Nation of Innovation - Aruba Opportunity Plan v2 (Commission Nation of Innovation)

Commission
Nation of Innovation
Opportunity Plan
Version 2.0
SMART PEOPLE + SMART IDEAS =
NATION OF INNOVATION

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Nos Aruba 2025
SMART PEOPLE + SMART IDEAS =
NATION OF INNOVATION
Commission
Nation of Innovation
Opportunity Plan
Version 2.0
October 12, 2009
The information contained in the paper may be published and copied for educational
and noncommercial purposes, provided the source is acknowledged.

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Content
Preface ...........................................................................................................................3
1. Executive summary....................................................................................................4
2. Background information............................................................................................6
2.1 Introduction..........................................................................................................6
2.2 Challenges............................................................................................................6
2.3 Regulatory and institutional framework ..............................................................7
2.4 Sustainable development .....................................................................................7
2.5 Strengths ..............................................................................................................8
2.6 Opportunities........................................................................................................8
2.7 Innovation ............................................................................................................9
2.8 Present stakeholders...........................................................................................10
2.9 Structure of the report........................................................................................12
3. Aspiration and specific objectives for 2025.............................................................13
4. Social Architecture...................................................................................................14
4.1 Key stakeholders................................................................................................14
4.2 Relationship between these stakeholders (formal and informal).......................15
4.3 The influence stakeholders have on the desired outcome of our opportunity ...15
4.4 The influence stakeholders have on each other .................................................15
4.5 Detailed social architecture................................................................................16
5. Desired outcomes ....................................................................................................24
5.1 Key achievements ..............................................................................................24
5.1.1 Innovative (economic) environment...........................................................24
5.1.2 Highly-developed/knowledgeable human capital.......................................26
5.1.3 Sustainable Technology/ICT networks.......................................................27
5.1.4 Sustainable society......................................................................................28
5.2 Alignment with different sustainability themes and statements ........................29
6. Main stakeholders ...................................................................................................30
7. Actions to be done...................................................................................................33
7.1 Creating an innovative economic environment .................................................33
7.2 Building up a high-developed human capital ....................................................34
7.3 Developing sustainable technology & ICT........................................................35
7.4 Sustainable society.............................................................................................36
8. Strategic resources needed .....................................................................................38
8.1 Tangible resources .............................................................................................38
8.2 Intangible resources ...........................................................................................39
8.3 Natural advantages.............................................................................................39
9. Road Map to achieve aspiration statement (draft) .................................................40
10. Working with other commissions..........................................................................42
11. Robust and fragile elements..................................................................................48
12. Detailed Implementation/Action plan 2010-2013 ................................................49
13 Monitoring and evaluation 2010-2013...................................................................56
Annex 1: Conceptual framework: sustainability through innovation............................0

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Preface
The commission Nation of Innovation (NOI) is one of the commissions forming part
of the project Nos Aruba 2025. The objective of Nos Aruba 2025 is the
institutionalization of an integrated and strategic planning process where the
coordination between the relevant stakeholders is encouraged taking into
consideration guidelines for sustainable development. The most important outcome of
Nos Aruba 2025 is the formulation of a National Integrated Strategic Plan (NISP).
The definition of this plan will stimulate the coordination between the concerned
stakeholders.
The primary goal of the commission NOI is to develop a plan and stimulate ideas to
promote innovation and entrepreneurship on Aruba in order to reach sustainable
economic prosperity for our citizens. The commission believes that Aruba can only
prosper in the times ahead if the talents of the country’s people are unlocked.
Innovation should flourish across every area of the island’s economy, and in
particular in the industries where high value added businesses can prosper and grow.
Innovation will be the key to some of the biggest challenges facing Aruba’s society,
like economic diversification, energy development, sustainable food supply and other
areas that require long-term sustainable solutions.
We can innovate by investing in people and knowledge, unlocking talent at all levels,
expanding our research capabilities, enhance collaboration between key stakeholders,
elevate awareness and provide incentives to stimulate innovative ideas and initiatives.
In all this there is an exciting challenge for the private and public sector, third sector
organizations, schools and universities.
A small group of motivated individuals can spark off innovative thinking, but only if
we all work together (individuals, government, private sector and NGO’s) we can
create a Nation of Innovation by 2025.
October 2009
Commission members:
Lucia White (chairwoman)
Mercedes Levenston-Willems (secretary)
Edward Erasmus
Roxanne Wolff
Regine Croes
Marisa de Kort (PMT member)

