Photo credit cover: World Bank

Semi-Annual Report
January 1 – June 30, 2020

Prepared by
Sint Maarten Trust Fund Secretariat
Caribbean Country Management Unit
Latin America and the Caribbean Region

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Background
This report provides an overview of activities executed under the Sint Maarten Reconstruction, Recovery
and Resilience Trust Fund (SXM TF) from January 1 to June 30, 2020.
The SXM TF was established to respond to the devastation caused by Hurricane Irma in Sint Maarten on
September 6, 2017. The trust fund is financed by the Government of the Netherlands for up to 470 million
euros (US$553.4 million equivalent) and managed by the World Bank in accordance with the Trust Fund
Administration Arrangement.
The SXM TF, through the parameters set out in its Strategic Framework, provides support across two
dimensions: a) for the post-hurricane recovery and reconstruction of Sint Maarten, and b) for the longerterm development priorities to strengthen the country’s resilience.
The SXM TF has received US $305 million to date in two tranches from the Netherlands. Activities financed
out of these funds are approved by the Steering Committee (SC), supported by a Technical Working Group
(TWG), which are both comprised of representatives of Sint Maarten, The Netherlands, and the World
Bank. Project activities are implemented through Recipient Executed Trust Fund (RETF) and Bank Executed
Trust Fund (BETF) activities. The National Recovery Program Bureau (NRPB) implements and coordinates
SXM TF activities on behalf of the Government of Sint Maarten.
As set out in the Administration Arrangement signed with the Government of the Netherlands on April
16, 2018 1, the World Bank produces an annual report for each calendar year and a semi-annual report
after the closing of the World Bank’s fiscal year (30 June). The current report summarizes the SXM TF’s
main activities, results, and unaudited financials from January 1 to June 30, 2020.

1

SXM TF Administration Arrangement, April 16, 2018;
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Table of Contents
Background ................................................................................................................................................... 2
1

Introduction .......................................................................................................................................... 5

2

Strategy ................................................................................................................................................. 7

3

2.1

National Recovery and Resilience Plan (NRRP)............................................................................. 8

2.2

Guiding Principles for Trust Fund Use........................................................................................... 9

2.3

Strategic Framework ..................................................................................................................... 9

Activity Summary ................................................................................................................................ 10
3.1

Overview ..................................................................................................................................... 10

3.2

Project Under Implementation - Results to Date ....................................................................... 12

Emergency Income Support and Training Project (EISTP) .................................................................. 16
Sint Maarten Hospital Resilience and Preparedness Project .............................................................. 17
Emergency Debris Management Project ............................................................................................ 18
Airport Terminal Reconstruction Project ............................................................................................ 20
Sint Maarten Red Cross Roof Repair Project ...................................................................................... 21
Sint Maarten Enterprise Support Project............................................................................................ 21
St Maarten Civil Society Partnership Facility for Resilience Project (CSPFRP) .................................... 22
3.3

Projects under Preparation ......................................................................................................... 22

Solid Waste Management and Environmental Improvement Project................................................ 22
Public Finance, Social Insurance and Resilience Development Policy Operation............................... 22
Digital Government Transformation Development ............................................................................ 23
Sint Maarten Road Connectivity and Resilience Improvement Project.............................................. 23
Resilient Schools Project ..................................................................................................................... 23
Child Protection and Development Project ........................................................................................ 24
3.4
4

Analytical Work ........................................................................................................................... 24

Project Preparation and Implementation Issues & Solutions ............................................................. 24
4.1 Program Implementation Capacity (project preparation, implementation, and overall
management of resources) ..................................................................................................................... 25
4.2 Project Supervision Capacity............................................................................................................. 25
4.2 Absorption Capacity and Regulatory Issues ...................................................................................... 25

5

Outreach and Communications .......................................................................................................... 26

ANNEXES ..................................................................................................................................................... 27
ANNEX 1: Alignment of NRRP and Trust Fund activities ............................................................................. 28
ANNEX 2: Results Framework – Projects under implementation as of June 30, 2020 ............................... 31
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ANNEX 2 continued: Results Framework – Projects under implementation ............................................... 32
ANNEX 3: Financial Overview as of JUNE 2020 ........................................................................................... 33
ALLOCATION OF FUNDS ...................................................................................................................... 33
ALLOCATION TO RECIPIENT EXECUTED ACTIVITIES ............................................................................ 33
DISBURSEMENT OF RECIPIENT EXECUTED ACTIVITIES ....................................................................... 34
DISBURSEMENT OF BANK EXECUTED PREPARATION/IMPLEMENTATION SUPPORT ACTIVITIES ....... 34
TABLE I: DISBURSEMENTS AS OF JUNE 2020 IN USD .......................................................................... 36
TABLE II: SUMMARY OF DISBURSEMENTS FOR ACTIVITIES IN USD ................................................... 37
ANNEX 4: SXM TF Governance Structure.................................................................................................... 38

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1

Introduction

On September 6, 2017, Sint Maarten, an autonomous constituent country of the Kingdom of the
Netherlands with a population of over 40,000 2 people, was severely impacted by Hurricane Irma.
Damages and losses 3 related to Irma were estimated by the Government of Sint Maarten and the World
Bank to amount to US$2.7 billion (US$1.4 billion and US$1.3 billion respectively, each about 129 percent
of the Gross Domestic Product). In response to the disaster, the Government of the Netherlands made
immediate bilateral aid available, complemented by substantial private donations provided by the public.
On April 16, 2018, the SXM TF was established for up to 470 million euros (US$553.4 million equivalent)
at the World Bank. Financed by the Netherlands, the SXM TF finances a program for the recovery and
reconstruction of Sint Maarten and the strengthening of the country’s resilience to natural disasters. The
SXM TF Secretariat is housed by the Caribbean Country Management Unit in the World Bank’s Latin
America and Caribbean Region. SXM TF-financed activities are approved by the SC of the SXM TF and
implemented by the Government of Sint Maarten. Activities are chiefly implemented through the NRPB
which has the mandate for the oversight of reconstruction activities in Sint Maarten under the authority
of Sint Maarten’s Prime Minister, while some activities will be implemented by civil society organizations
and other entities designated by the Government of Sint Maarten. The SXM TF program benefits from
complementary technical assistance and expertise provided by the Government of the Netherlands and
the World Bank as appropriate.
This report describes the implementation progress of SXM TF activities from January 1 to June 30, 2020.
Over the reporting period, the pace of implementation was significantly affected by two key events. The
first was the political transition from September 2019 to March 2020, with a new government seated in
mid-March 2020. The second is the Corona Virus Disease 2019 (COVID-19), a global pandemic, which
resulted in a strict lockdown for the population on the island from Mid-March to early June and the
complete interruption of travel from abroad which started on March 17 and remains partially in effect at
the time of writing. These conservative measures to protect the population on the Dutch side of the island
from the deadly COVID-19 pandemic brought the economy to a halt, causing a significant contraction in
GDP and revenues, as well as high unemployment. In line with the Government’s public health and safety
requirements, project works funded by the SXM TF were halted during the lockdown and restarted
progressively after the lifting of restrictions on construction from May 11 onwards, with appropriate
COVID-19 risk mitigation measures in place. Every effort was made to advance desk work, remote project
preparation, project implementation support, supervision, procurement and hands-on support.
Implementation progress was also affected by structural issues such as difficulty in acquiring permits, visas
and access to the island by international consultants and firms, absence of continuous World Bank
presence on the island, limited implementation follow-up by some government agencies, and significant
capacity limitations on the ground. At the time of reporting, travel restrictions for foreign implementation
and supervision contractors were still in place, hampering progress of project implementation, however
the country has opened as of early June in a phased approach.
During this reporting period, the SXM TF financed a package of equipment and medical supplies for the
Sint Maarten Medical Center (SMMC), under the Hospital Resiliency Project. This support complements
a broader COVID-19 package provided by the Netherlands that includes substantial aid to Sint Maarten’s

https://data.worldbank.org/country/SX
Damages refer to damages to buildings and assets. Losses due to disruption of access to goods and services are
defined as changes in economic flows and higher costs in production arising from the disaster.

2

3

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health sector and liquidity support. The SXM TF’s focus remains on Post-Hurricane reconstruction and
resilience.
Despite these external setbacks, the SXM TF is set to finance major reconstruction on the island in 2020
and 2021, such as reconstructing the airport terminal, constructing the new hospital, scaling up and
completing a large part of the home repair program, and repairs of schools, shelters, the police station,
and fire stations, commencing ship wreck salvaging and improving the management of the waste disposal
site. The rate of progress on all these works will depend on access to the island, risks and mitigation efforts
related to the COVID-19 pandemic, the impact of the pandemic on already existing implementation
capacity constraints, and the ability to complete and tender related procurement processes.
With the Airport Terminal Reconstruction Project and the Enterprise Support Project coming on stream
for a total of over US $100M during this period, the portfolio has grown significantly in support of key
priorities. Eight projects are under implementation for US$245.5 million and six additional projects are
under preparation for an additional US$135.6 million. 4
Prior to the lockdown in March 2020, implementation progressed under approved projects in some areas
had gained momentum. Emergency repairs were nearly completed on two police stations and 146 homes
(37 private homes and 109 social housing units) repaired. Critical safety and communications equipment
were delivered to the Fire Department as well as heavy equipment to VROMI for the management of the
waste management site. The situation on the Municipal Waste Site has evolved significantly. With
subsurface fires dwindling to 2 (out of 30 in 2018), a new approach for waste management was agreed
with Government at the end of January for future landfill management. However, implementation of this
approach will require as a first step, reaching consensus on a clear plan on relocating households at risk
living too close to the dumpsite, before activities on the landfill can begin and identification of alternative
housing for these households. This includes safeguarding the population living near the municipal waste
sites. About 25 percent of the early works were completed to build the new hospital but had to be
suspended due to the lockdown. Works of the new hospital resumed on June 15, including mobilization
activities, which were paused due to COVID-19, installation of site offices and construction of a new site.
A significant reduction of referrals off island has demonstrated that better and expanded care is being
provided in-country. As reported previously in the annual report, under the Emergency Income Support
and Training Project, over 1,900 un- and under employed persons have benefitted from stipends and
training, representing about half of Sint Maarten’s unemployed in the labor market.
The new Airport Terminal Reconstruction Project (US$72M, including liquidity support in case of an
external shock, such as COVID-19) became effective, leveraging US$50M in co-financing from EIB and
facilitating the release of US$72M in insurance proceeds held by the Airport’s bondholders. Recently
approved projects include an Enterprise Support Project aimed at supporting micro, small and medium
enterprises (MSME) (US$35M), a grant to the Red Cross Netherlands (RCNL) to extend its existing roof
repair program (US$3.6M) and a civil society grant making project to finance small NGO community driven
projects (US$7.2M).
Progress has been mixed in some areas. This includes reaching a clear plan to safeguard the population
living near the municipal waste sites, before activities on the landfill can begin. In addition, market
challenges, limited procurement capacity and challenges in hiring have affected the implementation pace
of several projects. Preparation activities have advanced, however, due to the lock down work has been
undertaken virtually, making the pace of activities slower than expected, due to lack of access to the island
and key counterparts.
4

