long learning will be the foundation
of all learning programs in Curacao
5.1
Accessibility: Learning must take place anytime, anyplace so that
adult learners can balance learning with family, work and
community commitments
5.2
Affordability: Varied kinds of support, including financial, should
be available to all levels of the work force to pursue
learning opportunities.
5.3
Recognition: Recognition will be given to learners so as to
motivate continuous learning and self esteem.
5.4
Market-driven approach: Learning will be flexible and meet
the changing learning needs, ―ramping up‖ workers just in
time for the skills that are needed at the work place and in
their everyday life.
5.5
Partnership among stakeholders: Through partnerships among
government, education providers, employers, industry
groups, workers, unions, community organizations and
learning providers, a shared vision for lifelong learning will
be created and sustained.
Overall Priority 4: Create and sustain long-term vision for the talent pool
Explanation:
Creating the globally competitive talent pool is also a pillar of the labor force development
proposal.
Vision of the Talent Pool
The mutually agreed upon vision for the labor force is that it will be flexible and responsive, with
the right number of workers to meet industry needs; with the right attitudes, and the right skills
at the right price.
A more specific vision has been articulated for the year 2016 for the retrenchment and retraining
of our workforce. By the year 2016, Curacao will offer and sustain life-long learning for all,
offer on-the-job training, increase “earning-while-you-learn” programs, and remove all
barriers to work. The youth will either be at work or at school. Curacao will have more
42
competitive entrepreneurs. The workforce will possess a global mindset, and be competent in
language, technical skills, IT skills, work ethics, attitudes and motivation. (See specific
priorities: Retrenchment and Retraining)
Additionally, we have a goal to have 95% employment rate by 2016 and sustain or exceed that
by 2026. We have a goal to have 95% employment in some targeted sectors by 2016. We wish
to have productivity levels that are at international competitive levels. We wish to have a
competitive economic development environment that is tied to regional and international
markets. We want to provide the right access to employment.
We must seek to provide meaningful jobs for all levels of the work force so that everyone in
Curacao can continue to contribute to the economy and enjoy a good standard of living. This can
only come through a new consistent belief system, and education initiative for all adults.
Manpower is the core of the knowledge age, and to the development of global citizens.
We must take into account the current labor force status and as soon as possible address those
obstacles that stand in the way of reaching our goal to have a globally competitive workforce.
To optimize individual contributions to the society, we must take into account the following:
The motivation to work
The quality of jobs created
The renewal opportunities provided
The physical and psychological environment in which individuals work
The issues of structural unemployment
The skills shortage for new and targeted businesses and industry
The impact of an ageing population
We must instill the desire for life-long learning and the motivation to work. We must develop
expertise that will ensure our competitiveness and enable us to move ahead in the rapidly
changing economic environment.
We must ensure that people of Curacao can be engaged in meaningful jobs that allow them to
realize and develop their capabilities to the fullest, and achieve a good quality of life.
We must recognize, that as the economy restructures, some jobs will be phased out while new
jobs will be created, especially in targeted areas for new growth. We need to help shape the
workforce skills profile and have sufficient workers to meet our needs. As our vision states,
workers must have the right skills to take up the jobs that our economy generates.
We must identify targeted sectors for development, and align training programs to deliver those
workers at the intervals needed. The targeted sectors will be aligned to the vision of the economy
stated herein and vision for the economy to be completed by end of 2008.
We must inventory the skills of the workforce and utilize a national data-base to inform and
facilitate the development of the talent pool.
43
Helping Vulnerable Workers
Vulnerable workers are those workers in society that may be displaced or have been displace
either by their developmental capacities or circumstances. As the economy restructures, some
workers, especially those who are lower-skilled, risk becoming structurally unemployed. Age
and disabilities further define vulnerable workers.
As in many societies, older persons and disabled persons are disproportionately represented in
poverty and unemployment statistics.
Internationally, it is known that inclusion of disabled persons in the workforce increases
productivity and changes the mindset of a country about tolerance and motivation to work.
Inclusion of persons with disabilities is supported with specific strategies in the labor force
development proposal.
Internationally, the age of retirement has now been raised in most developing nations to 67 or 70
years of age. Understanding that the age of retirement is calculated on the life span of the human
being, it is necessary to recalculate age of retirement in order to re-balance retirement, pensionplanning, and productivity of the workforce.
The labor force development proposal calls for the retirement age to be increased to age 65.
Consideration is requested for specific sectors where hard physical labor exists. The plan also
calls for a phased process for structurally shifting to the new age of retirement. The return to or
continuation of employment of a portion of the +55 population will increase the workforce and
create the opportunity to reallocate resources from social welfare programs to retrenchment and
retraining programs.
A tripartite committee on Employment of Older Workers, as advisory to the National Labor
Force Council, will monitor recommendations formulated to raise the employability of older
workers. A package of incentives to motivate and enable employers to hire and re-employ them
beyond age 65 will be created.
The labor force proposal also supports the implementation of strategies that are aligned with the
UN conventions and recommendation on the inclusion of persons with disabilities in the
workforce and sets forth strategies for their participation in all aspects of labor force
development. The UN conventions, adopted in March 2007, are legally binding human rights
instruments and affirm that all persons with all types of disabilities must enjoy all human rights
and fundamental freedoms. It, too, calls for a tripartite committee on the rights of persons with
disabilities to hear complaints when a country has ratified the protocol. ILO, the UN agency
tasked with ensuring decent work and a pioneer in recognizing the importance of vocational
training of people with disabilities, supports the right of decent work for persons with
disabilities. In its recent update on decent work, it estimates that 1 of every10 persons in the
world has a disability.9
9
ILO Convention 159, ILO recommendation No. 168, ILO Code of Practice on Managing Disabilities in the
workplace, 2007
44
We must change the mindset of the community regarding the capacity and production of persons
with disabilities and transform training programs available to them and provide accommodations
at the workplace in order for them to be successful.
Adaptation of training to provide persons with disabilities with equal, open, mainstream work
through supported employment is one of the successful international strategies that will be
implemented. Supportive employment will enhance the success of the person in the workplace,
and will be a characteristic of the retrenchment and retraining program for this targeted group of
the work force.
Augmenting the Talent Pool
We want to ensure a coordinated and responsive approach to balancing Curacao‘s overall labor
force development demand and supply by the ministry of labor and ministry of education
working closely together with government agencies and industries to understand the labor force
needs and identify critical skills. The demand for the talent pool must include the availability
and development of both the local and foreign workforce.
First, we must attract Curacaolinians living elsewhere to return to Curacao and join the labor
force here. Using targeted recruiting practices and incentives, we must reverse the brain drain
and create a pipeline of remigration to augment the workforce.
The synchronization of the scholarship program with targeted sector development and the
retrenchment and retraining program will be an augmentation strategy. Further, an incentive to
return to Curacao will be the reduction in the bond if the person will stay and work beyond five
years.
Secondly, as we grow the population and the economy, we must welcome foreigners into the
workforce to meet our targeted shortages, based on growth spurts and/or lack of specific talent.
The goal must be a well-balanced talent pool that can deliver and facilitate a flexible and
responsive labor market.
Goal 1: Create a Labor Force Development Center to oversee the creation
of and provision for competitive skills, both general and specific
1.1
Develop a virtual learning environment that coordinates all
initiative and serves as the center with an oversight board
1.2
Align the Logistical Hub Training Center and Tourism and
Construction Training Center as short term development centers
as they focus on the targeted sectors. Professionalize of
domestic-based industries to promote these sectors.
1.3
Identify and implement, across all training programs, a common set of
general and specific globally competitive work skills that include a
global mindset, and be competent in language, technical skills, IT skills,
work ethics, attitudes and motivation.
Goal 2: Create a labor force skills data-base interfaced with international
skills databases in order to align and synchronize labor force profile
and provide labor force information to policy makers, employers,
45
training providers, immigration office and individuals via the central
CBS-based data base
2.1
Implement and monitor Employment Skills system
2.2
Implement and monitor Labor Force Skills Qualification system
2.3
Synchronize the local labor force information system to the
Caribbean CARICOM Skills Bank
Goal 3: Prepare a continuum of skilled workers to meet industry needs
3.1
Target growth sectors for 5, 10 and 15 year growth intervals
3.2
Set employment targets for 2012, 2015, 2018, 2021, 2024 and 2026
3.3
Create a role out plan in phases starting in 2012 with logistics and tourism
3.4
Calculate and stimulate the spin off effect of jobs to be created by the plan
3.5
Develop a ―just in time delivery‖ system to align with economic targets
be monitored by the National Productivity Council
3.6
Create a National Skills Recognition Program to be administered by the
National Productivity Council to award individuals and employers who
show outstanding productivity and skills development for their sector
Goal 4 : Continuous upgrading of the workforce to ensure that workers’
skills remain relevant in the new economy through a continuous
education and training infrastructure and employability skills
identification and qualification system
4.1
All employees are identified in the employability skills bank
4.2
All employees are entered into the employment qualification
system
4.3
Develop tripartite process for providing and funding a continuum
of training
4.4
Employers are required to pay a monthly skills development levy
for each local and foreign employee based on formulas for small,
medium and large enterprises and an agreed upon salary ceiling to
be used to fund specific retrenchment and retraining
4.5
Employees are given specific incentives, specific training, and
accommodations for targeted employment groups such as persons
with disabilities and older workers.
4.6
Tripartite committees to monitor: Committee on Low Wage
Workers, Committee on Employment of Older Workers,
Committee for the Employment of Persons with Disabilities
Goal 5: Develop a planned migration policy and worker pass policies that
allow foreign/guest workers to complement and augment the local
workforce at the professional, mid-level and semi-skilled and
unskilled levels
5.1
Foreign/guest workers utilized to augment the talent pool in targeted
sectors
5.2
Ministry of Labor regularly monitors the planned migration policy to
improve its effectiveness and responsiveness via the National Labor
Force Council
46
Goal 6: To facilitate a flexible and responsive labor market, ministry of
labor, working within the tripartite framework, sets flexible and
performance based wage systems as the norm
The performance wage system would comply with recommendations
for restructuring:
a. 85-15 rule: with 15% of salary formulated on key
performance indicators linked to the company‘s and/or
individual‘s performance
b. Move away from the seniority-based wage system by
narrowing the salary maximum-minimum ratio
(International benchmark: 1.5 times or less)
Overall Priority 5: Tripartism to achieve the country’s goals
Explanation:
The labor force development proposal creation process follows the recommendations and
guidelines of the ILO, OECD and UN for stakeholder involvement and developing consensus
regarding nationally important policy. All international entities promote and support structures
that ensure broad-based social dialogue models that are utilized throughout the creation,
adoption, implementation, monitoring and evaluation cycles of policy development.
Internationally, it has been proven that those countries that utilize tripartism have been able to
create and sustain policy, and garner the support for implementation by the private sector.
Curacao has such a body in place and functioning. The capacity of the body, Kolaborativo, has
proven to be effective as they utilize their formal and informal networks and model broad-based,
open and transparent dialogue based on the core principles of tripartism and social dialogue set
forth in international standards.
This long term structural labor force development proposal is the result of national tripartite
dialogue to harness the collective energies and needs of the social partners.
Goal 1: Maintain and strengthen the social dialogue process and Kolaborativo
national dialogue structure
1.1
Full-participation of all parties in dialogue: The government,
labor unions and commercial sectors must adhere to the protocols
for tripartism and social dialogue signed in 2001 and 2004; and
also participate fully, and adhere to agreements that are the result
of national dialogue proposals
1.2
Implementation and monitoring: Mutually agreed-upon tripartite
structures must be created and honored to assist in full
implementation by stakeholders of policy recommendations and in
the monitoring of agreed-to strategies
1.3
Develop and maintain harmonious labor relations: To be
recognized internationally for our harmonious relations, our
tripartite structure must be maintained to ensure that unions work
closely with employers and the government
47
Overall Priority 6: Attention to global warming/environmental issues
Explanation:
We are aware of the global sensitivity to global warning and environmental issues. Where
possible, in the topic areas set in the proposal, time has been allocated and strategies have been
created, with these topics in mind.
Goal 1: To be constantly vigilant to the impact of labor force development and the
effects of all such policies on global warming and environmental issues.
Overall Priority 7: Alignment of Laws
Explanation:
One of the reasons that sometimes good ideas fail is that there has not been specific attention
given to the foundation necessary for the ideas or strategies to be supported. In the labor force
development proposal, we have inventoried the laws and policies at the central and island levels
that pertain to labor force development, and have further looked at related laws that are affected
by the labor force proposal and the strategies that support it. We have prioritized these laws and
policies and have placed them on a timeline for revision in order to create a firm legal structure
for the priorities to be successfully implemented.
We have further noted that in the successful plans of countries such as Ireland, Denmark,
Barbados, and Singapore, that there has been a restructuring of laws across ministries to insure
that all obstacles have been removed so that the labor force can grow effectively in order to meet
the needs of the vision for the country‘s economy.
Documented here are the laws affected by the labor force proposal. In the proposal, we are
kindly requesting for the island and central government to respond to our urgent requests for the
highest priority to be given to the review and revising of laws that present obstacles for the
success of this plan‘s implementation. In addition, we have included from the beginning the
Ministries of Labor, Economic Affairs, Education and Justice in our workgroups that have
examined best practice, identified the obstacles and opportunities and have designed the
proposed priorities and strategies. Further, we have enlisted the expertise of the Department of
Legal Affairs and the Department of Labor to complete the inventory and prioritization of the
laws that need immediate, medium term and long term attention in order for the successful
implementation of the plan.
This proposal is far reaching and complex and, since it is an integrated approach, affects many
policies. These policies, and the philosophy behind the policies, must be reviewed and updated
in order for us to create and sustain a globally competitive work force. It is time for the many
policies to be approved as a package, with immediate implementation. Support must be given to
the legal department for these modifications to be done.
48
Since this is an integrated approach, we are restating that there can be no ―cherry picking‖ and
we must harmonize the policies once and for all. The lack of synchronization and
acknowledgement of their inter-relatedness is one of the reasons why the process has stalled
before and for ―ad hoc‖ proposals having been tabled.
Labor Market and Law Table
Demographics, social and
cultural factors for the
people, like immigration,
birth, death, social
aspirations
Supply of labor
(quality
and quantity)
Level and
structure for
regular education
Social facilities and
new financial
help and
social insurance
Demand of
labor (quality
and quantity)
discrepancies
employment
Economic Factors:
•Technical Productivity.
•Interest
•Capital Investment
•Pricing
•Demand for end products
•Establishing Busine ss
Conditions
•Labor costs, examples:
Level of salary or wage
Labor conditions
Labor relations
Full employment
Persons
seeking
employment
Available
labor
positions
Labor Force Laws
Social
supports
Unplacable work
seekers
Open, unfillable
posi tions
Prioritizing and time lining the needed legislative changes.
In principle, we have departed from a period not longer than three (3) years. In this category we
place, among others, the legislation proposals that already are in the making, legislation that have
a less broad connection with or has less influence on other, already existing, legislation-products,
or those which still have to be developed. We can also consider those proposals for legislative
changes (amendments) that already have been sent to the corresponding bodies/authorities, but
about which there still have been no decisions taken. These, according to our opinion, need to be
re-examined to check if the aforementioned products meet the current necessities and needs, and
subsequently adapted where necessary and then resubmitted. Another group of legislation that
falls within the concept ―short term‖ is the laws that have to be proclaimed before other laws,
instruments or conditions can be put in place.
Midterm will represent a period between three (3) and eight (8) years. We might think here first
of all of legislation which can come into existence only after short term laws, conditions and
other instruments have been approved and executed. Secondly, this category, is mainly
comprised of new legislation which might not have the same urgent character as the short term
49
law products, but which, nonetheless, are very important for a balance within the labor market,
and also the well-functioning thereof.
We here consider the laws that have to come into existence and execution and must be able to be
evaluated in a period between eight (8) and fifteen (15) years. This, in light of the intention of the
new labor force policy, will be executed from 2008 until 2026. This category is comprised of
new laws/ legislation and/or existing legislations that form an ―umbrella‖ for more legislation in
this area. A number of these intended legislation products have an economic impact and
therefore it will be necessary to create the necessary support. Also, it is possible that the length
of time needed for the long term laws will run counter the OECD recommendations. But it can
be necessary to look at the local labor market circumstances, culture, financing and the
willingness of the social partners to come to the desired situation, in order that everyone really
can find each other and agree, in order that responsible long term balance is reached within the
market.
Goal 1: Align, revise and synchronize the following policies on the island
level, with the support of the central level where needed, to create and support
a long-term sustainable labor force development process:













Population
Migration
Integration
Remigration
Economic
Industry
Education
Finance
Human Resource Management
Income
Housing
Health and Nutrition
Persons with Disabilities
Goal 2: Eliminate unnecessary laws, policies, procedures and structures that do not
support the integrated labor force development strategy
Goal 3: As much as possible, create at the island level the necessary policies to
support and sustain the labor force development process before, during,
and after the restructuring of the Netherlands Antilles and Curacao
Time Planning
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2017 - 2026
Landsverordening Ziekteverzekering
Landsverordening Ongevallenverzekering
Lei di Bion
Landsverordening Beëindiging
Arbeidsovereenkomst
50
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2017 - 2026
Eilandenregeling Nederlandse Antillen
(ERNA)
Staatsregeling Nederlandse Antillen
(STREGNA)
Regelgeving voor Good Governance
Landsverordening Raad van Onderwijs en
Arbeidsmarkt
(ROA)
Onderstandsregeling
Arbeidsregeling 2000
Landsverordening Beëndiging
Arbeidsovereenkomsten (Lei di Retiru)
Vestigingsregeling
Vergunningsregeling
Wet Economische delicten
- Administratieve boetes
Include clause in relevant laws where
social dialogue is desired
Algemeen verbindend verklaring (AVV)
Collectieve arbeidsovereenkomst (CAO)
Wet Arbeid en Zorg (WAZO)
Werkloosheidswet
Arbeidsmarktwet
Landsverordening Secundaire
Beroepsopleiding
(SBO)
Concept landsverordening
beroepspraktijkvorming
Landsverordening Werkend lerend
Law on National Savings Plan
Regeling Maatschapelijke Zorg
Arbeidsmarktwet
Lv. Arbeid door Vreemdeling.
Lv. Toelating en Uitzetting
Stageregeling
Landsverordening Instelling Arbeidsburo
(Arbeidsvoorzieningenwet)
Social security law
51
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2017 - 2026
Onderstandregeling
Werkloosheidswet
Landsverordening Toelating en Uitzetting
(LTU)
Landsverordening Arbeid Vreemdelingen
(LAV)
Wet Bescherming persoonsgegevens
Vernieuwing instellingsbesluiten van de
diensten
Protocollen tussen de diensten
Onderstandsregeling
Algemene Bedrijfspensioenswetgeving
Arbeidsomstandigheden Wetgeving
Wet voor Arbeid Gehandicapten
Landsverordening Sociaal Economisch
Raad (SER)
- Model Kolaborativo
Wijziging Secundaire Arbeidsvoorwaarden
Landsverordening Loonbeslasting
Educational legal system
Referendum by Law
Belasting Wetgeving
Landverordening Algemeen
Ouderdomsverzekering (AOV)
Algemeen Ziekteverzekering (AZV)
I
n
t
Timeline intervals for long term, durable, sustainable plan:
e
Short term:
2008-2011
g
Medium Term:
2012-2016
r
Long Term:
2017-2026
a
t
This table will address those actions that have been identified as needing
to take place in the short term.
e
Overall Priorities
d
Priority 1:Integrated labor force planning
Goals and
Short term action
Responsible
Timeline L Enabling conditions
Finance provider
Strategies
party
year
a needed
supported
b
Goal 1,2
National Labor Force
Stuurgroep,
2008
SEI, government
o Law revision, external
Development Council
AJZ
r assistance to set up,
F
o
r
c
e
D
e
v
Labor Force Development Proposal
Budget
90,000
52
Goal 1,2,3
National Productivity
Council
Goal 2,3
Transport Policy
Goals 2,3,
Integration of person
with disabilities into the
workforce
Stuurgroep and
NLFDC
LFDND stuurgroep,
secretariat and
workgroups in place
until operation in place
Council in operation,
External assistance to
set up
Vision for 365/24/7
labor force is supported
by transportation
policies that enable all
persons to have
affordable public
transportation to work
Cooperation and shared
vision for the
integration to occur.
Specific training and
support programs and
services for employers
and persons with
disabilities
2009
2008
IC, DWI,
Employers,
Unions
2009
SEI, government
60,000
Government,
clients
Government and
employers
Adherence to UN and
ILO Conventions
Priority 2: Flexi-curity Principles are foundation of the plan
Goals and
Short term action
Responsible
Timeline
Strategies
party
year
supported
Goal 1 1.2
Active labor market
AJZ, Land
2008
policies
And Island
Government,
Stuurgroep
Goal 1 1.3
Reliable and
responsible life long
learning system
Ministries of
Labor and
Education
2009
Goal 1 1.5
Supportive and
productive social
dialogue
Kolaborativo
2008
Goal 2 2.1
Reduce asymmetries
between non-standard
and standard
employment
AJZ., Diraz,
employers,
unions
2009
Priority 3: Curacao is hub of life-long learning
Goals and
Short term action
Strategies
supported
Goal 1
A shared vision for life-long
learning will be created and
sustained
Enabling conditions
needed
Finance provider
Budget
Technical expertise
provided to ensure laws
are revised as proposed
in the short, medium and
long term phases of
implementation
Land and island
government
500,000
Alignment of SEI and
department projects to
the legal timeline
Synchronization of
formal and informal
learning to ensure the
continuous adaptability
and employability of all
workers and to enable
businesses to keep up
with productivity levels
Core values, especially,
mutual trust and highly
developed industrial
relations are crucial for
flex-icurity
Labor laws are flexible
and provide for
integration of nonstandard contracts fully
in collective agreements,
social security and lifelong learning
SEI
Government
Government,
labor, commerce
Government
Responsible
party
Timeline
year
Enabling conditions
needed
Finance
provider
Stuurgroep and
National Labor
Force Council
2008
Cooperation of all
entities responsible
for formal and
Government,
unions and
commercial
150,000 per
year
Budget
53
Goal 4
The educational continuum is
redefined and synchronized in
order to create global
competitive workers
Ministries of
Labor and
Education and
National Labor
Force Council
2009
informal educational
programs for youths
and adults
Cooperation of all
for formal and
programs for youths
and adults
sector
Ministries of
labor and
education,
National Labor
Force Council
Private funding
Goal 5 5.15.5
Goal 5 5.1
The key principles of life long
learning will be the foundation
of all learning programs in
Curacao

Accessibility

Affordability

Recognition

Market-driven
approach

Partnership among
stakeholders
Accessibility
Goal 5 5.2
Affordability
Goal 5 5.3
Recognition
National Labor
Force Council
Ministries of
Labor and
Education
2008
2009
Utilization of
tripartite structures to
guide and insure
implementation
Principles are laid out
in the laws and
policies of the Labor
Force Development
proposal and revision
of labor and education
laws and policies
Kolaborativo
Logistical Hub
NGOs
Ministries of
Labor and
Education,
Finance
Commerce and
labor sectors
Ministries of
labor and
education
Educational
providers,
employers
2009
2010
2009-10
Goal 5 5.4
Market Driven approach
DEZ, DAZ, All
Educational
Agencies
National Labor
Force Council
National
Productivity
Council
2009
Goal 5 5.5
Partnership among stakeholders
Government,
education
providers,
employers,
industry groups,
2009
Learning must take
place anytime,
anyplace so that adult
learners can balance
learning, family, work
and community
commitments
Varied kinds of
support, including
financial, should be
available to all levels
of the work force to
pursue learning
opportunities
Recognition needs to
be given to learners so
as to motivate
continuous learning
and self-esteem
Creative pay schemes
and social programs
need to be in place as
motivational tools
Learning must be tied
to the identified
general and specific
skills identified in
identified, approved
targeted sectors.
Learning must be
flexible and meet the
changing learning
needs, ―ramping up‖
workers just in time
for the skills that are
needed at the
workplace and in their
everyday life
Public-private
partnerships must be a
way of work in setting
up and sustaining the
workforce learning
Government
Private Sector
SEI
54
workers,
unions,
community
organizations,
learning
providers
Priority 4: Vision for the talent pool
Goals and
Short term action
Strategies
supported
Goal 1 1.2,
Create a Labor Force
Development Center to
over see the creation of
and provision of
competitive skills, both
Goal 1 1.3,
1.4
Identification of and
implementation across
all training programs of a
common set of general
and specific globally
competitive set of work
skills
Responsible
party
Timeline
year
Enabling conditions
needed
Finance
provider
National Labor
Force Council
2009
Council
Government
SEI
National Labor
Force Council
2009
Master Plan
2009-10
Goal 2
Goal 3 3.1
Goal 3 3.2
Create a labor force
skills data-base
interfaced with
international skills
databases in order to
align and synchronize
labor force profile and
provide labor force
information to policy
makers, employers,
immigration office and
training providers,
individuals via the
central CBS-based data
base
Prepare a continuum of
skilled workers to meet
industry need:
Identify target growth
sectors for 5, 10 and 15
year growth intervals
opportunities and
sustaining the vision
for life long learning
CBS
National Labor
Force Council
2009-2010
Align the Logistical Hub
Training Center and
Tourism and Construction
training Center as short
term development centers
as they focus on targeted
sectors
Agreement on and
development of policy to
support the common set
of general and specific
globally competitive
skills must be used as a
criteria for funding and
implementing all
retrenchment and
retraining programs
Budget
SEI
Public Private
partnerships
Professionalization of
domestic-based industries
to make them appealing
to workers
Those skills are: global
mindset, competent in
language, technical skills,
IT skills, work ethics and
attitude and motivation
CBS agreement
SEI- Closing the
Digital Divide
Treaties with CARICOM
Land funding
Enabling laws that allow
sharing of data across
ministries and
departments
DEZ, National
Labor Force
Council,
Stuurgroep
DEZ, National
2008
2008
Island funding
Align targeted growth
sectors with the vision of
the type of economy
agreed to in the proposal
and diversify the list to
avoid promotion of a
bubble economy
Limit the targeted sectors
to three to five in the first
phase
Alignment with targeted
55
industry need
Goal 3 3.4
Goal 4 4.1
Set employment targets
for 2012
Calculate and stimulate
the spin off effects of
jobs to be created by the
integrated plan
All employees are
identified in the
employability skills bank
Labor Force
Council,
Stuurgroep
sectors and economic
vision
DEZ, National
Labor Force
Council,
Stuurgroep
National Labor
Force Council,
CBS
DWI, SCC, etc
2008-9
2009
Goal 4 4.2
All employees are
entered into the
employment
qualifications system
CBS
2010
Goal 4 4.5
Employees are given
specific incentives,
specific training and
accommodations for
targeted employment
groups such as persons
with disabilities and
older workers
Develop tripartite
process for providing
and funding a continuum
of training
National
Productivity
Council
2009-2010
Goal 4 4.3
National Labor
Force Council
2009
Goal 4.5
Tripartite committees to
monitor: Committee on
Low Wage Workers,
Committee for the
Employment of Persons
with Disabilities
National Labor
Force Council
2009
Goal 5
Develop a planned
migration policy and
worker pass policy that
allow foreign/guest
workers to complement
and augment the local
workforce at the
professional, mid-level
and semi-skilled and
unskilled levels
Ministry of
Justice
2009
Goal 6
To facilitate a flexible
and responsive labor
market, ministry of labor
DAZ
Ministry of
Labor, National
Productivity
2009-10
This must be a function of
the National Labor Force
Council and carried out in
detail by the DEZ
Sharing of the common
data across all relevant
departments for use in
their areas of expertise is
necessary
Continuous upgrading can
occur with data tracking
of skills through
continuous education and
training infrastructure and
employability skills
identification and
qualifying system
Adaptations and
incentives are needed to
bring unemployed
persons into the
workforce and to sustain
them in the workforce
Multiple funding sources
and tripartite support will
be necessary to support
the large retrenchment
and retraining efforts
necessary. The council
with its vision will attract
direct investment in
programs
The National Labor Force
Council will need to
utilize committees to
insure that the targeted
groups are being given
the attention necessary to
bring them into the
workforce. The use of the
committee structure to
give advise to the council
is best practice and will
enable the advise to be
data-driven, timely and
tripartite
Progressive policies that
allow the free movement
of workers are necessary.
Quotes must be monitored
so as to not stifle the
economy while taking
care to give a sequence
and list of priorities to
migration of workers
SEI Closing the
Digital Divide
Public-private
partnerships
SEI
Public-private
partnerships
Foreign
investment
SEI
This is so important the it
will be addressed in the
legislative revisions
Internationally,
performance based pay
scales are the norm. The
56
working within a
tripartite framework, sets
flexible and performance
based wage system as
the norm: 85-15 rule:
15% of salary formulated
on key performance
indicators linked to the
company‘s and/or
Council,
National Labor
Force Council
productivity standards of
targeted sectors must be
identified and agreed
upon in the sectors. The
employers and unions
must agree to include in
CLAs
Kolaborativo
Priority 5: Tripartism to achieve the country’s goals
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1 1.1
Full participation of all
Kolaborativo
parties in dialogue
Timeline
year
Enabling conditions
needed
2008
The government, labor
unions and commercial
sectors must adhere to the
protocols for tripartism
and social dialogue
signed in 2001 and 2004;
and also participate fully
and adhere to agreements
that are the result of
national dialogue
proposals
Mutually agreed-upon
tripartite structures must
be create and honored to
assist in full
implementation by
stakeholders of policy
recommendations and in
the monitoring of agreedto strategies
Tripartite structure must
be maintained to ensure
that unions, employers
and government work
closely together
Goal 1 1.2
Implementation and
Monitoring
Stuurgroep,
National Labor
Force Council,
Kolaborativo
2008
Goal 1 1.3
Develop and maintain
harmonious labor
relations
Unions and
Employers
Government
2008-
Kolaborativo
Priority 6: Attention to global warming and environmental issues
Goals and
Short term action
Responsible
Timeline
Strategies
party
year
supported
Goal 1
To be constantly vigilant
Government
2009
to the impact of labor
and private
force development and
sector
the effects of all such
policies on global
warming and
environmental issues
Alignment of policies to
vision of an
environmentally friendly
island
Goal 1
Identify alternate fuel
sources for energy needs
and the effect on newly
created jobs
2010
Enabling conditions
needed
Finance
provider
Budget
Finance
provider
Budget
If labor and
environmental policies
are aligned and there is a
clear vision in the
country regarding the use
of alternate energy
sources, the effect of
land development on the
land and sea surrounding
the island and the use of
the coasts for economic
development, we will be
able to be vigilant
A bold vision for the
country‘s commitment to
its future is necessary to
be vigilant
As more people become
employed the demand for
energy will increase and
the creation of alternate
fuel source energy can
drive down the cost of
57
Goal 1
Move toward use of EEV
vehicles for public and
private transport
2010-11
Priority 7: Synchronization and alignment of laws
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1,3
Align, revise and
AJZ, Ministry
synchronize the
of Economy and
following policies on
Labor,
the island level with the
Diraz,
support of the central
level where needed to
create and support a
National Labor
long term sustainable
Force Council
labor force development
process
doing business and
increase employment in
alternate fuel sector
As 365/24/7 work force
is brought on board, the
need for more affordable
transportation will be
needed and as the
population grows that
transport needs to be
environmentally friendly.
Timeline
year
Enabling conditions
needed
Finance
provider
2008 (see
legislative
revision
timeline for
detailed
breakdown
To enable the success
of the proposal here
presented and the short
term goals of
departments as well as
the many SEI projects,
the first step must be
the revision of some
laws which support the
many desired actions.
Ministry of
Economy and
Labor, (land)
(Population, Migration,
Integration,
Remigration, Economic,
Education, Finance,
Human Resource
Management, Income,
Housing, Health and
Nutrition, Persons with
Disabilities)
Budget
Island
Government
SEI
The technical support
to the island and
central level legal
departments is critical
to this work
As much as possible at
the island level, the
necessary policies
support and sustain the
process before, during
and after the
restructuring of the
Netherlands Antilles
and Curacao
Goal 2
Eliminate unnecessary
policies, procedures and
structures that do not
support the integrated
strategy
AJZ, Island
Council,
National Labor
Force Council
2009
Economy and
Labor, (land)
Island
Government
SEI
58
I
n
t
e
g
Theser OECD and ILO recommendations have been considered and embedded in the work
a to the five areas of the Labor Force Development Structural Proposal and are found
relating
t
detailed
e in those sections of this proposal.
d
Five Areas of work
L
 Productivity and Efficiency
a
b
 Incentives
o
 Casual and Temporary Workers
r
Specific Priorities Areas for Policy Development