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1. Executive summary
In 2025 Aruba will be the place where innovative people will share innovative ideas
in an innovation-friendly environment. Aruba will be an internationally known center
for innovative businesses. The island has all resources necessary to continue
improving and to diversify the economy. As a small island, Aruba will be an
international example of how to benefit from innovative sustainable technologies and
ICT networks on all levels in daily life. A well developed economy, high quality jobs
and employees who are viewed as precious human capital. Continuous investments
are made, and Arubans pro-actively create win-win situations and (new) business
opportunities. To become an innovative country, the commission will focus on four
key achievements, which are:
1. To create an innovative economic environment;
Creating an environment that is featured by a collaborative and synergetic approach to
economic development. Entrepreneurs are considered as the drivers for innovation.
Two crucial aspects are accentuated to accomplish this:
 Generating awareness for innovation
 Developing (inter-)organizational skills and stimulate attitudes for
management of innovation.
2. To build up high-developed human capital to sustain the workforce;
This achievement focuses on the attraction of talented people and also on the
elevation of the level of education of the workforce in order to have high developed
innovative people to sustain economic growth.
 Attracting (local) talented people (knowledge immigrants)
 Elevating level of education of the workforce
 Fostering innovative thinking
3. To attract sustainable technology and ICT to benefit the community and that will
function as a pull-factor for further innovation;
To develop an Aruban community in which sustainable technology and ICT can
develop and flourish to the benefit of all Aruban citizens. By facilitating access to
these technologies, the Aruban people, entrepreneurs and government institutions will
be able to boost their innovative capacity to the wellbeing of all.
4. To develop and maintain a sustainable society.
A society that strives to be sustainable accepts a duty to seek harmony with other
people in that society and with nature. Innovation is driven towards long-term
sustainable solutions for current and future challenges. Lifestyles will adapt and
innovative development paths will be created to respect and work within the island’s
nature resources. Key stakeholders in society will promote values that support these
new ethics and discourage those that are incompatible with a sustainable way of life.
The social architecture will give a description of future relationships needed between
stakeholders and what is necessary in order to achieve the sustainability of the
aspiration statement of this opportunity plan. A list of achievements is given in the

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aspiration statement. Furthermore a link will be made between the aspiration
statement, the achievements and the sustainability themes and statements that were
brought forward by the members of the community.
Finally, the action plan and the roadmap will be presented, providing an overview of
findings and actions to be taken for implementing and promoting innovation in Aruba.
Afterwards a detailed implementation plan will be presented, and measures to be
taken for evaluation and monitoring.

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2. Background information
2.1 Introduction
By hard work, determination and the capability of joining efforts in trying times, the
Aruban people have been able to make Aruba one of the most successful islands in
the Caribbean region. One of the most significant achievements is the Aruban-type
affluent society with a high level of education, social and health-care services
available to everybody, little or no unemployment and the high standard of living for
a large group of Arubans. The elements of Aruba’s positive core, which include the
well-developed tourism industry, international orientation, social security system,
political stability, safe and secure environment, hospitable multi-cultural population
and values together form the social heritage have all supported our success.
2.2 Challenges
Despite the many positive aspects, Aruba is facing serious challenges. The chosen
path for further economic development, being tourism, is placing a tremendous
pressure on our precious resources in both a direct form and an indirect form. Hotel
buildings and dedicated beaches reduce our natural resources and the import of
migrants to fill job openings puts a considerable strain on our infrastructure and
increases the need for more housing, consumption, waste management, energy usage,
education, social security system and health care. Economic development through
tourism also contributed to a sense of loss of cultural heritage and an increased
income gap.
Furthermore entrepreneurial development has been lacking a sense of creativity, since
most small and medium enterprises have been focusing solely on providing the same
products and services towards the same target groups (tourists), resulting in a
saturated ‘more of the same’ market. The consequence of this is multiple: capital
investments of SME’s generate low or negative rate of return, little variation in terms
of employment opportunities for the young generation, low productivity, low
elasticity (i.e. ability to adapt to a changing environment), lack of knowledge
development, and a high focus on competition instead of developing new industries,
etc.
Finally, the current economic structure which is featured by a flat employment
pyramid with a very ‘broad’ bottom consisting of a large number of people with low
income creates many challenges for the social system. One clear example is the
General Medical Insurance Fund (AZV), which is operating with a huge deficit not
only due to the rising healthcare costs, but also due to the low premium contribution
of the large group of people earning a low income compared to their level of
consumption of healthcare services covered by the fund. Another consequence of the
relatively few highly skilled and highly paid jobs is a lack of drive for higher educated
and experienced Arubans to return to their country.
Research proves that economic wealth, potential and survival of countries is directly
related to the education and skills of its people (see for example: Barro 1997;
Dickens, et al 2006). The current level of education on Aruba is extremely low and