This includes additional financing for the hospital for COVID-19 related medical equipment and supplies.
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Procurement remains a significant constraint. Local firms are ill-equipped to qualify for large
infrastructure projects, while foreign firms are deterred by the small market size, limited skills and labor
availability, and a challenging regulatory environment for foreign companies to work in Sint Maarten.
While key gaps in NRPB staffing have been filled during 2020, the organization still faces capacity
constraints to manage a large portfolio. Barriers to access to the island during the COVID-19 global
pandemic further exacerbate these problems. The World Bank continues to provide substantial handson technical support and through staff and consultants to the NRPB and other implementing partners, as
well as advice. During the lockdown and border closures, hands-on support continued virtually.
The preparation of six new projects (with an estimated value of US$135.6 million) continues. Two projects
focusing on education are being prepared. A child resilience and protection project managed by UNICEF
Netherlands is being developed and in collaboration with the Ministry of Education, Culture, Youth and
Sports (MECYS). A complementary project is under preparation to rebuild select schools and the library.
To support government modernization and enhance access to and delivery of public services, a digital
transformation project is being developed with the Ministry of General Affairs. A solid waste management
project is also being considered to improve long term waste management. A road connectivity project is
being planned. Progress on a budget support operation being prepared has stalled and may need to be
re-assessed in light of bilateral liquidity support being provided by the Netherlands.
During the period in review, studies were completed on long term waste management, the housing sector
and the tourism sector. A Public Expenditure Review is being finalized. The World Bank has offered to
support Sint Maarten in carrying out its National Risk Assessment, a core elements of the country’s
compliance with international Anti-Money Laundering and Counter Terrorism Financing obligations. 5 A
digital government strategy is being developed to support Sint Maarten’s government in its digital
modernization agenda. These studies will provide critical information to inform evidence-based decisionmaking. A country environmental analysis is also near completion that outlines environmental issues and
opportunities for action to improve environmental management.

2

Strategy

SXM TF priorities for investment are laid out in the SXM TF Strategic Framework 6 approved by the SC in
August 2019. These priorities support the objectives of Sint Maarten’s National Recovery and Resilience
Plan (NRRP) and are commensurate with the Guiding Principles of the Netherlands recorded in the SXM
TF Administration Arrangement. 7
Over the first year of implementation (2018), the NRRP itself and the guiding principles of the SXM TF
provided a prioritization framework for projects. Emergency activities were prioritized by the Government
of Sint Maarten and the Government of the Netherlands, with technical guidance of the World Bank. Early
funding was directed mainly to Community Recovery including income support, hospital repair and
resilience, and emergency repairs to critical infrastructure, such as the police stations and home repairs.
Projects aimed at economic recovery and building long term resiliency were subsequently prioritized,
including airport reconstruction, support to micro, small & medium enterprises (MSMEs), digital
transformation, short to medium-term debris and waste management, and long-term waste management
solutions and education infrastructure rehabilitation and child protection activities. These are now under
implementation or their preparation is well advanced.

Funded partially by the SXM TF
The World Bank, SXM TF Strategic Framework, August 2019.
7
SXM TF Administration Arrangement, April 16, 2018; Annex III.
5
6

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2.1

National Recovery and Resilience Plan (NRRP)

The SXM TF supports activities and programs aligned with the NRRP published by the Government of Sint
Maarten in June 2018 and endorsed by Sint Maarten’s Parliament in August 2018. The NRRP was
developed with inputs from all of Sint Maarten’s main stakeholders, the Government of The Netherlands,
and other international organizations, with the technical support of the World Bank.
The NRRP foresees community, economic and government recovery through investments in priority
sectors particularly affected by the 2017 hurricanes (see Figure 1 below). Its implementation is led by the
National Recovery Program Bureau (NRPB), which serves as a central coordination mechanism for Sint
Maarten’s reconstruction. The NRRP focuses on the sustainable recovery of affected communities, as
well as economic recovery and resilience, and government recovery and resilience. For Sint Maarten’s
communities, the NRRP prioritizes investments in housing; social sectors such as education, health, social
protection; and environmental and infrastructure services such as waste management, environment,
biodiversity and ecology. For Sint Maarten’s economy, the NRRP aims to rebuild key infrastructure such
as the Princess Juliana International Airport, to remove shipwrecks from the ports and marinas, to restore
utility networks and roads, and to promote resilience in the country’s tourism sector. Strengthening the
financial sector and improving fiscal resilience, including by improving tax collection, are also central to
economic recovery. The NRRP also aims to foster resilient governance by strengthening public financial
management and adopting tools to inform, measure, and respond to disaster risk. These actions are
expected to benefit investor confidence, foster public support for government initiatives, and aid in longterm recovery. Key to enhancing Public Financial Management (PFM) and Governance is modernizing the
Government’s Information Communication and Technology Systems (ICT).
The NRRP assesses that US$2.3 billion will be required under these pillars to respond to Sint Maarten’s
recovery and resilience needs.

Figure 1: Three pillars of the National Recovery and Resilience Plan

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2.2 Guiding Principles for Trust Fund Use
The objective of the Netherlands is to support the material and non-material reconstruction and recovery
of Sint Maarten wherever necessary, to restore vital infrastructure and sustainably boost the country's
resilience to the effects of possible future disasters, natural and otherwise. 8
The Netherlands’ guiding principles annexed to the SXM TF Administration Arrangement foresees that
activities will: (i) address the damage caused by Hurricane Irma; (ii) make significant improvements to the
pre-hurricane situation on the island; (iii) and restore vital infrastructure whose breakdown would
threaten social peace or national security. Support aims to boost resilience by improving crisis
management and disaster preparedness, promoting economic diversification and the enhancement of
good governance, and strengthening civil society. A preference is expressed for projects “with a longterm vision that respect both people and the environment 9.”
As per above principles, projects are assessed against their necessity (there are no other sources of
funding), additionality (they bring in private or other public international financing where possible),
suitability (appropriate in scale considering capacity), effectiveness (will attain the objective and is
consistent with Sint Maarten’s long-term policy orientations), and efficiency and legitimacy (has
safeguards in place to ensure both). Good governance is central to all activities undertaken by the SXM
TF, in their outcomes and their methods of implementation, supported in the latter by the strict
application of World Bank processes and procedures for financial management, procurement and
safeguards.

2.3 Strategic Framework
The SXM TF Strategic Framework (SF) is grounded in the Government’s NRRP 10. It addresses needs for
post disaster recovery and takes on selected medium-term challenges in support of Sint Maarten’s
sustainable resilience and prosperity. With appropriate flexibility for prioritization in the later years, the
SF describes SXM TF activities until the trust fund’s anticipated closing end 2025, under three focus areas:
to (i) promote sustainable economic recovery, (ii) invest in citizens and resilient communities, and (iii)
build the foundations to improve long term resilience and good governance. The SF identifies objectives
under these areas to be achieved through currently approved projects and outlines future avenues for
action (see figure 2).
The SF’s principles of engagement include modalities to strengthen local capacity and partnerships with
International Organizations and NGOs, and the private sector. The implementation capacity of a range of
actors is needed to channel SXM TF resources and broaden the impact and reach of SXM TF activities.
The SF will be reviewed in the second quarter of 2021, to adjust areas of focus and objectives, as
appropriate. While many SF priorities will be financed by the SXM TF, additional financing will be leveraged
from other partners to fill sector gaps and complement current/planned activities.
Annex 1 provides an overview of the alignment per area of intervention of current SXM TF activities with
the NRRP, including the current advancement against long term indicators.

SXM TF Administration Arrangement, April 16, 2018 Appendix, “Guiding Principles of the Netherlands”.
Ibid.
10
The World Bank, SXM TF Strategic Framework, August 2019.
8
9

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Figure 2: SXM TF Strategic Focus Areas
SXM TF Strategic Focus Areas

Focus Area 1: Promote
Sustainable
Economic Recovery

•Objective 1 – Sustainably
Restore Air Access and
Improve Connectivity
•Objective 2 –Support
Tourism Recovery through
access to finance, resilient
utility services
•Objective 3 – Establish a
sustainable solid waste
management system with
improved sanitation
services

3

Activity Summary

3.1

Overview

Focus Area 2: Invest in
Citizens and Resilient
Communities

•Objective 4 - Repair and
Increase Access to Housing
especially for the
vulnerable
•Objective 5 - Increase
access to quality Health,
Education and Sports
Services
•Objective 6 - Strengthen
social safety nets and
promote employment,
particularly for vulnerable
youth and households
headed by women

Focus Area 3: Build the
Foundation to Improve
Long Term Resilience and
Good Governance
•Objective 7– Improve
Capacity for Disaster
Response
•Objective 8 – Strengthen
Fiscal Resilience and
Modernize the Public
Sector

As of June 30, 2020, the SXM TF had received US$305.7 million from the Government of the Netherlands.
An amount of US$12.6 million in investment income was generated for the SXM TF by the World Bank’s
Treasury department. Of the total of US$318.3 million, US$269.01 million has been committed to eight
projects currently under implementation, and is used for administration, analytical work, implementation
supervision/hands-on support and SXM TF management. Another US$135.6 million has been allocated to
six projects endorsed by the SXM TF SC, currently under preparation, including additional financing for
the Hospital Resiliency and Preparedness Project. A US$0.51 million preparation grant was provided to
UNICEF NL to prepare the Child Protection and Development Project. A US $0.14 million grant was
provided to VNG International to prepare the Civil Society Partnership Facility for Resilience Project.
Received
Total TF Program Committed
Total Funds
Received from NL

US $
Use of Funds
millions
536.89 Administrative Fee
305.7 Committed to Signed Projects *
Analytical Work
Preparation, Supervision and
Implementation**
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US $
millions
6.11
245.5
4.6
9.2

Investment income

Total Funds Received
Balance (from funds
received)

TF Management
12.6 Total
318.3 Estimated value of
Projects under Preparation
49.29 Total Spent and Allocated

3.6

269.01
135.6

404.61

*For disbursements against amounts committed to these projects please see table below.
**includes commitments to date.

As of end June 2020, from the total of US$245.5 million for approved projects and two preparation
grants for UNICEF NL and VNG International. US$67.8 million was disbursed and US$177.7 million
remained to be disbursed for project activities. Approved projects are endorsed for financing by the SC,
have completed full preparation, appraisal and approval processes of the World Bank and the Recipient.
Project objectives, activities and progress are detailed in Section 3.2.