Retrenchment and Retraining
F
 Creative Pay Schemes and Social Programming
o
r
Legislation
c
Short term solutions and transitions
e
D
e
Following
are the key priorities, goals, and strategies that are recommended in these areas in
v
order eto comply with best practice and the international recommendations mentioned earlier in
l
this document.
o
p
In each
m area, SWOT analyses have been completed, considerable research has been completed
e
and obstacles
and opportunities have been identified within each section. The data that supports
n
these trecommendations is summarized in Appendix F. Over 115 persons have participated in the
P
government
appointed workgroups during the last six months to arrive at not only
l
recommendations,
but tripartite consensus on the recommendations presented. As stated
a
n
throughout
this proposal, the recommendations are interdependent and must be considered as a
total package with phases of implementation over several years. The adoption, implementation
and monitoring will require vigilance for several years.
In each section, short-term solutions are listed, as well as specific recommendations for
legislative revision.
I
n
t
e
g
Vision:
r
a
t
e
d
L
a
b
o
r
Policy Area One: Productivity and Efficiency
Curacao has a comprehensive labor policy, designed with the commitment
of all social partners, which ensures full employment possibilities for
youth and adults. By 2016, Curacao will rank among the top Caribbean
labor forces according to international benchmarks by developing and
implementing productivity and efficiency measures and will enjoy national
prosperity through its productive, globally competitive workforce in all sectors.
Curacao
F Labor Force Development Proposal June 2008
o
r
c
59
1.
Implement a performance-based evaluation system across all sectors with
adequate job descriptions and smart indicators
2.
Introduce a National Productivity Council as the primer entity in Curacao
and the Caribbean known for promoting and facilitating productivity,
quality management and competitive strategies
3.
Introduce, implement and monitor productivity and efficiency targets and
indicators that demonstrate the relationship between productivity growth
and economic development
Explanation
Productivity and efficiency measures are important for labor force development because they
define the economic success of a country along with population growth. Labor productivity also
sets the boundaries for wage negotiation.
Like retrenchment and retraining and incentives programs, productivity and efficiency measures
define and measure shifts in the behavior of employees, employers regarding abilities,
motivation and opportunities related to work.
Jobs and income are related to the relationship among wage, productivity and age. As data is
more easily available for analysis, more countries have become data driven, using internationally
comparable information regarding worker, company and sector productivity to improve economy
success. The successful improvement of productivity and efficiency by measuring it, has lead to
the shift away from wage-based on seniority, to wage based on both inputs (hours worked, years
of experience) and outputs (value added to the work in productivity). These new pay schemes
are called ―performance-based‖ pay.
Further, as human beings are living longer, the adjustment of the age of retirement is an
international trend because people are productive much longer now than when retirement age
policies were set forty years ago. Internationally, the new age of retirement is being reset at 67
in the European Union and similar discussions in the US are to reset at between 68-70 years of
age. As the population ages, social programming systems built based on a life expectance of
around 5 years beyond retirement, can no longer support the weight of having persons collect
their social benefits for 15 to 20 years. Raising the retirement age, increases the available
workforce, usually in the areas of temporary and casual work, and serves as one of the many
ways to support the restructuring of the social programming, pension system, etc.
For successful measurement of productivity, the outputs that increase productivity must be
defined. There must be a system to monitor it. There must be strong policies to maintain the
social cohesion necessary for the shift from seniority to performance. Best practice suggests
that the a national standard for the relationship between the inputs and the outputs be set, and that
a National Productivity Council and National Skills Recognition Program be installed as these
serve as powerful structures to oversee and adapt the shift, as well as utilize the productivity
information to show the global competitiveness of the country and specific sectors within the
country.
60
Productivity and efficiency schemes can be measured at the macro level, as well as by sector,
and at the firm, team and individual level. The measurement of productivity is tied to strong
retrenchment and retraining programs that assist individuals and companies to possess new
skills. Productivity is tied to incentives which occur through such things as job embedded
training and a portion of wage that is based on performance improvement of measured, specific
skills sets related to performance and participation.
The recommendations that follow are based on these best practice recommendations. External
support may be necessary to help set up the longitudinal measures necessary. The informational
database necessary supports the creation of the CBS national skills database as a central database
where the needed information can be managed.
Tripartite agreement and support will be necessary to insure that the rights and responsibilities of
employers and employees are respected. The rational for the shift to sustain global
competitiveness must be well explained to the community and the aging population.
The OECD recommendations addressed by Productivity and efficiency measures recommendations are:
1.
2.
3.
4.
5.
7.
8.
Set macroeconomic policy such that it will both encourage growth and, in conjunction
with good structural policies, make it sustainable
Enhance the creation and diffusion of technological know-how by improving frameworks
for its development.
Increase flexibility of working time (both short-term and lifetime) voluntarily sought by
workers and employers
Nurture an entrepreneurial climate by eliminating impediments to, and restrictions on, the
creation and expansion of enterprises
Make wage and labor costs more flexible by removing restrictions that prevent wages
from reflecting local conditions and individual skill levels, in particular of younger
workers
Strengthen the emphasis on active labor market policies and reinforce their effectiveness
Improve labor force skills and competences through wide ranging changes in education
and training.
Priority 1: Implement a performance-based evaluation system across all
sectors with adequate job descriptions and smart indicators
Goal 1: Develop a common instrument to measure productivity to stimulate datadriven employment practices in the government and private sector
1.1
Stimulate ownership in the process by all employers and employees by
way of a systemic communication program with sector presentations and
training
1.2
Stimulate all companies to involve all employees in the formation of
company mission and vision statements, team-building sessions and the
installation of employee councils (in medium and large businesses)
1.3
Gather data via CBS Information Management system
1.4
Conduct research regarding the compliance with implementation of
productivity measures
61
1.5
Identify and synchronize global skills to be measured with retrenchment
and retraining and creative pay systems (productivity inputs)
1.6
Identify and measure competencies related to attitudes, motivation and
opportunities (productivity outputs)
Goal 2: Create a value-based evaluation system that is based on inputs and
outputs
2.1
Identify inputs that will be represented in 85% of the employee evaluation
2.2
Identify outputs that represent 15% of the employee evaluation and that
will be considered performance based
Goal 3: Encourage companies to adopt flexibility and performance-based wage
systems as a strategy to better ride volatile business cycles and enhance
competitiveness
3.1
Formulate key performance indicators to link payment closely to
company‘s and individual performance
3.2
Build up the monthly variable component to 15% of monthly basic
salary
3.3
Move away from the seniority-based wage system by narrowing the salary
maximum-minimum ration (international standard: 1.5 times less)
Goal 4: Create smart indicators in job descriptions
4.1
Using international sector recommendations introduce and stimulate the
use of job descriptions including the use of smart indicators in all
companies
4.2
Through the National Productivity Council and CBS data management
system, monitor the progress of full implementation of the productivity
measures and performance-based pay scheme by following cohort groups
over ten year period and by annual sector specific surveys
4.3
Tie compliance to the National Skills Recognition Program
Priority 2: Introduce the National Productivity Council as the primer entity
in Curacao and the Caribbean known for promoting and
facilitating productivity, quality management and competitive
strategies
Goal 1: Establish by law and form this tripartite entity known as the National
Productivity Council to facilitate productivity quality management and
global competitive strategies for all sectors
1.1
Create and develop methodologies for productivity measurement,
management and improvement in the public and private sectors based on
international models (Barbados)
1.2
Provide technical advice and assistance for devising productivity-related
payment schemes
1.3
Engage in consultations with any fact-finding body
1.4
Promote and monitor all aspects of productivity growth
1.5
Assist in the development of improved methods of work organization
geared to the enhancement of productivity levels
1.6
Design, advise and conduct educational programs on productivity
62
1.7
Disseminate information to stimulate public awareness and promote
understanding of the need to improve quality of work performance
nationally and in the context of international standards
Goal 2: Adopt the following international benchmarking processes to measure
the productivity and efficiency and make global comparisons of the labor
force in these areas: Labor Market, Labor Force, Human Resources, Labor
Market Efficiency, in order to measure improvement and market economy
 International Institute of Management Development (IMD)
 Business Environment Risk Intelligence (BERI)
 Political and Economic Risk Consultancy (PERC)
 World Economic Forum (WEF)
Priority 3: Introduce, implement and monitor productivity and efficiency
targets and indicators that demonstrate the relationship between
productivity growth and economic development
Goal 1: Implement specific sector measures that meet sector standards for
productivity and efficiency using international guidelines
1.1
Identify general productivity measurement criteria for use across all
sectors
1.2
Identify sector specific productivity measurement criteria according to
international guidelines for ranking:
1.2.1 Skilled and productive labor:
 Relative productivity
 Technical skills
 Overall quality labor
 Skilled labor
1.2.2 Strong management skills:
 Credibility of managers
 Cultural bridging skills of local managers in global
business environment
 International experience of senior managers
 Availability of competent senior managers
1.3
Identify efficiency criteria
Short Term Recommendations Productivity and Efficiency
Priority 1: Implement a performance based evaluation system across all sectors with adequate job descriptions and smart indicators
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
G1,1.6
Bestuursacademie
EGC/PZCB
2009 EGC
2.000.000
63
G4 1.1
G1
Gaol 1 1.5
Goal 1 1.6
2011
Stimulate ownership in
the process by al
lemployers and
employees by way of a
systemic communication
program with sector
presentations and training
National Labor
Force Council
Conduct research
regarding compliance
with implementation of
Develop common
instrument to measure
productivity to stimulate
data-driven employment
practices
Identify and synchronize
global skills to be
measured with
retrenchment and
retraining and creative
pay schemes
Identify and measure
competencies related to
attitudes, motivation and
opportunities
NPC/ Cohort
business group
2010
NLFC
2008-2009
2008-9
Funding for Councils
Government
Synchronization of
vision and global skills
is an underlying
principle of the proposal
Master Plan
National
Productivity
Board
NPC
Master Plan
NPC
NLFC
CBS
2009
Priority 2: Introduce the National Productivity Council as the primary entity in the Caribbean known for promoting and facilitating
productivity, quality management and competitive strategies
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 2 2.1
Identify inputs that will
NLFC
2009-10
Council must have
be represented in 85%
NPC
tripartite input and
employee evaluation
begin in the targeted
sectors of the economy
Goal 2 2.2
Identify the outputs that
NLFC
2009-19
Council must have
represent the 15% of
NPC
employee evaluation to
be considered as
performance based
G1
Establish by law and
NLFC
2008-9
The council is critical
form the tripartite entity
IC
to being able to
known as the National
Kolaborativo
implement the
Productivity Council
productivity and
efficiency measures
G 1 1.4
Promote and monitor all
NPC
2009
aspects of productivity
growth
G 1 1.7
Disseminate information
NLFC
2008-10
to stimulate public
NPC
awareness and promote
understanding about
work performance and
international standards
G2
Adopt international
BC
2009-10
These international
government
benchmarking processes
IC
benchmarks provide
to measure the
Ministry of
baseline information to
productivity and
Labor
measure the growth of
efficiency and make
CBS
productivity locally and
global comparisons
to make global
(IMD, BERI, PERC,
comparisons
WEF)
Priority 3: Introduce, implement and monitor productivity and efficiency targets and indicators that demonstrate the relationship
between productivity growth and economic development.
Goals and
Short term action
Responsible
Enabling conditions
Finance
Budget
64
Strategies
supported
G 1 1.1
G 1 1.2
G1, 1.3
G 1.1, 1.2,
1.3
G1, 1.1,1.3
G1, 1.2.
G2, 1.3
G1,1.3
G1, 1.3
G1,1.3
G1 1.3
G1 1.3
G1, 1.6
G4,1.1
party
needed
provider
Implement specific sector
measures that meet sector
standards for productivity
and efficiency using
NPC
NLFC
DEZ
DAZ
CBS
2009
Targeted diversified
sectors must be
identified for the
timeline intervals
outlined in the
proposal
Identify sector specific
measurement criteria
guidelines ranking areas
outlined in proposal
Closing the digital divide
NPC
DAZ
DEZ
NLFC
2009
Logistical Hub
2008
SEI/EGC
Oprichting regulatory
Board
Opstellen
mededingingsbeleid
Oprichting Curacao
Economic Development
Board
Operationalisering
callcenter voor
vergunningen
Actualisering
vestigingsbeleid
Onderzoek naar redtape
binnen het apparaat &
maatregelen
Human resource
information system
Informatiesysteem DWI
Reorganisatie ambtelijk
apparaat
DEZ
2008
SEI
0,8 milj / 0.8
milj
300.000
DEZ
2008
SEI
90.000
DEZ
2008
SEI / EGC
1.1 milj / 1.1
milj
DCV
2008/2009
SEI
200.000
DEZ
2008 - 2010
SEI
150.000
DEZ
2008
SEI
90.000
DEZ
2008/2009
SEI
180.000
DWI
BC
Master plan
2008/2009
SEI
SEI/EGC
916.000
15 milj / 20
milj
Design for Pais
Korsou must be
finished and must
align to master plan
and vision for
economy and
workforce
Law and Policy Recommendations
Policy Table
No.
Policy statement
Policy
Remarks
Additional
remarks
Workgroup 1 “Productivity and Efficiency Measures”
1
Upgrade the skills of the workforce
Policy
Short
Policy
Short/Med
Policy
Short/Med
Policy goal
Med/long
and the competences
2
Address the gap with skill training
and upgrading
3
Create procedures and programs to
enhance workforce’s
competitiveness
4
Workforce possesses globally
competitive skills and mindset
65
No.
Policy statement
Policy
Remarks
Additional
remarks
5
Involvement of all social partners
Policy principle
Based on ILO
New
Short
New
Med
convention
regarding tripartite
collaboration
6
Effective personnel policies and
Policy
implementation of evaluation
Based on equal
rights and fair
evaluation
11
Sponsorship for labor policy
Policy principle
Permanent
Short/med
commitment of
Government (also
financial),
employers (also
financial) and
unions (especially
stimulating
consciousness)
12
Social activation via training
Policy
13
Execution of the labor policy with its
Policy
Short
Strong structures
manpower planning which can be
needed to execute
supported economically
and monitor
Short/med
implementation
and adherence to
new laws and
policies
Equip Dienst
Arbeidszorg
15
Fringe benefits (secondary):
Policy
companies should have fringe
benefits for employees.
16
Information on instrument and
Human resources
At least a
policy
minimum package
Med
of fringe benefits
Policy
methods to measure productivity
Dienst Arbeidzorg
Short/med
contribute to and
access central
data base with all
information
regarding
employers and
employees from
which information
66
No.
Policy statement
Policy
Remarks
Additional
remarks
for labour market
policy can be
derived
17
Gathering data on productivity
Policy
Strengthening
Strong structure at
government
the DAZ and DEZ
agencies and
with relevant
willingness of
information data
companies to
base at CBS
Short
deliver
information/facts
to government
20
A macro economic policy has to be
Policy guideline
in relation to productivity growth with
less bureaucracy
21
Technological policy has to be
Policy guideline
geared on the constraints
(pressures) on the labor market
24
More flexible reward system in
Policy goal
accordance to the level of education
Remuneration
Med
policy
67
I
n
t
e
Vision:
g
r By 2016, incentives to improve the attitudes, motivation and opportunities of workers
a will produce a more transparent, productive labor force with at least one person
t
e employed in each household including vulnerable labor force groups. Full
d employment of 95% will be reached in targeted sectors and 95% total employment
L
will be reached by 2026.
a
b
o Priorities:
Specific
r
Policy Area Two: Incentives
1. Implement and sustain incentives for employees, employers and the unemployed
F that will contribute to durable, long term employment and a stable, competitive
o
workforce
r
2.c Create incentive programs for persons targeted to augment the workforce
3.e Further develop and sustain decent work conditions and facilities
D
4.e Fortify the vulnerable unemployed and employed persons and sustain them in the
v labor force
5.el Create and sustain a tax system that encourages changes in the functioning of the
o labor market in order to gain economic growth and increased well-being
p
m
Explanation
e
n
The goal
of labor force development incentives is to change the behavior of employers,
t
employees
and the unemployed. Most incentive programs are aligned to the productivity
P
l
measures
and retraining and retrenchment schemes for changing attitudes, motivation and
a
opportunities.
We must development life-long thinking about life-long learning and continually
n
review and revise incentives in order to sustain the labor force we will need as the economy
adapts to global changes.
Sustainable incentive programs are dependent upon governmental stability, continuity,
consistency and good governance practices whereby the long term application/execution of
relevant policies and laws, effective control and the application of sanctions can be predicted and
expected.
There are several factors that influence incentives. First is the development of competencies.
Education should be seen as profitable and life-long. Competencies must be clearly defined as
the general and specific knowledge and skills needed for global competitiveness.
Second is the need for productive behavior that is tied to performance salary and good human
resource management policy. In the global world, salary for years of work is no longer the
norm. Meritocracy systems are the norm where a portion of all salaries is performance-based.
Third is the impact of incentives on labor force participation. Curacao has a current employment
participation rate of 45.7 percent. The vision is to raise the level of employment of the labor
68
force to 95 percent in all sectors by 2026 and to that level in targeted sectors by 2016. This
means that we have to find a way to distribute the risk and manage the risk mutually.
Fourth, incentives are tied to creating flexibility in the workforce. It is about flexibility in
numbers and flexibility in full-time and part-time employment. Incentives help to create
flexibility in job mobility and employability. The incentives help create the abilities, motivation
and opportunities to assist workers to move across sectors and affirm the return on investment.
Data-driven and collaborative
In order for incentives to be effective, there must be the availability of reliable data and
information and the need for information sharing about the labor market, labor policies and laws,
training and retraining possibilities, possibilities for jobs/vacancies, possibilities for learning and
education.
Equally important to the success of the incentives is the availability of structural policies,
planning and modern laws based on a long-term vision and goals concerning the population, the
immigration, the macro-economic, social, labor and security development, welfare regulations,
transportation, and the availability of child care. These policies and planning take into account
the needs, when met, to entice persons to join and remain in the labor force.
Intentional Synchronization
The intentional synchronization of education, that focuses on relevant life-long learning and
educational opportunities, on-the-job training and retraining opportunities (global competitive
skills, competence in languages, technical skills, ICT skills, enhancement of skills) that are tied
to labor force needs and targeted sectors, will insure successful changes of attitudes, motivation
and opportunities. The intentional synchronization will increase the belief in the value of, and
investment in, education and life-long learning programs.
Structural incentives are possible only through structural social dialogue, social partnership,
consultation structures, and tripartite communication. Such things as incentives for the
unemployed (e.g. introduction of a new welfare legislation, proposals mentioned in the report
―Rumbo pa trabou‖, execution of the lei di BION, individual action plans for the unemployed,
affordable and accessible transportation and child care facilities, the introduction of quota to
employ locals),tax incentives (to stimulate life long learning and education, competence
development, the formation of skills, productivity, performance related pay systems, less fiscal
penalties for payment of transportation by employers) are successfully implemented when they
are mutually agreed upon and the conditions for implementation are created via social dialogue
and public private partnerships.
Flexibility regarding the law of dismissal and in arrangements dealing with cessantia, carenz
days, shopping hours, work time/shifts, full time and part time work require adherence to ILO,
OECD and UN resolutions and recommendations that are already being implemented within the
region.
Introduction of creative wage systems will lead to increased productivity.
69
The lack of policy regarding the labor force in general and vulnerable portions of the population,
make it imperative to create incentives to increase their participation. Vulnerable portions of the
population include youth, elderly, persons with disabilities, single parent households and foreign
workers.
Further, the informal sector is growing and has reached a level of nearly 40 percent of the
population by 200710. There must be incentives to encourage these persons and enterprises to
join the formal economy and participate in the targeted economic sectors.
The OECD recommendations addresses by Incentives priorities and strategies are:
1.
Set macroeconomic policy such that it will both encourage growth and, in
conjunction with good structural policies, make it sustainable
2.
Enhance the creation and diffusion of technological know-how by improving
frameworks for its development
3.
Increase flexibility of working time both short-term and lifetime) voluntarily
sought by workers and employers
4.
Nurture an entrepreneurial climate by eliminating impediments to, and
restrictions on, the creation and expansion of enterprises
5.
Make wage and labor costs more flexible by removing restrictions that prevent
wages from reflecting local conditions and individual skill levels, in particular of
younger workers
6.
Reform employment security provisions so that they do not inhibit the
expansion of employment in the private sector
7.
Strengthen the emphasis on active labor market policies and reinforce their
effectiveness
9.
Reform unemployment and related benefit systems- and their interaction with
the tax system—such that society‘s fundamental equity goals are achieved in
ways that impinge far less on the efficient functioning of the labor markets
Priority 1: Implement and sustain incentives for employees, employers and
the unemployed that will contribute to durable, long term
employment and a stable, competitive workforce
Goal 1: Supply an adequate set of incentives to stimulate and maintain an optimal
and productive participation of all those able to work in order to decrease
unemployment and enhance productivity
Strategies:
1.1
Combine sufficient incentives to improve/enhance the motivation and
attitude of employed and unemployed within a decent and positive work
environment
1.2
Implement structures in all businesses to promote productivity and wage
incentives
1.3
Introduce performance-based pay system across all sectors tied to the law
1.4
Implement structures to promote labor mobility, job rotation opportunities
1.5
Revise, update and introduce the Lei di Bion
1.6
Restructure the welfare legislation system and remove disincentives to
work
10
CBS Business Survey 2007
70
1.7
Implement ―Rumbo pa Trabou‖
Goal 2: Create the conditions to ensure that there is, at least, one employed
person in every household by 2016
2.1
As part of the restructuring of welfare legislation and alignment of
retrenchment and retraining programs, introduce system to monitor the
household employment rates and re-entry rates of workers in order to
reach the goal
2.2
Continually analyze and restructure the funding of retrenchment and
retraining programs as persons move away from welfare to workfare and
employment
2.3
Balance the relationship between social welfare and basic wage to live
above the poverty line
2.4
Tripartite agreement regarding the mutual distribution and management of
the risks related to the incentives
2.5
Employer-based training linked to government-based skills development
fund
Priority 2: Create incentive programs for persons targeted to augment the
workforce
Goal 1: Create adequate job opportunities for local persons who studied
abroad
1.1
Implement ―brain gain‖ strategies to motivate the return of local, young
talent
1.2
Create and implement promotional strategies locally and abroad regarding
job opportunity/transparency of the labor market
1.3
Tie incentives for ―brain gain‖ to scholarship program and bond
repayment
1.4
Introduce and implement structures to promote labor mobility, wage
incentive, and life-long learning that are tied to productivity and efficiency
goals and retrenchment and retraining strategies.
1.5
Professionalization of domestic-based industries to promote these
sectors
Goal 2: Create adequate job opportunities for needed foreign workers with high,
medium level, low-skill levels in targeted sectors to assist with peaks and
worker shortages as the economy grows
2.1
Create and sustain a tiered guest worker program that augments the local
worker retraining and retrenchment programs and incentives
2.2
Tie the guest worker program to targeted sector development projects and
economic development growth targets for specific sectors and potential
peaks and/or worker shortages
Priority 3: Develop and sustain decent work conditions and facilities
71
Goal 1: Monitor and adapt work conditions to meet ILO and OECD
recommendations for decent work conditions, making accommodations
for implementation by small and medium sized businesses
1.1
Provision durable and affordable health care system for workers that are
sustainable
1.2
Introduce individual and capital based pension plans for all employed
1.3
Provide adequate public transport that is synchronized with geographic
employment areas and with school hours and 24/7/365 day economy
(example: tourism sector is 24/7/365 sector)
1.4
Provide available child care for working mothers and on a 24/7/365 basis
1.5
Provide a social safety net that is synchronized with welfare to workfare
programming and retrenchment programs
1.6
Provide flexible work hour opportunities that meet the needs of the core
business of employers and the needs of the worker
1.7
Synchronize school and work hours
Priority 4: Fortify the vulnerable unemployed and employed persons and
sustain them in the labor force
Goal 1: Customize programming and incentives for those who are vulnerable in
order that they may enter or remain in the workforce
1.1
Customize programs for the educationally disadvantaged due to
interruption in or discontinued education
1.2
Customize programs for the physically and emotionally challenged
1.3
Introduce individual action plans for vulnerable unemployed
1.4
Provide job coaching and supported employment opportunities and
physical provisions in the workplace for persons with disabilities and offer
special premiums for these programs to employers paid by the government
1.5
Increase the age of retirement to 65 years of age through a phased in plan
for +55, +60 and +62 year olds with customized retrenchment and
retraining programs to sustain them in the workforce
Goal 2: Move to full inclusion program by 2016 as outlined in the UN
conventions for employment of persons with disabilities
2.1
Proactively seek to resolve all discrepancies with the UN conventions via
tripartite dialogue and productivity measure through the National
2.2
Monitor the level of employment of the vulnerable annually in the labor
force data base of CBS and report annual to the National Productivity
Council for consideration in adapting the integrated labor force policy.
Priority 5: Create and sustain a tax system that encourages changes in the
functioning of the labor market in order to gain economic growth
and increased well-being
Goal 1: Synchronize the tax system with the new labor force policy
1.1
Introduce tax benefits/exemptions for learning and training for both
employers and individuals
72
1.2
1.3
1.4
Introduce tax benefits/exemptions for benefits like transport and child care
to the employers
Provide fiscal benefits based on performance according to the
performance-based pay scheme agreed to in the this labor force
Measure the effectives of the incentives against international benchmarks
and local trends in employment in targeted subgroups of the population
Short Term Recommendations
Incentives
Priority 1: Implement and sustain incentives for employees, employers and the unemployed that will contribute to durable, long term
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Supply an adequate set of
NLFC
2009
Systemic approach to
tripartite
incentives to stimulate
resolving workforce
and maintain an optimal
shortages and lack of
and productive
motivation to work
participation of all those
able to work in order to
decrease unemployment
and enhance productivity
Goal 1 1.5
Revise, update and
BC
2008
Provides the
Government
introduce Lei di Bion
foundation to sustain
competitive workforce
Goals 1.1.4
Implement structures in
NLFC
2008 The integration of all
SEI
160.000
all businesses that
2009
labor force datatbases
promote productivity and
into CBS Skills Data
wage incentives:
CBS
System
2.1
Human resource
DEZ
information system
(matching supply and
demand on the labor
market)
Goal 2
Create the conditions to
NLFC
2009-11
Tripartite
ensure that there is one
NPC
youth, older workers,
partnerships
employed person in every
persons with
household by 2016
disabilities, women
Goal 1&2
Sentro pa merkado laboral Plataforma pa
2008 –
Customize programs
SEI
1.044.00
1.1
Korsou na
2011
for the educationally
1.4
Trabou
disadvantaged due to
interuption in or
discontinued education
Goals 1&2
1.1 &1.4
CBS
DWI
2008
Goal1
Str. 1.7
Implementation of Rumbo
pa Trabou
DWI
2008
The integration of all
System
Priority 2: Create incentive programs for persons targeted to augment the workforce
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
Implement ―brain-gain‖
2009
Supportive programs
1.1
strategies to motivate the
NLFC
to create a balanced
return of local, young, talent
work force of high,
Create and implement
medium and low
1.2
promotional strategies locally
skilled workers and to
SEI
916.000
SEI
1.000.000
Finance
provider
Budget
73
and abroad regarding job
opportunity/transparency of
the labor market
2008-11
Incentive to put more
Antillean people to work and
to keep them at work
Goal 1
1.1,1.2,1.3
Directed policy to stimulate
remigration
Goals 1 ,2
Create adequate job
opportunities for needed
foreign workers with high,
medium,low skill levels in
targeted sectors to assist with
peaks and worker shortages as
the economoy grows
Goal 2
2.1, 2.2
Migration and integration
policy
Tie the guest worker program
to targeted sector
development projects and
economic growth targets for
specific sectors and potential
Formulate policy aimed at
integration; execute measures
migrants and integration
Goal 1
1.1
Stimulate to study in own
country (prevent brain drain)
DAZ, DEZ
Employers
BC
AJZ
2009
DAZ
2008-9
2008-9
NLFC
AJZ
NLFC
2008-
NPC
give balance to the
guest worker program
Include all relevant
sectors when
formulating policy
Integrated approach
tied to targeted sector
growth is a must to
develop balanced
SEI
SEI
Integrated approach
growth is a must to
develop guest worker
program
NLFC
Sociaal Kennis
Centrum
SAE
2008
SEI
2009
SEI
75.000 +
375.000
250.000
NLFC
ROA
Priority 3: Further develop and sustain decent work conditions and facilities
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
Monitor and adapt work
NLFC
2008
Council
conditions to meet ILO
recommendations must
and OECD
be adopted and
recommendations by
monitored for
small and medium-sized
compliance
businesses
1.4
Additional measures for
child care
Introduce individual and
capital based pension
plans for all employees
DWI/CHATA
NLFC/NPC
IC
NLFC
Kolaborativo
2008
Goal 1
1.5
Provide a social safety
net that is synchronized
with ―welfare to
workfare‖ programs and
retrenchment programs
2009
Goal 1
1.5
To intensify control of
Labor Laws
NLFC
DWI
DAZ
CBS
Ministries of Ed
and Labor
DAZ
Goal 1
Transition to new AOV
SVBV, APNA
2009
Goal 1
1.2
2009-10
2008 –
2009
Finance
provider
Central and
Island
Governments
SEI
Must be coordinated
with the reduction of
AOV as persons inter
the workforce
1. Decentralize Labor
Inspection
2. Fortify inspection of
DAZ
3. information about
labor conditions and
circumstances
Synchronize revision
Budget
1.500.000
Government,
private sector
individuals
p.m.
74
1.2
and pension system
Goal 1
1.3
Provide adequate public
transport that is
synchronized with
geographic employment
areas and with school
hours and 24/7/365 basis
1.7
1.3,1.7
NLFC
BC
Ministriesof
Labor and
Education
Ministry of
Education
with the phasing in of
the National Pension
Plan
2009
Afdeling OV
Synchronize school and
work hours
2010
Optimization of routing
public transport
2008
Transportation and
childcare synchronized
with education and
working hours are
enabling conditions for
full employment and
productivity of the
workforce
Work is enabled by
coordinating transport to
populated areas and
school/work timetables
p.m.
Priority 4: Fortify the vulnerable unemployed and employed persons and sustain them in the labor force
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Strategies
party
year
needed
provider
supported
Goal 1
Customize programming
and incentives for those
who are vulnerable in
order that they may enter
or remain in the workforce
Goal1
Customize programs for
DWI
2008
SEI
1.1
the educationally
interuption in or
Goals 1& 2
1.1
1.2
1.3
1.4
1.1
1.1
1.3
1.4
1.5
1.1
Goal 2
Humilde pero riku na
mente
the educationally
interuption in or
discontinued education,
physically and emotionally
challenged, +55, +60, +62
to sustain them in the
workforce
Di bou palu pa pal‘i
homber
Computer training for
teener mothers
Education of teener
parents/Education and
training risk groups/
Prevention of social
isolation of risk groups
adult education
Expansion of SBO
possibilities and increased
accessibility for drop outs
and disadvantaged youth
Move to full inclusion
programs by 2016 as
outlined in the UN
conventions for the
Budget
237.000
JVBSW&Z
2008 2010
SEI
345.000
Stimul-it
2008 2010
2009
SEI
460.000
SEI
730.000
DCE
2009
SEI
650.000
SAE/FIDE
2008 2010
SEI
230.000
NLFC
NPC
2009
BVZ/Unidat di
Bario
75
employment of persons
with disabilities
Proactively seek to solve
all discrepencies with the
UN conventions via
tripartite dialogue and
through National
Priority 5: Create and sustain a tax system that encourages changes in the functioning of the labor market in order to gain economic
growth and increased well-being
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Synchronize the tax
KvK, VBC
2010
Tripartite approach,
system with the new
NLFC
continued national
labor laws
BC
dialogue on tax reform
and alignment to the
labor force council
implementation
strategies
Harmonizing and
ramping up the policies
and synchronized actions
needed between tax and
revenue streams
Goal 1
1.1
1.2
Goal1
1.1
1.2
Change fiscal regime
KvK, VBC
2008
privately funded
Introduction of fiscal
reduction as incentive
Introduce tax benefits
like transport and child
care credits for
employers
DWI
2009
p.m.
Policy Table
No.
Policy statement
Policy
Remarks
Additional
S M L Term
remarks
Workgroup 2 “Incentives”
25
Need for governmental stability and
Policy goal
Short
continuity
30
Need to be data-driven
Policy goal
Data base with
Short
labor market
information at
DAZ
31
Paradigm shift
Policy goal
Short
32
Need to create more employment
Policy goal
Short/Med
35
More possibilities for development and
Policy goal
Med
upgrading
76
No.
Policy statement
Policy
Remarks
Additional
S M L Term
remarks
36
More information and explanation on labor
Policy
policies and laws
National
new
Short
Regulation of
The law states
Short
the “trunk” is
that only
already
registered tips
included in the
(credit/debit
Loonbelasting-
cards payment)
wetgeving
are subject to
Not needed to
tax. The law
introduce new
already exists,
laws!!
what needed is
communication
plan is needed
39
Introduce laws to earmark service charge
Policy
funds for the employee
control, and
sanction of the
law and
information to the
workers in the
Horeca sector
40
Introduction of quota for the employment
Policy
of locals
Has to be a
New
Short
quota for
foreigners
instead of
locals !!!!!!
41
Need for better situated child care
Policy goal
Short/Med
facilities (e.g. per geographical zone)
42
Need for better organized transportation
Policy goal
new
Short/Med
facilities
43
44
Productivity improvement tied to labor
Policy
Human
incentives, work organization and
Resource
automation
policy
Need for a payable, accessible and
Med
Policy
Short/Med
qualitative good health care, education
and security system
46
Application of relevant laws and policies
Policy
Include
Strong
sanctions in all
structures. Equip
labour laws
the DAZ to
and strengthen
execute 24/7/365
government
control
Short/Med
77
No.
Policy statement
Policy
Remarks
Additional
S M L Term
remarks
agencies to
execute 24
hour control.
47
Be data driven
Policy -
Short/Med
principle
48
Structural commitment and effective
Policy
Protocol
Short
actions by all partners
49
Sufficient education opportunities
Policy
50
Market-driven, all-round education
Policy
Med
Reform and
Med/Long
continuous
monitoring and
adjustment of
educational
system and
same for the
market.
Government
labor market
and economic
policy can also
be geared
towards the
educational
system to
some extent.
51
Effective control of labor laws
Policy
55
Structured tripartite communication and
Policy
dialogue
Strong structure
Short/Med
Policy
Has to be
Short/Med
guideline to
practiced actively
make
and
decisions (on
enthusiastically
all topics) to
guarantee
support of all
parties
involved
56
Long term labor policy and planning
policy
Short/med
Policy
Short
(supply and demand- but both ways)
58
Individualized action plans for the
78
No.
Policy statement
Policy
Remarks
Additional
S M L Term
remarks
unemployed
60
More information on education, training
Policy
Registration in
policies and job opportunities (more
the DAZ data
transparency of the labor market)
base and
Short
“bemiddeling”
side at the DWI
(digitale
databank
aanschaffen voor
en laten beheren
door de DAZ)
61
Performance based pay systems tied to
policy
the law, and fiscal benefits based on
HRM-policy in
New
Med
all companies
performance
62
Scholarships tied to the labor market
Policy
requirements
Education pay
Med
system
79
I
n
t
e
g
Vision:
r By 2016, a balanced, inclusive labor force will consist of workers who possess
a globally competitive skills; enjoys full time employment, temporary and casual
t
e employment; and is augmented by guest workers in order to meet the targeted labor
d force needs of the growing globally-competitive economy and growing population.
L
a
Priorities:
b
1.o Develop a population policy that visualizes the social development we want to
r
Policy Area Three: Temporary and Casual Workers…
achieve by 2016 a further sustained to 2026
Develop and implement a planned migration policy
