The Hague :---Anyone who arrives in the summer of 2018 at St. Maarten Airport will hear this message in the KLM aircraft: Because of the damage caused by hurricane Irma, the arrival hall cannot be used, and passengers still have to leave the airport via a temporary construction. It is indicative of the situation on the island, which was hit hard in September 2017 by the largest hurricane since Lenny in 1999.
There is still a lot of storm damage visible on St. Maarten. Ships that are blown on the shore, roofs covered with tarpaulin, incredible amounts of debris and waste. The need remains high. Because the whole region has been hit, building materials must come from afar, which makes them very costly, and there is a great shortage of professionals. Tourism, of which the island is dependent for a big part, is slowly growing again, but a year after the hurricane it is still far from the volume it had before the hurricane. The road to recovery is long and winding.
The people from the Netherlands showed an incredible solidarity with the inhabitants of St. Maarten, Saba and St. Eustatius. On the day of the campaign, organized by the Red Cross in close cooperation with the NOS, Radio 2, and the public and commercial broadcasters, "The Netherlands helps St. Maarten", 13.3 million euro was raised. In the end, the balance for our relief activities reaches over 18.6 million euros, see chapter 'Financial account' for more details.
The task of the Red Cross is to spend this money as carefully, effectively and efficiently as possible. After the emergency phase (distribution of food, water and tarpaulins for example) and the early recovery phase (the school meal programme, the food voucher programme, and the first steps of the house repair project), we are now looking at the longer term. This long-term programme focuses on three themes; housing and shelter, livelihood, and disaster preparedness. All future projects of our relief fall under these pillars, as will be highlighted in this report.
The relief work after Hurricane Irma is, for the Red Cross, a trajectory that takes at least three years. With the end of the school year in July, the school meals programme has come to an end. The food voucher programme was completed in August. The home repair programme started with a delay and is set up to assist hundreds of inhabitants of St. Maarten to restore their roof in the coming months; more on this subject can be read under 'Reconstruction Projects'. Other projects are in preparation, for example in the field of disaster preparedness, and projects that make the population of the island more resistant after a disaster.
As with every disaster, we learn a lot on St. Maarten, as discussed extensively under the heading "Lessons Learned". For example, the conclusion that we had to fill international job vacancies in the field of building experts more quickly instead of focusing on local or regional personnel that proved difficult to find. The expectation management for the people who need help is eligible for improvement, and at organizational level there was a lot to learn too. We have done extensive evaluations, much has been achieved, and much has been learned. We wish the inhabitants of St. Maarten, Saba and St. Eustatius a hurricane-proof future and will continue to help them throughout the years to come.
If you have questions after reading this publication, please contact us at any time via This email address is being protected from spambots. You need JavaScript enabled to view it. or 070 - 4455678. We are extremely grateful for your support and involvement in our work.
TABLE OF CONTENTS
1. Overview emergency phase
2. Current early recovery projects
School meals programme
- Preface
- Open House
- The current Head of Mission looks back
- Personal story of former employee Beverly Thomas
Food vouchers
- Preface
- Distribution of food vouchers at the office of the Red Cross
- Personal story affected inhabitant St. Maarten
3. Reconstruction projects
Home repair project
- Personal story delegate
- Construction workshop
Waste2Work
- Overview story
UNICEF
- Personal story Return to Happiness
Association of The Netherlands Municipalities
4. Survey on the psychosocial needs on St. Maarten
5. Support 510 data team
6. Financial account
7. What challenges did we encounter during this phase?
Challenges
Lessons learned
Dilemmas
8. The coming months
Capacity building St. Maarten branch of the Netherlands Red Cross
- Youth first aid volunteers at a public event
- Personal story manager St. Maarten branch of the Netherlands Red Cross
The Red Cross on St. Eustatius
1. Overview emergency phase
On September 6, 2017, Hurricane Irma, a hurricane in the heaviest category, rages over the Leeward Islands St. Maarten, St. Eustatius and Saba. In the days after it becomes clear that the wind force, tidal waves, and hard rain did cause great damage, especially on St. Maarten. Houses were destroyed, there was a lack of food and drinking water, and public life had come to a halt. A large part of the inhabitants of the island is completely dependent on emergency relief. There is an urgent need for food, clean drinking water, and shelter. The residents and social workers, who were all affected, faced an immense task.
In this annual report we offer a complete overview of almost one year of relief on St. Maarten and therefore we report again about the emergency supplies that we have provided in the weeks immediately after Irma (see infograph) and the financial contributions we have made to the relief on the surrounding islands.
In addition to handing out water, food parcels, hygiene kits, tarpaulins, jerry cans and shelter toolkits, the Netherlands Red Cross sent a specialized team in the first weeks after Irma to trace relatives who had lost each other due to the lack of communication networks, and to bring them into contact with each other again. On the island, the St. Maarten team has handled 103 requests for help. Eventually, almost all the missing persons were traced.
In addition, several sister organizations of the Red Cross were helping the Netherlands Red Cross with this emergency relief operation. This mainly concerns the so-called 'in-kind' donations. Other partners also supported the Red Cross in all kinds of areas. Open House/ ID&T in setting up the school meals programme, KLM/ MartinAir with the first transport of relief goods, the Ministry of Defense with the Hercules flights between Curaçao and St. Maarten, and for the transport of our relief goods the Karel Doorman was used. NetHope and Vodafone also contributed by creating a satellite connection for the internet and providing telephone chargers.
The Red Cross works with "global tools"; in other words, relief mechanisms that can be deployed globally when a disaster occurs somewhere. A concrete example of this is the 'Emergency Response Unit' (or ERU), teams of international aid workers specialized in setting up emergency relief that can arrive rapidly on site when every second count. These ERUs are managed by sister associations and can be used by any national association (such as The Netherlands Red Cross). The Swiss Red Cross provided emergency relief teams specialized in logistics; eight 'Emergency Response Unit' delegates were brought in. The Canadian Red Cross provided several other specialized delegates, such as two operational managers and a communications officer. In addition, the Lebanese Red Cross also provided an operational manager, and the Luxembourg Red Cross contributed financially. The Netherlands Red Cross, together with the Red Cross societies of the BENELUX countries had an ERU team that could not be used entirety at the time because they had already been deployed elsewhere. We have sent out several of our own employees.
Support from the Netherlands Red Cross to Cuba and Dominica via the International Federation (IFRC)
The International Federation of the Red Cross launched an appeal after Hurricane Irma damaged several islands, and also requested the Netherlands Red Cross to contribute. For this emergency relief in the region, the Netherlands Red Cross has granted € 500,000 to the International Federation from the "The Netherlands helps St. Maarten" campaign, specifically for emergency relief in Cuba. The expenditures are carried out together with the local Red Cross association.
In addition to the emergency supplies we supplied our sister society the French Red Cross at Saint Martin, and we also sent emergency supplies to Cuba. This were 4,000 tarpaulins and 400 shelter tool kits, worth € 57,580. Hurricane Maria hit the Caribbean on September 19, 2017, less than two weeks after Hurricane Irma. Especially the Windward Island Dominica (between Guadeloupe and Martinique) was hit hard. From the emergency relief stock that was built on St. Maarten after Hurricane Irma, the Netherlands Red Cross supplied a number of goods to Dominica; 2,000 tarpaulins, 4,500 jerrycans of 10 liters, and 200 shelter tool kits, worth € 35,315.