1
2
3
4
5
6
7
8

Projects under Implementation 11

Approved

Commitments
(US$ millions)

Emergency Recovery Project I (P167339)
Emergency Income Support and Training Project
(P167368)
Hospital Resiliency & Preparedness (P167532)
Emergency Debris Management Project (P167347)
Airport Terminal Reconstruction (P176974)
Red Cross Roof Repair Project (P172619)
Enterprise Support Project (P168549)
Civil Society Partnership facility for resilience
project (P172339)

7/10/2018

55.2

Disbursements
(US$
millions) 12
25.6

8/02/2018

22.5

19.3

8/16/2018
12/21/2018
12/09/2019
12/30/2019
12/30/2019
6/26/2020

25.0
25.0
72.0
3.6
35.0
7.2

12.6
9.6
0
0
0.2
0

245.5

67.8

TOTAL

The US$ 135.6 million for the six projects under preparation and one additional financing for the hospital
project are estimates only, until the completion of appraisals. Projects under preparation are endorsed
by the SC and are in the process of being prepared for appraisal and approval. Section 3.3 provides details
on project objectives and content.
Estimated amount
(US$ million)

RETF Projects under Preparation
1
2
3

Child Protection and Development Project (P172582) (NGO)
Sint Maarten Digital Government Transformation Project
(P171978) 14
Resilient Schools Project (P172753)

Estimated Approval 13

5.0

Q3 2020

12 .0

Q4 2020

30.0

Q3 2021

Approved projects are endorsed for financing by the SC, have completed the full preparation, appraisal and
approval process of the World Bank, including the signing of a legally binding Grant Agreement between the World
Bank and the recipient.
12
Per June 15, 2020.
13
Estimated timelines are subject to change to meet operational requirements, including appropriate consultation
and preparation by the recipient of appropriate safeguard instruments, in line with WB policies.
14
US $3 million will be used to support technical assistance activities to prepare for investments.
11

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4
5
6
7

Transportation Connectivity and Resilience Improvement
Project (P171283)
Solid Waste Management and Environmental Improvement
Project
Public Finance, Social Insurance and Resilience
Development Policy Operation (P171291)
Hospital Resiliency & Preparedness Additional Financing
Project (P174023)

TOTAL

20.0

TBD

35.0

TBD

30.0

Two tranches of 15
TBD

3.6
135.6

To underpin future projects and contribute to knowledge and policy improvements, a program of
analytical work is being carried out in collaboration with the Government of Sint Maarten. Resources
allocated for this work are US$4.6 million, of which US$2.8 million have been disbursed. Details are
provided in Section 3.4.
Resources disbursed by the World Bank for the preparation and supervision of projects have amounted
to US$6.7 million cumulatively, since the initiation of the Trust Fund. Spending is based on standard
World Bank norms for preparation and supervision of projects, taking into consideration the need for
speed and complexity of preparation, and the necessary costs associated with maintaining due diligence
standards for safeguards and financial management. Thirty one percent of these resources are provided
for procurement, safeguards and fiduciary support and nine percent for direct Hands on Support to the
implementing agency to complement limited on island and in-house Government and NPRB capacity.
A financial overview is provided in annex 3, including Program Management costs. Program costs include
all support to date, including retroactive financing of the assistance and expertise provided for the
development of the NRRP.

3.2

Project Under Implementation - Results to Date

Eight projects are currently in various stages of implementation. During this period, implementation was
negatively impacted by internal country developments and the COVID-19 global pandemic from March
onwards. The country-wide COVID-19 lockdown caused delays, but the SXM TF program adapted and
took proactive steps amid uncertainty to advance on key activities. This adaptation included 1) an
approach to emergency works that prioritized critical works to be carried out with local companies under
a streamlined contract award process, 2) the use of Dutch construction protocols for COVID-19 already
in existence, and 3) off-site support where needed to continue works and capacity support to NRPB
(particularly in procurement and safeguards).
Activities that advanced in January and February, before the lockdown, included early works on the new
hospital, repairs to the police stations and continuation of training of under and unemployed people under
the Emergency Income Support and Training Project (EISTP). In mid-March, construction work and
training ceased, and many activities moved to a virtual environment where possible. However, the
interruption of travel and works had a significant impact on the pace of implementation. During the
lockdown period, the emergency income support and training project continued to provide program
stipends to active participants. On an exceptional basis, outer repairs to the police stations continued.
Procurement processes, desk work and virtual meetings for preparation of activities advanced. During
this period, additional financing was provided to the hospital for COVID-19 related equipment

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pharmaceuticals, non-medical equipment for triage and isolation areas; and implementation of a Medical
Pavilion for triage of suspected COVID-19 cases.
Strong results and good progress continue to be achieved throughout the year in the Emergency Income
Support and Training Project (EISTP). Component 1 of the project achieved all its objectives. The project
surpassed its target in providing training and stipends to un- and underemployed beneficiaries. This
component will end in September 2020. As part of the Hospital Resiliency Project, hospital repairs and
enhancements have been implemented, overseas referrals have declined, and works on the new hospital
building started in early 2020 Repairs to homes have reached 146 out of a projected total of 350 under
the Emergency Recovery Project I. The start of works for larger batches of repairs to private housing and
additional repairs to social housing will depend on the ability to ensure a safe environment for workers.
Repairs to four main shelters have been prioritized. Works started in June 2020 and will be finalized before
the peak of this year’s hurricane season. Repairs to school will also be prioritized, focusing on seven
priority schools identified by MECYS. The Emergency Debris Management Project (EDMP) will be
restructured to reflect a new approach with an adjusted approach to landfill management, following the
resettlement of people at risk. The fires and hot spots on the landfills have reduced due to the application
of the Alternative Daily Coverage spray (ADC), but imminent risks of potential slope instability to the
nearby community remain high.
The World Bank and NRPB have taken initiatives to accelerate implementation despite COVID-19 related
constraints. This includes providing offsite virtual support to all implementation activities including
procurement and consultations; enabling critical works to continue with government waivers to
complete repairs on the police station, adjustment and continuation of procurement processes, and
support to COVID-19 related emergency needs and equipment for the hospital. The SXM TF has
broadened its range of implementation partners with the approval of several projects implemented by
NGOs. The Netherlands Red Cross, through its Red Cross Roof Repair Project (US$3.6 million), approved
in December 2019, repaired 19 roofs for Sint Maarten’s most vulnerable households before the lock
down, and resumed work mid-May. UNICEF NL has begun preparation activities to strengthen the
disaster preparedness of schools and protect children from trauma and abuse. The Civil Society
Partnership Facility for Resilience Project (US$7.2 million) was approved in May 2020. VNG International,
the implementing agency has begun to prepare a first call for proposals to fund community-oriented
projects implemented by local civil society organizations to improve resilience and rehabilitation of
communities.
A significant step forward in Sint Maarten’s reconstruction was reached this year when the US$72 million
Airport Terminal Construction Project became effective on April 7, 2020, leveraging a US$50 million loan
from the European Investment Bank (EIB) and US$7 million from PJIAE. The airport’s bondholders
released insurance proceeds held in escrow of US$72 million. With these resources, the airport’s terminal
reconstruction can begin in 2021 and significantly contribute to the recovery of the local economy.
The Emergency Recovery Project I (ERP-I) (US$ 55.2 million), approved on July 10, 2018,15 finances the
repair of critical infrastructure (including police stations, the emergency operation center, shelters and
schools), social and private housing, procurement of emergency equipment, the increased resilience of
the electricity and water system, and training. The project also finances the functioning of the NRPB, the
project implementation unit for the bulk of SXM TF activities.
After significant uptake of activity at the end of 2019 into 2020, ERP-I was poised to deliver a critical mass
of works in the first half of 2020, including repairs to homes, shelters, and plans to rehabilitate schools.
15 The project became effective July 18, 2018.

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However, the launch of large-scale activities was delayed by the COVID-19 pandemic and the resulting
strict lockdown, which affected the entire island for close for over three months. Efforts were made to
continue progress where possible: some works were re-organized to deliver priority repairs, including the
roofs of the police stations (for which an exception to permit repairs activities during the lockdown was
granted by the Government). As of mid-May, the Government allowed a gradual reopening of activities,
including construction. Works on four priority shelters (out of the thirteen to be repaired) started in June.
However, the repair of 7 schools (out of 20) scheduled to be tendered in July 2020 was hampered by
delays in the technical assessments and the discovery of asbestos on one of the sites, a problem that could
arise also on other worksites. A new timeline is not yet known. The contract for the main batch of single
homes repairs was poised to start in mid-March but was interrupted by the lock-down. However, the
contractor has remobilized, and exceptional arrangements were made to bring the international
supervisor to Sint Maarten in June. The first homeowners’ agreements have been signed, and works are
scheduled to start in July. All works under the COVID-19 regulations require new health and safety
measures on construction sites to protect workers and the population at large from infection. These
measures will apply to all upcoming works until further notice.
The NRPB has strengthened its overall capacity and continues to make progress. NRPB's capacity will be
further improved with the upcoming Framework Agreement (FA) consultancy, a multidisciplinary
professional service to ERP-I, in the areas of works supervision, condition assessments, technical design
and bid evaluation support. Currently, several foreign staff are working remotely due to travel
restrictions to enter Sint Maarten as a result of COVID-19.
Despite the flexibility and adjustments, a few bottlenecks remain, which include, limited access to the
island by foreign companies needed for works supervision and conducting technical assessments,
availability of imported materials and items, and implementation of COVID-19 precautions and
restrictions that may slow down work and pose new challenges as the island re-opens.
Results:
Emergency measures for the recovery of disaster first responders and preparedness facilities: Police
Stations repairs phase-I were completed and phase-II roof repairs for the police station in Philipsburg
were completed during the lockdown, with exceptional approval provided by the Government. Work had
resumed since the reopening, and phase-II work for both exterior and interior for the two police stations
are nearly complete.
The repair work for the Radiosonde Building of the Meteorological Department was completed in
February 2020. Critical safety equipment was delivered to the Fire Department including fire helmets,
fire suits and safety shoes, and breathing and communication equipmentt, and diesel water pumps.
Spare parts for ambulances were delivered to the Ambulance Department. Three fire trucks have been
procured (the fire trucks are custom built and are scheduled for delivery in 2021) and a company has
been hired to develop multi-hazard risk maps for the entire territory and immediate coastal zone. These
activities contribute to improved working conditions and capacity of first responders to provide
emergency services on the island.
A new contractor was selected for shelter repairs, after the contract awarded in 2019 was abrogated for
non-performance. Works on four shelters prioritized by the Government started in June and are
expected to be completed prior to the peak of the 2020 hurricane season. Delays are possible considering
the disruption of global supply chains and the need to import materials to the island. Construction of the
remaining nine shelters will begin in the last quarter of 2020.