Link the migration policy to the population, labor, education and economic policy.
Establish income policy
Establish temporary and casual workers as important contributors to the labor
D
e force and economy development
6.v Integrate foreign and temporary workers having the status of tax contributors,
e
l equal pay and social benefit.
2.F
3.or
4.c
5.e
o
p
Explanation:
m
Temporary
Workers are employees, ―local or international‖, who are not permanently hired.
e
n
International
Workers/Guest Workers are international employees who are present, to meet labor
t
market
P needs, in the country for limited period of time. Their admission may be considered as a
basis lfor permanent stay in the country.
a
n
Temporary and casual workers are a vital part of any economy as they contribute to a balanced
workforce.
Flexible work laws help with temporary work. Flexi-curity, as described in the overall priorities
of the proposed, provides flexibility with safeguards. One component of Flexi-curity, which is
active labor market policies, is met by attending to temporary and casual workers because they
help the labor force cope with rapid change, unemployment spells, reintegration, and transition to
new jobs. There is, however, the need for transition security. Another flexi-curity component,
that is required for successful integration of temporary and casual workers into the workforce, is
flexible and secure contractual arrangement and worker organizations, both from the perspective
of the employer and the employee, through modern labor laws and mindset.
Role of Synchronized Policies
There must be the development of and synchronization of the following policies in order to
address the roles and responsibilities of temporary and casual workers in the integrated labor
force process: Population, Income, Migration, Integration, Re-migration, and Human Resource
Management policies. Through a master planning process, the government must establish, in its
80
economic vision what it wants to accomplish and develop the interdependency of all of these
policies to ensure the successful arrival at the destination of the vision.
The migration policy can be an instrument to assist with the balance of the labor market and to
help us reach the critical mass we need to be an economic viable island that can sustain the
further development of the public services and infrastructures.
The clear definition of the poverty line, the economic level at which a household can not sustain
itself, must be established and revised regularly by CBS and the National Productivity Council.
The relationship of this minimum level of sustainability deemed necessary to achieve an
adequate standard of living must also be considered when establishing the role of the temporary
worker in the labor force.
Temporary and casual workers can support targeted sector mobility and the total mobility of the
labor force within the economy. Temporary and casual work provides a transition from
unemployment to employment. Outsourcing companies can provide for an adequate work force
during peaks and dips in the economy. Special consideration must be granted by law to those
companies that take this risk.
Human Resource Management (HRM) policy must safeguard employment of temporary and
casual workers while providing the flexibility for the peaks and valleys of economic cycles.
Controlled migration policy must offer guidance as to how the guest workers will augment the
local workforce; and formulas to keep the balance must include the goals of employment for
targeted sectors, demand in targeted sectors and the current and developing status of the local
workforce regarding the skills it possesses. This process must be data-driven utilizing the CBS
National Skills Database which will merge existing databases, including the Human Resource
Infrastructure System (HRIS) into an internationally compatible database. CBS will coordinate
the database with CARICOM‘s skills bank, and one-economy goals to enable the open exchange
of workers within the CARICOM nations.
At the same time, Curacao will be investing in the local workforce, tracking competency and
skills development so that the workforce is able to compete. This development will put pressure
on the Curacao labor force and can further contribute to job shortages. Participation in the skills
bank and exchange of guest workers in the region can assist Curacao in balancing its labor force
for high skilled, medium skilled, low and unskilled workers in targeted sectors. The migration
policy must include guest worker provisions that are directly tied to short and medium term labor
force needs.
OECD recommendations reflected in the Temporary and Casual Worker priorities and strategies are:
1.
Set macroeconomic policy such that it will both encourage growth and, in
conjunction with good structural policies, make it sustainable
3.
Increase flexibility of working time (both short-term and lifetime)
voluntarily sought by workers and employers
6.
Reform employment security provisions so that they do not inhibit the
expansion of employment in the private sector
81
Priority 1: Develop a population policy that visualizes the social development
we want to achieve by 2016 a further sustained to 2026
Goal 1: Establish agreed-upon population targets necessary to sustain economic
viability until 2026
1.1
Set population growth stages and align to labor force development
targeted sectors and phases of development
1.2
Identify the infrastructure necessary to support the growth in terms of
social and labor force development programming
Priority 2: Develop and sustain a planned migration policy
Goal 1: Define within the planned migration policy the following components
 skill level is known in advance
 time limit for stay
 immigrant address (local and homeland)
 inspectorate
 skills of worker are identified and aligned to economic need before
entry
 ―pecking order‖ ex: locals first, regional workers second, global
workers third
 market-driven
 integration component
Goal 2: Establish migration targets for high-level, medium level, low and unskilled
workers in targeted sectors for targeted years to meet the changing needs as
the economy grows
2.1
Utilize CBS national skills database to synchronize migration targets
2.2
Consult annually with the National Productivity Council to adjust and
amend migration targets in specific sectors and for specific skill levels
2.3
Monitor and report trends in labor force migration
Priority 3: Link the migration policy to the population, labor, education and
economic policy
Goal 1: Harmonize the intentions and beliefs that underpin the migration policy
and its relationship to population growth, labor force productivity and
economic long term vision
1.1
Revise and implement the three policies at the same time in order
to insure synchronization of key elements
1.2
Annually review and amend the three policies analyzing their
collective effect on increased labor force productivity using
established international benchmark proposed in the labor force
proposal
Priority 4: Establish income policy that is tied to population, labor, economic
and migration policy
Goal 1: Create income policy that is based on a clear definition for poverty,
poverty line, and the right to decent work
82
1.1
1.2
1.3
Policy defines arrangements for layoffs and affirmative action plans for
the worse case scenario. (ex: every household must have at least one
bread-winner)
Policy makes reference to ―decent work‖ and core labor standards
Policy defines the minimum household income deemed necessary to
achieve an adequate standard of living
Priority 5: Develop resilient temporary and casual workers as important
contributors to the labor force and economy development
Goal 1: Temporary workers enjoy decent work
1.1
The ILO principles for decent work are applied to all programming
related to temporary workers and migrant workers
Goal 2: Role of Temporary workers is defined and supported
2.1
Design and implement customized training programs to establish
temporary work programs as transition programs for unemployment to
employment
2.2
Formal and informal education programs include job opportunities for
temporary work
2.3
Temporary workers enjoy the benefit of social and medical premiums
2.4
Tie the educational system, and scholarship program to transitional work
opportunities that are targeted for youth, women and elderly who will seek
retrenchment and retraining to move from unemployment to employment
2.5
Continuously invest in human capital and promote life long learning for
the whole workforce including the temporary and casual worker to endow
the skilled workforce to create and make more effective use of new
technologies
2.6
Establish and sustain a national vacancies database at CBS to insure
accurate labor force estimates
2.7
Create labor force center to facilitate tripartite planning regarding
education which includes mobility, integration training for temporary and
casual workers
2.8
Controls are in force to ensure fair competition and to ensure decent work
2.9
Use repressive measures to insure compliance of laws and regulations
when hiring temporary workers
2.10 Create measurements to measure and report the impact of the temporary
and casual workforce to economic growth and increased employment
targets
Priority 6: Integrate foreign and temporary workers having the status of tax
contributors, equal pay and social benefit
Goal 1: Amend laws to ensure the opportunity for full participation in the society
1.1
Offer tiered worker and permit status to encourage full participation
1.2
Ensure that ―decent work‖ principles are applied for migrant workers
1.3
Develop and implement integration program for migration workers so that
they will fully participate in the society
83
1.4
Implement and enforce laws that promote the payment of local tax by
employers as well as guest workers
Temporary and Casual Workers
Priority 1: Develop a population policy that visualizes the social development we want to achieve by 2016 a further sustained to 2026
Goal and
Strategy
Supported
Short term action
Responsible party Timeline
Year
Enabling conditions
needed
G 1 1.1
Set population
growth stages and
align to labor force
development targeted
sectors and phases of
development.
Identify the
infrastructure to
support the growth in
terms of social and
labor force
development
programming.
NLFC, CBS,
Immigration
Policy to pace growth
G 1 1.2
2009
Master Plan
Kolaborativo
Priority 2: Develop and implement a planned migration policy
Goal and
Short term action
Strategy
Year
Supported
G1
Finance provider Budget
Define within the
DROV
planned migration
DAZ
policy the components NLFC
for migration
2009
Enabling conditions
needed
Finance provider
Bud Budget
Must have the criteria
clearly set that enables
the work for temporary
and casual workers who
may be guest workers
Establish migration
targets
G2
G1
Define within the
DAZ
planned migration
policythe following
components:skill
level, is known in
advance,immigrant
address (local and
homeland)skills of
worker are identified
and aligned to
economic need before
entry―pecking order‖
ex: locals first,
regional workers
second, global
workers third marketdriven integration
component
2009
SEI
84
G2
G1.1.1
G 2.1
Establish migration
targets for high,
medium and low
skilled, and unskilled
workers in targeted
sectors for targeted
years to meet the
changing needs as the
economy grows
Set population growth
stages and align to
labor force
development
Utilized CBS labor
force skills database
to synchronize
migration targets
NLFC
DAZ
CBS
DEZ
NPC
2009
Targeted sectors and
agreed-upon targeted
growth areas must be
identified with specific
criteria for selection
BC
2009
sectors when
formulating the policy
BSB&V
DROV
2008 2010
CBS
Priority 3: Link the migration policy to the population, labor and economic policy.
Goal and
Short term action
Responsible party Timeline Enabling conditions
Strategy
Year
needed
Supported
G 1.1.
G 1.2
G 1.1
P3
G 2 2.1
SEI
Revise and implement
the three policies at
the same time in order
to insure
synchronization of
key elements
NLFC
2008-2009 Facilitation of island to
DEZ
make own migration,
DAZ
population and
Ministries of Labor
remigration policies is
and Justice
integral to successful
migration
Master Plan
Annually review and
2009-2010 Needs to be tied to
amend the three
master plan vision for
policies analyzing
economy
their collective effect
on increased labor
force productivity
using established
CBS
international
DEZ
benchmark proposed
in the labor force
proposal
Revise and implement DAZ
2008
1.Versnelde afgifte voor
bepaalde
doelgroepen
to insure
(Directeuren tevens
synchronization of
aandeelhouders,
key elements
hoogopgeleiden en
technici).
2. Procedure verkorten
door Hoofd DAZ te
mandateren.
Utilized CBS labor
DAZ
2008-2010 Nationale vacaturebank
force skills data-base DWI
bestaande uit queries
ti synchronize
CBS
uit gezamenlijke
migration targets.
bestanden o.m.:
a. van SVB uitschrijven
Opzetten nationale
werknemers
vacaturebank met info
b. mutaties
uit Arbeidsregister,
arbeidsregister
85
DWI, SVB, VD,
Werkgevers
meldplicht
c. stage registratie
d. werkzoekenden
e. arbeidsplaatsen en
vacatures
Priority 4: Establish income policy
Goal and
Short term action
Strategy
Year
Supported
Enabling conditions
needed
G1
1.1-1.3
Must have baseline set
to analize growth
Create income policy
that is based on a clear
definition for poverty,
poverty line and the
right to decent work
2009
Priority 5: Establish temporary and casual workers as important contributors to the labor force and economy
development
Goal and
Short term action
Responsible party Timeline Enabling conditions Finance provider Budget
Strategy
Year
needed
Supported
G 1, 2
G 2 2.1
Temporary workers
enjoy decent work
BC
NLFC
2008-2010 Commitment of all
parties towards using
only legal temporary
Role of temporary
Ministries of
workers.
workers is defined and Justice and Labor 2008-9
supported
Organize Labor Pools
to comply with the
demand
Define and support
DAZ
role of temporary
NLFC
worker
Design and implement
customized training NPC
programs to establish
temporary work
programs as transition
programs for
unemployment to
employment
2009
2009
2.2
Formal and informal
education programms
include job
opportunites for
temporary work.
2009
NPC
DWI
Ministries of Labor
and Education
2.4
Tie the educational
system, sholarship
program to
transitional work
SAE
opportunities that are DWI
targeted for youth,
Mobility Centers
woman and
elderlywho will seek
retrenchment and
2008
2008/2009
86
retraining to move
from unemployment
to employment
2.6
2.7
2.9
2.10
Establish and sustain a
2008
national vacancies
database at CBS to
CBS
insure accurate labor NLFC
force estimates
2008
Tourism and
Create labor force
Construction
center to fascilitate
Training Center
tripartite planning
ragarding education Logistical Hub
wich includes
Training
mobility, integration Center
training for temporary Mobility Centers
and casual workers
NLFC
Use repressive
measures to insure
compliance of laws
and regulation when
hiring temporary
workers.
BC
Ministry of Justice
CBS
NLFC
Create measurements
to measure and report
the impact of the
temporary and casual
workforce to
economic growth and
increased employment
targets
Priority 6: Integrate foreign and temporary workers having the status of tax contributors, equal pay and social benefit
Goal and
Short term action
Strategy
Year
needed
Supported
Goal 1.1
Offer tiered worker
and permit status to
encourage full
participation
Ministry of Labor 2009
DAZ
NLFC
Flexible mindset about
a globally competitive
workforce
Targeted sectors with
economic growth
targets aligned with
timeline of Labor Force
plan
Ministry of Labor 2009/2010
DAZ
NLFC
DWI
87
Policy Table
No. Policy statement
Policy
Remarks
Additional
S M L
remarks
term
Labour market policy and
New policies
S
populace policy
and strong
/
immigration, admission and
government
M
control according to the vision
structures are
of Curacao policy for labor and
needed.
Workgroup 3 “Casual and Temporary Workers”
73
New policies, laws and
Policy
regulations in order to organize
economy
74
Broad program for dualistic
Policy
Short
training (skills and
competences) via SEI
75
Opportunities to optimize
Policy
“Vormingsplicht”
The law on “Sociale
If needed, on
Vormingsplicht” has to be
basis of the
evaluated on its
evaluation,
effectiveness for reaching
there will be a
its goals and also to
revision of the
function as a labor market
law.
Short
policy instruments for
disadvantaged
unemployed youth.
76
Labor market oriented
Policy
Med
policy
Short/Med
approach is possible for
financing of studies via SSC
77
Expansion of HRIS to become
national vacancies database
78
Labor Market Center
Policy
Instelling Kenniscentrum
(Kenniscentrum Bedrijfsleven
Bedrijfsleven
Beroepsonderwijs) to facilitate
Beroepsonderwijs
Short
planning between private sector
and education (via SEI
commissie)
81
Implement available
policy
Med/long
opportunities
84
Control illegal immigration via
Policy
Land Toelating en Uitzetting
Strong
Short/Med
structures
(LTU=Law that regulate
Immigration and Expulsion of
88
Policy
Remarks
Additional
S M L
remarks
term
Labor market policy,
Strong
Short/med
Populace policy
structures
international workers) + permit
regulations (synchronize work
permits and resident permits)
85
Aim for integration of labor
Policy
market policy in the overall
economic and population policy
needed to
implement,
execute,
control,
evaluate and
adjust
86
Produce and analyze
Policy
data/information as for labor
Strong
Populace policy
structures with
market policy and define the
linked data
role of temporary workers
bases
Short/med
(labor force, market needs,
education output, prognoses,
short/long term etc.)
89
I
n
t
e
g
Vision:
r By the year 2016, Curaçao will offer and sustain life-long learning for all, offer
a on the job training, increase “earn while you learn” programs, remove all barriers to
t
e work. Youth will either be at work or at school. Curaçao will have more competitive
d entrepreneurs. The workforce will be competent in languages, technical skills, ICT
L
skills, work ethics, attitude & motivation.
a
b
o Priorities:
Specific
r
Policy Area Four: Retraining and Retrenchment
1. Employment policy based on flexi-curity principles
F
(Flexi-curity is about bringing people into good jobs and developing their
o
talents, rather than job security, flexi-curity focuses on employment security.)
r
c 2. All retrenchment and retraining programs are designed to establish a
e
change in attitude, motivation & opportunity within the labor force and include
D
Mindset training
e
v 3. Youth are either at work or at school
e
l 4. Reform dismissal law
o 5. Re-organize social welfare to encourage employment and maintain social net for
p
those who really need it
m
e 6. Ensure equal opportunities
n
t
Explanation:
P
l
Retrenchment
and retraining programs are based on a well-established role of education within
a
the context
of the economy and the development of the labor market for global competitiveness.
n
Manpower training programs insure that the workforce has the know-how and the mindset to
create new products, markets and wealth for the country through global competitiveness.
Retrenchment programs are designed for displaced workers while retraining programs are
designed for the current workforce.
At the moment only 45.1 percent of the 135, 000 persons or 61, 025 persons participate in the
workforce of Curacao.11 This low participation rate challenges the ability of the workforce to
meet the growing needs of the economy.
2005
2006
2007
Population
135.474
135.250
135.513
Economically not active
42.869
44.310
44.395
Labor force
62.735
60.981
61.125
Participation level
46.3%
45.1%
45.1%
11
CBS (More data located in Appendix F: Retrenchment and Retraining)
90
Number of employed
51.343
52.050
53.779
Number of unemployed
11.392
18.2%
8.931
14.6%
7.346
12%
Youth unemployment
44%
37.8%
24.2%
DWI welfare recipients
7.100
6.999
6.998
1.905
1.509
1.134
DWI actively seeking a job
The need to motivate persons to enter or re-enter the workforce is critical if we are to establish
ourselves as a globally competitive community. The analysis of the data regarding the
workforce indicates that less lower-educated persons are willing to follow retraining programs.
Curacao‘s strengths include some level of economic diversity and expertise, available education
and training programs although they are not focused on a common vision or training initiative, a
population with an affinity for multiple languages, and several targeted sectors being tourism and
logistics ( sea, air, financial service, international trade and information technologies).
Available education and training takes several forms via
 Regulated Education (regulier onderwijs)
 Non-regulated Education (niet regulier onderwijs)
 Private Education
 Social Formation Obligation (Sociale Vormingsplicht)
Mismatch of Supply and Demand
Weaknesses that need to be strengthened through focused retrenchment and retraining are the
mismatch of supply and demand between the labor force and the market need, brain drain, lack
of supportive transportation system; lack of consistently compiled statistical data
(comparability); and lack of willingness to share valuable data which can strengthen alignment.
The lack of job training in the VSBO and SBO contribute to the high drop out rate that now
exists in 12-18 year olds, and which has now reached +40 percent. Vocational training must
evolve to an ―earn-while-you-learn‖ system that interfaces with transitional learning programs,
job coaching, transitional programming, and support after fully entering into the labor market.
Formation of Global Skills
A set of general and specific, hard and soft skills must be the foundation of all retrenchment and
retraining programs that will create the globally competitive workforce. Productive global
citizens must be engaged in life-long learning. As students, they must learn social/emotional
skills, character development, physical health, high level thinking skills (creative thinking and
decision making), information management, systems thinking, and specific content skills.
The educational system must consistently change its infrastructure, curriculum, instructional
methods, technologies structures, teacher training, professional development, principal
91
leadership roles, and assessment of learning methods in order to maintain current with global
competitiveness.
Learning must occur along a continuum with dual learning available in the basic education
program, and opportunities for apprenticeships while learning. A transition phase must be
available with on-the-job training with practical follow-up and application. Once employed,
there must be embedded job training to keep workers current and globally competitive. Sectoral
funds should be available for sector training.
It is through the continuum of life-long learning for life-long employability that the change of
mindset about work will occur. Unions, commerce and government must unite in their common
vision and goals for a master plan that puts education and life-long learning, tied to the economic
vision, at the center of their decisions. Adults must continue by learning ethics, information
management, systems thinking, new job skills, information technology, and high level thinking
skills.
Accommodations must be made for persons with disabilities. As previously stated, these
accommodations must align with the United Nations Conventions set forth and ratified by the
Netherlands. Targeted programs should be tailored to the needs of vulnerable members of
society such as drop-outs, single parent families, and the elderly.
Attempts must be made to motivate the nearly 40 percent of the population that makes up the
informal economy in 2007.12 The informal economy represents those who did not have ―decent
work: by ILO standards. Those standards include: vacation insurance, sick pay and social
benefits or the enterprise is informal... Informal economy data collection was introduced into
CARICOM labor market surveys beginning in 2002 but many CARICOM nations did not have a
labor market survey in 2002. CBS has been tracking the status of the informal economy since
2004 using internationally reliable methods but is cautious in the use of the result. When CBS
began to collect these data in 2004, the results showed 33 percent of the economy to be informal.
Comparability between Caribbean countries is not yet consistent; therefore, the data is not
reliably comparable.
Those who earn enough revenue to pay taxes should be encouraged to pay taxes (e.g. contract
workers of which Curacao has a large number). CBS will include in its annual labor force
survey measurement of the informal sector and its impact on the economy and will provide
longitudinal analysis of its development. CBS will also provide figures for the informal
economy by sectors.
There must be a monitoring system in place to look for non-compliance and apply effective
sanctions for violations.
Finally, the principles of flexi-curity must be customized to Curacao‘s needs. Reliable and
responsive life-long learning systems must be designed to ensure the continuous adaptability and
employability of all workers, and to enable firms to keep up with productivity levels.
12
CBS Resultaten onderzoek naar de informal economie in Curacao 2004-2007
92
Supportive and productive social dialogue, mutual trust and highly developed industrial relations
are crucial for the introduction of comprehensive policies related to these principles.
OECD recommendations reflected in the Retrenchment and Retraining priorities and recommendations
are:
1.
Set macroeconomic policy such that it will both encourage growth and, in conjunction with
good structural policies, make it sustainable
3.
Increase flexibility of working time (both short-term and lifetime) voluntarily sought by
workers and employers
4.
Nurture an entrepreneurial climate by eliminating impediments to, and restrictions on,
the creation and expansion of enterprises
6.
Reform employment security provisions so that they do not inhibit the expansion of
employment in the private sector
7.
Strengthen the emphasis on active labor market policies and reinforce their effectiveness
8.
Improve labor force skills and competencies through wide-ranging changes in education
and training
9.
Reform unemployment and related benefit systems- and their interaction with the tax
system—such that society‘s fundamental equity goals are achieved in ways that impinge
far less on the efficient functioning of the labor markets
Priority 1.
Employment policy based on flexi-curity principles
(Flexi-curity is about bringing people into good jobs and developing their
talents, rather than job security, flexi-curity focuses on employment
security.)
Goal 1: Achieve World Class HR practices on Curacao
1.1
Establish/reinstate and sustain mobility centers to provide more
information on education, training policies and job opportunities.
1.2
Mobility centers help unemployed with individual action plans
and career advice to strengthen their position in the labor market.
(These mobility centers can later evolve to one-stop career
centers)
1.3
Create labor force centre (KBB e.g.) to facilitate planning among
the three sectors regarding education
1.4
Create and sustain a national vacancies database
Goal 2: Create a reliable and responsive education system which is flexible and can
permanently synchronize with labor market needs
2.1
Define role of education in a market driven economy
2.2
Review and adapt the educational curriculum structure to
achieve long term match between labor force supply and
demand
2.3
Basis education includes and supports dual learning
opportunities
2.4
Transitional educational opportunities are available to assist
unemployed move toward employment
2.4
Job Coaching and Supported Employment are available
Goal 3: Sustain reliable and responsive life-long learning to ensure the continuous
adaptability and employability of all workers, and to enable firms to keep
up productivity levels
93
3.1
3.2
3.3
3.4
3.5
3.6
Provide ―On-the-job‖ training (skills and competencies, general
and specific) through accredited and frequently updated
internal and/or external training programs, which are monitored
and evaluated through certification programs and are
available for workers of all levels of education
Establish on going opportunities for job rotation within and
across sectors
Introduce and sustain national certified skills recognition
program and a national skills database managed by CBS
based on international criteria and comparable with other
regional and international databases
Measure enhanced levels of productivity using international
benchmarks adopted in this labor force development
proposal
Monitor and report the degree to which labor skills are
enhanced as a result of retrenchment and retraining programs
Monitor communication among government, employers and
employees as a result of the national skills recognition
program
Priority 2. All retrenchment and retraining programs are designed to
establish a change in attitude, motivation & opportunity within
the labor force and to include Mindset training
Goal 1: Upgrade labor force through short, medium and long term retrenchment
programs
1.1
Contain learning components regarding attitude, motivation and
opportunities to work, and improve the self esteem of employees
1.2
Contain social formation components as well as general
and specific globally competitive skills that are taught in all
formal and informal, life-long learning programs:
competent in languages, technical skills, ICT skills, work
ethics, attitude and motivation.
1.3
Improve the confidence between employer and employees
as a result of the change in attitudes, motivation and
flexibility of the labor force through the retrenchment and
retraining programs
1.4
Insure that retrenchment and retraining programs are
available through multiple modes: training centers,
embedded on-the-job opportunities and school-based
programs or by certified and approved training providers
Priority 3: Youth are either at work or at school
Goal 1: Develop a continuum of life-long learning for life-long
employability experiences that motivate youth to stay in school or
successfully transition into the workforce
94
1.1
1.2
Expansion of work and learn courses (earn while you learn)
Offer scholarships and incentives for reduced payback if
entry in the workforce is sustained for more than five years
1.3
Customize special training for the youth
Goal 2: Connect reduction in social benefits for non-compliance to the
work or school mandate
1.1
Create disincentives for school drop-outs by disallowing social
benefits to school-age youth
Priority 4: Reform dismissal law
Goal 1: Align dismissal law with flexi-curity principles
1.1
Reinstitute the KAR(dismissal law)
1.2
Utilize mobility centers to help laid off workers to find new
employment
1.3
Monitor the consistent implementation of the KAR and
adapt if necessary
Priority 5: Re-Organize social welfare to encourage employment and
maintain social net for those who really need it
Goal 1: Enforce social security law
1.1
Enforce onderstand/PP-kaart for those who truly need it
1.2
Align Plan ―Rumbo pa Trabou‖ to organize social welfare
Goal 2: Synchronize minimum wage with all labor force development initiatives,
especially the capital-based national pension plan and the obligatory savings
program
2.1
Encourage savings mindset by the establishment of an obligatory
savings program that will help persons establish collateral
2.2
Establish a phased program for increasing minimum wage that is
tied to the savings program and established a percentage of the
minimum wage that will be set aside for savings (ex: if 10% raise
in minimum wage, 8% is for take home and 2% is for savings)
2.3
Establish a clear relationship between minimum wage and
onderstand to ensure that there is incentive to work
2.4
Recalculate AOV in relation to the new social net and welfare to
workfare guidelines
Priority 6: Ensure Equal Opportunities
Goal 1: Introduce laws for the persons with disabilities to fortify their position on
the labor market
Goal 2: Reduce and eliminate as many barriers as possible to equal access to
employment
2.1
Synchronize school and work hours or at least provide
affordable childcare
2.2
Stimulate and create more part-time workers, job-sharing
and flexible work hours.
95
2.3
Organize Public Transportation in such a way that it allows
people to participate in economic, social and cultural
activities.
Goal 3: Introduce and Sustain special training programs for the youth
(drop-outs), elderly (55+), disabled and ex-convicts
Short Term Recommendations:
Priority 1: Employment policy based on flexi-curity principles
Goals and
Short term action
Responsible party
Strategies
supported
Goal 1.
Establish/reinstate and
DWI
sustain mobility centres to
DEZ
provide more information
DAZ
on education, training
SK
policies and job
NLFC
opportunities.
Timeline
year
2009
Installing HR awareness
programs.
•
Stipulating goals
to achieve
•
What methods
can be used
Goal 1.
Labor market needs survey
CBS
SAE/kenniscentrum
O&A
2008
Goal 1,2
Installing ROA and
Kenniscentrum i.o.
CBA/NLFC
SAE/ kenniscentrum
O&A
DAZ
DWI
20092010
Goal 2.
Define role of education in a
market driven economy
Master Plan
NLFDC
2008
Goal 2.
Review and adapt the
educational curriculum
structure to achieve long
term match between labor
force supply and
demand.
Transitional educational
opportunities are available
to assist
unemployed move toward
employment.
SAE
2010
Mobility Centers
2009
Goal 2.
Enabling
conditions
needed
Technical
expertise
provided to
ensure laws are
revised as
proposed in the
short, medium
and long term
phases of
implementation
Alignment of
SEI and
department
projects to the
legal timeline
- PPP
participation
- Tripartite
Cooperation and
shared vision for
the integration to
occur
External
assistance to set
up, LFDND
stuurgroep,
secretariat and
workgroups in
place until
operation in
place
Specific training
and support
programs for
employers and
educators.
Finance provider
Budget
- EGC
- Sponsoring
-
EGC
SBO project
(USONA)
-
EGC
SBO project
(USONA)
-
96
Goal 2.
.
―Job Coaching‖and
―Supported Employment‖
are available
NPC
Committee on Persons
with Disabilities
2011
Goal 3.
Provide On-the-job
competencies,
general and specific)
through accredited and
frequently updated internal
and/or external training
programs, which
are monitored and evaluated
through
certification programs
and are available for
workers of all levels of
education
DEZ
Private sector
2008
Funds should be
available
Logistics Training
Center (LHW)
2010
SEI
Tourism/Hotel
/ConstructionTraining
Center
2009
SEI
Goal 3.
Introduce and sustain
national certified skills
recognition program and a
national skills database
managed by CBS based on
international criteria and
comparable with other
regional and international
databases
NPC
CBS
NLFC
2008
Integrated system
of providing
training and
motivating with
rewards
Goal 3.
Measure enhanced levels of
productivity using
international
benchmarks adopted in this
proposal
NPC
2008
Goal 3.
Monitor and report the
degree to which labor skills
are enhanced as a result of
retrenchment and retraining
programs
Kolaborativo
NLFC
2009
The National
Productivity
Council will
implement
productivity and
efficiency
measures in
targeted sectors
until fully
implemented by
2016
External tripartite
monitoring
system is an
integrated part of
systemic change
and is designed
in the labor force
development
proposal
-
EGC
USONA
Government
Public/Private
Partnerships
Kolaborativo
NLFC
Priority 2: All retrenchment and retraining programs are designed to establish a change in attitude, motivation and opportunity within
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1.
Contain learning
DCE
2009
- Create and optimize a
EGC
components regarding
SAP
flexible training
SVP
attitude, motivation and
supply
opportunities to work,
- Centrally offered
and improve the self
- Sufficient
esteem of employees
-Training capacity
(bureau‘s)
Besides (regular)
vocational training.
Create and promote
training about specific
needs (social attitude;
communication skills)
97
Goal 1.
Contain social formation
components as well as
skills are taught in all
formal and informal, life
long learning programs:
competent in languages,
technical skills, ICT
skills, work ethics,
DWI
2008
Decision making of
BC. because the project
is ready to be
implemented
-
EGC
SEI
Goal 1.
E80
Rumbo pa trabou
DWI
2008
-
EGC
SEI
Goal 1.
Insure that retrenchment
and retraining programs
are available through
multiple modes: training
centers, embedded on the
job opportunities and
school-based programs
or by certified and
approved training
providers
NLFC
Min of Labor
Min of Ed
2008
Decision making of
is ready to be
implemented
Decision making that is
tripartite and systemic
-
EGC
SEI
E81
Humilde pero riko na
mente
DWI
-
EGC
SEI
237,000
Finance
provider
Budget
Goal 1.
Goal 1.
Vision must be set in
the master plan
Master Plan
Kolaborativo
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1.
Expansion of work and learn
ROA
courses (earn while you
NLFC
learn)
1,000,000
2008
Timeline
year
Decision making
Enabling conditions
needed
S80
Awareness Programma
Jongerenproblematiek
B10
Opzetten Bestuursakademie
DCE
2008-2010
SEI
100,000
EGC/
PZCB
2009
SEI
2,000,000
Goal 1.
B15
Implementatietraject
voorzieningenniveau
PMO
SEI
100,000
Goal 1.
E82
DWI
EGC
SEI
50,000
EGC
SEI
350,000
Goal 1.
2008
Pilot optimaal en feilloos
gebruik HRIS
Goal 1.
Goal 1.
S08
ondernemersschap Training
toeristisch
BV
DWI
2009
Support and coaching to
initiate ―werkend leren‖ in
vocational education (SBO)
SAE
FIdE
2009
Expertise and
appropriate
skills are required
USONA
98
(priority sectors)
Goal 1.
S101/
S104
SBO mogelijkheden en
verruiming toegankelijkheid
arbeidsmarkt voor dropouts
en kansarme jongeren
S101/S104
SAE
FIdE
2008-2010
SEI
230,000
Goal 1.
Duale werktoeleiding project
(bouwsector) E72
Plataforma
Korsou na
Trabou
2008-2010
SEI
AMFO
4,000,000
3.000.000
Goal 1.
S64/S
70/S7
Vakscholing tienerouders/
Vorming ondersteuning
risicogroepen
BVZ/ Unidat di
Bario
2009
SEI
730,000
Goal 1.
Computervaardigheden voor
tienermoeders E87
Stimul – IT
2008-2010
SEI
460,000
Goal 1.
Sentro pa Merkado Laboral
E74
Plataforma
Korsou na
Trabou
2008-2011
SEI
1,044,000
Goal 1.
Offer scholarships and
incentives for reduced
payback if entry in the
workforce is sustained for
more than five years
Create disincentives for
school drop out by
disallowing social benefits to
school age youth
SSC
2009
SEI
200,000
Finance
provider
Budget
Goal 2:
B22
Onderzoek upgrading van de
interne controle organen van
Pais Korsou
Goals and
Short term action
Strategies
supported
Goal 1
Reinstitute the KAR.
Goal 1
Goal 1
Utilize mobility centers to
help laid off workers to
find new employment .
Monitor the consistent
implementation of the
KAR and adapt if
necessary.
2008
PMO
Responsible
party
2009
Timeline
year
Enabling conditions
needed
2008
2010
2009
Priority 5: Re-Organize social welfare to encourage employment and maintain social net for those who really need it
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Strategies
party
year
needed
provider
supported
Budget
99
Goal 1
Enforce onderstand/PPkaart for those who truly
need it
DWI
AJZ
BC
ER
2008
Goal 1
Opzetten van een
informatiesysteem DWI
2008
SEI
916,000
Goal 1
Align Plan ―Rumbo pa
Trabou‖ to organize
social welfare
E80
DWI
Stafbureau
External IT
company
DWI
AJZ
2008
SEI
1,000,000
Goal 2
Establish a phased
program for increasing
minimum wage that is tied
to the savings program and
established a percentage of
the minimum wage that
will be set aside for
savings (ex: if 10% raise
in minimum wage, 8% is
for take home and 2% is
for savings)
DEZ
SKC
DWI
AJZ
Directoraat
Economische
Zaken
Directoraat van
Arbeid
Directoraat
Juridsche Zaken
2008
Goal 2
Establish a clear
relationship between
minimum wage and
onderstand to ensure that
there is incentive to work
2008
Goal 2
Recalculate AOV in
relation to the new social
net and welfare to
workfare guidelines
2008
Goals and
Short term action
Strategies
supported
Goal 1.
Responsible
party
Decision making
Timeline
year
Goal 2.
work hours or at least
provide affordable
childcare.
2008
Goal 2.
Organize Public
Transportation in such a
way that it allows people
to participate in
economic, social and
cultural activities.
2010
Enabling conditions
needed
EGC
Finance
provider
Budget
Vision for 367/24/7
by transportation
persons to have
affordable public
Policy Table
No.
Policy statement
Policy
Remarks
Additional
S M L
remarks
term
Workgroup 4 “Retraining & Retrenchment”
100
No.
Policy statement
Policy
88
Need for employment policy
Policy
90
Effective control of minimum
Policy
Remarks
Additional
S M L
remarks
term
Short
Strong structure
Short
wage
95
Social activation via
Policy
Short/med
Retraining & Retrenchment
program
97
Commitment of political
Policy
Protocol
short
parties
98
Tripartite national dialogue
Policy
Protocol
short
99
Alignment central and island
Policy
Protocol i.h.k.v.
short
government policies
decentralisatie
landstaken en
nieuwe
staatkundige
structuur
100
Policy
Strong structures
wage with high sanctions
Short
to control
(C8, DirArbeid)
102
Unemployed are to report
Policy
The statement
oneself at R&R centers
has to be an
(island is divided in 5
internal guideline
Short
sections)
103
A 70-30% rule for local &
policy
Garantie aanbod
foreign employees in target
werkgelegenheid
sectors (C9, DAZ/DEZ)
voor locale
New
Short
New
Short/med
arbeidskrachten
en locale
werkzoekenden.
104
Public transportation
Policy
provision
105
Child care (day & night:
Policy
Short/med
24hr) provision (B3,
DWI/DCE)
108
Upgrading will include crash
Policy
New
Short/med
course on language & life
skills, attitude, work ethics,
101
No.
Policy statement
Policy
Remarks
Additional
S M L
remarks
term
internet skills, etc. for
identified persons in the
target groups for tourism &
construction
109
Island is divided in 6 service
Policy
Short
Med
centers (BBB DT, SM, OB,
PD, BG,BA)