2. Early recovery projects
School meal programme
As part of the projects in the first phase after the disaster, the school meal programme was set up in October 2017 in collaboration with the Dutch festival experts from Open House, see box below. Originally it would run until the end of January 2018, but after an extension (which was possible through a contribution from the Reconstruction Fund of the Ministry of the Interior and Kingdom Relations), until the first week of July 2018, the end of the school year, breakfast and lunch were served at 18 primary schools and at 5 secondary schools on the island.
The aim of this project was to relieve the (financial) pressure of parents to some extent, to stimulate the children to go back to school, and to be able to offer them at least one hot meal per day. Every day 3,116 children were provided with meals, and a total of 875,782 meals were served. The programme was a great success. A huge soup kitchen was set up and at a certain moment, 33 people worked on the preparation of more than 3,000 meals a day. In April 2018, the preparation of the hot lunches was outsourced to CTOS, a kitchen on the French side of the island.
In March 2018, a survey was conducted among the primary schools to generate feedback from both parents and the schools themselves. This showed that parents did indeed experience financial relief through this project and that they were interested in continuation. Another general comment was made was about improving the taste and quality of the meals. Due to the transition to a kitchen on the French side of the island, the 'reviews' improved and there was less waste of food, the latter was previously a point of attention that emerged from the feedback. The survey results also showed that there was room for improvement concerning communication with schools and parents. By gradually improving communication during the year we reached more targeted children. In addition to the fact that several schools started their own meal programme (which caused a number of less vulnerable children to leave the programme), we were able to add vulnerable children from secondary schools to the programme. The price per meal was an average 1.5 US dollars, cheap for local terms. There was overall satisfaction with the project.
- Open House
Open House is an innovation platform for the event industry. Challenges faced by organizers of festivals, concerts and other events are picked up by Open House to see if new technology or other innovations can meet these challenges.
Festivals and refugee camps are both set up in a short time. With this in mind, Open House and the Red Cross started working together at the end of 2016. With the support of the Ministries of Foreign Affairs and Economic Affairs, innovative projects have been started in the fields of energy, sanitation and light. Innovations that were tested at festivals such as Mysteryland. A pilot was also started in Lebanon in the field of sustainable energy earlier this year.
After hurricane Irma, a team from Open House traveled to St. Maarten to investigate how they could support the operation of The Red Cross. That led to the start of the school meal programme. The school meal programme led to a new collaboration in Waste2Work.
- The current Head of Mission looks back
A village that reminds me of home
On September 6, 2017, Jad Ashkar was working in Beirut as head of the Major Incident Management & Response Preparedness programme of the Lebanese Red Cross. Now he is leading the operation of the Netherlands Red Cross on St. Maarten as the Head of Mission. He had never heard of St. Maarten a year ago. He was first on the island in January 2018, deployed by the Red Cross in Lebanon. "I saw how life was picked up again after the disaster", he says. "Nature started to recover, shops opened again. There were still many sunken ships under the water line and on the shore, and there were huge amounts of rubble in the streets, but you felt that a new phase was beginning. The first few months we helped people to meet their basic needs: water, food, and tarpaulin to make roofs".
"At the end of 2017, we started the school meal programme, in which over 3,000 children received daily breakfast and warm lunch at school. We have implemented this programme until the end of the school year. The food voucher programme also started at the end of 2017. People who had been in financial trouble because of Irma were able to buy from the local supermarkets with the help of those vouchers. In August we also completed that programme. In January we started the next phase: preparing and setting up the home repair programme. And we started thinking about how the local St. Maarten branch could help people on the island to prepare for the next hurricane. We also examined how we can make people more economically resilient. If tourism temporarily falls away as an employer after a hurricane, which actually happens once every few years, what alternative sources of income can people generate to survive such a period?"
A Lebanese in the Caribbean, isn't that causing a huge culture shock? "Well no, the island reminds me a bit of home. Lebanon is also a village where everyone knows each other. What is the same: the incredible dedication of volunteers. That should be a little more, 30 volunteers on an estimated population of 40,000 people, that is too few. Truly different is the Caribbean culture. People will not say to you that they do not agree with something, as they would in Lebanon. He laughs. "That will be difficult for the Dutch with their hearts on the tongue."
- Personal story of former employee Beverly Thomas
Sandwiches for the construction workers
Irma was very powerful, a lot of people lost their jobs because of the hurricane. I was also unemployed, but fortunately I was able to get to work at the Red Cross, thank God. I am originally from French Guiana, living for 20 years on St. Maarten, I have four children at home. It was pretty stressful. But put me in a kitchen and I'm happy.
We worked very hard. Every morning at 5 o'clock we started cooking the meal of that day. Over 3,000 hot meals for the schools. Saint Dominic, Saint Borgia, which more? A total of 20 in total according to me. One day the King came to see how things went, that was special.
I enjoyed working with children, after a while I was transferred to one of the schools to prepare breakfast and lunch on the spot. The children called me Miss Beverly, every morning I got a huge amount of hugs. "You look nice today, Miss Beverly." The children called. "Can we help?" So sweet. They could not get enough of the fruits and the chicken, but sometimes they did not like the vegetables, and sometimes they did not know them either. It was great what we achieved as Red Cross. I handed over the leftover sandwiches to the construction workers.
I now cook for people upon request, roti for example, and I bake johnnycakes for the supermarket, which I sell.
Food vouchers
Another project from the first phase after Irma is the food voucher programme, that provided vouchers for 2,811 households in November and December 2017. In order to qualify, people were selected via the community council in the first round. Building on the learning points in the first round, and in consultation with a cash programme expert, in February 2018, the selection of beneficiaries for this programme and the registration process were largely revised to keep us focused on the most vulnerable.
A review of the programme prevented, among others, that masses of people would flock to the distributions and that there would be unclear situations. For example, an online and self-registration portal was set up so that vulnerable people we did not reach in the first round were eligible. This self-registration was a questionnaire that formed the basis for the selection of vulnerable people. This more focused approach took more time because it is a more personalized way of working.
In the meantime, concepts and pilots for the longer term were being developed that elaborate on this food voucher programme, which is always a temporary form of relief. Research is being done to investigate which sustainable livelihood strategies can be introduced in this specific island context, although these are usually not simple trajectories.
- Distribution of food vouchers at the office of the Red Cross
Resistant to the next hurricane
It is busy in the Red Cross building on St. Maarten. Volunteers are checking the data of people who are eligible for the final round of food vouchers behind their computers. These vouchers allow people to shop in the supermarket, but no alcohol and tobacco. Per address people receive 600 Antillean guilders (four times 83.33 US dollars) in receipts. People wait for their turn in the porch. Volunteer Cecilia is a veteran and has been active for the Red Cross for 17 years. She checks in French and English if everyone has registered in advance. Mothers with children, older gentlemen, young men. You could sign up via the internet, or people would heard it on the radio and preregistered personally. In fluent Spanish, Christina checks the data of a man without proof of identity. In the absence of a passport, she checks his address details. Does he have a bill from the electricity company? Or a rental contract? An invoice of cable TV maybe?