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The project has also extended the financing of Sint Maarten’s premia for insurance coverage against
disaster risks under the Caribbean Catastrophe Risk Insurance Facility (CCRIF) until 2021. Moreover, the
project has financed the country’s membership to the Caribbean Disaster Emergency Management
Agency (CDEMA) 16 until 2021. Membership in CDEMA and participation in regional and international
events focused on Disaster Risk Management (DRM) and resilience building will help strengthen the
country’s knowledge and capacity for disaster prevention and response.
Restoring Utilities Services after Hurricane Irma
A subsidiary agreement with GEBE was signed and will enable further restoration of electricity assets
including a trenching program to advance the underground cabling of the electricity distribution
network, upgrading of transformers and transformer station houses, repairs of street lighting, damaged
electrical meters, and upgrading substations to improve power system performance in situations of
disturbance. Through GEBE, repairs will also be undertaken to increase water storage capacity, repair
and replace pump units and pump houses, replace and improve resilience of installed micrometers. GEBE
requested retroactive financing for the completed rebuilding of water tanks amounting to US$1.5 million
approximately. The Financial, Environmental and Social Safeguards Audits for the requested amount
have been carried out and are expected to be completed in July 2020. Upon the audits completion and
results satisfactory to the World Bank, the retroactive financing will be approved and processed.
Housing Repair and Public Buildings Repair and Reconstruction: Of a total of 359 homes to be repaired
under this project, 146 have been completed and 109 of these homes are social units in the Belvedere
neighborhood that have been repaired. Technical designs have been developed to repair another 64
social housing units located in four-story apartment blocks. The repairs under the 146 single homes
contract are scheduled to begin in July, with additional COVID-19 safety measures in place to mitigate
the risks.
On school repairs, bidding documents are currently being finalized by the NRPB for the seven prioritized
schools, with tendering expected to be launched in July 2020. Meanwhile, the newly hired NRPB Schools
Activity Manager has been developing a logistics plan in collaboration with school boards and MECYS.
The start of the works will depend on COVID-19 related working conditions and on the logistical
arrangements for temporary relocation needs of students.
Institutional Support for Reconstruction: Over the reporting period, the NRPB has strengthened its
overall capacity substantially in safeguards, procurement, financial management, project and contract
management, engineering, monitoring and evaluation, through recent recruitments in all the above
functions. NRPB's capacity is expected to be further enhanced with the upcoming Framework Agreement
(FA) consultant. 17 Additional hiring by NRPB of procurement, safeguards and contract management
expertise is ongoing and remains a critical priority.
Improvements have been made in local works execution capacity although some bottlenecks remain.
Contracts startup is hampered by a small local market that faces challenges to secure insurance, bond,
and financial requirements through local banks. Nevertheless, some of the main construction firms of
Sint Maarten are now being awarded with the NRPB latest works contracts as these are getting larger in
technical scope and financing (homes, shelters, schools). Construction firms outside Sint Maarten still
find the scope of works of these contracts unappealing in addition to the cumbersome procedures for
company registration, and work and residency permits. On the other hand, given the projected slow
16 CDEMA is a regional inter-governmental agency for disaster management in the Caribbean Community (CARICOM).

17 A multidisciplinary professional service to ERP-I, in the areas of works supervision, condition assessments, technical design

and bid evaluation support.

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tourism related economic recovery, SXM TF activities may present further opportunities for local
contractors to participate in reconstruction and job creation.

Emergency Income Support and Training Project (EISTP)
The objectives of the Emergency Income Support and Training Project (US$22.5 million) 18 are to provide
temporary income support and improve the employability of un- and under-employed workers, initially
in the hospitality industry and progressively in other sectors, and to strengthen the social protection
system.
Component 1 of the project, implemented by the Sint Maarten Training Foundation (SMTF) under the
supervision of the NRPB and collaboration of the Ministry of Public Health and Social Development (VSA)
provides temporary income support (stipend, and transportation allowance) and health insurance to
under-employed and unemployed persons in exchange for their participation in short-term skills training
in selected occupational areas provided under EISTP which in return will help improve their skills.
Training and certification are offered in hospitality, construction, carpentry, masonry, property
maintenance, plumbing and electrical installation with the collaboration of the National Institute of
Professional Advancement (NIPA). Additionally, courses on Sint Maarten’ s culture and history and
English as a second language are being delivered in collaboration with the University of Sint Maarten at
the request of the hospitality industry. Participation has been expanded to include the unemployed
registered by the Department of Labor, providing access to training and certification to some of the most
vulnerable people on the island, regardless of their previous employment.
Training was suspended from mid-March due to COVID-19 restrictions. Stipends to active participants
continued during this time. Training has partly resumed as of June 15, in line with government guidelines.
On Monday June 15 and Tuesday June 16 all students started their classes with a two-hour training
session on the basics of COVID-19 and the measures taken to keep them safe and to prevent the spread
of the virus. Measures taken include fully sanitized and treated air conditioning units, significantly
reduced class sizes to meet social distancing requirements, hand sanitizing stations have been installed,
wearing a mandatory face mask on school premises is now mandatory and one-way walking routes have
been marked.
Due to social distancing rules SMTF had to divide the original group in two. The first group of
approximately 550 students resumed classes on Monday June 15. Preference was given to students who
were supposed to graduate in April as they only have 3 weeks left to complete the program. The second
group will restart shortly after the students of the first group have completed the program. SMTF is
working hard to ensure that enrolled students can complete the program under the new guidelines
outlined above and looks forward to conferring final certificates to all.
Component 2 of the EISTP aims to improve the management and coordination of public of social and
emergency services to vulnerable persons in Sint Maarten, by developing a social registry and integrating
the information systems of social programs within the Ministry of Public Health, Social Development and
Labor (VSA).
Results:
Component 1 of the Program has exceeded its initial end target of 1,800 participants by 10 percent and
reached the most disadvantaged groups of the labor market, such as youth 19 and women. As of June
18 The project was approved August 2, 2018 and became effective August 9, 2018
19 Youth refers to individuals between 18 and 24 years old.

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2020, the Program benefitted 1,979 unemployed and underemployed individuals, of which around 69
percent are women and 76 percent (1,504) are unemployed representing about half of unemployed
persons in the labor market. To date, 1,296 participants have been granted certifications in hospitality
and or culinary and construction.20 Currently, 856 individuals are active in the Program (receiving income
support conditioned to training) 21 and are expected to continue in the Program until its closure, in
September 2020. After then, these trainees are expected to be referred to the Labor Affairs Office for
employment support services. However, current institutional capacity will limit this support to a smaller
number of beneficiaries 22 unless additional support can be provided to strengthen the labor office
through other means.
Component 1 will be completed end September 2020 and Component 2 to design and develop a
modernized social registry will end by May 2022.

Sint Maarten Hospital Resilience and Preparedness Project
Approved in August 2018 23, the objective of the Sint Maarten Hospital Resiliency and Preparedness
Project (US $25M from Trust Fund; US $75M from Sint Maarten Medical Center Foundation) is to improve
the preparedness and capacity of hospital services at the Sint Maarten Medical Center (SMMC), the only
hospital on the island. The project co-finances the building of the new Sint Maarten General Hospital to
ensure that the new facility is resilient to category 5+ Hurricanes. The new, 110-bed hospital will
substantially increase hospital capacity and enhance health services. The project also finances critical
upgrades to the existing hospital. In addition, to improve resilience of the SMMC, the project will also
contribute to enhancing the quality and scope of hospital services including by evaluating, updating and
implementing clinical guidelines and carrying out routine clinical audits.
SMMC has been the central point of clinical response to the COVID-19 pandemic on the island. To date
there have been 77 cases on the island with 15 deaths. The COVID-19 pandemic resulted in a substantial
increase in demand for hospital services. In addition, the island’s demand for medical goods also
increased following the onset of the pandemic. During this period, SMMC was able to reprioritize its
health service offerings to focus on the pandemic response. To support the SMMC, additional financing
was provided to improve the existing hospital’s preparedness and capacity to address the COVID-19
health needs.
Results:
To support immediate needs as a result of the COVID-19 pandemic, the Trust Fund allocated US $3.6
million of additional financing to the SMMC to finance medical supplies and equipment, personal
protective equipment, pharmaceuticals, non-medical equipment for triage and isolation areas; and
implementation of a Medical Pavilion for triage of suspected cases and treatment of mild cases that can
self-isolate at home (donated to SMMC by the Ministry of Public Health, Social Development and Labor).
These funds have strengthened SMMC’s preparedness and capacity to respond to, prevent and delay the
spread of COVID-19, protect health workers, and streamline patient isolation and treatment of severe
cases requiring intermediate or intensive care.

20 Note a fraction of the participants graduated from two occupancy training tracks and thus obtained more than one

certification.

21 Continuation of training will depend on the uplifting of COVID-19 restrictions and the ability of participants to return to a

classroom setting. Stipends continue under force majeure clause established in the Project Operations Manual.

22 Employment support services are activation measures aiming at conducting its users to improving employability and

employment, for example through job search assistance and counseling.
The project became effective September 6, 2018

23

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In 2019, the SMMC’s roof was reinforced to withstand a category 4 hurricane (up from category 2). A
new fire detection system, backup generator for the SMMC care complex, and access control system
were installed. Upgrades planned for the operating theater, dialysis posts, building and care complex,
additional double patient rooms, and a new medical gas distribution system, have been delayed for now
due to the hospital’s necessary and urgent focus on the COVID-19 pandemic. The hospital’s Emergency
Disaster Preparedness Plan and Evacuation Plan was updated including the use of a scorecard to evaluate
implementation performance of the plan. The scope of services provided has been expanded to include
five new medical specialties (Urology, Orthopedics, Ophthalmology, Neurology, and Pulmonology) and
the number of full-time equivalent emergency room doctors increased 5.5 to 7.5, and dialysis services
have been expanded by adding five new positions.
At the end of 2019, SMMC’s lenders released the US$75 million co-financing for the construction of the
new hospital Financing which had been held up all of 2019 due to the insolvency of the Italian contractor
(INSO) for the works. With the financing in place, the site preparation began in January 2020 and twenty
five percent of early sitework was completed. Due to the COVID-19 pandemic related travel restrictions
and implementation of stay at home orders, this work stopped in mid-March. As of June 15, works have
resumed and include mobilization activities such as cleaning up of the site, installation of site offices and
construction of a new site.
The number of overseas referrals has decreased dramatically over the past two years. The total number
of medical referrals abroad (Social and Health Insurances SZV patients) decreased from 5,880 in 2017, to
4,013 in 2018 to 1,254 in 2019 (79% decrease over 3 years). The largest contributor to the decrease is the
addition of ophthalmology care, in addition to neurology, and orthopedics.
As part of the project’s monitoring framework, SMMC is tracking patient satisfaction. According to data
collected from 1,953 outpatient surveys between January 2019 - January 2020, overall patient satisfaction
was rated 7.9 out of a perfect score of 10. In Q4 2019, patient satisfaction rated 70.7 percent and among
female’s 70.3 percent. Significant steps have been taken to improve patient safety and quality and a pilot
customized course on customer service was completed in January 2020. This type of training will continue
in 2020 for all SMMC staff. Additional patient satisfaction data will be analyzed focusing on care provided
in Hemodialysis, Emergency Room, OB/GYN, and Chemotherapy.

Emergency Debris Management Project
The Emergency Debris Management Project (US$25 million) 24 finances the management of debris from
Hurricane Irma and reconstruction activities to facilitate recovery and reduce risks. The project activities
include debris clearance, collection, removal, and disposal, fire suppression at the country’s waste
disposal sites and landfill management improvement, shipwreck removal and shoreline cleaning.
Since the 1990’s, landfill capacity and municipal waste management are problems that have been left
unaddressed for some time. The disposal site in Great Salt Pond Landfill has negatively affected
environmental conditions on the island. The site lacks an efficient and sanitary waste disposal system.
Waste is not separated, recycled, treated, or disposed of appropriately. According to the government, to
date, most of the 100,000 cubic meters of debris that was created by Hurricane Irma and scattered in
public space was cleared up and placed at a site adjacent to the existing municipal waste disposal site.
However, this has intensified the long-standing challenges in landfill capacity and municipal waste
management. At the outset of the project, the massive amounts of debris and municipal wastes disposed
24

The Project was approved on December 21, 2018 and became effective on January 31, 2019.