115
Employment policy
Policy
117
Enforce new social security
Policy
law (B1, DEZ,B6, DWI)
The law that is
This law is not a
referred to in the
social security
statement is the
law, but a social
“nieuwe
welfare law.
Med.
Onderstandsrege
ling”
118
Retraining & retrenchment
Policy
Short
Policy
Short
program (B2, DWI)
120
wage (C8, DirArbeid)
102
I
n
t
e
g
Vision:
r
a
t
e
d
L
a
b
o
r
Policy Area Five: Creative Pay Schemes and Social Programming..
By 2016, the 95 % of the people of Curacao who are working age will
either be involved in the actual labor force due to their productive and
self-sufficient mindset or in retraining or upgrading programs due to the
creative pay schemes and social programs put in place to motivate and
reward productivity. Synchronized transportation and available child
care will be in place to support the 24/7/365 economy. A national pension
plan, an obligatory savings system, and risk insurance support healthy
work and family environments.
F
o
Specific
Priorities:
r
Shift the mindset of our people from “consumptive” to saving for the future”
c 1.
e 2.
Adapt working conditions to stimulate healthy environments for work
D
Introduce national performance based pay system tied to the law, whose
e 3.
v
fiscal benefits are based on performance tied to productivity and efficiency
e
improvements, and where changes in attitude, motivation and opportunity
l
o
are rewarded.
p 4.
Stimulate and monitor balanced demographic distribution of labor
m
force
e
n 5.
Align effective social welfare policies to creative pay schemes outlined
t
in the integrated labor force proposal
P
l 6.
Synchronize revision of the tax system to the changes in the labor force
a
structural proposal in order to gain economic growth
n
Explanation:
Pay schemes motivate and reward productivity and must be balanced with social programs that
protect and provide for quality of life benefits during and after employment. Pay schemes that
motivate and reward productivity must be balanced with social programs that protect and
provide for quality of life benefits during and after employment.
Creative pay schemes are tied to changes in attitudes, motivation and opportunities of employers,
employees and the unemployed. Such things as embedded workforce training, time for service to
community, on-site child care are examples.
Best practice suggests that creative pay schemes and balanced social programming is believed to
improve the ability of economies and societies to both cope with and benefit from change by
enhancing their ability to adjust and adapt increasing the capacity to innovate and be creative.13
13
EU Flexi-curity Document 2007 ( support data for best practice Appendix F: Creative Pay Schemes and Social
Programming
103
Creative pay systems and social programming facilitate the transformation toward global
competitiveness by
 Setting macro-economic policy such that it will both encourage growth
and, in conjunction with good structural policies, make it sustainable;
 Increasing flexibility of working time (both short-term and lifetime)
voluntarily sought by workers and employers;
 Making wage and labor costs more flexible by removing restrictions that
prevent wages from reflecting local conditions and individual skill levels,
in particular of younger workers;
 Reforming employment security provisions so that they do not inhibit the
expansion of employment in the private sector;
 Reforming unemployment and related benefit systems- and their
interaction with the tax system—such that society‘s fundamental equity
goals are achieved in ways that impinge far less on the efficient
functioning of the labor markets.
There is a direct and synchronized relationship among productivity, incentives and creative pay
schemes, and they are balanced with social programming. The schemes are informed by
principles of flexi-curity and include modern social security systems which provide adequate
income support and facilitate labor mobility.
In contrasting the Curacao experience against the OECD recommendations, we find that until
now, there is no macro-economic policy in accordance with the labor market; little or no
flexibility regarding ―working time‖; little or no flexibility regarding wages; no reform with
respect to labor relation flexibility; and no benefit systems that are tied to fiscal incentives (social
equity).
Attention must be given to establishing and maintaining world class human resource
management strategies to support the education, and retrenchment and retraining programs that
will result in changes of performance to be rewarded by the creative pay systems.
Creative pay schemes can increase retention rates of youth and older workers. The schemes are
anchored by incentives and focus on productivity components as well as participation.
The introduction of an obligatory savings program as an integrated strategy is designed to bring
people out of poverty. The program must be conditioned to insure that the individual savings is
actuarially sound, managed by a non-government institution, and can only be accessed for
specific life needs such as education, mortgage and collateral for starting a business.
Striving toward a national capital-based pension plan is desired whereby individuals contribute
toward an individual/collective pension fund according to their income (usually 5 percent
employee and 5-10 percent employer). As unemployment decreases and the participation rate
increases, the AOV will eventually become less important to society and should only be used to
help those who were not in a position during their lifetime to contribute to a reasonable pension
fund. For those, AOV will become supplemental income. Therefore, only a small solidarity
104
premium should be paid by all employed in order to sustain an emergency income/pension fund
at the SVB. Consequently, the AOV premium should be lowered drastically and remain a
fraction of the present premium in order to become a real solidarity premium.
The outcome of effective creative pay schemes is the improved well-being of the workforce,
social security tied to productivity, and economic sustainability resulting in increased
productivity and efficiency.
Priority 1: Shift the mindset of our people from “consumptive” to “saving for
the future”
Goal 1: Plan and execute a campaign to raise the level of consciousness regarding
solid individual financial planning involving persons from all levels of the
socio-economic spectrum
Goal 2: Integrate an obligatory savings program of 5 % which is tax-deferred/tax
exempt in the current packages, making sure that return on investment is
guaranteed
2.1
Tie to pension plan and labor market insurance;
2.2
Link to incremental decreases of AOV premium and increases of the
minimum wages
2.3
Introduce a 5 to 10 year system to prevent abuse of the fund
2.4
Identify independent, legal entity to oversee system
Goal 3: Revamp pension plan as part of the integrated plan for social welfare (e.g.
revision of AOV is necessary, premium is disproportionately high)
3.1
Shift to a National Pension Plan that is individual, and capital-base
3.2
Create and monitor the conditions for implementation and conduct a risk
analyses on an ongoing basis(Risks: Obstacles: Funds are not solvent
enough, AOV for everybody provided by the government, increase
employer portion to 30%, pension fund revenue stream can not support)
3.3
Social welfare law must be rewritten
Goal 4: Introduce a “best practice” approach aimed at an on-going mindset changes
approach and at the promotion of role models.
Priority 2: Adapt working conditions to stimulate healthy environments for
work
Goal 1: Introduce the ARBO legislation; revise the laws and policies, and enforce the
control on the Labor Legislation 2000, veiligheidsbesluit 1 (canteen) and
landsverordening minimum wage
Goal 2: Empower the appropriate government services so that they can
monitor the use of the above legislations.
Goal 3: Create availability of child care (24/7 365)
3.1
Integrate policies and stimulate cooperation between the
different relevant stakeholders responsible for development of
these issues
3.2
Align public transport with child care
3.2.1. Extend the route system of the public transport taking
into account the specific characteristics and needs of the people
105
living and working in the neighborhoods
Goal 4: Enforce the KAR and make it user-ready
Goal 5: As a part of the introduction of laws for inclusion of persons with
disabilities in the workforce to fortify their position, apply new policy
proposals regarding the inclusion of category 4 of DWI clients (e.g.
Totolika proposal)
Priority 3: Introduce national performance-based pay system tied to the law,
whose fiscal benefits are based on performance tied to
productivity and efficiency improvements, and where changes in
attitude, motivation and opportunity are rewarded
Goal 1: Introduce a scheme of wages increase based on performance
and aimed at growth potential and talent, and insures that people who
perform do not receive the minimum wage for consecutive years
1.1 Create a standard for both public and private sector regarding a pay system
based on 85 % fixed-pay and 15 % variable-pay based on performance.
(World-class Human Resource-policies)
1.2 Create and utilize regular labor force reports to monitor the effects of the
performance-based pay scheme on performance and minimum wage,
improvement of productivity; and attitudes, motivation and opportunity
Goal 2: Create an effective balance between social welfare and minimum wage to
encourage working
Goal 3: Enforce the law by letting responsible institutions monitor compliance to
the law and report annually to the National Productivity Council
Goal 4: Introduce training and sanctions for those who are on welfare but not
actively looking for employment
Goal 5: Make good use of new insights such as the Cafeteria model, which
implies more flexibility for the employee in choosing his secondary labor
conditions
5.1 The Cafeteria model will be designed based on incentives that synchronize
performance-based on pay, productivity and goals.
Goal 6: Establish a cohort group of companies to be monitored by a National
Productivity Council to track the performance-based creative pay system
and measure the impact of their performances and productivity levels
Priority 4: Stimulate and Monitor Balanced Demographic Distribution of
Labor Force
Goal 1: Making more effective use of socio-economic data on our
neighborhoods as a tool to shape our policies regarding labor
markets related to childcare, public transport, and the assurance of one
breadwinner per household, etc.
Goal 2: Calculate and appoint a poverty line for Curacao.
Goal 3: Maximize optimal employment level in each region to stimulate the
balanced demographic distribution
106
Priority 5: Align effective social welfare policies to creative pay schemes
outlined in the integrated labor force proposal
Goal 1: Increase the age of retirement to 65 as part of the creative pay scheme
and make sure no sector is left behind in the process
1.1
Use a transitional period which provides certain people with a choice to
stick with the old regulations or participate in new regulations based on
increased aged of retirement.
1.2
Define the transition process and its links to targeted sector development.
 increase the age of retirement by 2010 via a transition period and
with the introduction of the choice to continue to work as an
option.
 For example:
o Older then 60 years there is an option to retire;
o 55years or older there is NO option;
o between 55 years till 62 years there is either an
option or there is no option.
Pre-requisites: Calculations still need to be done
1.3
Start a clever communication strategy in order to inform the community
of the consequences and the need for change, preventing the idea that ‗life
ends at 65‘ by promoting socio-economic (re)activation of people 65+.
1.4
Offer customized retraining for those willing to work longer between the
age of 60 or older, and 65 and older
Goal 2:
Apply or work on current proposals already at hand e.g. a
workable alternative for “Lei di Bion”
Goal 3:
Merge databases into one central labor force database (National Skills
Database) administered by CBS
Goal 4:
Use corporate and individual incentive schemes as part of the
planned migration policy at first aimed to entice those living
abroad to re-migrate to Curacao and foreigners.
4.1 Introduce a labor skills passport for foreigners
Goal 5:
Introduce flexible working hours in general, which includes
part-time work opportunities
Priority 6: Synchronize revision of the tax system to the changes in the labor
force structural proposal in order to gain economic growth
Goal 1: Ensure that all aspects of the creative pay scheme and redistribution of
the labor force will be supported by tax laws and tax reform initiatives
107
Short Term Recommendations: Creative Pay Schemes and Social Programming
Priority 1: Shift the mindset of our people from “consumptive” to “saving for the future”
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
National broad-based
BC
2008-2010
Program must be
communication program
NLFC
continuous, reaching
to stimulate a shift in the
Kolaborativo
all levels.
mindset towards saving
It must be a general
for the future
awareness program.
Goal 2
Integrate an obligatory
NLFC
2.2
savings program which is
BC
tax-deferred and tax
Kolaborativo
exempt in the current
labor force package
making sure that return
on investment is
guaranteed.
Goal 3
Revamp pension plan as
part of the integrated plan
for social welfare( e.g.
Revisions of AOV is
necessary
BZV/SVB
DWI
Ministries of
Labor and
Education
3.2
Revise the AOV
incorporated in the
capital based system
Social welfare laws must
be rewritten
Introduce a best practice
approach aimed at an ongoing mindset change
approach and at the
promotion of role models.
SVB/BZV
3.3
Goal 4
Goal 4
Goal 5
Budget
No budget
Not allocated in
the SEI
No budget
Not allocated in
the SEI
2010
2010
AJZ
2008
NLFC
BC
Kolaborativo
2008
Priority 2: Adapt working conditions to stimulate healthy environments for work
Goals and
Short term action
Responsible
Timeline
Enabling
Strategies
party
year
conditions needed
supported
Goal 1
Introduce ARBO
Social Partners
2008-2009
Commitment of
legislation, enforce
Organizations
social partners
control on Labor
NLFC
Legislation 2000,
Kolaborativo
Health and safety laws
and minimum wage
Reviewing/evaluating/
implementing Binding
Declaration (verbindend
verklaren) per sector
(this aids in avoiding
unfair labor practices
within the sectors)
Re-introduce the K.A.R.
and also review the
issue of ―vooraf
toetsing‖
Apply new policy
proposals regarding the
inclusion of category 4
of DWI clients
Finance
provider
IC
2008
DWI
BC
DAZ
NLFC
2009
F
Budget
No budget
Not allocated
in the SEI
No budget
Not allocated
in the SEI
108
Priority 3: Introduce national performance-based pay system tied to the law, whose fiscal benefits are based on performance tied to
productivity and efficiency improvements, and where changes in attitude, motivation and opportunity are rewarded
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Determine which
BC
2009
Commitment of partners No budget
Not allocated in
creative pay system
NLFC
Legal expertise
SEI
need to be anchored in
NPC
law
(need to be discussed in
group 5)
Goal 1
Introduce a scheme of
BC
2009
Commitment of partners
wages increase based on NLFC
and well executed
performance and aimed
NPC
public relations
at growth potential and
Kolaborativo
campaign in the
talent and which insures
community
that people who perform
do not receive the
minimum wage for
consecutive years
Goal 3
Enforce the law by
NPC
2010
letting responsible
Legal expertise
institutions monitor
compliance to the law
and report annually to
the National
Goal 4
Introduce training and
DWI
2008-9
Legal expertise
sanctions for those who
DAZ
are on welfare but not
BC
actively looking for
employment
Priority 4: Stimulate and monitor balanced demographic distribution of labor force
Goals and
Short term action
Responsible
Timeline
Enabling conditions Budg
Finance
Strategies
party
year
needed
et
supported
Goal 3
Buurtprofielen en
Sociaal
2008
SEI
buurtmonitoringssystee
Kenniscentrum
m Social kaart
Goal 2
Calculate the poverty
CBS
2008
Need to have support
line
NLVC
of central
government to allow
for poverty line to be
set on island level
Goal 3
EGC/BC
2008
SEI/EGC
apparaat
Goal 3
Introduce the skills
certification/passport
process, as currently
used in CARICOM‘s,
thus avoiding
unexpected and
unwished immigrants
BC
2008-2009
Long term
Commitment and
participation of social
partners
DAZ/Immigrati
on
350.000 SEI
No budget of
EGC
35.000.000 :
20.000.000
EGC
15.000.000 SEI
Not allocated in
SEI
No budget
Priority 5: Align effective social welfare policies to creative pay schemes outlined in the integrated labor force proposal
Goals and
Short term action
Responsible
Timeline
Enabling conditions
F
Budget
Strategies
party
year
needed
supported
Goal 1
Increase the age of
NLFC
2011
Preparation phase of
retirement to 65 as part
aligning laws and
1.1
of the creative pay
adapting pension and
1.2
scheme and make sure
social security
1.3
no sector is left behind
benefits to support
in the process
the phasing in of the
raising of the age of
retirement
109
Goal 1
1.1
1.2
1.3
Adaptation of the
Onderstand and the PP
laws
DWI
2008-2009
Goal 2
Apply or work on
current proposals
already at hand e.g. a
workable alternative to
Lei di Bion
Goal 3
Merge databases into
one central labor force
database (national skills
database)
CBS
DAZ, DEZ,
DWI
2008
Goal 4
Use of corporate and
individual incentive
schemes as part of the
planned migration
policy
NLFC
DAZ
Private sector
2009
Allocated in
SEI
No budget
mentioned
DWI has no
budget
Allocated in
SEI
No budget
mentioned
DWI has no
budget
2008-2009
One format that is
linkable to the
CARICOM skills
bank must be the
baseline for the
development and
merger of all
database related to
workforce on the
island
Must be linked to the
incentive strategies
and the timeline
allocated for those
strategies as well as
the revision of all
migration, remigration and
population policies
SEI ( various
projects must
be harmonized)
Priority 6: Synchronize revision of the tax system to the changes in the labor force structural proposal in order to gain economic growth
Goals and
Short term action
Responsible
Timeline
Enabling conditions
F
B
Strategies
party
year
needed
supported
Goal 1
Ensure that all aspects
Tripartite national
Government
of the creative pay
dialogue on the tax
Private Sector
schemes and
reform process and
redistribution of the
alignment of any tax
labor force will be
reform proposals to
supported by tax laws
the desired economic
and tax reform
and social reformed
initiatives
outlined in the labor
KvK/ VBC
2009-10
force development
Tax regime reform
proposal
Policy Table
Policy
Remarks
Additional
S M L
remarks
term
Workgroup 5 “Creative Pay Schemes and Social Programming”
121
The present fiscal law and the
Policy
inconsistent manner it is
Strong structure
Med
needed
implemented (“stoel-kontrole”
rather than covering the whole
market)
110
128
Eliminate the abuse of the 2 day
Policy
Policy
Application of creative pay
Additional
S M L
remarks
term
Control of the so called
Short
“Carensdagen”
clause
129
Remarks
Policy
HRM policy must be in
systems nation wide (bonuses,
place in all businesses,
gratuities, thirteenth month,
based on at least the legal
pension/savings plan, childcare
stipulations
allowance, telephone/internet
Additional secondary
allowance, representation
benefits to stimulate
allowance, clothing allowance,
workers productivity to be
car/transport compensation, no
included
New
Med
automatic indexing based on
performance, regular
upgrading/training, time-back,
vacation money)
132
Payable housing for re-entry
Policy
138
An overall fair and consistent
Policy
Med/long
Reorganize and
Strong structure
controlling and monitoring
strengthen, thus instituting
National Labor
mechanism
a strong and new Dienst
Force Council,
voor Arbeidszorg, which
Kolaborativo
Short/med
will report to a Monitoring
Commission of the BC
140
We must be more data driven
Policy principle
ALWAYS
141
More social dialogue towards
Policy principle
ALWAYS
Med/long
problem-solving
142
Integrated on long-term
Policy principle
143
Mind set shifts: (lifestyle,
Policy
education, attitude, etc.)
National communication
New
Med/long
plan; nation building;
education curriculum
145
Commitment: (politicians, civil
Policy
Protocol
Short/med
servants, commerce, unions)
147
Controlling, Monitoring and
Policy principle
National Labor
Evaluation is of essence
ALWAYS
Force Council
and
Kolaborativo
148
Public compliance with the laws
Policy
New
Med/long
plan to activate/essence
of responsibility each
civilian; nation building
111
149
Consistent application of
Policy
Remarks
Additional
S M L
remarks
term
Policy principle
ALWAYS
sanctions within the law
151
Implement the interdepartmental
Policy
New
Med
sharing of data and
communication
112
I
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r
As stated
in the executive summary, the fact that this proposal is a durable, long-term plan
a
presents
both risks and opportunities.
t
e
It willd only success if there are conscious decisions taken that are synchronized to the visions and
L
priorities
of the proposal. It requires budget discipline on the part of the government, as well as
a
b
the agreement with the social partners and consecutive governments to create multi-year budgets
tied toor the multi-year priorities that reside in the various departments of the ministries of labor,
Conclusions: Opportunities and Benefits
economy, social welfare, education, infrastructure and finance.
F
o
The coordination
of and collaboration of the strategies within and across departments of
r
c
government,
the private sector /private partnerships and tripartite structures such as the National
LaboreDForce Council will insure the involvement of those who represent the well-being of the
community
in the long-term process.
e
v
e
Risk will
diminish as the tripartite approach is used to continue the implementation and
l
o
monitoring
of the process over the next years. With open, transparent communication and
p
involvement
of the community in the process, they can see the advantages to them, and the
m
e
improvement
of the quality of their lives as citizens and workers in the community.
n
t
Successful
implementation will provide the following results:
P
1.l A community of wealth creators: persons who have personal savings
a
2.n National prosperity
3. Economic stability
4. 95% employment by 2026 and in some sectors by 2016
5. Reduction of poverty
6. No more that 5% of the citizens living below the poverty line
7. A workforce that sees meaning in its work and has the latest globally competitive skills
8. A workforce that is flexible and responsive
9. A workforce that has positive work ethics, attitude and motivation
10. A workforce that includes a balance of local and guest workers, temporary and casual
workers
11. A workforce that has person in the right place with the right skills, attitudes and beliefs to
contribute to their family, the community and the labor and economic sectors they have
chosen
12. A workforce that works for a globally competitive wage that contributes to increased
economic growth
13. A safe and healthy work environment
14. A clear, measurable concept of the household ―basket of goods‖
15. At least one person in every household is employeed
16. An increase in minimum wage
113
17. A comprehensive labor policy that is world renown and a workforce that is renown in the
region
18. Globally competitive economy
19. Direct link and synergy between labor and education policy
20. Life-long learning with synchronized formal and informal learning for persons of all ages
21. Youth who are either at school or at work
22. More competitive entrepreneurs
23. A shift in mindset toward ― saving for the future‖
24. Motivating pay schemes that reward for productivity
25. A synchronized transportation system that enables working parents for school and work
hour coordination and child care.
26. A capital-based national pension plan for every worker, and risk insurance that supports
healthy work and family environments
27. A lean and synchronized social welfare system that is able to meet the needs of those who
need it most
28. Compliance with long-standing ILO and OECD recommendations
29. Continued and improved tripartism
30. A national skills bank that informs conscious decisions about planning in targeted sectors
of the economy
31. Clearly defined and synchronized long-term targeted sectors for growth for the next 1015 years
32. Synchronized policies
114
Appendixes Labor Force Development Proposal
Appendix A: Definitions
Appendix B:..Common Beliefs, Powerful Structures, Meaningful
Appendix C: Timeline Legislative
Appendix D: Timeline…Short Term Recommendations
I
n
t
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g
r
a
t
e
d
Events
L
a
b
o
r
F
o
r
Appendix E: Implementation Protocols
c
Island Government and Social Partners
e
Island Government and Central Government (Netherlands
Antilles)
D
e
v
e
l
o
Note: Appendixes F-K are bound separately but are a part of the proposal
documentation
p
m
Appendix F: Workgroup data: best practice and SWOT analysis e
n
t
P
Appendix G: List of Participants
l
a
Appendix H: Bibliography of Sources
n
Appendix I: Data Sources
Appendix J: Conference One Keynote Speech, Sir LeRoy Trotman
Appendix K: Conference Two OSA Observations and Recommendations
115
Appendix A: Definitions
Five Areas of Policy Development
Productivity and efficiency: (LFDND Milestones/Outcomes)
In order to be able to compare the local workforce‘s competitiveness sector specific benchmarking must be done in
order to compare the skill workforce to global expectations and to create opportunities for the local workforce to
compete globally within sectors. Benchmarking data helps to define specific skills to be provided in the life-long
learning, manpower training programs.
Incentives: ( LFDND Milestones/Outcomes)
Employer and individual stimulation to create life-long learners and to provide such things as income tax relief,
professional advancements or otherwise improve work conditions, safety or productivity.
Status of casual and temporary workers: ( LFDND Milestones/Outcomes)
Immigration policy and labor policy stimulate the balance of indigenous workforce with the influx of necessary
talent from abroad. Labor policy defines career needs by way of labor market trends and integrated manpower
planning as well as providing the vision for the talent pool to be created.
Retrenchment and retraining programs: ( LFDND Milestones/Outcomes)
Manpower training programs that insure that the workforce has the know-how and the mindsets to create new
products, markets and wealth for the country through global competitiveness. Retrenchment programs are designed
for displaced workers while retraining programs are designed for the current workforce.
Creative pay schemes and social programming: ( LFDND Milestones/Outcomes)
Pay schemes that motivate and reward productivity must be balanced with social programs that protect and provide
for quality of life benefits during and after employment. Such things as embedded workforce training, time for
service to community, on-site child care are examples.
Other common definitions:
Global mindset (Curacao Logistical Hub Plan 2016)
Global mindset refers to a mindset that combines an openness to and awareness of diversity across cultures and
markets with a propensity and ability to synthesize across that diversity. The core value of a global mindset lies in
enabling an organization to combine speed with accurate response.
The ability to acquire a global mindset is driven by four factors:
1. Curiosity about the world and a commitment to become smarter about how the world works
2. an explicit and self-conscious articulation of current mindsets
3. exposure to diversity and novelty
4. a disciplined attempt to develop an integrated perspective that weaves together diverse strands of
knowledge about culture and markets
Global competitiveness competencies (Curacao Logistical Hub Plan 2016)
The education system will be inclusive and provide all learners with the common set of globally competitive skills
which will be linked to the needs of the market-driven labor force.
They include competency, integrity, diverse cross-cultural work experience and strong language skills.
Flexi-curity (EU)
The EU reached a consensus on a definition of flexi-curity which comprises four components: • Flexible and secure
contractual arrangements and work organizations, both from the perspective of the employer and the employee,
through modern labor laws and modern work organizations. • Active Labor Market Policies (ALMP) which
116
effectively help people to cope with rapid change, unemployment spells, reintegration and, importantly, transitions
to new jobs – i.e the element of transition security. • Reliable and responsive lifelong learning (LLL) systems to
ensure the continuous adaptability and employability of all workers, and to enable firms to keep up productivity
levels. • Modern Social Security systems which provide adequate income support and facilitate labor market
mobility. This includes provisions that help people combine work with private and family responsibilities, such as
childcare. As a process variable this definition includes: • Supportive and productive social dialogue, mutual trust
and highly developed industrial relations are crucial for introducing comprehensive flexi-curity policies covering
these components.
Productivity (LFDND)
The measurement of physical output for each hour worked; usually refers to labor productivity. It is measured as a
ratio of output per unit of input over time. It is a measure of efficiency and is usually considered as output per
person-hour.
Efficiency (LFDND)
Efficiency has to do with the use of the means in reaching labor productivity, it indicates the real used input divided
by the standard input in the sector Effectiveness has to do with choices of alternatives which produces the largest
result for the given application of resources
Incentives (LFDND)
Initiatives and conditions (ways and means) to stimulate employers, employees and the unemployed to become on
both sides life long learners for a continuous personal and professional development and to provide such things as
professional advancement opportunities, tax relief and to otherwise improve work conditions, safety and/or
productivity (secondary and tertiary labor conditions).
Temporary Workers (LFDND)
Employees, ―local or international‖ , who are not permanently hired.
International Workers/Guest Worker (LFDND)
International employees who are present to meet labor market needs in the country for limited period of time. Their
admission may be considered as a basis for permanent stay in the country.
On-the-job training (ILO)
Training undertaken in the workplace as part of the productive work of the learner. Training provided under a
contract with an employer in the public, private nonprofit or private sector.
Decent work (ILO)
Decent Work refers to opportunities for women and men to obtain work in conditions of freedom, equity, security
and human dignity. According to the International Labor Organization (ILO), decent work involves opportunities
for work that is productive and delivers a fair income, security in the workplace and social protection for families,
better prospects for personal development and social integration, freedom for people to express their concerns,
organize and participate in the decisions that affect their lives and equality of opportunity and treatment for all
women and men.
Flexible work time (ILO)
The most common flexible hours arrangements are: Flexible hours or flexi-time schemes. For example, an employee
works from 10 a.m. to 6 p.m. rather than from 8 a.m. to 4 p.m.
When employees arrive at different times in the morning, this is called 'staggered hours' or Compressed workweeks.
For example, four 10-hour days, or a 9-day fortnight or Part-time work
Job Sharing (ILO)
An arrangement whereby multiple people are employed on a part-time basis to perform a job normally available to
one working full-time. This is a particular, structured form of part-time work, with various models. A 50:50 split is
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common but not the only option. Some employers find it best that both workers have at least one day in common, so
they can share information and brief each other on current tasks and issues
Life-long Learning (OECD, ILO)
The activity of seeking out new knowledge or developing a skill, and participating in educational activities over the
course of a person‘s entire life.
Poverty (Curacao Master Plan Document)
Poverty is the inability of people to meet economic, social and other standards of well-being within the society. It is
revealed by the lack of human development in the choice for freedom and social status which contributes to the lack
of dignity and self-respect.
Poverty occurs as a ―mindset‖. The feeling of helplessness, that overwhelming feeling that there are too many
obstacles to overcome to have access to capital, to work and to government services, contributes to the mindset that
the poor can not and do not have access to freedom and social status which define dignity and self-respect.
The dimensions of poverty include economic, human, political, socio-cultural and protective capacities.
Poverty level (DEZ, ILO)
The economic level at which a person or household can not sustain itself. The poverty threshold, or poverty line, is
the minimum level of income deemed necessary to achieve an adequate standard of living.
Local poverty level is _____________ as calculated by CBS.
Skills Bank (CARICOM)
A depository of data regarding the employees and their specific set of skills as it relates to the criteria set by the
organizing body. The information is used by policy makers, employers, training providers, immigration office and
economic developers as well as individuals.
Job Mobility (Encarta)
The ability or willingness of workers to move to different geographic locations for work
Mobility Centers
Life-long learning centers that focus on assisting persons to move from unemployment to employment or from one
sector to the other to retain employment.
Basic Education (Encarta)
The formal education deemed necessary for somebody to function properly in society; his social, emotion and
cognitive skills
Persons with Disabilities (UN, ILO)
Persons with disabilities include those who have long term physical, mental, intellectual or sensory impairments
which in interaction with various barriers may hinder their full and effective participation in society on an equal
basis with others.
Inclusion (UN, ILO)
The right of persons with disabilities to fully participate in all aspects of society through modification and
adaptation.
Migration (ILO)
The movements of persons who leave or consider leaving their own country voluntarily for socio-economic reasons
with a view to working in another country. Generally, to move from one place/country to the other.
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Planned Migration (DEZ, ILO, UN)
An agreed-upon plan for a country to allow the movement of international persons into a country for socio-economic
reasons with a view on the workers fulfilling a labor need for a period of time in a specific sector of the labor
market.
Re-migration (OECD)
The return of persons who have left their own country voluntarily for socio-economic reasons with a view to
working in another country and return to their native country.
Immigration (DEZ)
Immigration refers to the legal movement of people between countries.
Immigration across national borders without permission from the destination country may violate the immigration
laws of the destination country and is termed illegal immigration. Under this definition, an illegal immigrant is a
foreigner who either illegally crossed an international political border, be it by land, water, or air, or a foreigner who
legally entered a country but nevertheless overstays his/her visa in order to live and/or work therein.
Emigration (DEZ)
Emigration is the act and the phenomenon of leaving one's native country or region to settle in another. It is the same
as immigration but from the perspective of the country of origin. There are many reasons why people might choose
to emigrate. Some are for political or economic reasons, or for personal reasons like finding a spouse while visiting
another country and emigrating to be with them. Many older people living in rich nations with cold climates will
choose to move to warmer climates when they retire
Remigration
Migration back to the place from which one came
Integration (DEZ)
Integration: specific plans to combine/ integrate the different racial, religious and cultural groups into a harmonious
community.
Targeted Sectors (Singapore Ministry of Manpower)
Those economic sectors which have been identified as needing or having special attention or priority in order to
match market need to economic performance in order to provide a flexible and responsive workforce in the sector
with the right number of workers to meet the industry needs, with the right attitude, right skills and at the right price.
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Appendix B: Common Beliefs, Powerful Structures, Meaningful Events
Labor Force Development Proposal Change Management Profile
Common Beliefs
Powerful Structures
Meaningful Events
Vision: By 2016, Curacao will have
an economy of wealth creators that is
prosperous and fulfilling,
and that creates value and delivers
value.
National Labor Force Council
Revision of laws according to
short, medium and long term
timelines
National Productivity Council
Alignment of labor force
development plan to Curacao
master plan
National Skills Recognition Program
Adoption of plan including
implementation and monitoring
processes outlined
Committee on Low Wage Workers
Budget Discipline processes in
the development of multi-year
island budgets that support the
short, medium and long term
actions that are the
responsibilities of the
departments and agencies of the
government
The economy will be supported by a
globally competitive workforce that
is flexible and responsive, with the
right number of workers to meet
industry needs; with the right
attitudes and the right skills,
at the right price.
Vision: Curacao has a
comprehensive labor policy, designed
with the commitment of all social
partners, which ensures full
employment possibilities for youth
and adults.
By 2016, Curacao will rank among
the top Caribbean labor forces
benchmarks by developing and
implementing productivity and
efficiency measures and will enjoy
national prosperity through its
productive, globally competitive
workforce in all sectors.
Vision: By 2016, a balanced,
inclusive labor force in targeted
sectors will consist of workers who
possess globally competitive skills;
enjoys full time employment,
temporary and casual employment;
and is augmented by guest workers in
order to meet the targeted labor force
needs of the growing globallycompetitive economy and growing
population.
Vision: By the year 2016, Curaçao
will offer and sustain life long
learning for all, offer on the job
training, increase earn while you
learn programs, remove all barriers to
work. Youth will either be at work or
at school. Curaçao will have more
competitive entrepreneurs. The
workforce will be competent in
languages, technical skills, ICT skills,
work ethics, attitude & motivation
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Vision: By 2016, the 95 % of the
people of Curacao who are working
age will either be involved in the
actual labor force due to their
productive and self-sufficient mindset
or in retraining or upgrading
programs due to the creative pay
schemes and social programs put in
place to motivate and reward
productivity.
Synchronized transportation and
available child care will be in place to
support the 24/7/365 economy. A
national pension plan, an obligatory
savings system and risk insurance
support healthy work and family
environments.
We want to be an economy of wealth
creators. We want that to be an
economy that is prosperous and,
fulfilling that creates value and
delivers value. We want to move
beyond a survival economy.
Other Consensus Points of the 364
persons participating in the process:
Committee For Employment of Persons
with Disabilities
Public –private partnerships to
support projects that are
identified
Performance Pay System
Tripartite protocol agreeing to
overseeing the success of the
labor force proposal
National Capital-Based Pension Plan
Alignment and retiming of SEI
projects relating to labor force to
the Labor Force Development
Timeline
Follow OECD and ILO economic
development and labor force
development recommendations in
general and specifically for Curacao
Good Governance and government
stability is a necessity
Continue Kolaborativo and structural
tripartite national labor discussion
Shift of mindset from ―consumptive‖
to ―saving for the future‖
Adapt working conditions to
stimulate healthy environment for
workers
Insist that there can be no ―cherry
picking‖ from the strategies set forth
in the structural labor force
Validate the ―basket of goods‖ to be
guarded and ensure that the country
has no more than 5% of its citizens
living below the poverty line by 2016
benchmarks.
Restructure the economy on a
sustainable basis with
Kolaborativo
121
opportunities given to workers
and employers alike to give
greater contribution to planning
and redevelopment and to share
in the fruits of the improved
economy
National Skills Database CBS
Information Management System CBS
Protocol between the central and
island governments so that both
governments will facilitate the
implementation of the labor
force plan
Continuing the national dialogue
during the implementation and
monitoring phases
Benchmarking Processes