Christina is originally from Colorado ("but my mother is from Nijmegen"). She worked in North-Peru, in the aftermath of floodings and landslides. On St. Maarten she led the food voucher programme and is now working on a follow-up to that relief.
"St. Maarten is a beautiful island, where you can witness that economic development has gone much faster than social and political development. The dependence on tourism makes the island very vulnerable. If the stream of tourists suddenly disappears, many people will lose their income. Above all the people who are here without an official status".
"In two rounds we have been able to help over 4,200 households", Christina estimates. Although that number could be higher, since many people still live together because their houses are not habitable due to the storm damage. "That's why we work together with our shelter colleagues", Christina says. "Via the people who have received vouchers, we can also get in touch with people who have not yet been able to repair their roof and who could use our help". So the vouchers add up to 600 Antillean guilders per household for two months; for many people a welcome addition to their budget. The cost of living on the island is high. A rental price of 800 US dollars per month is no exception.
In the first round, different groups of vulnerable people were reached. Aids patients, families with a member that has mental or physical problems, the elderly, foster parents. "We noticed that we did not yet reach certain important groups in the first round. For example, elderly people who could not get out of their homes or from the Spanish-speaking and Creole-speaking community. We searched them more actively in the following rounds of the proceedings".
Now that the food voucher programme is coming to an end and the aid goes into the next phase, that of reconstruction, Christina is looking into new projects to make the people on St. Maarten more resilient for a next hurricane.
Other projects that are being investigated are, for example, 'cash for work’ projects, such as cleaning up hurricane waste in some neighbourhoods. Or horticultural projects in urban areas. "For example, you could think of keeping goats, very handy, because they also eat waste, another problem on the island. Or grow vegetables or fruit, think of mangos and tomatoes. I really expect that we will have to start several small-scale pilots to see what works well for the people of St. Maarten. Learning by doing is the motto".
An older gentleman is now leaving the building with his food vouchers. A cabriolet enters the terrain simultaneously. Maria gets out, her Pekinese dog with his big eyes stays on the co-driver's seat. Every day she picks up clothes that people at The Red Cross leave behind for her, which she then distributes among the people. "I do cook every day, five days a week, with food that the supermarket does not want anymore. And I share clothing and bedding". The cabriolet bulges out when she drives off again. Volunteer Cecilia meanwhile says goodbye to the older gentleman. St. Maarten will certainly survive with people like Maria and Cecilia.
- Personal story affected inhabitant St. Maarten
From holidays in Canada to food vouchers from the Red Cross
On September 6, 2017, I was at home with my husband and two sons. For forty minutes we all pushed against the doors, to prevent them from opening. We had put all furniture against it. The power of Irma was unimaginable, I had never experienced such a hurricane.
When the storm was over, we could assess the damage. The living room and the boys' room had centimeters of water. All furniture was soaked. A roof of another house had landed on ours. The mango tree didn't have a single branch anymore. The worst thing was that we could not find the dogs. Fortunately, they came back later.
In the period before Irma life was good, recently we were on vacation in Canada. My husband and I both worked, I worked as a security officer at the airport. And then suddenly we were both unemployed. My husband recently found a job again. But I am 42 and apparently too old. I have had twelve job interviews in recent months.
The positive thing about Irma was the great sense of solidarity it created here in the district of St. Peters. Everyone shared what thye had. We have a large water tank under the house, so we shared that with the neighbors. The soldiers and the Red Cross were also quick with water and food. Our electricity was up again after a few days, so I could make ice cubes for the neighborhood. People called me the ice lady.
The food vouchers of the Red Cross helped us through a difficult period. I could put decent food on the table again. Chicken, rice. Small portions, but certainly enough to fill our stomachs. And I could buy diapers for our youngest son. He is 7, but has an autistic disorder, which means he is not potty-trained. The pharmacist in Philipsburg also helped me tremendously. He arranged that epileptic medicines for my son were brought in from Curaçao. "Pay me as soon as you can", he said. On the day I had money again, I paid him immediately.
People are still missing. And people still live in temporary buildings or with family. In this street certainly 20 to 25 people. The tarpaulins from September are now worn out. We have been able to pick up life again. I do not have a job yet, but I have found alternative work. I bake pies and johnnycakes end flat corn rolls; all on order. And I fill in tax forms for people. It was a difficult time, and you must dare to ask for help.
3. Reconstruction projects
Home repair project
In the home repair project, people whose (rented) homes had suffered hurricane damage are assisted with technical advice, tools and building materials. They retain the management and responsibility for the repair themselves. Initially, based on the budget, this project focused on 2,000 vulnerable families who would undergo a technical assessment and who then receive a tailor-made shopping list for the construction market, worth up to 1,800 US dollars. Within the criteria for the selection of damaged houses, our target group turned out to be less large and the budget per house too low to build back safer houses. We are now targeting an estimated 1,200 households for which a maximum of 3,000 US dollars is available per house.
The home repair project was delayed for several months because local, even regional technical staff and construction experts were far more difficult to find than expected. In April 2018, with the arrival of a new shelter delegate, the technical expert and contractor had examined 26 houses and a list of building materials had been drawn up for a very limited number of households. Then the technical people left the team because better compensation was paid elsewhere, so no architectural inspections could be carried out. After investigating various alternatives, it was decided to hire several junior shelter delegates to give construction workshops to the communities. With a flyer with construction techniques and hurricane-resistant building techniques, people were interested to participate in training evenings, and after that, they were guided. They also received vouchers for the hardware store after the training evenings.
The selection process of potential participants for the project remains the same; our social officers, mostly local people with a social background who know the different neighborhood communities, visit the neighborhoods to talk to people and to review their homes and living conditions. This way we maintain a personalized approach to reach vulnerable people.
- Personal story delegate
My most difficult disaster
Nepal, China, Pakistan, former Yugoslavia, the tsunami in Southeast Asia - Felix de Vries from Amsterdam has already worked for many humanitarian missions. Yet he says this mission on St. Maarten as shelter delegate was the most difficult job of his career. Helping people to get a proper roof over their heads, and if possible a better one than before; that's his job. Full of admiration, he looks at the traditional Caribbean houses, many of which have withstood the hurricane well. "They are completely made of wood. That makes them flexible, they move with the wind".
But many people no longer live in these traditional houses. Many houses have also been built illegally, without planning permission or anything. Corrugated roofs were 'rolled up' by Irma and ripped off. Almost a year after the disaster many people still live under a roof of tarpaulin. In the worst case, their house is uninhabitable and they find shelter with family or friends, some also live in temporary shelters. Money for repair was missing, also because it took a while before insurance companies proceeded to pay.
"A tent is not a solution here", says Felix. "Imagine, 35 degrees, warm and humid, no privacy. In the first phase after the disaster, we distributed lots of tarpaulins, but also tools, so people could repair their own roof. Now of course we have to move towards a more sustainable solution, but that is not so easy. The problem with St. Maarten is that everything has to be imported, except for sun and wind. For example, one of the major building markets on the island imported everything from Puerto Rico for Irma. But Puerto Rico is hit hard by Hurricane Maria, shortly after Irma raged over St. Maarten. Construction material was already expensive, but after Irma it was also very scarce. And because the tourist industry virtual came to a standstill, many people lost their jobs, so they could not pay for the building materials".