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of in the landfills had caused smoldering fires and flareups and endangered the surrounding communities.
Currently, the fires and hot spots on the landfills have reduced, but the imminent risks of potential slope
instability and impacts to the nearby community remain high.
Considering the reduced landfill subsurface fires, an agreement was reached with Government in late
January 2020 to change the originally planned large fire suppression operation and replace it with regular
landfill management activities and address remaining and any upcoming fire hotspots. Considering the
potential unstable slope that poses significant risks of collapse and danger to the neighboring community,
landfill improvement activities will only be allowed in a designated area with applicable health and
safeguards measures in place. In parallel, the community is exposed to the immediate risk of potential
slope instability will be prioritized for resettlement. The project will be restructured to reflect the revised
approach to fire suppression and landfill management. Currently, the World Bank is reviewing the revised
approach and identifying steps needed to ensure its compliance with operational policies,
including timebound resettlement milestones and safeguard measures.
To protect the lives and health of the community living too close to the disposal sites and who would be
adversely affected by works in the landfills, safeguards measures must be in place in compliance with the
World Bank’s social and environmental safeguard policies and requirements. To this effect, an
Environmental Social Impact Assessment (ESIA) is being finalized and a Resettlement Action Plan (RAP) is
being prepared to identify resettlement options for the adjacent communities that are at high risk of
social, environment and health adversity.
Resettlement is a complex undertaking considering space and housing constraints and a lack of experience
in resettlement activities on the part of the Government and stakeholder engagement. Nevertheless,
resettlement to a lower risk environment remains an essential priority for the health and safety of nearby
residents and must be led and implemented by the Government of Sint Maarten. As of mid-June, the
NRPB and the Government have initiated discussions on possible resettlement locations and
compensation packages which are critical pre-requisites to resettle the community facing the risk of slope
failure. Timely progress on this work is critical to advancement under the project.
Project implementation currently faces challenges posed by COVID-19 pandemic, including delayed
equipment shipping, onboarding of technical experts, restriction on consultants’ visits and safeguards
consultations. In particular, the finalization of the safeguards activities is pending, and the advancement
is limited due to the pandemic restrictions. Engagement with Sint Maarten’s Government on project
restructuring and fulfillment of next steps described above has started.
Results:
Some project activities and procurement have been progressing steadily. Application of alternative daily
coverage in Municipal Solid Waste Landfill since October 2019 has resulted in a better fire control,
reducing fires from 30 to two hotspots, and improvement of short-term landfill management. Additional
coverage material and storage containers were procured and delivered in June.
Metal wrecks piling on the Irma Disposal Site (IDS) and car wrecks around the island will be removed.
During this reporting period, the Government has identified a location for the establishment of a
Temporary Debris Storage and Reduction (TDSR) facility to host waste reduction equipment. Procurement
of the design and construction of the site is underway with technical inputs and hands-on support from
the World Bank. The ship salvaging and shoreline cleaning activity is expected to start in August 2020. The
ship salvaging approach will include creation of artificial coral reefs as proposed by the Sint Maarten
Nature Foundation.
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A waste handler bulldozer and a wheel front loader were delivered to Sint Maarten on January 27 and on
May 29, 2020, respectively. More waste reduction equipment (such as glass crusher, woodchipper, and
tire shredder), personal protection equipment, a waste compactor and a weighbridge are under
procurement. To strengthen the waste and landfill management capacity, the NRPB is recruiting several
technical and safeguards experts, including a second Environmental Safeguards Specialist, a Social
Safeguard Specialist, and a resettlement expert (consultant) to support the project.
Development of long-term options for a sustainable waste management system for the country is
advancing. A Short-Term Plan for Waste Management, a Regional Market Study for Waste Management
in Caribbean, two Pre-feasibility studies (one on landfill recontouring, closing and extension and another
on integrated waste management facility) are being completed. A National Waste Management
Plan/Strategy is being finalized. The studies will be followed by the development of a comprehensive
financial framework for the waste management sector and preparation of a bidding package for the
design, build and operate contract for recontouring, closing and extension of the MSW and IDS landfills.
These two tasks are planned to be completed within 2020 calendar year.

Airport Terminal Reconstruction Project
The Airport Terminal Reconstruction Project (US$72 million) was approved on December 9, 2019 25 and
leveraged an additional US$57 million from the European Investment Bank and U S$7 million from the
Airport operating company to reconstruct the airport. It also supports the operational expenditure of
PJIAE (US$21 million) in case of a major external shock during the reconstruction period. The grant will
also support project management and capacity building (US$1 million). On April 4, 2020, an agreement
with the airport’s bondholders enabled the release of US$72 million in insurance proceeds due to PJIAE
which they had held in escrow. These proceeds were released in April 2020 once conditions for
effectiveness were completed for the World Bank Airport Project. This constitutes a key milestone for Sint
Maarten’s economic recovery. The Airport Project will finance the rebuilding and reequipping of the
terminal of the Princess Juliana International Airport (PJIA) to pre-Irma passenger capacity and improve
its natural disaster resilience. PJIA is the main international airport serving Sint Maarten and Saint Martin,
which carried 1.8 million passengers and 62,144 aircrafts per year, before Hurricane Irma.
Results:
COVID-19 restrictions have delayed mold remediation, however, to continue preparation of this activity,
PJIAE re-launched a bidding of mold remediation using virtual terminal tour images to allow companies
to view the scope of works and finalize the procurement process. The start of mold remediation is
expected in August, to be finalized in December. Bidding documents for the main reconstruction works
are being prepared and are expected to be published in in August 2020, with reconstruction works
estimated to start in January 2021 for a duration of 24 months.
Technical assistance to support airport corporate governance improvements is ongoing. A Corporate
Governance Assessment (CGA) of the Princess Juliana Airport Operating and Holding Companies was
conducted to inform investment decisions. The Government appointed a task force to implement key
actions and recommendations from this assessment. The Task Force prepared a Corporate Governance
Improvement Plan that is under review and is expected to be approved by the Government in July 2020.
Further governance measures will be undertaken to continue to strengthen airport governance. The plan
will be implemented over the following 12 months.
25

The Airport Terminal Reconstruction Project became effective on April 21, 2020.

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Sint Maarten Red Cross Roof Repair Project
The Red Cross Roof Repair Project (US$3.64 million) was approved on December 30, 2019. The project is
implemented by the RCNL and aims to repair up to 200 damaged roofs up to a safe standard for vulnerable
households affected by Hurricane Irma. The project assists vulnerable households in repairing their roofs
to improved safety standards. The project will also increase local capacity in the construction sector by
training more people in construction and employing them in construction crews, thereby contributing to
their economic recovery. NLRC-employed and supervised construction crews repair the roofs with quality
controls and in accordance with World Bank safeguard requirements.
Activities were suspended due to the COVID-19 lock down, but have resumed since late May, following
the lifting of restrictions on construction.
Results:
NLRC conducted a roof repair and roof strengthening workshop attended by 80 households with
damaged houses. To date, 19 roof repairs have been completed. Works have resumed observing
enhanced COVID-19 safety regulations. The total number of roofs that can be delivered during the
lifetime of the project may fall slightly due to the NLRC’s due continued employment costs during the
lockdown.

Sint Maarten Enterprise Support Project
The Enterprise Support Project (estimated US$35 million) was signed in March 2020 and aims to support
eligible MSMEs in accessing financial packages for asset replacement, non-structural repairs and working
capital, channeled through local participating financial institutions (PFIs). A large percentage of MSMEs
have been unable to get financing from local commercial banks as they have collateral requirements
they cannot meet, often because these were damaged due to the hurricane and had no insurance or
were under-insured. The Enterprise Support Project will provide, subject to a business plan that is
acceptable to a PFI, financial packages for eligible MSMEs in the form of a combination of grants and
loans for asset and repairs, and standalone loans for working capital.
The World Bank and the NRPB will channel the financing through PFIs who will support eligible
enterprises. Three PFIs have been pre-qualified for the initial roll-out of the project, other FIs have shown
interest and will be able to join after effectiveness if they meet the PFI eligibility requirements.
In the context before COVID-19, the lenders in Sint Maarten were providing limited financing to MSMEs
due to the prevailing high-risk environment and their lack of acceptable collateral. This reluctance is
further exacerbated by the new risks and impacts emanating from the COVID-19 crisis. To mitigate this
situation, a risk sharing mechanism has been introduced to incentivize lenders. The mechanism will allow
the project to partially absorb potential losses on loans from lenders incentivizing them to lend to
MSMEs, while enabling lenders to maintain skin in the game, meaning that they will still exercise
adequate due diligence and care when underwriting and servicing MSME loans, selecting only viable
MSMEs with solid business plans, given that they would suffer losses otherwise.
Results: Agreements with participating financial institutions are being finalized and the Project
Operational Manual has been completed. A Project Manager (PM), Portfolio and Accounting Officer (PAO)
and two Operation Officers (OO) have been hired.

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Roll out to MSMEs is expected once agreements with financial institutions are reached, MSME financing
application infrastructure is established, and outreach and information is ready for distribution.

St Maarten Civil Society Partnership Facility for Resilience Project (CSPFRP)
In May 2019, the SXM TF SC approved the creation of the NGO facility with an indicative funding of US
$7.2 million. The objective of this project is to improve the capacity of civil society organizations
established on the island to support and implement reconstruction and resilience activities. The Facility
is managed by VNG International and the project was approved June 26, 2020. The project will support
immediate community needs through an initial rapid roll out of small grants to CSOs. Project preparation
was completed mostly virtually given the COVID-19 related lockdown.

3.3

Projects under Preparation 26

Six projects are under preparation to address key challenges of building resilience as underlined in the
NRRP, prioritized by the Government of Sint Maarten and endorsed by the SXM TF SC. Many of these
projects are being prepared virtually, using available IT platforms to conduct regular meetings, project
preparation missions, online tours of buildings for assessing construction needs and consultations using
social media and WhatsApp, as a result of lack of access to the island due to the COVID-19 pandemic.
To complement Sint Maarten’s existing project management capacity challenges, new projects are
planning to use alternative implementation arrangements in complement to NRPB and other
implementation partners.
Given the impact of the COVID-19 related lockdown and uncertainty around its impact on future working
conditions, the estimated and projected timelines provided in this section are subject to review and
changes.

Solid Waste Management and Environmental Improvement Project
The Solid Waste Management and Environmental Improvement Project (estimated US$35 million) will
aim to improve long-term waste management and environmental protection. Its broader objective will be
to implement key elements of the government’s long-term waste management strategy and its Roadmap
for Sustainable Waste Management. The project will draw upon Long-Term Waste Management studies
that are ongoing, to develop sound evidence-based long-term solutions. In addition to immediate actions
which can be undertaken by the Government to improve current waste management practices and policy,
the long-term options are being developed and could be considered for financing by late 2020 or
2021. The studies fill significant knowledge gaps on basic waste data (e.g. waste volume, composition, and
origin etc.), assess the existing market for recycling and disposal of relevant types of wastes in the region,
and propose institutional, technical, financial, and regulatory solutions to waste reduction, processing,
and disposal.

