MT; Why the Curaçao Government Fails Without Its Legal Platforms—and How Sector Directors Hold the Key
January 8, 2024
According to the National Ordinance on Administrative Organization (A.B. 2010 no. 87), each ministry in Curaçao must have a management team (MT). This team, chaired by the Secretary-General (SG) and including sector and policy directors, is tasked with ensuring personnel management, financial oversight, and policy coordination. Yet, in practice, these platforms are mainly inactive, creating inefficiencies and undermining trust in the government.
In a previous blog, I highlighted the crucial role of sector directors in the government structure. Drawing on organizational theory, sector directors are the "linking pin" between strategic policymaking and operational execution. They translate high-level policy goals into actionable implementation plans and bridge the gap between policy-makers, planners, and operational teams. However, this vital role is often poorly executed in Curaçao’s government.
Sector directors face mounting challenges that compromise their effectiveness. Many have technical or specialized backgrounds but lack the strategic and integrative skills to navigate complex policy issues. Additionally, they operate under significant pressure due to resource scarcity and direct political interference. Ministers and their cabinets frequently issue directives that fall outside formal financial regulations—or even conflict with budgetary and policy frameworks.
As budget holders, sector directors are directly responsible for implementing the budget, placing them in a precarious position between legal obligations and political expectations. When things go wrong, they become scapegoats, blamed for failures from unclear policy frameworks, political pressure, or resource limitations.
The effectiveness of sector directors is closely tied to the strength of the management team. A weak SG and policy director—those who fail to clearly define roles, protect their teams from political overreach, and ensure organizational cohesion—inevitably results in a fragile tactical layer. Without robust support, sector directors are left exposed and unable to fulfill their potential as linking pins within the organization.
Revitalizing the legal platforms is essential for improving governance in Curaçao. This includes addressing the challenges faced by sector directors through professional development, training, and institutional support. Creating a dedicated governance academy, for instance, could equip sector directors with technical and soft skills, enabling them to better navigate the intricate dynamics of public administration and politics.
Moreover, political and administrative responsibilities must be separated. The SG and policy director are pivotal in protecting the sector directors from inappropriate political interference. Strengthening their leadership and enforcing boundaries will help create a more resilient and effective government.
The sector director is a cornerstone of the Curaçao government, but their success depends on a well-organized top and a clear distinction between politics and administration. By investing in the professionalization of the middle management layer and reactivating the legal platforms as intended, Curaçao can take a significant step toward a government that prioritizes quality, integrity, and public trust.
The law is already there. It’s time to make it work.
Miguel Goede
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