What applies to material also applies to professional knowledge. "Architects and construction workers were understandably already limited on the island. But they became more and more difficult to find because they were hired for relatively high wages by the hotels and the tourism industry. "The staff of the Red Cross shelter programme was also subject to many changes. "We should have progressed faster", Felix says. "The Red Cross always strives to hire as much local expertise as possible, so the local economy is not undermined, and the link with the local communities better, but of course we should have noticed more quickly that under those circumstances, the resources on the Island were insufficient, as in the whole region, because the entire Caribbean was hit simultaneously".
Due to the difficulties in hiring local technical expertise, the strategy for the shelter project has been adjusted. The original idea was, together with the hired experts, to assess what materials people needed, so they could go to the hardware store with a shopping list. Now the plan is to leave the purchasing much more to the people and train them how to build hurricane-resistant. Knowledge, which they can also use well during the next hurricane. "With the help of a local artist, we have made very practical pictures. Many people are illiterate, and these pictures work very well for them. We also organize workshops in which we explain how you can best fix your roof. All under the cliche: we do not give people fish, but they teach them how to use a fishing rod".
The Red Cross itself does not build. "An application for a building permit can take a long time," says Felix. "That is why we now limit ourselves to help to repair roofs and window frames. People receive vouchers for this, which they can use at the hardware store. At the moment, people can get four vouchers of 500 US dollars each, with a maximum supplement of 1,000 US dollars. That may sound like a lot, but given the high material costs that is hardly sufficient for most roofs."
The home repair project is delayed with an estimated three to four months. Felix: "the intention was to start in March and then be ready in December. Now we estimate that we will complete this project in the spring of 2019. More people will soon visit the neighborhoods to assess who needs our help and then let those people go through the registration process. Too late for the current hurricane season, from June to November? Yes, but we did not really take that into account in the original planning either. We want people to rebuild as sustainable as possible. Building back better is the motto so that in case of future hurricanes the consequences for the people on St. Maarten will be less arduous than after Irma."
But why was it such a difficult mission, more difficult than Sarajevo or Kathmandu? St. Maarten was and is of course a fairly prosperous country with a functioning government. A government that has no experience in accepting and coordinating humanitarian aid. Therefore, a great effort had to be made to ensure good cooperation between the government and the Red Cross. The fact that everything has to be imported and that the entire region is affected, makes it really slow and difficult. No matter how good the intentions are".
- Construction workshop
No nails, but screws!
There is still a lot of debris and waste in the Garden of Eden. And many roofs have not yet been repaired. Eric Adrien and his Red Cross colleagues walk around the neighborhood again, part of the Dutch Quarter district. Eric is delegated to the junior shelter team of Felix de Vries and advises people on how they best repair their roofs. Those who cannot (no longer) pay for this are eligible for vouchers from the Red Cross, which they can use at one of the hardware stores on the island.
Eric walks past Denise's house. She still has problems with the zinc. On Thursday she comes to the workshop that Eric organizes. Charly from 61 is also coming. He lives alone and has done a lot himself, but for the tricky last part, he needs help. Ricardo has already attended the first workshop and also received his building materials, he tells the interpreter in Spanish. Eric checks if he has done his shopping well. "The Red Cross does not build, we only support with money and advice". This way we can help more families.
While Eric is talking to Ricardo, Elena of 87 comes down the hill. The story that the Red Cross is in the neighborhood is spreading rapidly. The Red Cross team has not met her before. Elena takes them to her remote cottage where she lives with her husband and a few dogs. She keeps on telling stories, in Spanish. She has had thirteen operations, and she is proud of their passports from the Kingdom of The Netherlands, and she shows it to everyone. The roof must indeed be restored, but the hut itself also looks rather creaky. She is invited for an intake interview.
Eric is still on his own, people with his expertise were hard to find, but soon he will be joined by colleagues. Colleagues from Sweden, Nepal, India, the United States. He originally comes from Florida, studied for carpenter and anthropologist and worked in Haiti before, making him an ideal candidate for the job. "It is not ideal, people from elsewhere," Eric says, "but it is just like that. Local contractors pay much more than the Red Cross given the huge demand. And besides that, it is not a permanent job because help from the Red Cross's is always temporary".
On Thursday evening, Eric and a colleague show the model of a roof that he has built especially for the workshop. Twelve people are present in the Dutch Quarter neighborhood building, two of them arrive a little later. Everyone receives a folder of the course and a Red Cross pen. Elsewhere in the building, someone has music lessons. Strawberry Fields Forever. Eric starts and explains what the skeleton of a roof should look like, and where you should pay attention to when building one. The wood should not be too thin (not 2x6, but 3x6), and use hurricane straps. Why do you have to use treated wood and not untreated wood? It will not rot away then, one of the participants knows. And insects are less likely, knows another.
Eric gives a construction workshop in the district Dutch Quarter on St. Maarten, 2018. Photo by Dirk-Jan Visser.
Screws are very important. "Do not economize on screws!" Eric repeats it several times. And don't use nails. "I have a drill," says Charly. "People can borrow it for a day". It is very important, Eric says, to work together. Both in terms of knowledge and tools. You can build a strong roof for yourself, but if the roof of your neighbour lands on top of yours, your roof is damaged too.
There are various types of screws on the table. The shiny ones in the green box, for sale at the DIY store, are for use inside. Those in the blue box are for outside. Those are the ones. "Do not economize on screws!" Denise has a concrete wall, how do you fix the screws? There are special concrete screws for this. "I have a few of them at home," says Charly, "come and have a look tomorrow."
After the workshop, the vouchers are handed out. Anyone can get four vouchers of 500 US dollar, you can interchange them at one of the hardware stores, they are valid for two weeks. "Think carefully before you go to the hardware store, how much do you need of everything, make a good shopping list and ask for help if you have problems with it". In the back of the folder of the course, a sample list can be found.
On Friday morning Charly is in the hardware store, a friend has given him a lift. He has passed on his list, one of these days the hardware store is delivering the materials to the Garden of Eden. Eric walks with him to check if he is really going to buy the right materials. "Good workshop last night, man!" Charly says with a smile.
Waste2Work
A growing, glowing mountain of waste
Zola, Madelein's dog, happily runs after a plastic cup. The puppy is raised as a guard dog, as usual on the island. She is not really successful yet. In recent weeks three burglaries have taken place in the Waste2Work containers. Meanwhile, Zola probably was watching, happily wagging.
Madelein Stiekema is working on the St. Maarten project Waste2Work, a collaboration between the Red Cross and Open House, an innovative foundation for the event industry. Together with her colleague Maëva she holds office in a container in Cole Bay, the so-called 'Hub2Work'. The workplace now consists of four office containers and four storage containers, but these will, as far as possible, be converted into office spaces after the hurricane season, with the help of usable waste materials.