Public Finance, Social Insurance and Resilience Development Policy Operation
Following a request by the Government of Sint Maarten in January 2019, the Steering Committee
approved the preparation of a Development Policy Operation (DPO), the first in a series of two operations
(of US$15 million each). These operations aim to support policy actions that are necessary to Sint
Maarten’s sustainable and resilient financial future. The DPO is designed to support improvements in
public financial management, tax reform, public sector transparency, resilience measures and improved
26
Amounts provided are estimative and will be consolidated during the appraisal stage once the exact scope,
components and activities of the projects have been determined.

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 22 | 38

social insurance. The DPO program may require adjustments in the context of a liquidity facility being
established by the Government of the Netherlands to the Government to support reforms to be executed
by the Government of Sint Maarten.

Digital Government Transformation Development
The Digital Government Transformation Project (estimated US$15 million) aims to enhance the efficiency
of delivery and access to selected public services for citizens and businesses, as well as the resiliency of
government systems. An estimated US$12 million will be executed by the Government under four
components. The project will strengthen the policy and regulatory environment, institutional capacity,
and change management in the context of the challenges of operating in a small island state. The project
will introduce the enabling foundational platforms needed to develop e-services and improve back-office
functioning, including digital payments, an interoperability platform, and digital single sign-on. It will also
improve resilience of the Government’s service delivery infrastructure by enabling cloud services and
digitization of key Government records. The project also focuses on improving the citizen and business
interfaces with Government services across multiple channels, both physical and digital. A Contingent
Emergency Response Component, which can be activated in the event of a disaster.
The project is expected to become operational in the fall of 2020. An estimated US$3 million in studies
and technical assistance are being executed by the World Bank to finance critical project preparation and
implementation studies and develop a digital transformation strategy that will guide government’s future
Information and Communications Technology (ICT) investments.

Sint Maarten Road Connectivity and Resilience Improvement Project
The SXM TF SC approved the preparation of a Road Connectivity and Resilience Project in April 2019
(estimated US$20 million). Its objectives are to improving connectivity between the western and eastern
parts of the country by building a critical road link and to enhance the resilience and safety of transport
infrastructure. The proposed project cost includes associated Technical Assistance. As the identified road
link requires land acquisition, the NRPB and the Government of Sint Maarten will start consultations with
those potentially affected and prepare necessary safeguard instruments. Connection of the road with the
French side of the island also requires consultation between the Government of Sint Maarten and the
French overseas collectivity of Saint Martin. Project preparation, which requires on-site, in-country
presence, negotiations with landowners, on-site work by engineering firms and contractors has been
halted during the COVID-19 pandemic and will resume once access to the island is possible again.

Resilient Schools Project
In its July 2019 meeting, the SXM TF SC approved an estimated US$35 million for the Education sector in
Sint Maarten to support the Government’s 2018 Education Master Plan. These resources will support (for
an estimated US$30 million) a Project for school reconstruction and to support improvements in
education management to the Ministry of Education, Culture, Youth and Sports (MECYS) and (for an
estimated US$5 million) a project aimed at child protection and learning to be implemented by UNICEF
NL (see below). The projects will share a common results chain to align activities. The Resilient Schools
Project will focus on (1) Rebuilding safe schools, (2) Restoring a community learning and cultural
environment, (3) Strengthening the Ministry Management Information System. Preparatory architectural
and systems studies will be launched during the summer of 2020 and the project is expected to be
approved in early 2021. Given the COVID-19 pandemic, preparation continues virtually. A close
collaboration between NRPB, MECYS, and relevant school boards will support implementation.

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 23 | 38

Child Protection and Development Project
The Child Protection and Development Project (estimated US$5 million) is to be implemented by UNICEF
NL in collaboration with MECYS. The project will support activities to strengthen (a) the resilience of
students and staff to the emotional and physical impacts of natural disasters and (b) child protection
systems and services to improve preparation and response to natural disasters and support protection of
children against trauma and abuse. UNICEF NL’s capacity developed while working with the Government
of Sint Maarten on child protection and disaster preparedness and provides additional implementation
capacity for the SXM TF. The project is expected to be launched in the fall of 2020. To support project
preparation activities, a small project preparation grant has been provided to UNICEF NL.

3.4

Analytical Work

Analytical work was either completed or is underway to generate knowledge needed to inform decisions
for new funding under future tranches of the SXM TF, as detailed in the table below and includes studies
as well as technical assistance.
ANALYTICAL WORK
Studies Completed
Completion Dates 27
Support to Develop National Recovery and
COMPLETED
Resilience Plan (Report)
Rapid Housing Sector Assessment (Study)
COMPLETED
Airport Corporate Governance Assessment (Study)
COMPLETED
Sint Maarten Hospitality Reconstruction Financing
COMPLETED
Due Diligence (Study)
Tourism Sector Recovery Strategy Support
COMPLETED
(Technical Assistance with Outputs)

1
2
3
4
5

Ongoing TA
7
8
9
10

Low-Income and Affordable Housing Technical
Assistance (Technical Assistance)
E-Government Strategy (Technical Assistance with
Outputs)
Support to the Airport Corporate Governance Task
Force (Technical Assistance)
National Risk Assessment (NRA) (AML/CTF)
(Technical Assistance)

Q3 CY20
Ongoing
Q2 CY21
Q1 CY22

Studies Ongoing
11
12
13

4

Public Expenditure Review
Long-Term Waste Solutions (Studies)
Country Environmental Analysis (CEA) (Study)

Estimated Delivery
Q3 CY20
Q2 CY20
Q3 CY20

Project Preparation and Implementation Issues & Solutions

Estimated timelines are subject to change to meet operational requirements to consider government availability,
potential delays due to political transition and the effects of COVID19.

27

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 24 | 38

4.1 Program Implementation Capacity (project preparation, implementation, and overall
management of resources)
NRPB’s critical functions including Program and Project Management, procurement, fiduciary and
safeguard functions have been strengthened through its expansion of staff. Further hiring is ongoing to
fill the gaps to support safeguards, procurement, fiduciary and project management. Program and project
management challenges need to be strengthened with stronger managerial capacity. The framework
agreement designed to streamline contracts and procurement for ERP 1 will add to NRPB’s engineering
and project management capacity. However, the COVID-19 pandemic has slowed down further
recruitment efforts. With 6 projects under preparation, third party support for project execution, both
through direct support to the NRPB and by engaging agencies directly to implement projects, will boost
implementation capacity of the Trust Fund Program.
Currently, over one third of supervision resources are being allocated to World Bank Fiduciary and
Safeguard support and nine percent to Hands on Support in procurement and engineering. It is expected
that with several alternative implementation arrangements in place and further strengthening of NRPB,
the hands-on support can gradually be downsized over time.
The ownership and commitment to the objectives of the SXM TF and participation of the Council of
Ministers and line ministries in project preparation and implementation remains central to project
success. The new Government has been focused on managing the COVID-19 effects and continues to face
the challenge of limited human and financial resources. Technical support to line Ministries to promote
integration of the activities of the SXM TF with those of the Government is being strengthened with
support from the Netherlands and the World Bank.
The SXM TF’s engagement with Sint Maarten’s government has continued during the recent political
transition period which started in September 2019 and the COVID-19 pandemic lockdown. Engagement
with the Prime Minister and the Council of Ministers has the objective of building a strong dialogue based
on accurate and timely information.

4.2 Project Supervision Capacity
To provide further supervision and coordination support, WB staff and consultants continue to engage
virtually with NRPB and Government and other counterparts on Sint Maarten and The Netherlands, while
travel routes from the US remain unavailable. Technical teams conduct virtual missions and will resume
extended missions hosted by the NRPB, once the situation allows.

4.2 Absorption Capacity and Regulatory Issues
SXM TF project activities have faced significant challenges in attracting qualified firms for urgent works
due chiefly to the small market and small size of firms on island, as well to competition for labor with
other ongoing works. Regular efforts are made to reach out to local and regional firms and encourage
their participation, both by NRPB and by the World Bank and the NRPB jointly. The lack of participation
of larger and better capacitated firms in tenders is a major challenge for implementation advancement.
More time and experience of collaboration with local firms is needed to develop local familiarity with
competitive procurement procedures and contract implementation under World Bank managed
projects. Firms unfamiliar with procurement procedures often submit incomplete bids and offer inflated
prices. Additional constraints impact the performance and response speed of local contractors such as
difficulties in meeting insurance, bonding and financial requirements through local banks, limited labor
capacity, and the time required for material deliveries.

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 25 | 38

While the effects of COVID-19 have exacerbated these problems, the government recently provided
exceptional waivers for firms and personnel allowing them to continue implementing a limited number
of works during the lockdown. However, lack of easy access to the island and lack of clear and
streamlined administrative arrangements to facilitate access to the island and working on the island will
continue to affect the pace of implementation. Safety measures related to COVID-19 (such as mandatory
quarantines) will also need to be in place and will affect implementation timeline. In addition, access to
the island, imports of materials and goods will be affected by COVID-19 related travel restrictions on
island.
Work and residency permits, visas, and tax exemptions are needed for foreign consultants and
contractors to work in the island. Labor laws that restrict the ability to hire temporary workers and
contract international employees have been noted as a significant challenge by implementation partners
and by NRPB.
Support from Government has been requested and is urgently needed to facilitate the participation of
international contractors and consultants. Currently, the program relies on the support of international
consultants to provide Hands on Assistance on behalf of the World Bank, to support procurement and
safeguards activities.
Lack of resolution of these challenges may hamper the ability to attract labor resources due to the
simultaneous launch of large projects such as the airport terminal, the new hospital, and several hotels in
a pandemic and post pandemic environment and may cause delays in implementation.

5

Outreach and Communications

The Trust Fund Dashboard (www.sintmaartenrecovery.org) and an NRPB website were developed to
inform stakeholders including Government, private sector, NGOs, media, tourists, parliament, and general
public of Trust Fund activities and advancement. Project launches are being organized and further
outreach efforts will be deployed by the NRPB and the World Bank in coordination to inform all
interlocutors.
Outreach activities were halted due to the pandemic crises. Meetings will resume once access to the
island can be secured.
In the past six months, two radio commercials ran for four weeks on four radio stations. Three press
releases were sent about NRPB activities and three about World Bank signings/events, all of which were
picked up by local media. NRPB posted 11 original posts on Trust Fund activities on the NRPB Facebook
(and many more reposts), and most liked was 310 times and the most shared was 18 times (about the
Digital Transformation Project stakeholders’ consultations). One public consultation session was held for
private homeowners.
Information on the SXM TF program can be found on the NRPB and SXM TF website at:
https://nrpbsxm.org/ and https://www.worldbank.org/en/country/sintmaarten. The SXM TF dashboard
with an overview of the latest information is available at: https://www.sintmaartenrecovery.org/home.