International Institute of
Management Development
IMD

Business Environment Risk
Intelligence BERI

Political and Economic Risk
Consultancy PERC

World Economic Forum WEF
24/7/365 Labor Force
Synchronized school/work hours/transport
policy/child care
Synchronized tax system
Synchronized policies/laws
Planned Migration policy
Job Coaching/Supported Employment
Cafeteria Benefits Model
Cohort Group of Businesses Monitored
by NPC for effects of Performance Based
Pay
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Appendix C: Timeline Legislative
Toelichting keuze voor wetten tbv arbeidsmarkt beleid Curacao.
Uitgangspunt was dat alle suggesties en wensen van de werkgroepen beoordeeld zouden worden
op hun realiseerbaarheid en de wijze waarop zij beter het doel kunnen bereiken. Een
inventarisatie heeft een lijst met 155 items opgeleverd.
Na een grondige analyse zijn wij gekomen tot twee lijsten nl. een lijst met punten die d.m.v
beleid bereikt kunnen worden en een lijst van punten die alleen d.m.v wetgeving bereikt kunnen
worden. Uit deze exercitie is gebleken dat een aanzienlijk deel van de wensen en aanbevelingen
van de werkgroepen bereikt kunnen worden door middel van beleid en niet perse wettelijke
regeling behoeft.
Aangezien de taakstelling van onze werkgroep alleen het wettelijke gedeelte behelst gaan wij in
dit document uit van de aanbevelingen en wensen die alleen d.m.v wetgeving bereikt kunnen
worden. De aanbevelingen en wensen die alleen bij wettelijke regeling gerealiseerd konden
worden zijn zoveel mogelijk bijeengegroepeerd zodat wij uitgaande van de algemene beginselen
van het arbeidsmarktbeleid deze punten konden beoordelen.
123
Inleiding.
Gezien vanuit de theorie betreffende arbeidsmarkt en arbeidsnarktbeleid kunnen de
beleidsmaatregelen voorgesteld binnen het ―Labour Force Development Plan‖ beschouwd
worden als arbeidsvoorzieningsmaatregelen, met andere woorden beleidsmaatregelen gericht op
het beinvloeden van de kwantiteit en de kwaliteit van het aanbod van arbeid (= arbeidskrachten),
alsmede het ―matchingsproces‖ zelf, opdat het aanbod aansluit op de bestaande (en toekomstige )
vraag naar arbeidskrachten.
Dit betekent o.a. dat zowel de huidige autonome economische behoeften als de voorgestane
gewenste economische ontwikkeling als gegeven (uitgangspunt) gezien worden bij het opstellen
en implementeren van de beleidsmaatregelen uit dit plan.
De arbeidsmarkt en de indeling van de beleidsmaatregelen.
Om een zekere ordening aan te brengen in de grote hoeveelheid van voorgestelde maatregelen in
onderhavig beleidsplan kan er gebruik gemaakt worden van een indeling gebaseerd op
arbeidsmarkttheoretische inzichten.
Hieronder zal schematisch en in het kort deze (!) inzichten toegelicht worden.
Arbeidsmarkt en –beleid
Econom. factoren:
demografische,
sociale en culturele
factoren vd bevolking, zoals:
Migratie, geboorte
sterfte,sociale aspiraties etc.
aanbod van
arbeid (kwal/
kwant)
nivo en
structuur van
regulier
onderwijs
Sociale voorzieningen
Niveau
Financiele hulp
Sociale verzekeringen
•Arbeidskosten, zoals:
discrepanties
•Nivo van arbeidsloon
•Arbeidsvoorwaarden
•Arbeidsomstandigheden
bezette arb.
plaatsen
werkgelegen
heid
werkzoekende
bevolking
Sociale
opvang
•Productie techn.
•Rente/interest
•Kapitaalvoorraad
•Prijsnivo
•Vraag naar eindproducten
•Vestigingsvoorwaarden
vraag naar
arbeid (kwal/
kwant)
niet bezette
arbeidspos.
arbeidsmarktbeleid
niet plaatsbare
werkzoekenden
niet vervulbare
vakatures
De eigenlijke arbeidsmarkt wordt in beeld gebracht door de factoren die in bovenstaand schema
tussen de stippellijnen zijn aangegeven i.c. het aanbod aan arbeidskrachten (kwantiteit en
kwaliteit), de vraag naar arbeidskrachten (kwantiteit en kwaliteit), de discrepanties tussen beide,
hetgeen tot gevolg heeft voor enerzijds de werkzoekende bevolking en anderzijds de niet bezette
arbeidsplaatsen (vakatures).
Het arbeidsmarktbeleid richt zich in principe op het treffen van maatregelen om evenwicht te
brengen tussen het aanbod van - en de vraag naar arbeidskrachten.ook wel het matching proces
genoemd.
124
Zoals hierboven opgemerkt wordt het beleid gericht op het beinvloeden van het aanbod aan
arbeidskrachten arbeidsvoorzieningsbeleid genoemd.
De factoren buiten het kader zijn de factoren die respectievelijk de kwaliteit en kwantiteit van het
aanbod enerzijds en de kwantiteit en kwaliteit van de vraag anderzijds bepalen.
Bepalende factoren aan de aanbodzijde zijn o.a. de demografische (geboorte, sterfte en migratie),
het niveau en de structuur van het onderwijssysteem en het niveau van de sociale voorzieningen
(bijv. onderstand en de sociale verzekeringen). Aan de vraagzijde zijn de bepalende factoren o.a
de economische variabelen (zoals de productietechniek/c.q. het industriebeleid, kapitaalsvoorraad, de rentevoet, de vraag naar goederen en diensten, etc.), de arbeidskosten (zoals
arbeidsloon en secundaire kosten, i.c. het niveau van de arbeidsvoorwaarden en van de
arbeidsomstandigheden). Factoren, die het aanbod en de vraag (naar arbeidskrachten) bepalen
en/of conditioneren c.q. bevorderen doen dit doorgaans op een indirecte wijze en meestal niet op
kort termijn. Beleid gericht op deze flankerende factoren, om zodoende op termijn de kwaliteit,
kwantiteit en het gedrag van de vraag en het aanbod (van arbeidskrachten) te bepalen danwel te
conditioneren, heeft pas op midden- tot lang termijn effect. Uiteraard zijn er ook een aantal
andere flankerende factoren van algemeen maatschappelijke aard, die ook een indirecte (al of
niet bevorderende) invloed hebben op de aard en gedrag van de arbeidsmarktpartijen, zoals de
wettelijke situatie, de sociaal-culturele waarden en normen, de sociaal-psychologische situatie op
het moment, de gezinssituatie van de arbeidskrachten, het woon- en werkverkeer, etc. Beleid
gericht op het beinvloeden van deze factoren en weer indirect de arbeidsmarktsituatie heeft ook
hier pas op midden tot lang termijn effect.De arbeidsvoorzieningsmaatregelen en de enkele
maatregel in onderhavig plan, die gericht zijn op het gedrag van de vragers naar arbeid te
bepalen (m.n. de loonsubsidie maatregel in de vorm van de Lei di Bion en versoepeling van de
ontslagregeling), hebben een directer effect op de situatie op de arbeidsmarkt en derhalve op kort
termijn.
Er zijn diverse soorten van arbeidsvoorzieningenmaatregelen mogelijk, zoals
aanbodversterkende maatregelen (in de vorm van om-, heren bijscholing, on the job training,
werkervaringsplaatsen, sollicitatie- en andere vaardigheidstrainingen etc.), maatregelen gericht
op de (re-)allocatie14 van arbeid, (zoals arbeidsbemiddeling, terbeschikking stellen van
arbeidskrachten oftewel uitzendkrachten inzetten en het toelaten van buitenlandse
arbeidskrachten, elimineren van verborgenwerkloosheid etc.). Er zijn ook maatregelen gericht
om informatie over de arbeidsmarktsituatie te verschaffen aan de werkzoekenden en de
werkgevers (zoals beroepen en beroepskeuzevoorlichting, sollicitanten- en vakaturebanken, etc.).
Voor de werkzoekenden die moeilijk te bemiddelen zijn naar een baan, dient de toepassing van
de geëigende arbeidsvoorzieningenmaatregelen gepaard te gaan met een sociaal
begeleidingstraject.
De voorgestelde maatregelen ingedeeld.
De grote hoeveelheid aan beleidsmaatregelen gericht op de arbeidsmarkt, die in dit plan
voorkomen kunnen volgens arbeidsmarkttheoretische criteria in een aantal categorieën ingedeeld
worden. Deze zijn:
1. directe arbeidsvoorzieningenmaatregelen, met onderverdeling in
a. aanbodversterkende maatregelen15 (inclusief met een begeleidingstraject),
b. maatregelen gericht op de directe (re-)allocatie van arbeidskrachten,
14
15
Reallocatie van arbeid is het elders inzetten van onderbenutte arbeid
Hieronder valt ook het industriebeleid
125
c. maatregelen gericht op het verschaffen van informatie over de arbeidsmarkt,
2. flankerend beleid gericht op het beinvloeden van het gedrag van zowel de vraagzijde als
de aanbodzijde om specifieke doelgroepen te plaatsen.
a. loonsubsidie maatregelen,
b. andere plaatsingsbevorderende maatregelen, zoals bijvoorbeeld (versoepeling
van) de ontslagregeling.
3. flankerende beleid gericht op het indirect beinvloeden van de arbeidsmarkt
a. via de sociale voorzieningen (financiële-maatschappelijke hulp en sociale
verzekeringen),
b. via het onderwijssysteem16,
c. via de arbeidskosten in de ruime zin,
d. via de demografische factoren,
e. via verdere flexibilisering van de arbeidsrelaties,
4. flankerend beleid gericht op algemeen maatschappelijke factoren
a. via de bestuurlijke / politieke weg
b. via de rechtszekerheidssituatie
c. via de andere algemeen maatschappelijke factoren.
De keuzes nader toegelicht.
Uitgangspunt in deze exercitie is de wens om te komen tot een arbeidsmarktbeleid dat kan
voorzien in de behoeftes van de economie maar toch voldoende waarborgen biedt om de
belangen van de arbeidskrachten te waarborgen17.
 De werkgroepen hebben aangegeven dat de ―Lei di Bion‖ een belangrijk
instrument is voor het creëren van meer werkgelegenheid. De Lei di Bion is bedoeld om als een
soort incentive voor de ondernemer die een langdurig jeugdige werkzoekende voor 6 maanden of
meer in dienst neemt. De huidige situatie is dat de eilandgebieden moeten aangeven of zij deze
wet willen implementeren. Indien zulks het geval is zal de centrale overheid hiertoe het
inwerkingtredingsbesluit vaststellen. De huidige wet behoeft enige aanpassing op grond van de
specifieke wensen van het eilandgebied Curacao. Er dient aan de wet gesleuteld te worden om
deze fraudebestendig te maken. Hierna kunnen de uitvoeringsbesluiten op eilandsniveau
vastgesteld worden. Gezien het gevorderde stadium van dit traject en de omvang van
voorgestelde aanpassingen menen wij dat dit op korte termijn gerealiseerd kan worden.
Een knelpunt bij de uitvoering is het feit dat het eilandgebied bij de implementatie van deze wet
verplicht is de gederfde sociale premies aan de SVB te restitueren. Gezien de begrotingstekorten
is het de vraag of het eilandgebied hieraan kan voldoen.
 Een ander belangrijk element van het arbeidsmarktbeleid dat door de
werkgroepen werd benadrukt is het bevorderen van de arbeidsmobiliteit en deeltijd werk.
De factoren die de arbeidsmobiliteit op onze arbeidsmarkt belemmeren zijn onder andere het feit
dat het pensioensysteem zo die er is bedrijfsgebonden is, en ook het feit dat bij een arbeidsduur
van minder dan 20 uren per week er geen recht op ziekte- en ongevallenverzekering bestaat.
Deze factoren staan de arbeidsmobiliteit en met name deeltijdwerk in de weg.
16
Het onderwijssyssteem bestaat uit formeel-, niet formeel- en informeel onderwijs. Flankerend beleid zal zich
richten op formeel en niet formeel onderwijs
17
Flexicurity gaat uit van zowel flexibiliteit en zekerheid voor zowel werkgever en werknemer
126
De wettelijke regelingen die hiervoor belangrijk zijn, zijn de Lv ziekteverzekering en Lv
ongevallenverzekering die zodanig aangepast moeten worden dat ook zij die minder dan 20 uur
per week werken gedekt worden. Schijnbaar was men bij de SVB bezig met een
wetgevingstraject waarbij ook kleine zelfstandigen onder de paraplu van deze regelingen zouden
moeten vallen. Gezien het feit dat dit traject al een keer opgestart is menen wij op wettechnische
gronden dat met de bestaande kennis het makkelijker is met deze gevolgen om te gaan vandaar
dat wij menen dat het hier een traject betreft dat op korte termijn afgehandeld kan worden.
Wijziging van genoemde landsverordeningen moeten door de landsoverheid geschieden.
Een knelpunt hierbij is weer de financiële gevolgen van zo‘n wijziging. Voorgestelde wijziging
doet namelijk de personeelskosten stijgen en daardoor de cost of doing business stijgen doordat
dan elke werknemer die minder dan 20 uur per week werkt verzekerd moet worden. Dit kan
indruisen tegen de aanbevelingen van de OECD.
 Een ander instrument dat van essentieel belang voor de arbeidsmobiliteit is, is een
Lv Algemene Bedrijfspensioen die een bedrijfspensioen verplicht voor alle werknemenrs stelt en
hiervoor garanties inbouwt. Dit laatste betreft een geheel nieuw wetgevingsprodukt dat meer tijd
in beslag kan nemen door de voorbereidende werkzaamheden. Naar verluidt bestaat een ontwerp
van deze wetgeving bij de APNA wat het proces aanzienlijk kan bespoedigen. Om deze reden
gaan we ervan uit dat deze landsverordening op middellange termijn gerealiseerd kan worden.
Knelpunt hiervoor is de financiële implicatie van deze wet wat ook zal kunnen bijdragen tot de
verhoging van de cost of doing business. Dit kan strijdig zijn met de aanbevelingen van de
OECD.
 Door het verhogen van de productiviteit kan het kostenverhogend effect van de
operationele kosten genivelleerd worden. Dit is weer zo‘n belangrijk element van het
arbeidsmarkt beleid dat Curacao‘s concurrentiepositie kan verbeteren. Dit is dan ook de reden
dat de werkgroepen maatregelen heeft voorgesteld om de arbeidsproductiviteit tot een
internationaal concurerend niveau (benchmarking) te verhogen.
Een van de meest belangrijke regelingen die aan een minder hoge arbeidsproductiviteit debet is,
is de Ontslagwet. De wens om arbeidsproductiviteit tot een internationaal niveau te verhogen kan
bereikt worden door ondermeer de Lei di Retiru aan te passen in die zin dat de voorafgaande
toetsing vervangen wordt door een toetsing achteraf . Het voorstel is om een arbitrage commissie
(Komishon di Arbitrage den kaso di Retiro) dat op tripartiet basis is samengesteld in het leven te
roepen opdat deze klachten terzake onrechtmatige ontslagen kan toetsen of afhandelen. Hiermee
kan de steeds terugkomende kritiek dat de werknemer achterover gaat leunen als hij eenmaal in
vaste dienst is ontzenuwd worden.
Het idee is om in de Ontslagwet een passage op te nemen die bepaald dat bij toepassing van
artikel 2a bij landsbesluit een arbitrage commissie moet zijn ingesteld. Aangezien de
voorbereidingen hiervoor al in gevorderd stadium zijn nemen wij aan dat deze wetswijziging op
korte termijn kan geschieden.
Omdat volgens de werkgroepen ook een verdere flexibilisering van de arbeidsmarkt tot
verhoging van de productiviteit zal leiden werd ook voorgesteld om het proces van afhandeling
van een ontslagverzoek te decentraliseren en de beslisperiode te verkorten. Hiervoor is een
aanpassing van de Ontslagwet vereist met dien verstande dat de bevoegdheid van een directeur
om te beslissen bij ontslagverzoeken overgedragen wordt aan een eilandelijke ontslagcommissie.
Dit traject is al opgestart door de centrale overheid en kan op korte termijn afgehandeld worden.
127
 Volgens de werkgroepen kunnen ook het geestelijk welzijn en de gezondheid van de
werknemers bijdragen aan een verhoging van de arbeidsproductiviteit. Een
wetgevingsproduct dat hiertoe kan bijdragen is een arbeidsomstandighedenwet die
waarborging voor de werknemer biedt op onder meer het gebied van gezondheid en
veiligheid en welzijn.
Het betreft hier geheel nieuwe en complexe wetgeving die veel tijd in beslag neemt voordat het
volledig uitgebouwd is. Teneinde tijd te winnen zou het gewenst zijn dat met de
basisvoorzieningen gestart wordt terwijl de wet stap voor stap uitgebouwd kan worden. Dit kan
ertoe bijdragen dat op middellange termijn de wet deels gereed is. In het kader van de
arbeidsomstandighedenwet zal ook de veiligheidslandsverordening ter hand genomen moeten
worden om het aan de eisen van de moderne tijd aan te passen. De bevoegdheid voor dit soort
wetgeving ligt nog steeds bij de centrale overheid.
 Een vereiste om harmonie en vrede op de arbeidsmarkt te
waarborgen is volgens de werkgroepen het vastleggen van het concept van sociale dialoog,
gebaseerd op tripartitisme, in wettelijke regelingen.
Om te zorgen dat het idee van sociaal overleg wettelijk verankerd wordt dient in de relevante
regelingen een passage opgenomen te worden die bepaalt dat overleg met de sociale partners
vereist is. Dit zal op korte termijn kunnen geschieden met de regelingen die in voorbereiding zijn
terwijl op middellange termijn dit ingebouwd kan worden in de nieuwe regelingen. Behalve voor
de veiligheidswetgeving ligt de bevoegdheid tot wetsaanpassing nog bij de centrale overheid.
 De werkgroepen concludeerden dat het waarborgen van de continuïteit een van de
basisvereisten voor dit arbeidsmarktbeleidsvoorstel is.
Om de continuïteit te garanderen dient in principe politieke stabiliteit te bestaan. Teneinde te
trachten de politieke stabiliteit te vergroten worden enkele wettelijke regelingen genoemd die
aangepast zullen moeten zoals aanpassing van de ERNA en Staatsregeling Nederlandse Antillen.
Volgens de werkgroepen is de huidge politieke instabiliteit inherent aan het systeem van
coalitievorming. Het idee om beleidscontinuïteit te garanderen is het mogelijk realiseerbaar
indien een wettelijke basis geschapen wordt voor het vaststellen van lange termijnplannen/beleid zoals bijvoorbeeld het arbeidsmarkbeleid, door middel van referenda. Teneinde dit
mogelijk te maken dienen de ERNA en de Staatsregeling NA dienoveeenkomstig gewijzigd te
worden. Wijziging van de ERNA en/of Staatsregeling N.A. is een moeilijke opgave, gezien de
verzwaarde vereisten die omwille van de rechtszekerheid ingebouwd zijn. Het feit dat binnen het
kader van ―Pais Korsou‖ een commissie bezig is met de nieuwe staatsregeling kan in ons
voordeel werken in die zin dat de termijnen verkort kunnen worden indien deze voorstellen door
de commissie meegenomen worden in hun ontwerp. De werkgroepen hebben ook voorgesteld
om corporate/good governance wettelijk te regelen. Het betreft hier nieuwe wetgeving wat
gezien de benodigde capaciteit tijd gaat kosten. Om deze reden wordt uitgegaan van
middellange/lange termijn voor deze regeling evenals voorgestelde wijziging van de ERNA en
Staatsregeling N.A..
 De werkgroepen hebben terecht aangegeven dat afstemming tussen onderwijs en de
arbeidsmarkt een belangrijke vereiste is voor de economische ontwikkeling en de
werkgelegenheid. Afstemming van het aanbod op de vraag van de arbeidsmarkt vereist dat aan
128
de onderwijswetgeving gesleuteld wordt opdat het onderwijssysteem producten gaat afleveren
die de arbeidsmarkt nodig heeft. Met name de landsverordeningen die het VSBO- en SBO
onderwijs regelen dienen aangepast te worden opdat het product van onderwijssysteem
beantwoordt aan de kwaliteit en het niveau van de arbeidskrachten die de economie nodig heeft.
Gezien het feit dat het proces om genoemde landsverordeningen vast te stellen gaande is menen
wij dat op korte termijn deze aanpassingen meegenomen kunnen worden in het wetsvoorstel.
Een belangrijk instrument om dit doel te bereiken is het werkend leren. Het is belangrijk om dit
wettelijk vast te stellen. Het betreft hier nieuwe wetgeving wat inhoudt dat dit traject op
middellange termijn gereed kan zijn. Vaststelling van de stageregeling moet ook in hetzelfde
licht gezien worden. Dit ontwerp ligt thans bij de Staten wat maakt dat het op korte termijn
afgehandeld kan worden.
 Teneinde de personen die werkeloos zijn danwel die onderstand trekken te
kunnen voorbereiden om deel te kunnen nemen aan het arbeidsproces moet de
onderstandregeling aangepast worden opdat verplicht gesteld kan worden dat de
onderstandtrekker een kwalificatietraject (in de vorm van scholing en training) moet doorlopen,
zodat onrechtmatig verkregen onderstand makkelijker teruggevorderd kan worden. Gezien het
feit dat dit proces al gaande is en de onderstandregeling alleen op enkele punten aangepast dient
te worden menen wij dat dit traject op korte termijn gereed kan zijn. Het betreft wetgeving dat op
eilandsniveau afgehandeld moet worden.
 Ter garandering van de sociale zekerheid van ontslagen werknemers is het van
belang dat een werkeloosheidwet gecreëerd wordt en dat hierin ook de verplichting tot om-, heren bijscholing en training opgenomen wordt.
Het idee is dan dat de cessantia-regeling gewijzigd wordt en omgebouwd tot een
werkeloosheidwet. De bedoeling is dan dat uitgegaan wordt van een sociale verzekering, in de
vorm van een werknemersverzekering, met dien verstande dat zowel de werknemer als de
werkgever via een sociale premie in de kosten zullen bijdragen. Een soortgelijk voorstel ligt al
bij de Directie Arbeidszaken en kan zonder al te veel moeite omgebouwd worden. De financiële
implicaties die onderzocht moeten worden maken dat dit pas op middellange termijn kan
geschieden. Doordat de financiële implicatie van dit wetsvoorstel kan bijdragen aan een toename
van de cost of doing business zal het kunnen voorkomen dat deze wet tegen de OECD
aanbevelingen indruist.
 De werkgroepen hebben ook aangegeven dat er behoefte bestaat aan een instrument om
wettelijk de rol van een arbeidsmarktbeleid vast te leggen.
Dit idee kan gegoten worden in de vorm van een arbeidsmarktwet wat gelijk is aan de
Nederlandse arbeidsvoorzieningenwet. In dit kader zal o.a. de lv Instelling Arbeidsbureau
aangepast moeten worden. De werkgroepen hebben tevens aangegeven dat het evalueren,
aansturen en toezien op de voortgang van dit beleid wettelijk verankerd moet zijn teneinde dit te
kunnen afdwingen indien nodig. Een adviesinstantie als een arbeidsmarktraad kan voor dit doel
gebruikt worden.
Gemakshalve noemen wij dit de arbeidsmarktraad; die moet erop toezien dat na evaluatie dit
proces in juiste banen gestuurd wordt. De wettelijke basis voor deze raad kan makkelijk in een
arbeidsmarktwet opgenomen worden. Het betreft nieuwe regelgeving en zal hierdoor wat meer
tijd in beslag nemen. Om deze reden menen wij dat dit wetgevingsproduct op middellange
129
termijn gereed kan zijn. De bevoegdheid om deze materie te regelen ligt bij de eilandelijke
overheid. Knelpunt hierbij is dat wij ervoor moeten oppassen dat we de marktstructuur niet
verstoren en daarmee de cost of doing business niet verhogen door te veel regelgeving. Dit kan
indruisen tegen de aanbevelingen van de OECD.
 De werkgroepen vonden het ook erg belangrijk dat maatregelen
genomen worden om de bureaucratie te verminderen en zo de cost of doing business op Curaçao
te drukken.
De bedoeling hiervan is om het voor investeerders aantrekkelijk te maken om zich hier te
vestigen wat zal moeten bijdragen tot de vergroting van de vraag naar arbeid.
Voor wat betreft vestiging van bedrijven is het belangrijk dat ondermeer naar de termijnen voor
het verkrijgen van vergunningen gekeken wordt. Doordat het een samenhangend geheel vormt
menen wij dat de vergunningsregeling in haar geheel gemoderniseerd moet worden. Dit zal zijn
tijd nemen, reden waarom wij uitgaan van een middellange termijn om dit wetgevingsproduct
gereed te hebben. Als wij ervoor kiezen om op dit moment alleen de vestigingsregeling ter hand
te nemen kan dit traject op korte termijn afgerond worden. Het betreft namelijk een bevoegdheid
van de eilandelijke overheid.
 Ten behoeve van de handhaving van de arbeidswetgeving is het imperatief dat
administratieve boetes ofwel bestuursdwang geïntroduceerd wordt in arbeidswetgeving.
Er kan ook gekozen worden voor een allesomvattende wet economische delicten die op allerlei
regelingen van toepassing gesteld kan worden. Beiden betreffen nieuwe wetgeving die veel tijd
in beslag zal nemen. De wet administratieve boetes voor overtreding van arbeidswetgeving met
een meer beperkte werkingssfeer is al in voorbereiding en kan op korte termijn gereed zijn.
Indien gekozen wordt voor de wet economische delicten die een ruimere werkingssfeer zal
hebben zal het meer tijd in beslag nemen wat maakt dat dit voor middellange termijn gereed kan
zijn. Beide wetten betreffen hier bevoegdheden die aan het land toebehoren.
Een ander instrument dat volgens de werkgroepen ―in place‖ moet zijn is een toezicht orgaan dat
op naleving van de wetten moet toezien. In dit geval hebben wij het over de arbeidsinspectie die
op naleving van arbeidswetgeving moet toezien. Teneinde de eilandelijke overheid de
bevoegdheid te verlenen dit toezicht uit te voeren dient het proces tot decentralisatie van de
arbeidswetgeving afgerond te worden.
Het ontwerp tot decentralisatie van de arbeidsinspectie ligt bij de Staten en kan op korte termijn
afgehandeld worden.
In het kader van handhaving noemen wij uitbreiding van de werking van de bepalingen die de