The dumpsite of St. Maarten, officially called the Pond, but locally also called Mount Garbage, is near the center of Philipsburg. "Waste is a big problem here," says Madelein. "Because of the rubble of Irma the mountain has grown enormously. The problem is that the dumpsite also started burning, and it is almost unstoppable. The air of smoldering waste blows regularly over the island. "In April 2018 it led to large black smoke clouds over Philipsburg. "Reason for the Red Cross and Open House to set up a new cooperation. Not only because of the potential health problems, but also to ensure that after a new hurricane, with new waste, people have an alternative source of income if the tourist industry stops".
"With Waste2Work we want to encourage entrepreneurs and people with good ideas to reuse waste. In concrete terms, we do this in three ways. In the first place, we want to encourage local entrepreneurship. Perseverance is really part of the culture here. I think that has been strengthened by the hurricanes. About once every 10 years you will be thrown back to 0 and you have to start all over again. If the kitchen is gone, you go for a barbecue. If you all have to sleep in the one remaining habitable room, then you do so. It is really admirable how people accept their new situation and start working fanatically again. We want to strengthen that entrepreneurship, by providing microcredits, by special cards which can be used for advice from experts, and so on".
"In the second place, we want to bring Dutch and international entrepreneurs in contact with entrepreneurs on St. Maarten to reuse and market waste together. There are already a few business plans that enter a touchable stage. Beat the Bag, for example, is a plan to make beautiful bags from waste materials. Another example is Rotterzwam, the Rotterdam-based company that grows mushrooms on coffee grounds. A local entrepreneur wants to realize this on St. Maarten together with Rotterzwam. Picking up coffee spruce from the hotels, growing oyster mushrooms on it and selling it to the chefs of the various restaurants on the island".
"And thirdly, we want to develop an incubator here on the island, a breeding ground for young and starting companies. Built as much as possible of waste materials, of course. And as much as possible 'off the grid', generating its own energy. That will be a quite a job to realize, but I am very confident that it will work. They don't call St. Maarten The Friendly Island for nothing. With the optimism and the perseverance of the inhabitants, it sure is going to be successful". The flame of entrepreneurship fueled by a smoldering waste mountain. Aren't you going to wag of that idea?
Waste2Work was until July 2018 fully financed from the Reconstruction Fund.
UNICEF
Due to the importance of trauma processing with children, a partnership was set up with UNICEF. Part of the income, 750,000 euro, or about 5%, of the national campaign 'The Netherlands helps St. Maarten' is spent by UNICEF.
For the first time, the "Return to Happiness" peer-to-peer training was given on St. Maarten by UNICEF, with funds from the Red Cross. This training focuses on teachers who train fellow teachers in giving the "Return to Happiness" programme. In the past months, 98 teachers were trained. With the Return to Happiness programme, UNICEF helps children to deal with the psychological consequences of a disaster or conflict situation. Children learn to deal better with their emotions in the programme and to express themselves.
In May 2018, 120 Return to Happiness packages were delivered on St. Maarten for daycare centres and schools with qualified RTH trainers on St. Maarten. Such a 'kit' is a sturdy, metal box with a handle and wheels that contains material for at least 25 children. Material such as craft supplies, musical instruments, hand puppets and other recreational materials that children can play with while they learn how to express themselves. An emergency stock of these materials has also been created.
In April UNICEF launched the anti-looting campaign "Too Cool to Loot" and in cooperation with the governmental departments of Culture, Youth and Education Innovation, various youth organizations were invited to participate in this awareness campaign. Immediately after Hurricane Irma there was looting and vandalism on the island. Not only shops and businesses were looted, but schools and community centres too.
UNICEF also helps schools and daycare centres to identify risks themselves and make plans for hurricanes, earthquakes and other calamities, such as fire. Before, during and after. Also, advocacy for the needs of children and the entire education system was done on a government level, UNICEF has provided input for the National Recovery and Resilience Plan for St. Maarten. In addition, an architect gave specialist advice to the government about child-friendly, disaster-proof designs and the reconstruction of schools, and he gave training courses on the protection of children among government employees.
- Human Interest story Return to Happiness
UNICEF’s Return to Happiness method
Hurricane Irma has had a huge impact on the children of St. Maarten. Immediately after the disaster, however, good psychosocial support was lacking to process their experiences. With the deployment of UNICEF's Return to Happiness method, help for children is now available after a disaster or other serious events.
It is a Monday afternoon in May as a group of teachers and school workers from the Martin Luther King Jr. Primary (MLK school) are meeting with colleagues at the Orange School in Philipsburg. They attend - like dozens of other (educational) professionals - a peer-to-peer training in the Return to Happiness method this month. A UNICEF expert is present to offer additional guidance where necessary.
To break the ice, the participants first start with a game, led by peer trainer Stuart Johnson: "I want everyone to get into a happy mood, so make pairs and blow up the balloons. The duo that is first to let the balloons pop, wins", says the director of the MLK school. With the enthusiasm of young children, the staff squeezes the balloons loudly.
Some hundred professionals working with children followed a 3-day Return to Happiness course by UNICEF experts in April. This UNICEF method provides, in a positive and creative way, psychosocial support to children from five to twelve years old who have experienced events such as a natural disaster like Hurricane Irma, a (war) conflict, or something intrusive as the death of a classmate. Shortly after the event, children can receive professional guidance during a period of three weeks, this includes drawing, storytelling, painting, singing, making music and relaxation exercises to help them to process their experiences.
Stuart Johnson followed the extensive course in April and has also been trained, with several others, to become a master trainer in order to give the peer-to-peer training sessions. Johnson: "The ultimate goal is letting children feel safe, calm and happy again. Because we all specialize in the method, we can help children at school, in our neighborhood, or, for example, at the sports club", he says to the group. "Of course you are never alone, there are several trained people for each school so we can support each other. And you always work with a small group of up to ten children, so you can offer good personal guidance".
Fellow master-trainer Ruchinela Macaga, school social worker at the Orange School, takes over from Stuart and emphasizes a number of important points during the training: "Always be honest with children, they feel flawlessly whether you are sincere or not. Have a child notice that you are listening, repeat what the child tells you. Approach children in a positive and open way, without prejudice. Let children express themselves in their own way, if they prefer to read a book rather than participate in drawing, that is fine too". She also reminds colleagues of the obligation to report conspicuous behaviour with children or, for example, indications of domestic violence, to the coordinator of the programme so that, after examination, adequate help can be found".
The participants also get the chance to tell about the first period after the schools reopened, a month after Hurricane Irma. "My students were restless and could not concentrate", says a teacher. Another adds: "The behaviour towards each other was different, there was more fighting, the children accepted less of each other". "My students were sad, cried faster and I still see the impact of Irma. Some children come to school hungry, fall asleep during class, do not dare to go to the toilet alone, or talk about problems at home, such as the lack of electricity. "Stuart Johnson emphasizes once again that nobody is alone". If you become emotional, ask one of the other people who are trained to assist you".
Participant Edsel Eusebius, music teacher at two primary schools, is enthusiastic about his newly acquired knowledge. "As a child I experienced Hurricane Luis, there was no such thing as Return to Happiness, that would have been great. I had all kinds of emotions, but I could not do anything with it. Just like the children now. I became indifferent, I pretended I did not care. Thanks to the training, I have been given tools to help children feel safe again. Now I am well prepared for a possible new and serious situation. And the most important; I have learned that you can help children with processing their emotions in a playful way ".