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 26 | 38

ANNEXES

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 27 | 38

ANNEX 1: Alignment of NRRP and Trust Fund activities
Pillar 1 – Community Recovery and Resilience
NRRP Listed Areas of Engagement
Housing
• Repair assistance
• Increase access to affordable housing
• Strengthen housing for climate resilience
• Facilitate ownership

Health
• Resilient hospital construction
• Enhancing secondary healthcare services
• Ensure sustainable continuity of insurance coverage
Employment, Livelihoods and Social Protection
• Strengthen social assistance through trainings and programs to
supplement household income
• Build additional shelters
• Improve social services and their targeting
Solid Waste:
• Remove debris caused by Irma and address dump fires
• Implement recycling program to reduce waste
• Upgrade sewage networks

Education
• Repair and rebuild resilient schools, psychosocial support, improve
safety and preparedness
• Strengthen legislation for resilience
• Train teachers in disaster management
• Strengthen programs for vulnerable children
• Improve vocational and tertiary education options in St. Maarten

Trust Fund Projects and Analytical Work
Housing Related Activities
• Emergency Recovery Project I (US$55.2M): Social and private housing repairs, roof repairs,
Technical Assistance for housing policy and resilience standards
• Red Cross Roof Repairs Project: (US$3.6M) to support rehabilitation of roofs of the most vulnerable
households
• Rapid Housing Sector Assessment (ASA), Low Income and Affordable Housing Reconstruction
Analysis (ASA)
Health Related Activities
• Hospital Resiliency and Preparedness Project (US$25M) : repairs and upgrading of existing hospital
and construction of a new hospital to Hurricane 5+ resistant standards.
• Public Expenditure Review (ASA – analysis of health insurance cost and sustainability)
• Development Policy Operation (2 x US$15M) 28
Social Protection and Emergency Recovery Related Activities
• Emergency Recovery Project I (US$55.2M): rehabilitating 13 public shelters
• Emergency Income Support and Training Project (US$22.5M): Stipends, training and improvement
of targeted social services
• Development Policy Operation (two operations of US$15M)
• Schools and Shelters Assessment (ASA)
Solid Waste Related Activities
• Emergency Debris Management Project (US$25M) : Extinguishing fires, debris clearance, collection,
and processing and improving landfill management
• Long-term Waste Solutions Analysis (ASA) supporting the development of Government’s roadmap
for sustainable solid waste management
• Solid Waste Management and Environmental Improvement Project (US$35M estimated) (planned)
Investments in long term solutions
Education Related Activities
• Emergency Recovery Project I (US$55.2M): Repairing schools and community facilities
• Safe schools and shelters (ASA): define repairs and resilience plans for schools
• Resilient Schools Project (US$30M) (pipeline)
• Child Protection and Development Project (US$5M) (pipeline)

28 This operation finances multiple objectives and therefore appears in different places in the table

A n n u a l R e p o r t 2 0 1 9 P a g e 28 | 38

Environment
• Rehabilitate and protect natural and built environments
• Strengthen environmental protection
Community Recovery
Pillar 2 Economic Recovery and Resilience
NRRP Listed Areas of Engagement
Macroeconomic Outlook
• Strengthen capacity for tax collection and fiscal policy formulation

Tourism and Commerce
• Secure and strengthen resilience of tourism sector
• Diversify the economy through supporting SMEs

Finance
• Increase access to credit and affordability of investment capital
Pillar 2 Economic Recovery and Resilience (continued)
NRRP Listed Areas of Engagement
Airport
• Repair and rebuild airport for greater resilience
Ports and Marinas
• Restore ports and marinas while ensuring greater resilience
Roads and Drainage
• Improve the drainage network in communities with recurrent
flooding
Utilities and ICT
• Improve delivery of Water, Electricity, ICT Services

Pillar 3 Government Recovery and Resilience
NRRP Listed Areas of Engagement
Disaster Risk Management
• Strengthen the National Meteorological Service
• Strengthen and repair communications of the fire department
• Integrate into the Caribbean Disaster Emergency Agency
• Develop a risk-financing strategy/join CCRIF

Environment Related Activities
• Solid Waste Management and Environmental Improvement Project (US$35M estimated) (planned)
• Country Environmental Analysis (ASA)
•
St Maarten Civil Society Partnership Facility for Resilience Project (US$7.2M)
Trust Fund Projects and Analytical Work
Macroeconomic Related Activities
• Public Expenditure Review (ASA)
• Development Policy Operation (two operations of US$15M)
• National Risk Assessment (ASA and technical assistance)
Tourism and Commerce related activities
• Enterprise Support Project (US$35M); access to finance for MSMEs
• Tourism Sector Recovery Strategy Support (ASA)
• Sint Maarten Hospitality Reconstruction Financing Due Diligence (ASA)
• Informing SME and Tourism Recovery (ASA); analysis of tourism support needs
Finance related activities
• Enterprise Support Project (US$35M); Financial intermediaries are supported to provide greater
access to finance for MSMEs
Trust Fund Projects and Analytical Work
Airport related activities
• Airport Terminal Reconstruction Project (US$72M)
Ports and Marinas
• Emergency Debris Management Project (US$25M): Vessel salvaging
Roads and Drainage Related Activities
• Transport Connectivity & Resilience Improvement Project (US $20M) (under preparation)
Utilities and ICT related activities
• Emergency Recovery Project I (US$55.2M) (Water storage and distribution and Electricity repairs)
• Digital Government Transformation Project (US$12M) modernize public service centers and
government systems
• Digital Transformation ASA to support analytical work underpinning Digital Government
Transformation Project
Trust Fund Projects and Analytical Work
Disaster Risk Management Related Activities
• Emergency Recovery Project I (US$55.2M); Police station repairs, fire department communication
equipment and repairs, capacity building, improvement of hydrometeorological services. Accession
into the Caribbean Catastrophe Risk Insurance Facility (CCRIF)
• Knowledge-sharing about risk financing with other Caribbean countries
• Development Policy Operation (two operations of US $15M)

A n n u a l R e p o r t 2 0 1 9 P a g e 29 | 38

Governance and Public Financial Management
• Implement Government Financial Management Information
System
• Modernize ICT systems
• Implement a tax reform
• Rebuild the tax receivers/registry building
Justice, Public Safety and Security
• Repair and Strengthen prisons and police stations
• Relocate and equip the 911 dispatch center
• Properly equip law enforcement staff
• Address critical ICT needs.
Additional Public Buildings
• Repair additional public buildings such as the Post Office, National
Library and the National Civil Aviation building

Governance and Financial Management Related Activities
• Public Expenditure Review (ASA) – Analysis of public expenditures and systems
• Development Policy Operation (two operations of US $15M)
• Digital Government Transformation Project (US $12M) modernize ICT back systems and services
• Corporate Governance Strengthening - Airport ASA and TA
Justice, Public Safety and Security
• Emergency Recovery Project (US$55.2M) – Repairing of two police stations and extension of the
Emergency Operations Center

Additional Public Buildings
• Emergency Recovery Project (US$55.2M), Repairing of key Government buildings

Projects under implementation in Bold
Projects under preparation in Blue
ASA: Advisory Services and Analytics

A n n u a l R e p o r t 2 0 1 9 P a g e 30 | 38

ANNEX 2: Results Framework – Projects under implementation as of June 30, 2020
Emergency Recovery Project

Emergency Income Support
and Training Project

Hospital Resilience and
Preparedness Project

Emergency Debris
Removal Project

Development Objective: Contribute to Sint Maarten’s
immediate emergency recovery needs and strengthen
institutional capacity to manage resilient recovery and
reconstruction.

Development Objective: To provide
temporary income support, improve the
employability of affected beneficiaries in
targeted sectors, and strengthen the social
protection system’s capacity for shockresponse and protection of the poor.

Development Objective: Improve
the preparedness and capacity of
hospital services.

Development Objective: To
manage debris from the
hurricane and reconstruction
activities.

• Outcome Indicator 1: Number of critical disaster
preparedness and response facilities repaired to
resilient standards.
Baseline: 0; Target: 10, Actuals: 3
• Outcome Indicator 2: Share of households with
electrical services resilient to hurricanes.
Baseline: 86%; Target: 93%, Actuals: 86%
• Outcome Indicator 3: Water storage capacity of Sint
Maarten utility (average daily demand).
Baseline: 0.7 days; Target: 2 days; Actuals: 0.7 days
• Outcome Indicator 4: Housing units repaired to
resilient standards.
Baseline: 0; Target: 350; Actuals: 146
• Outcome Indicator 5: Number of public buildings,
other than emergency preparedness and response
facilities, repaired to resilient standards.
Baseline: 0; Target: 8; Actuals: NYR
• Outcome Indicator 6: Percentage of projects of which
the implementation is deemed satisfactory or
moderately satisfactory as per the World Bank rating.
Baseline: 0; Target: 75%; Actual: 75%

• Outcome Indicator 1: Number of
beneficiaries enrolled in the EISTP
receiving income support on a monthly
basis in exchange for their participation
in EISTP training and achieved the
minimum attendance rate.
Baseline: 727 (of which 420 are female);
Target: 1,155 (of which 670 are female).
Actuals: 1,979, of which 1,366 are
female
• Outcome Indicator 2: Percentage of
beneficiaries who complete training in an
occupational area.
Baseline: 0; Target: 50% (of which half
are female); Actuals: 72% of total (40%
female)
• Outcome Indicator 3: Number of records
in the Social Registry
Baseline: 0; Target: 1,000; Actuals: NYR

• Outcome Indicator 1:
Overseas medical referrals
reduced (percentage).
Baseline: 0; Target: 45%;
Actuals: 79%
• Outcome Indicator 2:
Emergency Disaster
Preparedness Plan and
Evacuation Plan implemented
according to procedures
(percentage).
Baseline: 60%; Target: 90%;
Actuals: 60%
• Outcome Indicator 3:
Technical audits to evaluate
quality and preparedness of
service delivery rated
satisfactory (percentage).
Baseline: 0; Target: 90%
Actuals: NYR

A n n u a l R e p o r t 2 0 1 9 P a g e 31 | 38

• Outcome Indicator 1:
Volume of land-based
debris is safely cleared and
processed (cubic meters).
Baseline: 0; Target:
150,000; Actuals: NYR
• Outcome Indicator 2:
Number of vessels safely
recovered and salvaged.
Baseline: 0; Target: 100
Actuals: NYR
• Outcome Indicator 3:
Extinguish fires at the two
disposal sites (the
municipal disposal site and
the temporary Irma debris)
(number)
Baseline: 0; Target: 2
Actuals: measure to be
revised due to current fire
status.

ANNEX 2 continued: Results Framework – Projects under implementation
Airport Terminal Reconstruction
Project

Roof Repair Project

Enterprise Support Project

Development Objective: The development objective is
to restore the passenger capacity of Princess Juliana
International Airport to pre-Irma levels with improved
resilience to hurricanes.

Development Objective: The project’s development
objective is to repair roofs up to a safe standard for
vulnerable households affected by Hurricane Irma.

Development Objective: The development objective is
to support the recovery of micro, small, and medium
sized enterprises through direct financial assistance to
contribute to the restoration of economic activity.