aansprakelijkheid voor loonbelasting en sociale premies regelen.
Het betreft hier aanpassing van de landsverordening op de Loonbelasting en zal ook wat tijd in
beslag nemen.Hierdoor zal de wetgeving op middellange termijn gereed zijn.
 Teneinde de kansen van zwakke doelgroepen (zoals de gehandicapte
werkzoekenden) op de arbeidsmarkt te vergroten is het van belang dat wetgeving gecreëerd
wordt die het mogelijk maakt dat mensen met een handicap makkelijker bij het arbeidsproces
kunnen worden betrokken.
Gezien de gevolgen voor gebouwen, produktietechniek, inrichting van werkruimte e.d. menen
wij dat het traject om deze landsverordening te ontwerpen en vast te stellen van
middellange/lange termijn is. Teneinde de mogelijkheid van discriminatie te voorkomen danwel
130
de toepassing hiervan tegen te gaan menen wij dat in de nieuwe staatsregeling explicitiet het
verbod van discriminatie opgenomen moet worden met de mogelijkheid van toetsing door de
rechter aan de staatsregeling. Gezien de voorbereidingen voor een nieuwe staatsregeling, kan dit
traject op middellange termijn gereed zijn.
 De werkgroepen zijn van mening dat het omwille van de zelfregulering
belangrijk is dat Lv Algemeen Verbindend Verklaren van cao‘s vastgesteld wordt.
Deze regeling biedt partijen de kans om zelf afspraken te maken en deze te verheffen tot
regelgeving. Op die manier kan in bedrijfstakken de kinderopvang en transport faciliteiten
geregeld worden. De voorbereidingen voor deze regeling zijn in ver gevorderd stadium waardoor
deze landsverordening op korte termijn gereed kan zijn. Aanpassing van art. 14A van de
Arbeidsgeschillen lv is geboden om zodoende de drempel voor de vertegenwoordiging van de
werknemers te verlagen. Het betreft hier regelingen waarvan de bevoegdheid bij de centrale
overheid ligt.
 De werkgroepen zijn van mening dat de productiviteit verhoogd dient te worden,
waarbij ook aandacht besteed dient te worden aan de zorg. Om hieraan invulling te geven en
tegelijkertijd de productiviteit te stimuleren kan gedacht worden aan het verhogen van bepaalde
arbeidsvoorwaarden waarbij meer rekening gehouden zou kunnen worden met persoonlijke
omstandigheden van de werknemer.
De mogelijkheid bestaat van invoering van een soort wet arbeid en zorg waarin de regels voor
het tot stand brengen van een nieuw evenwicht tussen arbeid en zorg in de ruimste zin
geadresseerd wordt. Doordat deze nieuwe wet een samenhang van sociale wetgeving bevat
tevens nieuwe wetten op het gebied met zich meebrengt achten wij het een zaak welke pas op
middellange termijn afgerond kan worden. Enkele hierbij aan de orde komende zaken zijn onder
meer: zwangerschap, bevalling, adoptie en pleegzorg; calamiteiten- en ander kort verzuimverlof;
kort- en langdurend zorgverlof; ouderschapsverlof; levensloopregeling. Knelpunt kan zijn dat in
bepaalde sectoren bepaalde arbeidsvoorwaarden geconvenieerd kunnen worden die de cost of
doing business kunnen verhogen.
 Om het tripartiet overleg structureel vast te leggen kan de Landsverordening
instellling SER aangepast worden opdat het systeem van functioneren van Kolaborativo hierin
opgenomen kan worden.
Verder bestaat ook de mogelijkheid dat de kolaborativo geïnstitutionaliseerd wordt. Gezien het
wetgevingstraject menen wij dat dit op middellange /lange termijn gereed kan zijn.
 Het is de bedoeling om ons belastingsysteem in een latere fase zodanig te
herstructureren dat deze mogelijkheden biedt om werkgevers incentives te bieden c.q te belonen
wanneer zij in, bijvoorbeeld scholing van hun personeel investeren of een andere creatieve wijze
van betaling hanteren. Dit traject zal op lange termijn gereed zijn gezien de implicaties en de
actuele economische situatie van het land.
 Het idee om te komen tot een algemene ziekte verzekering zal op middellange
termijn gereed zijn gezien de verschillende obstakels die nog overwonnen moeten worden. Dit
geldt ook voor een algemeen ouderdomspensioen systeem waarbij afgestapt wordt van het
omslagstelsel om te beginnen met een kapitaalsstelsel. De relevantie hiervan moet nog bezien
131
worden als we rekening houden met het voorgestelde algemeen bedrijfspensioen voor
werknemers
 Aan de hand van de wens van de werkgroepen om ter bevordering van de
rechtszekerheid werkafspraken voor ambtenmaren bij CAO vast te leggen zal de LMA ook
zodanig aangepast moeten worden in die zin dat afspraken in CAO‘s vastgelegd worden
waardoor zij niet eenzijdig gewijzigd kunnen worden. Het betreft hier regelgeving om te voldoen
aan ILO conventie 155. Aangezien het nieuwe wetgeving betreft zal dit op middellange termijn
gereed zijn.
 Teneinde de import van buitenlandse arbeidskrachten te reguleren en om tevens te
kunnen plannen wat voor soort arbeidskrachten nodig zijn in het kader van de voorgestane
econmische ontwikkeling en deze vanuit de regio te kunnen betrekken is het van belang dat wij
een regeling vaststellen waarin het instrument ―skilled passport‖ gebruikt wordt. Hierdoor
kunnen wij uitwisselen met de regio via Caricom. Dit is op middellange termijn gezien het feit
dat we nog geen concrete verdragen en afspraken met Caricom hebben. Wij menen dat dit op
middellange termijn gereed kan zijn.
 Er moet een regeling gemaakt worden op grond waarvan verplicht informatie ter
beschikking moet worden gesteld van een databank maar waarbij rekening gehouden
wordt met bescherming van persoonsgegevens e.d. In dit kader moeten de
instellingsbesluiten van de diensten herzien worden en moet ook een wet bescherming
persoonsgegevens ontworpen worden.
Dit kan op middellange termijn gereed zijn.
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Hoe werkgroep Legislation Korte-, middellange- en langetermijn hebben
geadresseerd.
Het begrip Korte termijn
In principe is uitgegaan van een periode niet langer dan drie (3) jaar.
Hieronder vallen onder meer wetgevingsvoorstellen die reeds in de maak zijn, wetgeving
die een minder brede samenhang hebben met en/of invloed hebben op andere
wetgevingsproducten die al bestaan of die nog moeten worden ontwikkeld.
Ook kan hieronder begrepen worden voorstellen op wetswijzigingen die aan de
betreffende instanties al aangeboden zijn, maar waarover nog niet is beslist. Deze zouden
ons inziens wederom bekeken moeten worden om na te gaan of voornoemde producten
aan de huidige noodzakelijkheden en behoeften voldoen vervolgens waar nodig
aangepast worden en weder aanbieden.
Een andere groep wetgeving vallende onder begrip korte termijn zijn de wetten die
noodzakelijkerwijs afgekondigd moeten zijn voordat andere wetten, instrumenten of
voorwaarden kunnen komen.
Het begrip Middellange termijn
Hierbij is uitgegaan van een periode tussen drie (3) en acht (8) jaren.
Men denkt hierbij op de eerste plaats aan wetgeving welke pas tot stand kan komen nadat
de korte termijn wetten, voorwaarden of andere instrumenten goedgevonden en in
uitvoering zijn.
Op de tweede plaats omvat deze categorie voor het merendeel nieuwe wetgeving welke
niet hetzelfde spoedeisend karakter moge hebben als de korte termijn wetsproducten,
maar die desondanks zeer belangrijk zijn voor een balans binnen de arbeidsmarkt, tevens
het goed functioneren hiervan.
Vaak hebben deze wetten financiële gevolgen en moet de arbeidsmarkt erop voorbereid
worden.
Het begrip Lange termijn
Hieronder wordt verstaan wetten die binnen een periode van tussen de acht (8) en vijftien
(15) jaren tot stand moeten komen en in uitvoering, tevens evalueerbaar dienen te zijn.
Dit met het oog op het voornemen dat het nieuwe arbeidsmarktbeleid van 2008 tot 2026
van kracht zal zijn.
Deze categorie omvat nieuwe wetgeving en/of wetgeving welke een ―paraplu‖ vormen
voor meerdere wetgevingen op het gebied. Een aantal van deze beoogde
wetgevingsproducten hebben een economische impact waarvoor het nodige draagvlak
gecreëerd dient te worden. Hiernaast is het mogelijk dat de lange termijn wetten kunnen
indruisen op de OECD aanbevelingen. Echter dient toch gekeken te worden naar de
lokale arbeidsmarktomstandigheden, cultuur, financiering en de welwillendheid van de
sociale partners om tot de gewenste situatie te geraken, waarin allen zich daadwerkelijk
vinden tevens waarbij een verantwoorde langdurige balans binnen de markt wordt
bereikt.
133
Time Planning
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2016 - 2026
Landsverordening
Ziekteverzekering
Landsverordening
Ongevallenverzekering
Lei di Bion
Landsverordening Beëindiging
Arbeidsovereenkomst
Eilandenregeling Nederlandse
Antillen (ERNA)
Staatsregeling Nederlandse
Antillen (STREGNA)
Regelgeving voor Good
Governance
Landsverordening Raad van
Onderwijs en Arbeidsmarkt
(ROA)
Onderstandsregeling
Arbeidsregeling 2000
Landsverordening Beëndiging
Arbeidsovereenkomsten (Lei di
Retiru)
Vestigingsregeling
Vergunningsregeling
Wet Economische delicten
- Administratieve boetes
Include clause in relevant laws
where social dialogue is desired
Algemeen verbindend verklaring
(AVV)
Collectieve arbeidsovereenkomst
(CAO)
134
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2016 - 2026
Wet Arbeid en Zorg (WAZO)
Werkloosheidswet
Arbeidsmarktwet
Landsverordening Secundaire
Beroepsopleiding
(SBO)
Concept landsverordening
beroepspraktijkvorming
Landsverordening Werkend lerend
Law on National Savings Plan
Regeling Maatschapelijke Zorg
Arbeidsmarktwet
Lv. Arbeid door Vreemdeling.
Lv. Toelating en Uitzetting
Stageregeling
Landsverordening Instelling
Arbeidsburo
(Arbeidsvoorzieningenwet)
Social security law
Onderstandregeling
Werkloosheidswet
Landsverordening Toelating en
Uitzetting (LTU)
Landsverordening Arbeid
Vreemdelingen (LAV)
Wet Bescherming
persoonsgegevens
Vernieuwing instellingsbesluiten
van de diensten
Protocollen tussen de diensten
Onderstandsregeling
Algemene
135
Law
Short Term
Medium Term
Long Term
2008 - 2011
2011 - 2016
2016 - 2026
Bedrijfspensioenswetgeving
Arbeidsomstandigheden
Wetgeving
Wet voor Arbeid Gehandicapten
Landsverordening Sociaal
Economisch Raad (SER)
- Model Kolaborativo
Wijziging Secundaire
Arbeidsvoorwaarden
Landsverordening Loonbeslasting
Educational legal system
Referendum by Law
Belasting Wetgeving
Landverordening Algemeen
Ouderdomsverzekering (AOV)
Algemeen Ziekteverzekering (AZV)
Policy Table
Policy statement
Policy
Remarks
Additional remarks
No.
Workgroup 1 “Productivity and Efficiency Measures”
1
Upgrade the skills of the
Policy
workforce and the competences
2
Address the gap with skill
Policy
training and upgrading
3
Create procedures and
Policy
programs to enhance
workforce’s competitiveness
4
Workforce possesses globally
Policy goal
136
Policy statement
Policy
Remarks
Additional remarks
Involvement of all social
Policy
Based on ILO
New
partners
principle
convention regarding
No.
competitive skills and mindset
5
tri-partite
collaboration
6
Effective personnel policies and
Policy
implementation of evaluation
11
Sponsorship for labor policy
Based on equal rights
New
and fair evaluation
Policy
Permanent
principle
commitment of
Government (also
financial), employers
(also financial) and
unions (especially
stimulating
consciousness)
12
Social activation via training
Policy
13
Execution of the labor policy with its
Policy
Strong structures needed to execute and
manpower planning which can be
monitor implementation and adherence to
supported economically
new laws and policies
Equip Dienst Arbeidszorg
15
Fringe benefits (secondary):
Policy
Human resources policy
companies should have fringe
At least a minimum package of fringe
benefits
benefits for employees.
16
Information on instrument and
Policy
Dienst Arbeidzorg must have the central
methods to measure productivity
data base with all information regarding
employers and employees from which
information for labour market policy can
be derived
17
Gathering data on productivity
Policy
Strengthening
Strong structure at the DAZ and DEZ
government agencies
with relevant information data base
and willingness of
companies to deliver
information/facts to
137
Policy statement
Policy
Remarks
Additional remarks
No.
government
20
A macro economic policy has to be
Policy
in relation to productivity growth
guideline
with less bureaucracy
21
Technological policy has to be
Policy
geared on the constraints
guideline
(pressures) on the labor market
24
More flexible reward system in
Policy goal
Remuneration policy
accordance to the level of
education
Workgroup 2 “Incentives”
25
Need for governmental stability and
Policy goal
continuity
30
Need to be data driven
Policy goal
Data base with labor market information
Utilized at DAZ, DWI and housed at CBS
31
Paradigm shift
Policy goal
32
Need to create more employment
Policy goal
35
More possibilities for development
Policy goal
and upgrading
36
More information and explanation
Policy
on labor policies and laws
39
Introduce laws to earmark service
new
plan is needed
Policy
charge funds for the employee
Regulation of the “trunk”
The law states that only registered tips
is already included in
(credit/debit cards payment) are subject
the Loonbelasting-
t to tax. The law already exists, what
wetgeving
needed is control, and sanction of
Not needed to introduce
the law and
new laws!!
information to the workers in the
Horeca sector
40
Introduction of quota for the
Policy
employment of locals
Has to be a quota for
New
foreigners instead of
locals !!!!!!
41
Need for better situated child care
Policy goal
facilities (e.g. per geographical
zone)
42
Need for better organized
Policy goal
new
transportation facilities
43
Productivity improvement tied to
Policy
Human Resource policy
labor incentives, work organization
138
Policy statement
Policy
Remarks
Additional remarks
Include sanctions in all
Strong structures. Equip the DAZ
labour laws and
to execute 24/7/365 control
No.
and automation
44
Need for a payable, accessible and
Policy
qualitative good health care,
education and security system
46
Application of relevant laws and
Policy
policies
strengthen government
agencies to execute 24
hour control.
47
Be data driven
Policy principle
48
Structural commitment and effective
Policy
Protocol
actions by all partners
49
Sufficient education opportunities
Policy
50
Market-driven, all-round education
Policy
Reform and continuous
monitoring and
adjustment of
educational system and
same for the market.
Government labor
market and economic
policy can also be
geared towards the
educational system to
some extent.
51
Effective control of labor laws
Policy
55
Structured tripartite communication
Policy
and dialogue
Strong structure
Policy guideline to make
Has to be practiced actively and
decisions (on all topics)
enthusiastically
to guarantee support of
all parties involved
56
Long term labor policy and planning
policy
(supply and demand- but both
ways)
58
Individualized action plans for the
Policy
unemployed
60
More information on education,
Policy
Registration in the DAZ data base and
training policies and job
“bemiddeling” side at the DWI
opportunities (more transparency of
(digitale databank aanschaffen voor
139
Policy statement
Policy
Remarks
Additional remarks
No.
the labor market)
61
Performance based pay systems
en laten beheren door de DAZ)
policy
tied to the law, and fiscal benefits
HRM-policy in all
New
companies
based on performance
62
Scholarships tied to the labor
Policy
Education pay system
market requirements
Workgroup 3 “Casual and Temporary Workers”
73
New policies, laws and regulations
Policy
in order to organize immigration,
Labour market policy
New policies and strong government
and populace policy
structures are needed.
The law on “Sociale
If needed, on basis of the evaluation,
Vormingsplicht” has to
there will be a revision of the law.
admission and control according to
the vision of Curacao policy for
labor and economy
74
Broad program for dualistic training
Policy
(skills and competences) via SEI
75
Opportunities to optimize
Policy
“Vormingsplicht”
be evaluated on its
effectiveness for
reaching its goals and
also to function as a
labor market policy
instruments for
disadvantaged
unemployed youth.
76
Labor market oriented approach is
Policy
possible for financing of studies via
SSC
77
Expansion of HRIS to become
policy
national vacancies database
78
Labor Market Center
Policy
Instelling
(Kenniscentrum Bedrijfsleven
Kenniscentrum
Beroepsonderwijs) to facilitate
Bedrijfsleven
planning between private sector
Beroepsonderwijs
and education (via SEI commissie)
81
Implement available opportunities
policy
84
Control illegal immigration via Land
Policy
Strong structures
Toelating en Uitzetting (LTU=Law
that regulate Immigration and
140
Policy statement
Policy
Remarks
Additional remarks
Policy
Strong structures needed to implement,
Populace policy
execute, control, evaluate and adjust
Strong structures with linked data bases
No.
Expulsion of international workers)
+ permit regulations (synchronize
work permits and resident permits)
85
Aim for integration of labor market
policy in the overall economic and
population policy
86
Produce and analyze
Policy
data/information as for labor market
Populace policy
policy and define the role of
temporary workers (labor force,
market needs, education
output,prognoses, short/long term
etc.)
Workgroup 4 “Retraining & Retrenchment”
88
Need for employment policy
Policy
90
Effective control of minimum wage
Policy
95
Social activation via Retraining &
Policy
Strong structure
Retrenchment program
97
Commitment of political parties
Policy
Protocol
98
Tripartite national dialogue
Policy
Protocol
99
Alignment central and island
Policy
Protocol i.h.k.v.
government policies
decentralisatie
landstaken en nieuwe
staatkundige structuur
100
Policy
Strong structures to control
with high sanctions (C8, DirArbeid)
102
Unemployed are to report oneself at
Policy
R&R centers (island is divided in 5
The statement has to be
an internal guideline
sections)
103
A 70-30% rule for local & foreign
policy
Garantie aanbod
employees in target sectors (C9,
werkgelegenheid voor
DAZ/DEZ)
locale arbeidskrachten
New
en locale
werkzoekenden.
104
Public transportation provision
Policy
New
141
Policy statement
Policy
Child care (day & night: 24hr)
Policy
Remarks
Additional remarks
No.
105
provision (B3, DWI/DCE)
108
Upgrading will include crash course
Policy
New
on language & life skills, attitude,
work ethics, internet skills, etc. for
identified persons in the target
groups for tourism & construction
109
Island is divided in 6 service
Policy
centers (BBB DT, SM, OB, PD,
BG,BA)
115
Employment policy
Policy
117
Enforce new social security law
Policy
(B1, DEZ,B6, DWI)
The law that is referred
This law is not a social security law,
to in the statement is
but a social welfare law.
the “nieuwe
Onderstandsregeling”
118
Retraining & retrenchment program
Policy
(B2, DWI)
120
Policy
(C8, DirArbeid)
Workgroup 5 “Creative Pay Schemes and Social Programming”
121
The present fiscal law and the
Policy
Strong structure needed
inconsistent manner it is
implemented (“stoel-kontrole” rather
than covering the whole market)
128
Eliminate the abuse of the 2 day
Policy
“Carensdagen”
clause
129
Application of creative pay systems
Control of the so called
Policy
HRM policy must be in
nation wide (bonuses, gratuities,
place in all businesses,
thirteenth month, pension/savings
based on at least the
plan, childcare allowance,
legal stipulations
telephone/internet allowance,
Additional secondary
representation allowance, clothing
benefits to stimulate
allowance, car/transport
workers productivity to
compensation, no automatic
be included
New
indexing based on performance,
regular upgrading/training, timeback, vacation money)
132
Payable housing for re-entry
Policy
142
Policy statement
Policy
Remarks
Additional remarks
An overall fair and consistent
Policy
Reorganize and
Strong structure
No.
138
controlling and monitoring
strengthen, thus
mechanism
instituting a strong and
new Dienst voor
Arbeidszorg, which will
report to a Monitoring
Commission of the BC
140
We must be more data driven
Policy principle
141
More social dialogue towards
Policy principle
problem-solving
142
Integrated on long-term
Policy principle
143
Mind set shifts: (lifestyle, education,
Policy
attitude, etc.)
New
plan; nation building;
education curriculum
145
Commitment: (politicians, civil
Policy
Protocol
servants, commerce, unions)
147
Controlling, Monitoring and
Policy principle
Evaluation is of essence
148
Public compliance with the laws
Policy
New
plan to activate/essence
of responsibility each
civilian; nation building
149
Consistent application of sanctions
Policy principle
within the law
151
Implement the interdepartmental
Policy
New
sharing of data and communication
143
Appendix D: Timeline…Short Term Recommendations
I
n
t
Timeline intervals for long term, durable, sustainable plan:
e
Short term:
2008-2011
g
Medium Term:
2012-2016
r
Long Term:
2017-2026
a
This table will address those actions that have been identified tas needing to take place in the short term.
e
d
Overall Priorities
Priority 1:Integrated labor force planning
L
Goals and
Short term action
Responsible
Timeline a Enabling conditions
Finance provider
Strategies
party
year
b needed
supported
o
Goal 1,2
Stuurgroep,
2008
SEI, government
r Law revision, external
Development Council
AJZ
F assistance to set up,
o LFDND stuurgroep,
r secretariat and
c workgroups in place
until operation in place
e
Goal 1,2,3
National Productivity
Stuurgroep and
2009
SEI, government
D
Council
NLFDC
Council in operation,
e External assistance to
v set up
e Vision for 365/24/7
Goal 2,3
Transport Policy
2008
Government,
l labor force is supported
clients
o by transportation
p policies that enable all
m persons to have
e affordable public
n transportation to work
Goals 2,3,
Integration of person
IC, DWI,
2009
Government and
t Cooperation and shared
with disabilities into the
Employers,
employers
P vision for the
workforce
Unions
l integration to occur.
a Specific training and
n support programs and
Labor Force Development Proposal
Budget
90,000
60,000
services for employers
and persons with
disabilities
Adherence to UN and
ILO Conventions
Priority 2: Flexi-curity Principles are foundation of the plan
Goals and
Short term action
Responsible
Timeline
Strategies
party
year
supported
Goal 1 1.2
Active labor market
AJZ, Land
2008
policies
And Island
Government,
Stuurgroep
Goal 1 1.3
Reliable and
Ministries of
2009
Enabling conditions
needed
Finance provider
Budget
Technical expertise
provided to ensure laws
are revised as proposed
in the short, medium and
long term phases of
implementation
Land and island
government
500,000
Alignment of SEI and
department projects to
the legal timeline
Synchronization of
SEI
Government
144
responsible life long
learning system
Labor and
Education
Goal 1 1.5
Supportive and
productive social
dialogue
Kolaborativo
2008
Goal 2 2.1
Reduce asymmetries
between non-standard
and standard
employment
AJZ., Diraz,
employers,
unions
2009
Priority 3: Curacao is hub of life-long learning
Goals and
Short term action
Strategies
supported
Goal 1
A shared vision for life-long
learning will be created and
sustained
Goal 4
The educational continuum is
redefined and synchronized in
order to create global
competitive workers
formal and informal
learning to ensure the
continuous adaptability
and employability of all
workers and to enable
businesses to keep up
with productivity levels
Core values, especially,
mutual trust and highly
developed industrial
relations are crucial for
flex-icurity
Labor laws are flexible
and provide for
integration of nonstandard contracts fully
in collective agreements,
social security and lifelong learning
Government,
labor, commerce
150,000 per
year
Government
Responsible
party
Timeline
year
Enabling conditions
needed
Finance
provider
Stuurgroep and
National Labor
Force Council
2008
Government,
unions and
commercial
sector
Ministries of
Labor and
Education and
National Labor
Force Council
2009
Cooperation of all
for formal and
programs for youths
and adults
Cooperation of all
for formal and
programs for youths
and adults
Budget
Ministries of
labor and
education,
National Labor
Force Council
Private funding
Goal 5 5.15.5
Goal 5 5.1
The key principles of life long
learning will be the foundation
of all learning programs in
Curacao