Association of Netherlands Municipalities (VNG)
After hurricane Irma, Dutch municipalities contacted the Association of Netherlands Municipalities (VNG) to jointly provide support for the Windward Islands that are part of the Kingdom of The Netherlands. The VNG then called on its members to donate to the Red Cross campaign "The Netherlands helps St. Maarten" to play a role in the reconstruction. The Red Cross and VNG agreed that 50% of the funds would be available for reconstruction activities that will be carried out by VNG International (the international cooperation agency of VNG) in collaboration with the Netherlands Red Cross, and that 50% would be part of the Red Cross programme. The purpose of the VNG International project is to contribute to the resilience of St. Maarten in the event of future hurricanes. This means that the St. Maarten government will be strengthened in its capacity in the field of disaster preparation and disaster management. Part of this is support for the 'building back better' principle, to prevent and limit future disaster scenarios.
In March 2018 the project proposal was approved by the Council of Ministers of St. Maarten, after which the activities could start. Since the hurricane season was already on the doorstep in June, the activities primarily focused on quick results. The more structural changes will be addressed in the second half of 2018 and 2019.
Two workshops were organized with the aim of improving sub plans of the contingency plan; in March 2018 the ESF6 ("Emergency Support Function" focused on health care) and in May 2018 the ESF7 ("Emergency Support Function" aimed at evacuations, relief and emergency assistance) to generate input from the participants. The ESF6 was aimed at analyzing concrete 'tools' (such as job descriptions and concise manuals) that must be developed for the upcoming hurricane season. There appeared to be a lot of documentation available, but the participants emphasized that this had to be revised. The participants included general practitioners, the St. Maarten Medical Center, the Association of pharmacies, Mental Health Foundation, Collective Prevention Services, the ambulance department, the fire brigade and the Ministry of Social Development.
In May, the ESF7 workshop took place, aimed at generating input specifically for the disaster contingency plan and new plans per sector. In addition, an action list was drawn up to update the existing materials in the areas of reception, distributions, evacuations and registration. A meeting was also organized in May to determine which building standards are workable for St. Maarten. This meeting was attended by 41 stakeholders, such as architects, engineers, contractors, the director of the St. Maarten Housing Foundation, and employees from various departments of VROMI (the Ministry of Housing, Spatial Planning, Environment and Infrastructure). The government also prioritized ESF8, the "Emergency Support Function" concerning communication (public information and media). This will be continued in August 2018.
The development of these plans in combination with concrete exercises and a holistic view at political, technical and operational level, is an approach that is particularly appreciated by the government of St. Maarten. New requests were made for support at ESF3 (public works, transport and logistics) ESF9 (government affairs), and ESF10 (port, airport and hotel activities).
This pragmatic approach must lead to a new disaster management structure with clear functions and responsibilities for all parties involved (both within the government and with external partners, such as the local Red Cross branch), which will have to contribute to the resilience of the government and St. Maarten as a whole in case of future disasters. To date, we received positive feedback on the results of the experts and we are on track with the implementation of the activities.
In the coming months there will be a number of workshops and a "serious game" for politicians. Work is also being done to strengthen the relationship between the St. Maarten Housing and Development Foundation and the St. Maarten government. An action plan is already drawn up for this and a first selection of experts made.
4. Survey on the psychosocial needs on St. Maarten
To get a better picture of the (psycho-)social problems that communities on St. Maarten experience after Hurricane Irma, and the available services in the area of mental health care on the island, the Red Cross initiated a so-called 'Mental Health and Psychosocial Support' (MHPSS) survey. This was done by a specialized delegate from the Danish Red Cross, commissioned by the Netherlands Red Cross, between 30 May and 20 June 2018.
This research programme shows that the participants express their concerns about interpersonal tensions, signs of emotional backlash, behavioral problems, and the use of narcotics. The difficulties within families and communities do reflect negatively on the mental state of people. The emotional stress that people experience comes from the sum of various stress factors and manifests itself in sleep problems, worries, irritation, and verbal and physical aggression. These indicators often came up in group sessions and individual interviews. In addition, it was clearly indicated that the tension in the communities was tangible and that people have a 'short fuse'. There was the impression that people are more isolated, and the use of alcohol and drugs is also a major concern. Apparently, the casinos still do good business with the local population. From a religious angle, it also emerged that the social mood has changed, while religion is usually an important 'coping' mechanism on the island.
It also became clear that people are frustrated about how to prepare for a new hurricane while they have not yet recovered from the previous one. How do they stock food and drinks while they often have to skip a meal a day? Or how they come up with reliable information about emergency services. In certain communities, a sense of competition is perceived rather than a willingness and solidarity to help each other. Social networks and safety nets fall apart here.
Based on this survey, several recommendations are made to The Red Cross. For example, an MHPSS working group could be set up to improve the coordination between various stakeholders on the island and thereby raise awareness of the problems. The existing mental health care on the island could be strengthened to reduce the emotional vulnerability of the population. A psychosocial component can be integrated into the disaster preparedness plans and the organizational capacity of the St. Maarten department could be improved by deploying young people, for example, as 'ambassadors'. Discussions are currently taking place with stakeholders to analyze what the next steps will be.
5. Support 510 data team
510 provides support to Red Cross societies, wherever disasters occur around the world. A team of voluntary and professional data experts generate and analyze data that the emergency services use to work more effectively. 510 has also supported the relief on St. Maarten. In the days before Hurricane Irma came ashore, the team, with the support of hundreds of volunteers from The Netherlands, mapped the island within a few hours, using satellite images. The French part of the island was mapped in cooperation with the French Red Cross.
Geographical maps were made for wind speeds, floodplains, and important locations such as fuel points (petrol stations), schools, distributions, hardware stores and water points. This information was used by the Delegates in St. Maarten to make quicker and better decisions about emergency relief. A number of team members of 510 were present on the island immediately after the disaster. They flew drones to generate more data for the relief activities. With this, the hurricane damage was accurately mapped, and the necessary building materials calculated. The data was clearly visualized in the form of infographics (for example of the distribution of emergency supplies), posters (for the school meals programme and the communication department), flyers/ booklets (for the house repair project) and digital means of communication such as timelines.
The products of 510 were also used by other organizations in The Netherlands and on St. Maarten, thus contributing to a faster and better picture of the situation on the island.
To date, 510 supports the relief efforts on St. Maarten, by training local volunteers and practitioners, by carrying out data analysis at a distance and by developing innovations and tests that can make the relief even better in case of a subsequent hurricane.
6. Financial account
Below we provide insight again into the financial balance sheet of "The Netherlands helps St. Maarten" campaign. As in the previous overview, the revenues from the campaign and the costs for the coordination of the relief and the fundraising are also to be found at the top, including the various relief projects. In contrast to the previous balance sheet, however, we only focus on current spendings, and do not include the committed amounts in this overview. The total balance for the relief operation compared to the previous report of March 2018 increased from 18.4 million to 18.6 million euro. We have currently spent over 33% of this amount (€ 6.2 million), which was almost 23% (€ 4.2 million) in the previous report.