• Outcome Indicator 1: Passenger handling capacity of
the terminal.
Baseline: 1 million; Target: 2.5 million; Actuals: 1
million

• Outcome Indicator 1: Roofs repaired to safe
standards, contributing to increased resilience to
natural disasters and climate change.
Baseline: 0; Target: 200; Actuals 19

• Outcome Indicator 1: Cumulative number of MSMEs
receiving packages for assets, repairs or working
capital.
Baseline: 0; Target: 600; Actual: NYR

• Outcome Indicator 2: Resilience of terminal building
to Irma level hurricanes.
Baseline: no; Target: yes; Actuals: NYR

• Outcome Indicator 2: Households have increased
knowledge of hurricane resistant housing.
Baseline: 0%; Target: 60%; Actuals NYR

• Outcome Indicator 3: completion of package 2
terminal reconstruction works.
Baseline: 0; Target: 100%; Actuals: 0%

(NYR=Not yet reported)

• Outcome Indicator 2: Cumulative number of women
owned or managed MSMEs receiving packages for
assets, repairs or working capital.
Baseline: 0; Target: 240; Actuals: NYR

• Outcome Indicator 4: Installation of strengthened jet
bridges.
Baseline: no; Target: yes; Actuals: NYR
• Outcome Indicator 5: installation of resilient
entrance doors.
Baseline: no; Target: yes; Actuals: NYR

• Outcome Indicator 3: Volume of grants and loans
supported through the project over its lifetime.
Baseline: 0; Target: $33 million; Actuals: NYR
• Outcome Indicator 4: Volume of grants and loans
supported through the project to women owned or
managed MSMEs over its lifetime.
Baseline: 0; Target: $13.2 million; Actuals: NYR

• Outcome Indicator 6: Restoration of baggage
handling system.
Baseline: no; Target: yes; Actuals: NYR
• Outcome Indicator 7: PIJAE submits quarterly reports
describing claims received through GRM and how
issues were resolved.
• Baseline: no; Target: yes; Actuals: NYR

A n n u a l R e p o r t 2 0 1 9 P a g e 32 | 38

ANNEX 3: Financial Overview as of JUNE 2020
Total contributions from the donor to the Trust Fund for the period April 2018 - June 2020 amounted to $305.7
million, paid in April and November 2018. Total disbursements (for operations and administration) reached
$80.7 million and undisbursed commitments $172.2 million. The disbursements in January - June 2020 totaled
$38.4 million. After adjusting for investment income and the administration fee, the Trust Fund balance is $59.4
million from contributions which will be allotted to confirmed activities.

ALLOCATION OF FUNDS
$9.2 M

$3.6 M

$4.6 M
Recipient Executed Activities
Bank Executed Activities – Advisory
Services & Analytics
Bank Executed Activities –
Preparation/Implementation Support
Program Management & Administration

$239 M

Funds allocated directly to operations, analytical work, and client support (Recipient Executed Activities,
Advisory Services and Analytics and Preparation and Implementation Activities) total $252.7 million and $3.6
million have been allocated to Program Management and Administration to date. Of the operational allocations
made, $40.4 million were allotted in January - June 2020.

ALLOCATION TO RECIPIENT EXECUTED ACTIVITIES
$3.6 M
$0.1 M

Emergency Recovery I

$0.5 M

Hospital Resiliency and Preparedness

$55.2 M
$72 M

Emergency Income Support and Training
Enterprise Recovery Project
Emergency Debris Management

$25 M
$25 M

$22.5 M
$35 M

Airport Terminal Reconstruction
Civil Society Partnership Facility for
Resilience (PPG-CSPFRP)
Red Cross Roof Repair Project (Main)
Child Protection and Development

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 33 | 33

DISBURSEMENT OF RECIPIENT EXECUTED ACTIVITIES
$9.6 M - 14%

$0.5 M - 1%

$0.2 M - 0%

Emergency Recovery I

$25.6 M - 38%

Hospital Resiliency and Preparedness
Emergency Income Support and Training
Enterprise Recovery Project
Emergency Debris Management
Child Protection and Development

$19.3 M - 28%
$12.6 M - 19%

Recipient-executed activities (Investment Projects) were allotted funding in ten grants: 1) Emergency Recovery
I; 2) Hospital Resiliency and Preparedness; 3) Emergency Income Support and Training; and 4) Enterprise
Recovery; 5) Emergency Debris Management; 6) Airport Terminal Reconstruction Project; 7) Civil Society
Partnership Facility for Resilience; 8) Red Cross Roof Repair; and 9) Child Protection and Development. Of these,
nine grants for $239 million were effective at end June 2020. Funds disbursed by these grants amounted to USD
$67.8 million, of which $0.5 million in January-June 2020, and a further $171.2 million remains available for
disbursement under effective projects.

DISBURSEMENT OF BANK EXECUTED PREPARATION/IMPLEMENTATION SUPPORT ACTIVITIES

Disbursements by Category
$6.7 M

10%
8%

Project supervsion

5%

FM support

7%

Procurement

70%

Environment support
Social Safeguards support

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 34 | 33

Emergency Recovery 1

Disbursements by Activity
$6.7 M

Hospital Resiliency & Preparedness
Emergency Debris Removal and Cash for Works
Emergency Income Support and Training
FM Support
Environment Support
Airport Terminal Reconstruction
Social Safeguards Support
Enterprise Recovery
Corporate Governance Assessment for Airport
Hands-on implementation support for Emergency Recovery I
Financial Facilitation for the Airport Terminal Reconstruction
Procurement
Digital Government
First Programmatic DPO
Connectivity and Resilience Improvement
Civil Society Organizations Facility
Resilient School
Red Cross IRMA Recovery Programme
Education Small Grant Preparation

Bank-executed Preparation/Implementation Support funds are allotted to twenty tasks. Total disbursements
were $6.7 million, of which $1.2 million in the period January-June 2020, with a further $0.6 million in
undisbursed commitments. Seventy percent of funds are allocated to project supervision. Together, support to
safeguards, procurement, and financial management, including Hands on Support, amounts to 37% of total
expenditures for preparation and supervision.

ALLOCATIONS FOR BANK EXECUTED ADVISORY SERVICES & ANALYTICAL ACTIVITIES
ASA Allocations
$4.6 M

Debris Clearance and Management
Hurricane Irma Recovery Framework
Private Sector Recovery and Resilience
Low-Income and Affordable Housing TA
Public Expenditure Review
Hospitality Reconstruction Financing Due Diligence
PJIAE CG Task Force Support
Digital Government Transformation
Sustainable Waste Management

S e m i - A n n u a l R e p o r t 2 0 2 0 P a g e 35 | 33

In April 2018 - June 2020, Bank-executed Advisory Services & Analytical Activities were allotted funding in nine
grants: 1) Debris Clearance and Management (funding for environmental and firefighting expertise);
2) Hurricane Irma Recovery Framework (retroactive funding for the development of the NRPP); 3) Private Sector
Tourism Recovery and Resilience; 4) Low-income and Affordable Housing TA; 5) Public Expenditure Review; 6)
Hospitality Reconstruction Financing Due Diligence; 7) PJIAE CG Task Force Support; 8) Digital Government
Transformation; and 9) Sustainable Waste Management. Funds disbursed so far under these grants amounted
to $2.8 million, of which $0.8 million was in January - June 2020, with a further $0.3 million in undisbursed
commitments.

TABLE I: DISBURSEMENTS AS OF JUNE 2020 IN USD

Funds Committed by Government of the Netherlands (up to)
Funds Received from Government of the Netherlands
Investment Income
Admin Fee
Total Disbursements
Operational (RETF and BETF)
Non-Operational (PM&A)
Total Commitments (amounts committed for planned expense but
not yet disbursed)
Operational (RETF and BETF)
Non-Operational (PM&A)
Funds Available for Disbursement/Allocation of Confirmed Activities
Funds Outstanding from Government of the Netherlands (up to)

REPORTING PERIOD ENDED
JUNE 16, 2020 (USD)
$541,099,800
$305,727,000
$12,613,687
$6,119,516
$77,281,401
$80,726,245
$3,444,844
$172,174,401
$172,112,697
$61,703
$59,395,375
$235,372,800

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TABLE II: SUMMARY OF DISBURSEMENTS FOR ACTIVITIES IN USD
ACTIVITY

TOTAL BUDGET
ALLOCATED**

APRIL 2018-JUNE 2020
DISBURSEMENTS

APRIL 2018-JUNE
2020 COMMITMENTS

Total

$256,376,810

$80,726,245

$172,174,401

Recipient Executed Activities
TF0A8079 Emergency Recovery I
TF0A8176 Hospital Resiliency and
Preparedness
TF0A8265 Emergency Income Support
and Training
TF0A9223 Enterprise Recovery
Project
TF0A9261 Emergency Debris
Management
TF0B0760 Airport Terminal
Reconstruction
TF0B2229 Civil Society Partnership
Facility for Resilience (PPG-CSPFRP)
TF0B2442 Red Cross Roof Repair
Project (Main)
TF0B2513 Child Protection and
Development
Bank Executed Activities
Advisory Services & Analytics
Preparation/Implementation Support
Program Management &
Administration

$238,983,867
$55,200,000

$67,753,098
$25,576,455

$171,230,769
$29,623,545

$25,000,000

$12,590,710

$12,409,290

$22,500,000

$19,337,125

$3,162,875

$35,000,000

$156,473

$34,843,527

$25,000,000

$9,580,335

$15,419,665

$72,000,000

$72,000,000

$147,867

$147,867

$3,624,000

$3,624,000

AVAILABLE BALANCE*
$3,476,164

$512,000

$512,000

$13,752,943
$4,563,023
$9,189,920

$9,528,303
$2,819,455
$6,708,848

$881,929
$272,355
$609,574

$3,342,712
$1,471,213
$1,871,499

$3,640,000

$3,444,844

$61,703

$133,452

*Available Balance means total budget minus disbursements and commitments.
** Please note that in line with WB accounting systems, this allocated budget table does not yet show the
approved Civil Society Partnership Facility for Resilience (CSPFRP) ($7.2 million) as it was not yet accounted as
effective as of June 30, 2020.

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ANNEX 4: SXM TF Governance Structure
The SXM TF is a tripartite partnership between the Government of Sint Maarten, the Government of The
Netherlands and the World Bank.
Steering Committee
The SXM TF is governed by a SC composed of representatives of the Government of Sint Maarten, the
Netherlands, and the World Bank. The Steering Committee decides on Trust Fund allocations by consensus for
the funding of short, medium, and long-term recovery projects and required capacity building activities.
Member of the Steering Committee are the following:
1. Sint Maarten - The Honorable Marcel Gumbs, Former Prime Minister
2. The Netherlands - Mr. Frans Weekers, Vice Secretary General, BENELUX
3. The World Bank - Ms. Tahseen Sayed Khan, Country Director for the Caribbean
Furthermore, a TWG composed of technical staff of the three parties prepares the work of the SC meetings and
convenes on a regular basis to discuss results and challenges of the program, act to resolve pending issues,
resolve differences or clarify information.
The World Bank’s Program Manager heads up the SXM TF’s Secretariat on behalf of the World Bank.
In Sint Maarten
The NRPB which manages the recovery on the ground, has been created by law in Sint Maarten. Its staff consists
of employees and consultants, supported by technical advisors of the World Bank and of the Netherlands as
appropriate.
Further information about Trust Fund Management can be found in the Trust Fund’s Administration
Arrangement.

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