Accessibility

Affordability

Recognition

Market-driven
approach

Partnership among
stakeholders
Accessibility
Goal 5 5.2
Affordability
Goal 5 5.3
Recognition
National Labor
Force Council
Ministries of
Labor and
Education
2008
2009
Utilization of
tripartite structures to
guide and insure
implementation
Principles are laid out
in the laws and
policies of the Labor
Force Development
proposal and revision
of labor and education
laws and policies
Kolaborativo
Logistical Hub
NGOs
Ministries of
Labor and
Education,
Finance
Commerce and
labor sectors
Ministries of
labor and
education
Educational
providers,
employers
2009
2010
2009-10
Learning must take
place anytime,
anyplace so that adult
learners can balance
learning, family, work
and community
commitments
Varied kinds of
support, including
financial, should be
available to all levels
of the work force to
pursue learning
opportunities
Recognition needs to
be given to learners so
as to motivate
145
continuous learning
and self-esteem
Goal 5 5.4
Market Driven approach
DEZ, DAZ, All
Educational
Agencies
National Labor
Force Council
National
Productivity
Council
2009
Goal 5 5.5
Partnership among stakeholders
Government,
education
providers,
employers,
industry groups,
workers,
unions,
community
organizations,
learning
providers
2009
Priority 4: Vision for the talent pool
Goals and
Short term action
Strategies
supported
Goal 1 1.2,
Create a Labor Force
Development Center to
over see the creation of
and provision of
competitive skills, both
Goal 1 1.3,
1.4
Identification of and
implementation across
all training programs of a
common set of general
and specific globally
competitive set of work
skills
Creative pay schemes
and social programs
need to be in place as
motivational tools
Learning must be tied
to the identified
skills identified in
identified, approved
targeted sectors.
Learning must be
flexible and meet the
changing learning
needs, ―ramping up‖
workers just in time
for the skills that are
needed at the
workplace and in their
everyday life
Public-private
partnerships must be a
way of work in setting
up and sustaining the
workforce learning
opportunities and
sustaining the vision
for life long learning
Government
Private Sector
SEI
Responsible
party
Timeline
year
Enabling conditions
needed
Finance
provider
National Labor
Force Council
2009
Council
Government
SEI
National Labor
Force Council
2009
Master Plan
2009-10
Align the Logistical Hub
Training Center and
Tourism and Construction
training Center as short
term development centers
as they focus on targeted
sectors
Agreement on and
development of policy to
support the common set
of general and specific
skills must be used as a
criteria for funding and
implementing all
retrenchment and
retraining programs
Budget
SEI
Public Private
partnerships
Professionalization of
domestic-based industries
to make them appealing
to workers
Those skills are: global
mindset, competent in
language, technical skills,
IT skills, work ethics and
attitude and motivation
146
Goal 2
Goal 3 3.1
Goal 3 3.2
Goal 3 3.4
Goal 4 4.1
Create a labor force
skills data-base
interfaced with
international skills
databases in order to
align and synchronize
labor force profile and
provide labor force
information to policy
makers, employers,
immigration office and
training providers,
individuals via the
central CBS-based data
base
industry need:
Identify target growth
sectors for 5, 10 and 15
year growth intervals
industry need
Set employment targets
for 2012
Calculate and stimulate
the spin off effects of
jobs to be created by the
integrated plan
All employees are
identified in the
employability skills bank
CBS
National Labor
Force Council
2009-2010
Land funding
Enabling laws that allow
sharing of data across
ministries and
departments
DEZ, National
Labor Force
Council,
Stuurgroep
2008
DEZ, National
Labor Force
Council,
Stuurgroep
2008
DEZ, National
Labor Force
Council,
Stuurgroep
National Labor
Force Council,
CBS
DWI, SCC, etc
2008-9
2009
All employees are
entered into the
employment
qualifications system
CBS
2010
Goal 4 4.5
Employees are given
specific incentives,
specific training and
accommodations for
targeted employment
groups such as persons
with disabilities and
older workers
Develop tripartite
process for providing
and funding a continuum
of training
National
Productivity
Council
2009-2010
Goal 4.5
Tripartite committees to
monitor: Committee on
Low Wage Workers,
SEI- Closing the
Digital Divide
Treaties with CARICOM
Goal 4 4.2
Goal 4 4.3
CBS agreement
National Labor
Force Council
National Labor
Force Council
2009
2009
Island funding
Align targeted growth
sectors with the vision of
the type of economy
agreed to in the proposal
and diversify the list to
avoid promotion of a
bubble economy
Limit the targeted sectors
to three to five in the first
phase
Alignment with targeted
sectors and economic
vision
This must be a function of
the National Labor Force
Council and carried out in
detail by the DEZ
Sharing of the common
data across all relevant
departments for use in
their areas of expertise is
necessary
Continuous upgrading can
occur with data tracking
of skills through
continuous education and
training infrastructure and
employability skills
identification and
qualifying system
Adaptations and
incentives are needed to
bring unemployed
persons into the
workforce and to sustain
them in the workforce
Multiple funding sources
and tripartite support will
be necessary to support
the large retrenchment
and retraining efforts
necessary. The council
with its vision will attract
direct investment in
programs
The National Labor Force
Council will need to
utilize committees to
SEI Closing the
Digital Divide
Public-private
partnerships
SEI
Public-private
partnerships
Foreign
investment
SEI
147
Committee for the
Employment of Persons
with Disabilities
Goal 5
Goal 6
Develop a planned
migration policy and
worker pass policy that
allow foreign/guest
workers to complement
and augment the local
workforce at the
professional, mid-level
and semi-skilled and
unskilled levels
To facilitate a flexible
and responsive labor
market, ministry of labor
working within a
tripartite framework, sets
flexible and performance
based wage system as
the norm: 85-15 rule:
15% of salary formulated
on key performance
indicators linked to the
company‘s and/or
Ministry of
Justice
2009
DAZ
Ministry of
Labor, National
Productivity
Council,
National Labor
Force Council
2009-10
Kolaborativo
Priority 5: Tripartism to achieve the country’s goals
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1 1.1
Full participation of all
Kolaborativo
parties in dialogue
insure that the targeted
groups are being given
the attention necessary to
bring them into the
workforce. The use of the
committee structure to
give advise to the council
is best practice and will
enable the advise to be
data-driven, timely and
tripartite
Progressive policies that
allow the free movement
of workers are necessary.
Quotes must be monitored
so as to not stifle the
economy while taking
care to give a sequence
and list of priorities to
migration of workers
This is so important the it
will be addressed in the
legislative revisions
Internationally,
performance based pay
scales are the norm. The
productivity standards of
targeted sectors must be
identified and agreed
upon in the sectors. The
employers and unions
must agree to include in
CLAs
Timeline
year
Enabling conditions
needed
2008
The government, labor
unions and commercial
sectors must adhere to the
protocols for tripartism
and social dialogue
signed in 2001 and 2004;
and also participate fully
and adhere to agreements
that are the result of
national dialogue
proposals
Mutually agreed-upon
tripartite structures must
be create and honored to
assist in full
implementation by
stakeholders of policy
recommendations and in
the monitoring of agreedto strategies
Tripartite structure must
be maintained to ensure
that unions, employers
and government work
closely together
Goal 1 1.2
Implementation and
Monitoring
Stuurgroep,
National Labor
Force Council,
Kolaborativo
2008
Goal 1 1.3
Develop and maintain
harmonious labor
relations
Unions and
Employers
Government
2008-
Kolaborativo
Finance
provider
Budget
Priority 6: Attention to global warming and environmental issues
148
Goals and
Strategies
supported
Goal 1
Short term action
Responsible
party
Timeline
year
Enabling conditions
needed
To be constantly vigilant
to the impact of labor
force development and
the effects of all such
policies on global
warming and
environmental issues
Government
and private
sector
2009
If labor and
environmental policies
are aligned and there is a
clear vision in the
country regarding the use
of alternate energy
sources, the effect of
land development on the
land and sea surrounding
the island and the use of
the coasts for economic
development, we will be
able to be vigilant
Alignment of policies to
vision of an
environmentally friendly
island
Goal 1
Identify alternate fuel
sources for energy needs
and the effect on newly
created jobs
2010
Goal 1
Move toward use of EEV
vehicles for public and
private transport
2010-11
Priority 7: Synchronization and alignment of laws
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1,3
Align, revise and
AJZ, Ministry
synchronize the
of Economy and
following policies on
Labor,
the island level with the
Diraz,
support of the central
level where needed to
create and support a
National Labor
long term sustainable
Force Council
process
Finance
provider
A bold vision for the
country‘s commitment to
its future is necessary to
be vigilant
As more people become
employed the demand for
energy will increase and
the creation of alternate
fuel source energy can
drive down the cost of
doing business and
increase employment in
alternate fuel sector
As 365/24/7 work force
is brought on board, the
need for more affordable
transportation will be
needed and as the
population grows that
transport needs to be
environmentally friendly.
Timeline
year
Enabling conditions
needed
Finance
provider
2008 (see
legislative
revision
timeline for
detailed
breakdown
To enable the success
of the proposal here
presented and the short
term goals of
departments as well as
the many SEI projects,
the first step must be
the revision of some
laws which support the
many desired actions.
Ministry of
Economy and
Labor, (land)
(Population, Migration,
Integration,
Remigration, Economic,
Education, Finance,
Human Resource
Management, Income,
Housing, Health and
Nutrition, Persons with
Disabilities)
Budget
Budget
Island
Government
SEI
The technical support
to the island and
central level legal
departments is critical
to this work
As much as possible at
the island level, the
necessary policies
support and sustain the
process before, during
149
and after the
restructuring of the
Netherlands Antilles
and Curacao
Goal 2
Eliminate unnecessary
policies, procedures and
structures that do not
support the integrated
strategy
AJZ, Island
Council,
National Labor
Force Council
2009
Economy and
Labor, (land)
Island
Government
SEI
Short Term Recommendations Productivity and Efficiency
Priority 1: Implement a performance based evaluation system across all sectors with adequate job descriptions and smart indicators
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
G1,1.6
Bestuursacademie
EGC/PZCB
2009 EGC
2.000.000
G4 1.1
2011
Stimulate ownership in
National Labor
the process by al
Force Council
2008-9
lemployers and
Funding for Councils
Government
employees by way of a
National
systemic communication
Productivity
program with sector
Board
presentations and training
G1
Gaol 1 1.5
Goal 1 1.6
Conduct research
regarding compliance
with implementation of
Develop common
instrument to measure
productivity to stimulate
data-driven employment
practices
Identify and synchronize
global skills to be
measured with
retrenchment and
retraining and creative
pay schemes
Identify and measure
competencies related to
attitudes, motivation and
opportunities
NPC/ Cohort
business group
2010
NLFC
2008-2009
NPC
Synchronization of
vision and global skills
is an underlying
principle of the proposal
Master Plan
Master Plan
NPC
NLFC
CBS
2009
Priority 2: Introduce the National Productivity Council as the primary entity in the Caribbean known for promoting and facilitating
productivity, quality management and competitive strategies
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 2 2.1
Identify inputs that will
NLFC
2009-10
Council must have
be represented in 85%
NPC
employee evaluation
Goal 2 2.2
Identify the outputs that
NLFC
2009-19
Council must have
represent the 15% of
NPC
150
G1
G 1 1.4
G 1 1.7
G2
employee evaluation to
be considered as
performance based
Establish by law and
form the tripartite entity
known as the National
Promote and monitor all
aspects of productivity
growth
Disseminate information
to stimulate public
awareness and promote
understanding about
work performance and
Adopt international
benchmarking processes
to measure the
productivity and
efficiency and make
global comparisons
(IMD, BERI, PERC,
WEF)
NLFC
IC
Kolaborativo
2008-9
NPC
2009
NLFC
NPC
2008-10
BC
IC
Ministry of
Labor
CBS
2009-10
The council is critical
to being able to
implement the
productivity and
efficiency measures
These international
benchmarks provide
baseline information to
measure the growth of
productivity locally and
to make global
comparisons
government
Priority 3: Introduce, implement and monitor productivity and efficiency targets and indicators that demonstrate the relationship
between productivity growth and economic development.
Goals and
Short term action
Responsible
Enabling conditions
Finance
Budget
Strategies
party
needed
provider
supported
G 1 1.1
Implement specific sector
NPC
2009
Targeted diversified
measures that meet sector
NLFC
sectors must be
standards for productivity
DEZ
identified for the
and efficiency using
DAZ
timeline intervals
CBS
outlined in the
proposal
G 1 1.2
Identify sector specific
NPC
2009
measurement criteria
DAZ
DEZ
guidelines ranking areas
NLFC
outlined in proposal
G1, 1.3
Closing the digital divide
Logistical Hub
2008
SEI/EGC
0,8 milj / 0.8
milj
G 1.1, 1.2,
Oprichting regulatory
DEZ
2008
SEI
300.000
1.3
Board
G1, 1.1,1.3
Opstellen
DEZ
2008
SEI
90.000
mededingingsbeleid
G1, 1.2.
Oprichting Curacao
DEZ
2008
SEI / EGC
1.1 milj / 1.1
G2, 1.3
Economic Development
milj
Board
G1,1.3
Operationalisering
DCV
2008/2009
SEI
200.000
callcenter voor
vergunningen
G1, 1.3
Actualisering
DEZ
2008 - 2010
SEI
150.000
vestigingsbeleid
G1,1.3
Onderzoek naar redtape
DEZ
2008
SEI
90.000
binnen het apparaat &
maatregelen
G1 1.3
Human resource
DEZ
2008/2009
SEI
180.000
information system
G1 1.3
DWI
2008/2009
SEI
916.000
G1, 1.6
BC
Design for Pais
SEI/EGC
15 milj / 20
G4,1.1
apparaat
Master plan
Korsou must be
milj
finished and must
align to master plan
and vision for
economy and
workforce
151
Incentives
Priority 1: Implement and sustain incentives for employees, employers and the unemployed that will contribute to durable, long term
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Supply an adequate set of
NLFC
2009
tripartite
incentives to stimulate
resolving workforce
and maintain an optimal
shortages and lack of
and productive
motivation to work
participation of all those
able to work in order to
decrease unemployment
and enhance productivity
Goal 1 1.5
Revise, update and
BC
2008
Provides the
Government
introduce Lei di Bion
foundation to sustain
competitive workforce
Goals 1.1.4
Implement structures in
NLFC
2008 The integration of all
SEI
160.000
all businesses that
2009
promote productivity and
wage incentives:
CBS
System
2.1
Human resource
DEZ
information system
(matching supply and
demand on the labor
market)
Goal 2
Create the conditions to
NLFC
2009-11
Tripartite
ensure that there is one
NPC
youth, older workers,
partnerships
employed person in every
persons with
household by 2016
disabilities, women
Goal 1&2
Sentro pa merkado laboral Plataforma pa
2008 –
Customize programs
SEI
1.044.00
1.1
Korsou na
2011
for the educationally
1.4
Trabou
interuption in or
Goals 1&2
1.1 &1.4
CBS
DWI
2008
Goal1
Str. 1.7
Implementation of Rumbo
pa Trabou
DWI
2008
The integration of all
System
Priority 2: Create incentive programs for persons targeted to augment the workforce
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
Implement ―brain-gain‖
2009
Supportive programs
1.1
strategies to motivate the
NLFC
to create a balanced
return of local, young, talent
work force of high,
Create and implement
medium and low
1.2
promotional strategies locally
skilled workers and to
and abroad regarding job
2008-11
give balance to the
opportunity/transparency of
the labor market
Incentive to put more
Antillean people to work and
to keep them at work
Goal 1
1.1,1.2,1.3
Directed policy to stimulate
remigration
DAZ, DEZ
Employers
BC
AJZ
SEI
916.000
SEI
1.000.000
Finance
provider
Budget
2009
2008-9
sectors when
formulating policy
SEI
152
Goals 1 ,2
Goal 2
2.1, 2.2
Create adequate job
opportunities for needed
foreign workers with high,
medium,low skill levels in
targeted sectors to assist with
peaks and worker shortages as
the economoy grows
Migration and integration
policy
Tie the guest worker program
to targeted sector
development projects and
economic growth targets for
specific sectors and potential
Formulate policy aimed at
integration; execute measures
migrants and integration
Goal 1
1.1
Stimulate to study in own
country (prevent brain drain)
DAZ
2008-9
Integrated approach
growth is a must to
develop balanced
2008-
Integrated approach
growth is a must to
develop guest worker
program
NLFC
AJZ
NLFC
NPC
SEI
NLFC
Sociaal Kennis
Centrum
SAE
2008
SEI
2009
SEI
75.000 +
375.000
250.000
NLFC
ROA
Priority 3: Further develop and sustain decent work conditions and facilities
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
Monitor and adapt work
NLFC
2008
Council
conditions to meet ILO
recommendations must
and OECD
be adopted and
recommendations by
monitored for
small and medium-sized
compliance
businesses
1.4
child care
Introduce individual and
capital based pension
plans for all employees
DWI/CHATA
NLFC/NPC
IC
NLFC
Kolaborativo
2008
Goal 1
1.5
Provide a social safety
net that is synchronized
with ―welfare to
workfare‖ programs and
retrenchment programs
2009
Goal 1
1.5
To intensify control of
Labor Laws
NLFC
DWI
DAZ
CBS
Ministries of Ed
and Labor
DAZ
Goal 1
1.2
Transition to new AOV
and pension system
2009
Goal 1
1.3
Provide adequate public
transport that is
synchronized with
geographic employment
areas and with school
hours and 24/7/365 basis
SVBV, APNA
NLFC
BC
Ministriesof
Labor and
Education
Ministry of
Education
Goal 1
1.2
2009-10
2008 –
2009
2009
Afdeling OV
Finance
provider
Central and
Island
Governments
SEI
Must be coordinated
with the reduction of
AOV as persons inter
the workforce
1. Decentralize Labor
Inspection
2. Fortify inspection of
DAZ
3. information about
labor conditions and
circumstances
Synchronize revision
with the phasing in of
the National Pension
Plan
Budget
1.500.000
Government,
private sector
individuals
p.m.
Transportation and
childcare synchronized
with education and
working hours are
enabling conditions for
full employment and
153
1.7
1.3,1.7
work hours
2010
Optimization of routing
public transport
2008
productivity of the
workforce
Work is enabled by
coordinating transport to
populated areas and
school/work timetables
p.m.
Priority 4: Fortify the vulnerable unemployed and employed persons and sustain them in the labor force
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Strategies
party
year
needed
provider
supported
Goal 1
Customize programming
and incentives for those
who are vulnerable in
order that they may enter
or remain in the workforce
Goal1
DWI
2008
SEI
1.1
the educationally
interuption in or
Goals 1& 2
1.1
1.2
1.3
1.4
1.1
1.1
1.3
1.4
1.5
1.1
Goal 2
Humilde pero riku na
mente
the educationally
interuption in or
discontinued education,
physically and emotionally
challenged, +55, +60, +62
to sustain them in the
workforce
Di bou palu pa pal‘i
homber
Computer training for
teener mothers
Education of teener
parents/Education and
training risk groups/
Prevention of social
isolation of risk groups
adult education
Expansion of SBO
possibilities and increased
accessibility for drop outs
and disadvantaged youth
Move to full inclusion
programs by 2016 as
outlined in the UN
conventions for the
employment of persons
with disabilities
Budget
237.000
JVBSW&Z
2008 2010
SEI
345.000
Stimul-it
2008 2010
2009
SEI
460.000
SEI
730.000
DCE
2009
SEI
650.000
SAE/FIDE
2008 2010
SEI
230.000
NLFC
NPC
2009
BVZ/Unidat di
Bario
Proactively seek to solve
all discrepencies with the
UN conventions via
tripartite dialogue and
through National
154
Priority 5: Create and sustain a tax system that encourages changes in the functioning of the labor market in order to gain economic
growth and increased well-being
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Synchronize the tax
KvK, VBC
2010
Tripartite approach,
system with the new
NLFC
continued national
labor laws
BC
dialogue on tax reform
and alignment to the
labor force council
implementation
strategies
Harmonizing and
ramping up the policies
and synchronized actions
needed between tax and
revenue streams
Goal 1
1.1
1.2
Goal1
1.1
1.2
Change fiscal regime
KvK, VBC
2008
privately funded
Introduction of fiscal
reduction as incentive
Introduce tax benefits
like transport and child
care credits for
employers
DWI
2009
p.m.
Temporary and Casual Workers
Priority 1: Develop a population policy that visualizes the social development we want to achieve by 2016 a further sustained to 2026
Goal and
Strategy
Supported
Short term action
Year
Enabling conditions
needed
G 1 1.1
Set population
growth stages and
align to labor force
development.
Identify the
infrastructure to
support the growth in
terms of social and
labor force
development
programming.
NLFC, CBS,
Immigration
Policy to pace growth
G 1 1.2
2009
Master Plan
Kolaborativo
Priority 2: Develop and implement a planned migration policy
Goal and
Short term action
Strategy
Year
Supported
G1
Define within the
DROV
planned migration
DAZ
policy the components NLFC
for migration
2009
Enabling conditions
needed
Finance provider
Bud Budget
Must have the criteria
clearly set that enables
the work for temporary
and casual workers who
may be guest workers
Establish migration
155
targets
G2
G1
G2
G1.1.1
G 2.1
Define within the
planned migration
policythe following
components:skill
level, is known in
advance,immigrant
address (local and
homeland)skills of
worker are identified
and aligned to
economic need before
entry―pecking order‖
ex: locals first,
regional workers
second, global
workers third marketdriven integration
component
Establish migration
targets for high,
medium and low
skilled, and unskilled
workers in targeted
sectors for targeted
years to meet the
changing needs as the
economy grows
Set population growth
stages and align to
labor force
development
Utilized CBS labor
force skills database
to synchronize
migration targets
DAZ
2009
SEI
NLFC
DAZ
CBS
DEZ
NPC
2009
Targeted sectors and
agreed-upon targeted
growth areas must be
identified with specific
criteria for selection
BC
2009
sectors when
formulating the policy
BSB&V
DROV
2008 2010
CBS
Priority 3: Link the migration policy to the population, labor and economic policy.
Goal and
Short term action
Responsible party Timeline Enabling conditions
Strategy
Year
needed
Supported
G 1.1.
G 1.2
SEI
Revise and implement
to insure
synchronization of
key elements
NLFC
2008-2009 Facilitation of island to
DEZ
make own migration,
DAZ
population and
Ministries of Labor
remigration policies is
and Justice
integral to successful
migration
Master Plan
Annually review and
2009-2010 Needs to be tied to
amend the three
master plan vision for
policies analyzing
economy
their collective effect
on increased labor
force productivity
156
G 1.1
P3
G 2 2.1
using established
CBS
international
DEZ
benchmark proposed
in the labor force
proposal
Revise and implement DAZ
to insure
synchronization of
key elements
Utilized CBS labor
DAZ
force skills data-base DWI
ti synchronize
CBS
migration targets.
Opzetten nationale
vacaturebank met info
uit Arbeidsregister,
DWI, SVB, VD,
Werkgevers
2008
1.Versnelde afgifte voor
bepaalde
doelgroepen
(Directeuren tevens
aandeelhouders,
hoogopgeleiden en
technici).
2. Procedure verkorten
door Hoofd DAZ te
mandateren.
2008-2010 Nationale vacaturebank
bestaande uit queries
uit gezamenlijke
bestanden o.m.:
a. van SVB uitschrijven
werknemers
b. mutaties
arbeidsregister
meldplicht
c. stage registratie
d. werkzoekenden
e. arbeidsplaatsen en
vacatures
Priority 4: Establish income policy
Goal and
Short term action
Strategy
Year
Supported
Enabling conditions
needed
G1
1.1-1.3
Must have baseline set
to analize growth
Create income policy
that is based on a clear
definition for poverty,
poverty line and the
right to decent work
2009
Priority 5: Establish temporary and casual workers as important contributors to the labor force and economy
development
Goal and
Short term action
Strategy
Year
needed
Supported
G 1, 2
G 2 2.1
Temporary workers
enjoy decent work
BC
NLFC
2008-2010 Commitment of all
parties towards using
only legal temporary
Role of temporary
Ministries of
workers.
workers is defined and Justice and Labor 2008-9
supported
Organize Labor Pools
to comply with the
demand
Define and support
DAZ
role of temporary
NLFC
worker
2009
Design and implement
157
customized training NPC
programs to establish
temporary work
programs as transition
programs for
unemployment to
employment
2009
2.2
Formal and informal
education programms
include job
opportunites for
temporary work.
2009
NPC
DWI
Ministries of Labor
and Education
2.4
Tie the educational
system, sholarship
program to
transitional work
SAE
opportunities that are DWI
targeted for youth,
Mobility Centers
woman and
elderlywho will seek
retrenchment and
retraining to move
from unemployment
to employment
2008
2008/2009
2.6
2.7
2.9
2.10
Establish and sustain a
2008
national vacancies
database at CBS to
CBS
insure accurate labor NLFC
force estimates
2008
Tourism and
Create labor force
Construction
center to fascilitate
Training Center
tripartite planning
ragarding education Logistical Hub
wich includes
Training
mobility, integration Center
training for temporary Mobility Centers
and casual workers
NLFC
Use repressive
measures to insure
compliance of laws
and regulation when
hiring temporary
workers.
BC
Ministry of Justice
CBS
NLFC
Create measurements
to measure and report
the impact of the
temporary and casual
workforce to
economic growth and
increased employment
targets
Priority 6: Integrate foreign and temporary workers having the status of tax contributors, equal pay and social benefit
158
Goal and
Strategy
Supported
Short term action
Year
Enabling conditions
needed
Goal 1.1
Offer tiered worker
and permit status to
encourage full
participation
Ministry of Labor 2009
DAZ
NLFC
Flexible mindset about
a globally competitive
workforce
Targeted sectors with
economic growth
targets aligned with
timeline of Labor Force
plan
Ministry of Labor 2009/2010
DAZ
NLFC
DWI
Short Term Recommendations:
Priority 1: Employment policy based on flexi-curity principles
Goals and
Short term action
Responsible party
Strategies
supported
Goal 1.
Establish/reinstate and
DWI
sustain mobility centres to
DEZ
provide more information
DAZ
on education, training
SK
policies and job
NLFC
opportunities.
Timeline
year
2009
Installing HR awareness
programs.
•
Stipulating goals
to achieve
•
What methods
can be used
Goal 1.
Labor market needs survey
CBS
SAE/kenniscentrum
O&A
2008
Goal 1,2
Installing ROA and
Kenniscentrum i.o.
CBA/NLFC
SAE/ kenniscentrum
O&A
DAZ
DWI
20092010
Goal 2.
Define role of education in a
market driven economy
Master Plan
NLFDC
2008
Goal 2.
Review and adapt the
SAE
2010
Enabling
conditions
needed
Technical
expertise
provided to
ensure laws are
revised as
proposed in the
short, medium
and long term
phases of
implementation
Alignment of
SEI and
department
projects to the
legal timeline
- PPP
participation
- Tripartite
Cooperation and
shared vision for
the integration to
occur
External
assistance to set
up, LFDND
stuurgroep,
secretariat and
workgroups in
place until
operation in
place
Specific training
and support
programs for
employers and
educators.
Finance provider
Budget
- EGC
- Sponsoring
-
EGC
SBO project
(USONA)
-
EGC
SBO project
(USONA)
-
159
Goal 2.
educational curriculum
structure to achieve long
term match between labor
force supply and
demand.
Transitional educational
opportunities are available
to assist
unemployed move toward
employment.
Mobility Centers
2009
Goal 2.
.
―Job Coaching‖and
―Supported Employment‖
are available
NPC
Committee on Persons
with Disabilities
2011
Goal 3.
Provide On-the-job
competencies,
general and specific)
through accredited and
frequently updated internal
and/or external training
programs, which
are monitored and evaluated
through
certification programs
and are available for
workers of all levels of
education
DEZ
Private sector
2008
Funds should be
available
Logistics Training
Center (LHW)
2010
SEI
Tourism/Hotel
/ConstructionTraining
Center
2009
SEI
Goal 3.
Introduce and sustain
national certified skills
recognition program and a
national skills database
managed by CBS based on
international criteria and
comparable with other
regional and international
databases
NPC
CBS
NLFC
2008
Integrated system
of providing
training and
motivating with
rewards
Goal 3.
Measure enhanced levels of
productivity using
international
benchmarks adopted in this
proposal
NPC
2008
Goal 3.
Monitor and report the
degree to which labor skills
are enhanced as a result of
retrenchment and retraining
programs
Kolaborativo
NLFC
2009
The National
Productivity
Council will
implement
productivity and
efficiency
measures in
targeted sectors
until fully
implemented by
2016
External tripartite
monitoring
system is an
integrated part of
systemic change
and is designed
in the labor force
development
proposal
-
EGC
USONA
Government
Public/Private
Partnerships
Kolaborativo
NLFC
Priority 2: All retrenchment and retraining programs are designed to establish a change in attitude, motivation and opportunity within
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1.
Contain learning
DCE
2009
- Create and optimize a
EGC
components regarding
SAP
flexible training
SVP
160
attitude, motivation and
opportunities to work,
and improve the self
esteem of employees
Goal 1.
Besides (regular)
vocational training.
Create and promote
training about specific
needs (social attitude;
communication skills)
Contain social formation
components as well as
skills are taught in all
formal and informal, life
long learning programs:
competent in languages,
technical skills, ICT
skills, work ethics,
supply
- Centrally offered
- Sufficient
-Training capacity
(bureau‘s)
DWI
2008
Decision making of
is ready to be
implemented
-
EGC
SEI
Decision making of
is ready to be
implemented
Decision making that is
tripartite and systemic
-
EGC
SEI
-
EGC
SEI
-
EGC
SEI
237,000
Finance
provider
Budget
Goal 1.
E80
Rumbo pa trabou
DWI
2008
Goal 1.
Insure that retrenchment
and retraining programs
are available through
multiple modes: training
centers, embedded on the
job opportunities and
school-based programs
or by certified and
approved training
providers
NLFC
Min of Labor
Min of Ed
2008
E81
Humilde pero riko na
mente
DWI
Goal 1.
Goal 1.
Goal 1.
Goal 1.
Vision must be set in
the master plan
Master Plan
Kolaborativo
Goals and
Short term action
Responsible
Strategies
party
supported
Goal 1.
Expansion of work and learn
ROA
courses (earn while you
NLFC
learn)
1,000,000
2008
Timeline
year
Decision making
Enabling conditions
needed
S80
Awareness Programma
Jongerenproblematiek
B10
Opzetten Bestuursakademie
DCE
2008-2010
SEI
100,000
EGC/
PZCB
2009
SEI
2,000,000
B15
Implementatietraject
voorzieningenniveau
PMO
SEI
100,000
161
Goal 1.
E82
DWI
2008
EGC
SEI
50,000
EGC
SEI
350,000
Pilot optimaal en feilloos
gebruik HRIS
Goal 1.
S08
ondernemersschap Training
toeristisch
BV
DWI
2009
Goal 1.
Support and coaching to
initiate ―werkend leren‖ in
vocational education (SBO)
(priority sectors)
SAE
FIdE
2009
Goal 1.
S101/
S104
SBO mogelijkheden en
verruiming toegankelijkheid
arbeidsmarkt voor dropouts
en kansarme jongeren
S101/S104
SAE
FIdE
2008-2010
SEI
230,000
Goal 1.
Duale werktoeleiding project
(bouwsector) E72
Plataforma
Korsou na
Trabou
2008-2010
SEI
AMFO
4,000,000
3.000.000
Goal 1.
S64/S
70/S7
Vakscholing tienerouders/
Vorming ondersteuning
risicogroepen
BVZ/ Unidat di
Bario
2009
SEI
730,000
Goal 1.
Computervaardigheden voor
tienermoeders E87
Stimul – IT
2008-2010
SEI
460,000
Goal 1.
Sentro pa Merkado Laboral
E74
Plataforma
Korsou na
Trabou
2008-2011
SEI
1,044,000
Goal 1.
Offer scholarships and
incentives for reduced
payback if entry in the
workforce is sustained for
more than five years
Create disincentives for
school drop out by
disallowing social benefits to
school age youth
SSC
2009
SEI
200,000
Finance
provider
Budget
Goal 2:
B22
Onderzoek upgrading van de
interne controle organen van
Pais Korsou
Goals and
Short term action
Strategies
supported
Goal 1
Reinstitute the KAR.
Goal 1
Goal 1
Utilize mobility centers to
help laid off workers to
find new employment .
Monitor the consistent
implementation of the
Expertise and
appropriate
skills are required
USONA
2008
PMO
Responsible
party
2009
Timeline
year
Enabling conditions
needed
2008
2010
2009
162
KAR and adapt if
necessary.
Priority 5: Re-Organize social welfare to encourage employment and maintain social net for those who really need it
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Strategies
party
year
needed
provider
supported
Goal 1
Enforce onderstand/PPDWI
2008
Decision making
EGC
kaart for those who truly
AJZ
need it
BC
ER
Goal 1
Opzetten van een
informatiesysteem DWI
Goal 1
Align Plan ―Rumbo pa
Trabou‖ to organize
social welfare
E80
Goal 2
Establish a phased
program for increasing
minimum wage that is tied
to the savings program and
established a percentage of
the minimum wage that
will be set aside for
savings (ex: if 10% raise
in minimum wage, 8% is
for take home and 2% is
for savings)
Goal 2
Establish a clear
relationship between
minimum wage and
onderstand to ensure that
there is incentive to work
2008
Goal 2
Recalculate AOV in
relation to the new social
net and welfare to
workfare guidelines
2008
Goals and
Short term action
Strategies
supported
Goal 1.
Budget
DWI
Stafbureau
External IT
company
DWI
AJZ
2008
SEI
916,000
2008
SEI
1,000,000
DEZ
SKC
DWI
AJZ
Directoraat
Economische
Zaken
Directoraat van
Arbeid
Directoraat
Juridsche Zaken
2008
Responsible
party
Timeline
year
Goal 2.
work hours or at least
provide affordable
childcare.
2008
Goal 2.
Organize Public
Transportation in such a
way that it allows people
to participate in
economic, social and
cultural activities.
2010
Enabling conditions
needed
Finance
provider
Budget
Vision for 367/24/7
by transportation
persons to have
affordable public
163
Short Term Recommendations: Creative Pay Schemes and Social Programming
Priority 1: Shift the mindset of our people from “consumptive” to “saving for the future”
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Strategies
party
year
needed
supported
Goal 1
National broad-based
BC
2008-2010
Program must be
communication program
NLFC
continuous, reaching
to stimulate a shift in the
Kolaborativo
all levels.
mindset towards saving