The amount for coordinating the relief is a reservation for all costs for the entire duration of the operation. All amounts are in euro and indicated in thousands. The Netherlands Red Cross works very carefully when it comes to the revenues of public campaigns and implements the relief activities (except the UNICEF project) itself.
As indicated, our relief programme on St. Maarten is a trajectory of at least three years. The housing repair project will continue over the next months, but new projects will also start. All our activities fall within the three themes of housing and shelter, livelihood and disaster preparedness. Considering the current projects, we maintain a percentage distribution of approximately 45% of the budget for housing and accommodation that still must be spent, 30% for the reconstruction of livelihood and 25% for preparing for upcoming disasters and reducing the risk of disasters.
7. What challenges did we encounter during this phase?
Challenges
In our evaluation of the relief operation on St. Maarten we have identified several challenges and a number of lessons learned regarding future operations. Our biggest challenge is the implementation of the home repair project. Finding locally specialized personnel turned out to be tricky and we have spent too much time looking around on the island for people who wanted to work for a market-oriented salary (hotels, resorts, and contractors paid more) to get started before we hired international (more expensive) expertise. Meanwhile, we have started, with the aid of international experts, with the construction workshops for participants in the project and the issuing of vouchers for the hardware store. The approach to distribute vouchers in combination with technical advice also means that we can help more people now and that the residents have more responsibility.
A second organizational challenge was the personnel side of the entire operation on St. Maarten and from the headquarters in The Hague. In the first phase, several employees were sent out with too little emergency assistance experience, so it was not always possible to switch between functions efficiently. This in a period with a worldwide demand for specialized personnel due to various disasters that took place simultaneously. Not only Hurricanes Irma and Maria traveled across the Caribbean, also Nigeria, Bangladesh, Mexico and the US suffered from disasters. The Netherlands Red Cross is already investing in the "global tools" of the International Federation (see also page XX), to have more experienced staff ready and, following the evaluations, some employees of the Netherlands Red Cross have successfully followed the training "Operations Management". Volunteers from the departments in St. Maarten and Aruba also participated in the annual "Regional hurricane response" disaster exercise of the Ministry of Defense ("HUREX"). It is an important point of attention for the Netherlands Red Cross to continue working on this capacity building and to ensure that more people can gain international emergency assistance experience.
The cooperation between the local branch and the mission that led to the emergency response operation was not always smooth. This had to do with the fact that too much work was done according to the so-called 'silo method' and that there were different objectives (long-term versus immediate emergency aid). In the meantime, several measures have been taken to be able to align the activities and projects better and define the roles and responsibilities more clearly. The branch has chosen a new board and is working to adjust the internal structure to the new strategy and plans for the branch.
Another challenge remains the political situation on the island [ADDITION]. An external factor that we have little influence on ourselves, but which must be considered because our relief activities have to be in line with or in addition to the capacity of the local government. We work independently, but coordination is needed with the authorities and other local and international organizations.
Lessons learned
Following the evaluation, we have identified and implemented several learning experiences to improve the operational and organizational side of our relief. The points for improvement at the operational level mainly concern selecting and reaching vulnerable families that are eligible for the food voucher programme. This programme and the school meal programme are listed separately below. It is also discussed extensively in chapter 2 (page XX). Another operational improvement is the disaster preparedness for the Caribbean departments and the integration of the Caribbean into the strategy of the Netherlands Red Cross. This is explained in chapter 8 (page XX). A number of points for improvement in the organizational field are discussed below.
Although the Red Cross emergency relief was highly appreciated by the Islanders in the first weeks after Irma, a financial survey in the first phase became a point of attention. In the emergency relief phase, only the main themes were budgeted. This was a deliberate choice to enable flexibility to anticipate to the rapidly changing circumstances. This enabled us to switch quickly and make adjustments where necessary without long-term bureaucratic processes. Nevertheless, a sharper financial assessment is useful, so efficiency can be measured better in future evaluations.
We have also identified learning points in the area of communication from the Red Cross towards the affected residents of St. Maarten. People experienced, as was also apparent from psychosocial survey (chapter 4), that the provision of information about the relief was insufficient on the island. Although this is aimed at the entire relief efforts on the island, both from the government and other organizations, the Red Cross is also part of this and we take this to heart. There is currently a public information specialist on the island, who supports the mission and the branch and trains new volunteers and employees in this field. There will also be a new position within the team for a local employee to strengthen this.
School meal programme
Several learning and improvement points emerged after a year of practical experience and from the feedback from schools and parents. A recommendation in this project is to create more ownership with parents and schools. This can be done very concretely by having parents sign approval forms at the beginning of the school year and schools keeping track of reception lists. Reception lists also immediately reduce food waste if the number of meals delivered does not match the number of participating schoolchildren.
This project should be implemented in a more environmentally-friendly manner in the future. Reusable plastic plates and cutlery were delivered to the schools, but some schools indicated that they used disposable food bowls due to lack of dishwashing capacity at the schools. Parents might also play a role in this.
On an organizational level, the collaboration between The Red Cross and Open House, the foundation that makes expertise from the festival industry available for humanitarian aid, turned out to be a matter of two different organizational cultures that had to be connected. This had to do with, among others, expectation management, role allocation, and available capacity. No tight planning had been made in advance because it was a unique and new collaboration. The unfamiliarity with each other (internal) procedures and the fact that no contact point or manager was appointed from the Red Cross caused a difficult start. Teething problems, because in the end, this programme proved to be a very successful relief intervention.
Food voucher programme
Within this project, there has been a significant improvement between the first and second rounds, particularly in the selection of beneficiaries. To ensure that we could continue to reach the most vulnerable, the registration process was revised. For example, an online and self-registration portal was set up. This more focused approach took more time because it is a more personalized way of working.
Dilemmas
The most vulnerable
Estimates vary on the number of undocumented people on St. Maarten, from 10% to 30% of the population on the Dutch part of the island. They are the ones most at risk in times of a disaster like Irma. People from Venezuela, Colombia, Haiti, Cuba, the Dominican Republic. Many worked in the tourism industry, which now no longer works at full power.
For the government, the status of the undocumented migrants is a dilemma. Even before the hurricane, regular inspections were carried out at hotels and resorts. But as soon as the tourism industry picks up again, those undocumented workers are also desperately needed to do all the work. Often these people fall outside the regular relief and have to deal with an accumulation of problems.
The Red Cross always tries to help people in the greatest need first. Faith, nationality, race, origin or political opinion are irrelevant. Everyone has the right to be respected and treated with dignity. But the needs on St. Maarten are great, and diverse. We cannot help everyone, but we do coordinate the work with other organizations and the government to ensure that everyone in need will be supported.
Given the fact that the Red Cross does not work in all districts of the island because other organizations and the government take care of certain districts, it can happen that people whose houses are destroyed completely are not eligible for our relief programmes. And that some people whose house is 'only' partially damaged, maybe helped, because they are, for example, a single parent. [ADDITION]
As mentioned earlier, we continue to focus strongly on coordinating with stakeholders for the humanitarian relief on St. Maarten, so that everybody who needs help is actually helped. Continuous talks are taking place with the local government, the Dutch government (mainly the Ministries of Defense and Ministry of the Interior and Kingdom Relations) and other implementing organizations, so the most vulnerable are also helped outside the regions where the Red Cross provides relief. In addition, good coordination leads to more efficient and effective relief.