It must be a general
for the future
awareness program.
Goal 2
Integrate an obligatory
NLFC
2.2
savings program which is
BC
tax-deferred and tax
Kolaborativo
exempt in the current
labor force package
making sure that return
on investment is
guaranteed.
Goal 3
Revamp pension plan as
part of the integrated plan
for social welfare( e.g.
Revisions of AOV is
necessary
BZV/SVB
DWI
Ministries of
Labor and
Education
3.2
Revise the AOV
incorporated in the
capital based system
Social welfare laws must
be rewritten
Introduce a best practice
approach aimed at an ongoing mindset change
approach and at the
promotion of role models.
SVB/BZV
3.3
Goal 4
Goal 4
Goal 5
Budget
No budget
Not allocated in
the SEI
No budget
Not allocated in
the SEI
2010
2010
AJZ
2008
NLFC
BC
Kolaborativo
2008
Priority 2: Adapt working conditions to stimulate healthy environments for work
Goals and
Short term action
Responsible
Timeline
Enabling
Strategies
party
year
conditions needed
supported
Goal 1
Introduce ARBO
Social Partners
2008-2009
Commitment of
legislation, enforce
Organizations
social partners
control on Labor
NLFC
Legislation 2000,
Kolaborativo
Health and safety laws
and minimum wage
Reviewing/evaluating/
implementing Binding
Declaration (verbindend
verklaren) per sector
(this aids in avoiding
unfair labor practices
within the sectors)
Re-introduce the K.A.R.
and also review the
issue of ―vooraf
toetsing‖
Apply new policy
proposals regarding the
inclusion of category 4
of DWI clients
Finance
provider
IC
2008
DWI
BC
DAZ
NLFC
2009
F
Budget
No budget
Not allocated
in the SEI
No budget
Not allocated
in the SEI
164
Priority 3: Introduce national performance-based pay system tied to the law, whose fiscal benefits are based on performance tied to
productivity and efficiency improvements, and where changes in attitude, motivation and opportunity are rewarded
Goals and
Short term action
Responsible
Timeline
Enabling conditions
Finance
Budget
Strategies
party
year
needed
provider
supported
Goal 1
Determine which
BC
2009
Commitment of partners No budget
Not allocated in
creative pay system
NLFC
Legal expertise
SEI
need to be anchored in
NPC
law
(need to be discussed in
group 5)
Goal 1
Introduce a scheme of
BC
2009
wages increase based on NLFC
and well executed
performance and aimed
NPC
public relations
at growth potential and
Kolaborativo
campaign in the
talent and which insures
community
that people who perform
do not receive the
minimum wage for
consecutive years
Goal 3
Enforce the law by
NPC
2010
letting responsible
Legal expertise
institutions monitor
compliance to the law
and report annually to
the National
Goal 4
Introduce training and
DWI
2008-9
Legal expertise
sanctions for those who
DAZ
are on welfare but not
BC
actively looking for
employment
Priority 4: Stimulate and monitor balanced demographic distribution of labor force
Goals and
Short term action
Responsible
Timeline
Enabling conditions Budg
Finance
Strategies
party
year
needed
et
supported
Goal 3
Buurtprofielen en
Sociaal
2008
SEI
buurtmonitoringssystee
Kenniscentrum
m Social kaart
Goal 2
Calculate the poverty
CBS
2008
Need to have support
line
NLVC
of central
government to allow
for poverty line to be
set on island level
Goal 3
EGC/BC
2008
SEI/EGC
apparaat
Goal 3
Introduce the skills
certification/passport
process, as currently
used in CARICOM‘s,
thus avoiding
unexpected and
unwished immigrants
BC
2008-2009
Long term
Commitment and
participation of social
partners
DAZ/Immigrati
on
350.000 SEI
No budget of
EGC
35.000.000 :
20.000.000
EGC
15.000.000 SEI
Not allocated in
SEI
No budget
Priority 5: Align effective social welfare policies to creative pay schemes outlined in the integrated labor force proposal
Goals and
Short term action
Responsible
Timeline
Enabling conditions
F
Budget
Strategies
party
year
needed
supported
Goal 1
Increase the age of
NLFC
2011
Preparation phase of
retirement to 65 as part
aligning laws and
1.1
of the creative pay
adapting pension and
1.2
scheme and make sure
social security
1.3
no sector is left behind
benefits to support
in the process
the phasing in of the
raising of the age of
retirement
165
Goal 1
1.1
1.2
1.3
Adaptation of the
Onderstand and the PP
laws
DWI
2008-2009
Goal 2
Apply or work on
current proposals
already at hand e.g. a
workable alternative to
Lei di Bion
Goal 3
Merge databases into
one central labor force
database (national skills
database)
CBS
DAZ, DEZ,
DWI
2008
Goal 4
Use of corporate and
individual incentive
schemes as part of the
planned migration
policy
NLFC
DAZ
Private sector
2009
Allocated in
SEI
No budget
mentioned
DWI has no
budget
Allocated in
SEI
No budget
mentioned
DWI has no
budget
2008-2009
One format that is
linkable to the
CARICOM skills
bank must be the
baseline for the
development and
merger of all
database related to
workforce on the
island
Must be linked to the
incentive strategies
and the timeline
allocated for those
strategies as well as
the revision of all
migration, remigration and
population policies
SEI ( various
projects must
be harmonized)
Priority 6: Synchronize revision of the tax system to the changes in the labor force structural proposal in order to gain economic growth
Goals and
Short term action
Responsible
Timeline
Enabling conditions
F
B
Strategies
party
year
needed
supported
Goal 1
Ensure that all aspects
Tripartite national
Government
of the creative pay
dialogue on the tax
Private Sector
schemes and
reform process and
redistribution of the
alignment of any tax
labor force will be
reform proposals to
supported by tax laws
the desired economic
and tax reform
and social reformed
initiatives
outlined in the labor
KvK/ VBC
2009-10
force development
Tax regime reform
proposal
166
Appendix E: Implementation Protocols
Island Government and Social Partners
Island Government and Central Government (Netherlands Antilles)
Protocol for the Implementation of the
Integrated Labor Force Development Plan and Related Policies 28.5.08 Final
The government, employers’ representatives and worker’ representatives (hereafter called the
“Social Partners”):
ACKNOWLEDGING that the success of Curacao as a nation has been due, in large
measure, to its peaceful and harmonious labor-management relations over the past four years, and
that these relations have been characterized by the maturity exercised in industrial relations by the
social partners;
RECOGNIZING that such maturity springs from the acceptance that tripartism is the most
sound and effective strategy through which a commitment to national co-operation and
development may be realized; and
AFFIRMING that sound relations may be nurtured and maintained only by their
commitment to the principles laid down by the International Labor Organization for the just and
equitable development of labor and capital, more particularly the principles of Freedom of
Association (Convention No. 87), the Right to Bargain Collectively (Convention No. : 98), and
Tripartism (Convention No. 144),
AGREE to the following broad principles encompassing a set of integrated labor force
development policies for Curacao, as part of an overall strategy for the sustained economic
development of the country, since it is recognized that there has been a gradual erosion in Curacao’s
competitiveness which needs to be reversed by resolute and coordinated action by the social
partners.
1.
1.1
The integrated policies of the Labor Force Development Proposal shall have as its
basis for existence the following major priorities:
Integrate labor force planning built on the labor force value chain:
planning, lifelong learning, talent augmentation, workplace
transformation and partnership. In this context, the goals are:
(a).
Policy synchronizes the five key components of labor force
development to address the needs in the value chain:
productivity and efficiency, incentives, role of casual and
temporary workers, retraining and retrenchment, creative pay
schemes and social programming.
(b)
Policy implementation creates full employment of our people
that everyone can make a meaningful contribution
(c)
Policy ensures Tripartite responsibility to participate in the
creation, implementation and monitoring of the new policy, its
goals and strategies in order that all must take responsibility.
167
(d)
Policy includes comprehensive synchronized strategies
regarding the integration of and the rights of persons with
disabilities to participate fully in society that is facilitated by
government and fully supported by the private sector and
unions.
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
1.11
1.12
Places Flexi-curity Principles as foundation of the plan
Creates Curacao as Hub of Life long learning for life long employability
Defines a vision for the talent pool
Is based on Tripartism to achieve the country’s goals
Addresses needed attention to global warming and environmental issues
Synchronizes and aligns of laws for population, planned migration,
integration, remigration, economic, education, finance, human resource
management, income, health and nutrition, housing and persons with
disabilities
Increases Productivity and Efficiency via implement of a performance
based evaluation system across all sectors with adequate job
descriptions and smart indicators
(a)
Introduce a National Labor Force Council including the
Productivity Council as the primer entity in Curacao and the
Caribbean known for promoting and facilitating productivity,
quality management and competitive strategies
(b)
Introduce, implement and monitor productivity and efficiency
targets and indicators that demonstrate the relationship
between productivity growth and economic development
Implements and sustains incentives for employees, employers and the
unemployed that will contribute to durable, long term employment
and a stable, competitive workforce by creating incentive programs for
persons targeted to augment the workforce; further developing and
sustaining decent work conditions and facilities; and fortifying the
vulnerable unemployed and employed persons and sustain them in the
labor force
Clarifies and supports the role of Temporary and Casual Workers by
developing a population policy that visualizes the social development
we want to achieve by 2016 a further sustained to 2025; developing and
implementing a planned migration policy and income policy and
linking the migration policy to the population, labor and economic
policy; establish temporary and casual workers as important
contributors to the labor force and economy development; integrate
foreign and temporary workers having the status of tax contributors,
equal pay and social benefit.
Provides for affordable, globally competitive access to IT
infrastructure and tools that supports the development of globally
competitive skills
Creates systemic Retraining and Retrenchment within employment
policy based on flexi-curity principles that bringing people into good
jobs and developing their talents, rather than job security, flexi-curity
focuses on employment security and are designed to establish a
168
1.13
2.
that:
change in attitude, motivation and opportunity within the labor force
and include mindset training
Uses Creative Pay Schemes and Social Programming to shift the
mindset of our people from “consumptive” to saving for the future”;
adapt working conditions to stimulate healthy environments for work.
(a)
Introduce national performance based pay system tied to the
law, whose fiscal benefits are based on performance tied to
productivity and efficiency improvements, and where changes
in attitude, motivation and opportunity are rewarded.
(b)
Stimulate and monitor balanced demographic distribution of
labor force
(c)
Align effective social welfare policies to creative pay schemes
outlined in the integrated labor force proposal
In seeking to attain these priorities and goals, the social partners accept and agree
(a)
(b)
(c)
(d)
3.
The climate for the policies must be based on mutual respect and on a clearly
definable national commitment;
They will establish a flexi-curity framework which protects both employers’
and workers’ security and seeks to reduce labor disputes;
(The social partners have noted that there must be the same commitment in
the public and private sector to reduce costs and adhere to sound flexi-curity
principles laid out in these integrated policy recommendations)
They realize that there must be mutual sacrifice and compromise in order to
create the competitive labor market conditions desired, and shall be for the
immediate general improvement in order to assist in effecting the long term
improvement of conditions enjoyed employed as well as creating jobs for the
unemployed; and
Any protocol which seeks such labor market changes must be based on a
greater understanding, one by the other, of the relative positions and interests
of each social partner, and must be pursued by the full and adequate sharing
of relevant and accurate labor market information, and by the genuine
discussion and participation in decision-making.
Within the framework of the foregoing it is agreed and understood that::
(a)
(b)
There will be a mutually-agreed upon recommendation for increases in basic
wages and salaries in both the public and private sectors based on agreedupon criteria set for the poverty-line, basket of goods, minimum standard of
living and incentives to stimulate employment as set forth in the
recommendations. Accommodations may be made in areas where wages are
deemed by the Social Partners to be substandard;
The mutually-agreed upon recommendations regarding wages and salaries
will apply to all remuneration under contracts of employment for any kind of
work to be performed wholly or substantially within Curacao; provided that
169
(c)
(d)
(e)
(f)
(g)
(h)
where increases are the result of job evaluation exercises or negotiated job
enhancement exercise, they shall be valid;
If, for unforeseen reasons, it becomes necessary to freeze wages and salaries,
the freeze will extend to all pay, including wages and salaries at all
organizational levels, allowances, payments in kind, fringe benefits and lump
sums. It will also apply to all types of employment, as well as to both full
time and part-time work;
The Social Partners will immediately work together to consider and examine
adjustments in wage and tax allowances to increases in the cost of living;
the Social Partners accept that collective bargaining is maintained to address
conditions of work and sharing of productivity gains;
a tax regime is established by Government which supports the objectives set
by this protocol;
and provides further that the Government undertakes to mandate the
National Labor Force Council, a tripartite entity, to set strategic direction and
oversee labor force planning by implementing and monitoring the priorities
and goals of the labor force development plan and related policies; and,
secondly, to mandate the National Productivity Board, as an arm of the
National Labor Force Council, to develop and arrive at ways of measuring
productivity which the public and private sectors so as to ensure that all
workers are advantaged by this protocol.
Subject to 3. (g), the Social Partners agree to implement the monitoring
system established in within the National Labor Force Council to discuss and
review, through continuous dialogue, the movement of prices, employment
incomes and other forms of incomes, including professional fees.
4. In furtherance of the objectives of this protocol, the Labor Force Development National
Dialogue Stuurgroep will ensure that the establishment of the National Labor Force Council
and the National Productivity Board will be established under terms set out by legislation
(a)
ii)
The Social Partners undertake to work closely with the National Labor Force
Council to ensure the efficient and effective carrying out of its functions and
work programs. Specifically, the Social Partners undertake to:
i)
to share the greatest extent possible relevant information required by
the Council and Board; and
to assist in developing productivity incentive plans, gain-sharing or
profit-sharing schemes for guidance and adoption in securing wages
and salaries settlements
iii)
The Social Partners agree:
5. That any decisions taken to further the objectives of this protocol shall be unanimous;
and shall respect the roles and responsibilities of each partner.
6.. To meet as outlined in the monitoring phases of the plan at least four times a year or
when requested by a Social Partner to review progress and adopt, where necessary, new
operational approaches in furtherance of the implementation of the National Labor Force
Development Plan and related policies.
170
7. Meetings of the Social Partners in furtherance of the terms and conditions of this and
other social dialogue protocols, shall be held under the chairmanship of the Governor of
the Island of Curacao, or her designee as the chair of Kolaborativo set forth in the Social
Dialogue protocols of 2001 and 2004.
8. After consultation with the other Social Partners, a social partner may invite persons or
institutions to participate in any meeting, if that partner deems it desirable to do so in the
interest of the advancing of the objectives of this protocol.
9. This protocol is effective from July 1, 2008 and shall continue in operation until the first
stage of implementation of the policies and protocol priorities and goals have been meet
or at least until July 1, 2010.
9.1
Any Social Partner may request the review of any aspect of this protocol with
the view to improve its effectiveness but may not “cherry pick” from the
priorities, goals and strategies set forth in the Labor Force Development
Proposal. Such requests shall be made by giving to the other social partners
four weeks notice, in writing, to this effect.
9.2
This protocol shall be presented to the Executive Council of the Island
Council by way of a resolution for noting and approval.
Signed by the social partners on the ____ day of ____. 2008
For the Government of Curacao
Liza Dindial, Governor
Donald de Palm, Sectretary
Executive Council:
Marilyn Alcala-Wallé
Humphrey Davelaar
Anthony Godett
Zeta Jesus-Leito
Eugene Rhuggenaath
Michael Willem
171
For the Private Sector:
Labor Representatives:
Employer Representatives:
Alcides Cova
Bas Kooyman
Roland Ignacio
Ruud Thuis
Island Government and Central Government (Netherlands Antilles)
Concept Protocol inzake medewerking van de Regering van de Nederlandse Antillen aan
de uitvoering van de Labor Force Development Structural Proposal van het Eilandgebied
Curaçao.
De Regering van de Nederlandse Antillen
en
Het Bestuurscollege van het eilandgebied Curaçao;
Overwegende:
 Dat het succes van het eilandgebied Curacao over de laatste 4 jaar grotendeels het gevolg
is van de vreedzame en harmonieuze arbeidsrelaties;
 Dat tripartitisme de beste en meest effectieve strategie is om nationale betrokkenheid en
draagkracht voor een beleid te creeren;
 Het streven van de Minister van Economische en Arbeidszaken naar een duurzaame
economische groei;
 Dat dit doel het beste bereikt kan worden dmv een arbeidsmarktbeleid dat gebaseerd is op
het principe van flexicurity;
 Dat de partners bij het eilandgebied Curacao in tripartiet overleg hierover hebben
beraadslaagd en tot overeenstemming zijn gekomen;
 Dat hiertoe bestaande arbeidswetgeving op landsniveau gewijzigd en aangevuld moet
worden.
 Dat voor de realisatie hiervan van belang is dat de omstandigheden gedurende dit proces
ongewijzigd blijven;
 Dat de Regering van de Nederlandse Antillen bij de uitvoering van hun autonome
bevoegdheden door de eilandgebieden een faciliterende rol heeft;
 Dat de Minister van Economische en Arbeidszaken en het Bestuurscollege van het
eilandgebied Curaçao de bereidheid hebben uitgesproken samen te werken aan de
realisatie de Labor Force Development Structural Proposal.
172
Komen als volgt overeen
Artikel 1
De Regering van de Nederlandse Antillen gaat akkoord met een integrale uitvoering van
dit arbeidsmarktbeleid zoals verwoordt in het Labor Force Development Structural
Proposal Curacao, June 2008.
Artikel 2
De Regering van de Nederlandse Antillen zal zich inspannen om met prioriteit de
aanpassingen van de relevante wetgeving te realiseren.
Artikel 3
Het eilandgebied en de Regering van de Nederlandse Antillen onthouden zich van
beslissingen die van invloed kunnen zijn op de arbeidsmarkt en dit arbeidsmarktbeleid
danwel de uitvoering hiervan kunnen belemmeren.
Artikel 4.
De werkgroep wetgeving zal zich toeleggen op de uitvoering van dit beleidsplan dmv het
aanmaken van de wetgevingsprodukten die van belang zijn voor de realisatie van dit
beleidsplan en het doen van concrete voorstellen met betrekking tot de hierboven
genoemde onderwerpen.De Regering van de Nederlandse Antillen verbindt zich om de
werkgroep wetgeving te ondersteunen en om hierin actief te participeren, De werkgroep
wetgeving zal bestaan uit juridische experts en technische bijstanders.
Artikel 5
De National Labour Force Council zal in overleg met de werkgroep leider de termijn
voor het leveren van deze wetgevingsprodukten afspreken.
De werkgroepen zijn bevoegd voor hun werkzaamheden advies in te winnen bij zowel
landelijke als eilandelijke diensten.
Artikel 6.
De Regering van de Nederlandse Antillen verbindt zich om tenminste 4 keer per jaar en
verder op verzoek van een van de sociale partners bijeen te komen om het proces te
evalueren en om informatie hieromtrent uit te wisselen.
Artikel 7
Dit protocol treed in werking met ingang van ..................................2008.
173
Het kan worden aangehaald als ―Protocol inzake uitvoering van het arbeidsmarktbeleid
van het eilandgebied Curacao‖.
De Minister van Algemene Zaken
De Minister van Economische en Arbeidszaken,
De Minister van Financien
De Minister van Justitie
De Minister van Onderwijs
De Gezaghebber van het eilandgebied Curaçao.
De Secretaris van het eilandgebied Curaçao.
174
Note: Appendixes F-K are bound separately but are a part of the proposal documentation
Appendix F: Workgroup data: best practice and SWOT analysis
175
Appendix F: Workgroup data: best practice and SWOT analysis
176
Organisatie
Achternaam
Naam
ACU
Hato
C.
Advent Ziekenhuis
Depusois
A.
Advent Ziekenhuis
Lijfrock
Viola
Advent Ziekenhuis
Panneflek
C.
Adviseur
Sierhuis
Jan
Adviseur BC
Gijsbertha
Randolph
Adviseur BC
Nicatia
Alvin
Advokaat - vakbondleider
Scheperboer
Bernard W.
Afdeling Algemene & Juridische Zaken (AJZ)
Hanst
Louisa
Afdeling Financiën
Kolf
Eddie
Afdeling Financiën
Kuster
Ivan
Afdeling Financiën
Matthew
Ruthlyn
Afdeling Financiën
Palm
Edgar
Afdeling Financiën
Pieternella
Elgenia
Afdeling Openbaar Vervoer (AOV)
Dictus
Jean F.
Afdeling Openbaar Vervoer (AOV)
Henriquez
R. E.
Afdeling Personeelzaken (PZCB)
Thijssen-Peterson
Jocelyn
Afdeling R.A.S.E./HHD
Stuart
Floyd
AIMES/Nieuwe POST
Josephia
Jerhes
ALANA
Jesurun
Arturo
Algemeen Pensioenfonds Nederlandse Antillen (APNA)
Sling
R.
Algemene Bond van Overheidspersoneel (ABVO) /
Sentral General di Trahadornan di Korsou (CGTC)
Ignacio
R.H.
Amicorp N.V.
Thissen
Marten
177
Arubaanse Parlamentariër
Dumfries
Dirk
Asosashon di Autismo Korsou (A.A.C)
Rodriguez
Myrea
Asosashon di Empresa(rio)nan Chiki di Korsòu (ADECK)
Elenburg
Frank
Asosashon di Empresa(rio)nan Chiki di Korsòu (ADECK)
Wever
Nicolaas
Association of Industrialists Netherlands Antilles (ASINA)
de Freitas
Margit
Henriëtta
Donald
Henriëtta
Haifa
Arismendi Lobo
Runny
Association Of Int. Bankers in the Neth Antilles (IBNA)
Girigorie
Franklin
Association of International Bankers Neth. Ant.
Ravenstein
Adriaan
Belangen Ver. Cur. Agenturen (BVCA)
Posner
M.
Bestuurscollege van het Eilandgebied Curacao (BC)
Alcala-Wallé
Marilyn
Davelaar
Humphrey
Johannes-Giskus
Ivonne
Rhuggenaath
Eugene
Smith
Marisella
van Maarschalkerwaart
Hein
Willem
Mike
Biblioteka Públiko Kòrsou
Leonora
Lianne
Bryson
E.
Bont di Empleadonan di Banko i Aseguro (BEBA)
Thodé-Legrand
V.
Bont di Trahadonan di Hotel Restaurant i Café
(HORECAF)
Valpoort
Kenneth E.
Brandweer Curacao
Huisman
Stephen
Bureau Domeinbeheer
Albertina
Roxienne
(Jenny)
Bont di Empleadonan
(BONECO)
den
Komersio
i
Industria
178
Bureau Domeinbeheer
Lacruz
Frendsel
Bureau Eilandsbemiddelaar (BEB)
Pinedo-Legito
Jetselyne
Bureau Eilandsbemiddelaar (BEB)
Profas
Alfeo
Bureau Intellectuele Eigendom Ned. Ant.
Sluis
J.
Bureau Vrouwenzaken (BVZ)
Juliet-Pablo
J.
Poppen
Lisette
Winklaar
Jenny
Centraal Bureau voor de Statistiek (CBS)
Daflaar
Janette
Lake
Zaida
Vierbergen
Francis
CGTC / ABVO
Williams
Adrie
Chamber of Commerce Curaçao
Jacobs
John
CIFA
Aberson
Patrick
CIFA (Curaçao International Financial Services
Association)
Anthony
Lionel
CIFA (Curaçao International Financial Services
Association)
Irausquin
Bryan
Commerce & Government
Gumbs
Efrain C.
Consulate General of United States of America
Remie
William
Corporate Financial Solutions
Kluijver
Niko
CPS
de Costa Gomez
Fernando
CSS
Mondesir
Michael
Curacao Airport Holding
Christiaan
Clift
Curacao Airport Holding
Kloppenburg
Simon
Curacao Airport Partners (CAP)
Richardson
Anthony
Curacao Airport Partners (CAP)
Spuibroek
Pieter
Curaçao Bankers Association (CBA)
de Kort
E.
179
Curacao Drydock Company Inc.
Rhodes
Lennox
Curaçao Hospitality and Tourism Association (CHATA)
Werdekker
Donald
Curacao Hospitality and Tourism Assosiation (CHATA)
Jonckheer
Willem (Billy)
Curaçao Hospitality Trainig Foundation (CHTF)
van den Ouweelen
Hetty
Curaçao Hotel and Tourism Association (CHATA)
Kok
P.
Curaçao
(CICA)
Barneveld
Kees
Curacao Tourism Board (CTB)
Daal
Dino R.
Curacao Tourism Board (CTB)
Kleinmoedig
Sonairie
Curinde
Chatlein
Allan
Curinde
Hernandez
Fiorina
Curinde
Smeulders
Eric
Curinde
Yzer
Edgar
Dammers & Van Der Heide
van Huelen
Robert
DCG Management Consultancy N.V.
da Costa Gomez
Gabi
De SGR-Groep / Stichting Revalidatiecentrum Curaçao
Da Costa Gomez
Mable
Departement van Justitie
Martina-Davelaar
Edith
Departement voor Ontwikkelingssamenwerking
Ramcharan
Shereeta
Departement voor Ontwikkelingssamenwerking
Romero
Jamila
Dienst Cultuur & Educatie (DCE)
Mingeli
Jeanella
Dienst Economische Zaken (DEZ)
Girigorie
Luelo
Chong
Ramon
Freitas-Saab
Samira
Jansen
Gwido
Sendar
Lesly
Stokkermans
Paul
Information
&
Communication
Association
180
Dienst Landbouw, Veeteelt & Visserij (LVV)
Heidweiller
K. A.
Dienst Landbouw, Veetvelt & Visserij (LVV)
Burgos
Paul
Dienst Openbaar Werk (DOW)
Batta
Urvin
Dienst Openbare Scholen (DOS)
Zimmerman
Roselyn
Dienst Ruimtelijke Ontwikkelingen en Volkshuisvestiging
(DROV)
Janga
Lionel
Dienst Ruimtelijke Ontwikkelingen en Volkshuisvestiging
(DROV)
Karsdorp
Reinoudt
Dienst voor Arbeidszorg (DAZ)
Heyliger
Marguerite
Larmonie-Cecilia
Ruthmila
Sluis
Ronald
van der Biezen
Christina
Mingeli
Enid
Dienst voor Communicatie & Voorlichting (DCV)
Nita
Maria
Dienst Werk en Inkomen (DWI)
Aniceta
Glenda
Barbara
Kenneth
Dalnoot
Oswald
Maurera
Xiomara
Philbert
Donate
Directie Arbeidszaken
Brenters
John
Fabian
Jeanne
ten Napel
Henk
Directie Financiën
Roozendal
Giovanni
Directie Fiscale Zaken
Charry
Imro
Directie Jeugd- en Jongerenontwikkeling
Bakhuis
Yadira
Directie Onderwijs en Cultuur
Panneflek
Aignald
Directie van Onderwijs, Sport & Cultuur
Maria
Sigfried
181
Directie van Onderwijs, Sport & Cultuur
Maria
Antonio
Directie van Onderwijs, Sport en Cultuur
Blom-Clementina
Corine
Directie van Onderwijs, Sport en Cultuur
Bicker
Hans
Dos Mundos
Biegelaar
Myra
Downtown Management Organization (DMO)
de Geus
Liliane
Downtown Management Organization (DMO)
Mukhi
M.
Eilandsontvanger Curaçao
Haseth
Amarilis
Eilandsontvanger Curaçao
Wilson
Maria
Eilandsraad Eilandgebied Curaçao
Cooper
Charles
Gomez
Remco
Koeiman
Hensley
Seferina
Gisette
George
Norbert
Jackson
Dennis
Schotte
Gerrit
Walroud
Stephen
Eilandsraad Eilangebied Curaçao, Fractiemedewerker
Pueblo Soberano
Kleinmoedig
Mario
Feffik
Keli
Alwin
FIDE (Fundashon pa Inovashon di Enseñansa na Kòrsou)
Lau
Ming Sang C.
FIDE (Fundashon pa Inovashon di Enseñansa na Kòrsou)
van der Steen
Yvon
Fotografie & Video
Ariéns
Calrien
Freelance Writer
Mensche
Deya
FREZACUR
Nepomuceno
Checo
Fundashon Kas Popular
Con
Arthur
Fundashon Kontakto
Temmer
Irwin
Fundashon pa hendenan ku hendikep fisiko (Fuphafi)
Kraal
Luisette
182
Fundashon Pro Kolaborativo
Behr
Herman
Geneeskundige & Gezondheidsdienst (GGD)
Mari
Raymond
Victoria
Harry
Bodok
Stanley
Gezaghebber Eilandgebied Curaçao
Dindial
Lizanne
Gouvernements Opvoedingsinstituut (GOG)
Monte
Euclides
Hidden Treasures Foundation
Wallé
Mayrilva
Hilton Curaçao
Camelia
Narayana
HORECAF
Mongen
Humphrey
HORECAF
Martina
Harley
Impacto Uitzendbureau
Kibbelaar
Jeroen
Innovatie Centrum Curaçao
Koch
Ralph
Inspectie voor de Volksgezondheid
Fontilus
Peter
International School
Elhage
Margie
Kabinet van de Gezaghebber
Louisa
Nirayca
Kabinet van de Gezaghebber
Plate
Oriany
Kabinet van de Gouverneur van de Nederlandse Antillen
Kerkhoffs
Frans
Kabinet van de Gouverneur van de Nederlandse Antillen
van der Windt
Dick
Kadanz! Uitzendburo
Rosaria-Devid
Natasha
Kamara Sindikal (KS) / Sindikato di Trahado den
Ensenansa na Korsou (SITEK)
Justiana
Sidney
Kamer van Koophandel & Nijverheid (KvK)
Cova
Marcos
de Sola
Michael
Haseth
Rudolph
Thode
Amerigo
Indian Merchant Association (IMANA)
183
Thuis
Ruud
Kennis voor Curaçao / Wereldstage! Curaçao
de Sola-Pijl
Esther
KORPODEKO
Rosaria
Arthur
Korps Politie Curaçao
Martina
Rudsel
Little Switzerland N.V.
Wagenaar
P.
Maduro & Curiel's Bank (MCB)
Jansen
Ruthsella
Milieu Dienst
Ras
Jacinto
Milieu Dienst
Winklaar
Marilu
Ministry of Economic and Labor Affairs
Alejandra
Humphrey
Ministry of Justice
Eleonora
Rudolph
Ministry of Justice
Neman
Bianca
Muhenan Uniformá Armá (MUA)
Isabella
Geraldine
Nederex General Contractors
van de Sande
C.
Nederlands Antilliaanse Politite Bord (NAPB)
Mercelina
Elvis
Notaris Burgers
Burgers
H.
Onderwijsinspectie
Coffi
Leonard
Otrobanda Merchants Association (S.K.O.)
Daflaar
Florida
Petroleum Werknemers Federatie Curacao (PWFC)
Gustina
Joyceline
Petroleum Werknemers Federatie Curacao (PWFC) / SSK
de Andrade
Elvis
Pompstation Sta Maria / Curaçao Oil Products
Distributors (COPDA)
Jansen
Sigmund
Pro Bista (Fundashon pa hendenan ku desabilidat visual)
Martis
Maritza
PZCB
van Arneman
Diana L.
PZCB
Melendez
Cindy
Quality Projec Guide
Persaud
Rein
Raad van Ministers
de Jongh-Elhage
Emily
184
Raad van Ministers
Dick
David
Raad van Ministers
Tjin Asjoe
Elvis
RBTT Bank Antilles N.V.
Carolys
Desi
Reda Soshal
George
Herman
Refineria di Kòrsou N.V.
Mensche
Herbert
SAE
Sille
Desiree
Seawings
Elens
Albert
Secretariaat Arbeidsmarktbeleid
Benesh
Bonnie
Dare
Dennis
Kotzebue
Chiquita
Olaria
Mariëlla
Secretariaat Stadsvernieuwing
Andrea
Elmer
SEDA (Sentro pa Desaroyo di Hende Muhé)
Leetz
Mirtha
SEI Secretariaat
Curiel
Wilfred
SEI Secretariaat
Doran
Ronald
SEI Secretariaat / Deloitte
Mollen
Alex
SEI Secretariaat / Dienst Economische Zaken
Copra
Irainety
SEI Secretariaat / Sociaal Kennis Centrum (SKC)
Jansen
Jeroen
Selikor
Cijntje
John
Selikor
Kook
Wesley
Sentral di Sindikatonan di Korsou (SSK)
Cova
Pablo Alcides
Servicio di Kultura i Edukashon (SKE)
Larmonie
Susan
Servisio Asuntu di Ensenansa (SAE)
Isenia
Ethline
Servisio Asuntu di Enseñansa (SAE)
van Brug
Sandra
SFT Bank
Rigaud
Leo
Sindikato di Empleadonan den Bibienda (SEBI)
Alberto
Lucille
185
Ilario
Richenell
Sambo
Lionel
Sindikato di Trahado den Seguro (STS)
Felipa
R.
Sindikato di Trahado di Kodela (STKO)
Emerenciana
Osvaldo
Sindikato di Trahadonan di Korsou (STK)
Franciska
Edmond
Sindikato di Trahadonan di Korsou (STK)
Schoop
Edison
Sindikato di
(SITKOM)
Brunken
E.
SOAB
Vlieg
Eduardo
Sociaal Economische Raad (SER)
Barbolina-Provence
Sociaal Kennis Centrum (SKC)
Constancia
Jacinta
Sociaal Kennis Centrum (SKC)
Ursula
Jose
Socioloog
Garcia
Dilia J
Speedy Transport and Service NV
Perigault Monte
Erich
St. Elisabeth Hospital
Davelaar-Franklin
L.L.A
St. Elisabeth Hospital
Mendeszoon-Strickx
Edmina
Stafburo
Harrigan
Jerson
Stafburo
Marchena
Frensel
Stafburo
Raphaëla
Erwin
Stafburo
Isenia
Eric M.
Stafburo
Mathilda-de Freitas
Desirée
StarGue, Inc
Luidens
Angelo
Staten van de Nederlandse Antillen
Camelia
Glenn
Liqui-Lung
Glen
Navarro
Nelson
Puriel
Dwigno
Trahadornan
den
Telekomunikashon
186
Stichting Hulp aan Auditief Gehandicapten (H.A.G.)
Weissenbruch
Dela
Stichting Overheids-Accountantsbureau
Mijnheer
J. (Hans)
Stichting Reclasering Curaçao (SRC)
Francisca
Mildred
Stichting Slachtofferhulp Curaçao
Coffi
Cheryl
Stichting Slachtofferhulp Curaçao
Jansen
Carla
Stichting Studiefinanciering Curaçao (SSC)
Jukema
Jonathan
Stimul-It
Raphaela
Monique
STU
Everits
Student
Dare
Shekinah
Student
Lak
Chariselle
Student
Dare
Shekia
Supermarkt Vereniging Curaçao (SUVECU)
Da Silva Gois
Joel
SVB
Calmes
Erwin
Swissport
Goselink
Gerhard
Tim di Kordinashon di Sindikatonan
Bernadina
Frensel
Zimmerman
Pablo
Melfor
Hyacinth
Top Job Uitzendbureau
Alvarez
Carina
Totolika
Sprockel
Aminta
Uitzendburo Online
Baal
Brigitte
Uitzendburo Online
Rojer
Claire
Universiteit van de Nederlandse Antillen
de Bruijn
Jeanne
Universiteit van de Nederlandse Antillen (UNA)
Goede
Miguel
UTS
Eddine
Chehadi
VanEps Kunneman VanDoorne
Steward
G.B. (Molly)
VanEps Kunneman VanDoorne
Kunneman
Frank
187
Vereniging Bedrijfsleven (VBC)
Curiel
Andre
Eddine
Piet
Kooyman
Bas
Kusters
Joop
Lieuw
Johan
Posner
Ronald
van Rijn
Stella
Vertegenwoordiging van Nederland in de N.A.
Vermaas
Rob
Vertegenwoordiging van Nederland te Willemstad
Maan
Jacco
Veterinaire Dienst (VET)
Dwarkasing
Wereldstage! Curaçao
de Jong
Vereniging Bedrijfsleven (VBC) /
Aannemers Vereniging (AAV)
Antilliaanse
Maarten
188
LABOR FORCE DEVELOPMENT NATIONAL DIALOGUE
SOURCE DOCUMENTS
International Comparison
1. Barbados Domestic Policy
2. Index of Economic Freedom 2007
3. Barbados Economic Outlook
4. Barbados Worker Union Policy
5. Human Development Index 2006
6. Index of Economic Freedom 2007- Barbados
7. Index of Economic Freedom 2007- Top Ten Countries
8. Index of Economic Freedom 2007- Regional
9. Labor Force Development- ILO Barbados Case Study
10. *Assessing the OECD Job Strategy: Past Developments and Reforms 2006
11. Working in a 24/7 Economy 2007
12. Elements of Labor Security-ILO
13. European Union Labor Ministry Policy Directives
14. Denmark Flexibilization- ILO
15. Flexicurity-ILO
16. Flexicurtity-European Union-European employment strategy
17. Managing Labor Migration: Temporary Worker Program for 21st Century-UN
2006
18. Embracing Complexity: Work Schedules and Family Life in a 24/7 Economy
19. Creating Decent Work-ILO 2006
* Core document
Local Source Documents
1. Arbeidsproductivteit jrg.nr2- CBS
2. Buitenlandse arbeidskrachten-CBS
3. Verborgen werkloosheid in Curacao-CBS
4. Tijdelijke werkers-CBS
5. Ontwikkeling arbeidsmarkt-CBS
6. Resultaten AKO CUR
7. Werkenden naar bedrijfstak 2005-6
8. Study: Are foreign workers really replacing local workers?-CBS
9. Effects of Minimum Wage Proposal-VBC
10. Illegal Workforce Percentages-VBC
11. Status of Global Economic Competitiveness -Kolaborativo 2003
12. Statistical Orientation-Curacao and Netherlands Antilles 2005- CBS
Additional Data
13. Minimumuurlonen Economische indicatoren January 2007- KvK
14. To modernize or be modernized, March 20, 2007- KvK
15. Caribbean Rim Investment Initiative Netherlands Antilles-OECD
16. Onderzoek Flexibilisering Arbeidswetgeving 2003-KvK
17. Social Economic Initiative, May 2008
18. Department short term planning documents 2008-10
189
190
191
192
193

Curaçao LDPF 2008

Transcription

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