8. The coming months
Capacity building St. Maarten branch of the Netherlands Red Cross
In addition to the regular activities of the St. Maarten department, part of the revenues of the campaign will go to increasing their capacity in the field of disaster preparedness. As part of the preparations for the current hurricane season, four "safe places" have been designated in recent months. Safe places where the Red Cross branch can find shelter, and from where operations can be carried out in the event of a hurricane of force three or higher. These are therefore places from which the first emergency relief can be set up, in the vicinity of the residence of the delegates and not a new office building for the branch. At this moment the shelter team is working on a technical report to prioritize these four places, and establishing contacts and drafting agreements about disaster contingency plans. In addition, a new version of the department's operational plan is being developed; concerning transport, communication, stocks, preparation for distributions and the identification of potentially vulnerable groups and neighbourhoods that are focused on attention to the (emergency) distribution of water, jerrycans, tarpaulins, and tools.
For the longer term, workshops will be initiated, and new disaster contingency plans were drawn up, in concrete terms the supply of relief goods and agreements with suppliers will be reviewed. In addition, the provision of first aid in an emergency shelter is an important component. And there are also extensive discussions with government employees about the state of affairs regarding these preparations and the role of The Red Cross in the disaster structure (preparedness and prevention, during a disaster, roles, and responsibilities after the disaster). Meanwhile, a new board has been chosen for the Red Cross branch on St. Maarten, which can start with new energy.
The Netherlands Red Cross is currently reviewing its long-term strategy, and the Caribbean branches will become an integral part of it.
- Youth first aid volunteers at a public event
Shopping night on St. Maarten
It is the last 'shopping night' of the season, and local artisans, sellers of handmade ice cream, live music and fireworks try to attract the attention of the public. The exuberant public is in good hands because every night first aid volunteers of the youth section of the Red Cross St. Maarten are walking around. A good example of how life on the island is slowly but surely returning to normal.
- Personal story manager Red Cross-department St. Maarten
Make sure you are well prepared
"Immediately after the hurricane died down, I went to one of the shelters, the emergency shelter in my neighbourhood. It was chaos, the shelter was damaged, and people had to be taken to another location. We brought some old people to the hospital in a pick-up truck. Many roads were blocked, but thanks to the help of people who walked by and local residents we managed to get through".
Nadjesa Gumbs is the manager of the Red Cross St. Maarten branch. She provided the first contact with The Netherlands. "At the coast guard's office, we managed to call the Red Cross in The Hague for some twenty seconds. We need people, many people, was about the only thing I could say. "Shortly thereafter, the contact became better thanks to the satellite phone that the Aruban Red Cross had brought to the island in advance.
"The help of the Red Cross volunteers from Aruba and Curaçao was great. The Red Cross on St. Maarten is small, we had about 30 volunteers who were mainly occupied with first aid. And of course, they were all affected by the hurricane, at home, but also mentally. We have nevertheless been able to do a lot together. One volunteer became father the night before Irma struck, but he was first at the doorstep of the Red Cross building to clear rubble and to ensure that the building could be used as an operational centre. From the Red Cross on Curaçao a generator came over, so we had power again. I do not need a new disaster, but those volunteers from Aruba and Curaçao are always welcome here".
Nadjesca is proud of what has been achieved in the past year. "The school meal programme and the food vouchers have been very important. With those vouchers we have reached many vulnerable people. "Not everything went smoothly of course". The coordination with the government could really improve. One day we had two water distributions in the same place for example. That became chaotic, some people walked away with five tarpaulins, while others got zero at the time. And now the shelter programme needs to be developed properly". Many people on the island still live with family and friends, some even in an emergency shelter. They are not homeless but cannot live in their own homes either.
Since January, the Red Cross on St. Maarten has added 20 additional volunteers after a campaign. "But we can still use volunteers, so sign up please." The volunteers helped with the distribution of the food vouchers, and since normal life gets going again, they are also on the sidelines at events and sporting competitions. "We are also working on plans to make volunteers more involved in disaster preparedness, perhaps also through lessons at schools. Meanwhile, ten volunteers have been trained who in turn can train people in the district in the field of disaster preparedness. When the next hurricane hits the island people should be able to prepare themselves better for what is to come. I really hope that we do reach the people with our message and that our information can improve, we now use almost exclusively Facebook. Make sure you have your 'grab bag' ready, do not go to the supermarket at the last minute for a supply of water and canned food, test your personal evacuation plan. You do not want to lose your life because you did not think twice before. "Because that next hurricane comes: that's for sure.
The Red Cross on St. Eustatius
St. Maarten was hit with full force by Irma. But also on Saba and St. Eustatius the inhabitants experienced frightening moments. Fortunately, it went well. And Hurricane Maria also left the islands largely untouched.
All seven volunteers from the Red Cross on St. Eustatius were at work on September 6, 2017. Chairman Granville Hassel was present with two colleagues in the operational centre of the Red Cross building. The other four volunteers rolled up their sleeves in the emergency shelter of the government, an abandoned church building, the largest building on St. Eustatius. "We were able to bring some elderly residents to the shelter, where eventually around 30 people were taken care of. Not only the elderly, but also families with children. "One woman even took her bed with her to the shelter. In the end it became quite cozy there. People were even singing. The church building is made of concrete and gave the people a safe feeling.
"In the period after Irma we helped around twenty people with food vouchers", Granville continues, "with which they could go shopping at the local supermarkets. And we helped a few elderly people with the clearance of rubble. Like Adra, whose garden was full of blown of branches and a tree that had grazed the roof.”
Unlike St. Maarten, the connection with The Hague was quickly restored. "We were soon able to know that things went relatively well," says Granville. "But Irma has awakened us again." It was already a few decades ago that a hurricane really caused great damage on the island. "We have to help the islanders to prepare better for a new disaster. And our stocks must be brought up to standard again. Flashlights, tarpaulins, tinned food. "The Red Cross on St. Eustatius is getting a new vehicle, which makes it easier for people to be taken to the shelter in case of an emergency. Only one car of the current fleet of vehicles is available.
Beverly Woodley has been working since January 2018 to ensure that the effectiveness of The Red Cross on St. Eustatius increases. "We would prefer to have 25 volunteers, so we can also provide relief during events. At sports events, but also at the carnival. Recently there was a big event on the island, for which nearly 300 people came from other islands; Guadeloupe, Curaçao, St. Maarten. "We also did the First Aid there. But in order to provide all services, we really need more volunteers".
For the training of the new volunteers and the organization of first aid courses, there is one first aid instructor on the island. "That's not so much," says Beverly. But there are still more challenges. The Red Cross building needs to be renovated and we want to do more in the field of disaster preparation and set up projects for the elderly and teenagers. "The people on St. Eustatius do not know The Red Cross very well," says Granville. "They do not know that we, as Red Cross St. Eustatius, are part of a worldwide network and that we, therefore, can use a great deal of knowledge and expertise". A better visibility, capacity, and presence in society is what we are aiming for. Granville and Beverly are ready to go for it.