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government investments in the segment are much lower than can be expected to
promote a growth in GDP based on human capital, our only core natural resource.
2.3 Regulatory and institutional framework
Regulatory framework
The current regulatory framework is insufficient, and even counterproductive, to
introduce many forms of innovation into the business sector, and the population in
general.
Labor laws, the reigning vision on human resource management and the traditional
labor unions, are not conducive to innovation. Productivity is low and although many
voices have been raised to improve this, few concrete measures have been taken. Too
often labor is seen as a ‘cost’ of doing business, rather than an asset to be invested in.
The immigration laws with a maximum stay of three years do not promote
productivity, quality and specialization within the imported labor force. Nor is it
attractive for investors. The investors themselves are made to feel unwelcome, and it
is very difficult to bring in the necessary knowledgeable employees to at least start up
a business. The proposed change to be more flexible towards ‘knowledge immigrants’
(kennismigranten) still does not solve the problem within the system itself (slow and
obscure), nor does it take the investors themselves into consideration..
The fiscal changes that have taken place (IPC) have not shown the expected results.
Aruba’s financial industry is small compared to Curaçao, for example, but has definite
potential. The introduction of the turnover tax (BBO) for exports (1% for goods, 3%
for services) is detrimental for Aruban businesses considering expanding across the
borders.
Institutional framework
The institutional framework has most of the necessary elements in place to support
economic growth, within the government as well as in the private sector (departments
and organizations). However, to create the synergy and creative energy necessary for
(social and) economic growth and diversification, communication and cooperation
between the elements is sorely lacking. There is an atmosphere of distrust and
negativity between the private and public sector and within the public sector. The
public sector furthermore is challenged by limited funds to allocate for projects
regarding economic diversification and growth (such as Investment Promotion). The
current economic downturn has forced the local business community to focus on
‘survival’ rather than growth.
2.4 Sustainable development
In the light of the current global financial crisis and the existing challenges to promote
economic growth and diversification, we are facing a fundamental sustainability
question:
How can we maintain and finance an affluent society given our limited (physical)
resources, our mono-industry focus (tourism) and a frail social system due to an
unbalanced economic structure?

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2.5 Strengths
The challenge is to expand upon existing strengths and improve these where
necessary to be able to grasp and create opportunities. Emphasis should be put on
creating a spin-off and synergy in social-economic terms to expand the basis of
generating (future) wealth for all Arubans.
The size of Aruba, small and orderly, is an advantage that would make many other
countries jealous. The current strengths are generally the same strengths that have
already made Aruba one of the most attractive and successful tourist destinations in
the world.
Examples of our strengths are:
 Service-based economy
 Multi-lingual and literate society
 Political stability
 Independent judicial system
 Sound banking system
 Telecommunications
 International orientation
 Part of the Kingdom of the Netherlands
 Safety and security
However, there is a need to expand on these strengths. Examples of necessary
additions are:
 Innovative fiscal products to stimulate investments and innovation
 Labor laws and human resource management that promote productivity and
flexibility
 Access to investment capital facilities
 Higher education levels
 Cooperation and communication between stakeholders
 Entrepreneurial development focused on economic diversity
2.6 Opportunities
The opportunities that can be tapped into right away are the promotion of local
segments of the economy and the attraction of international investors to benefit from
Aruba's geographical location, in combination with fiscal and other advantages (the
free zone).
Short term opportunities are identified and described in the Government policy
document ‘Vision, Curashi y Disciplina’ (2002). Focus points are SME’s, logistics
and transport, financial services sector and the ‘knowledge economy’. Cross-sector
issues to support these and other developments are also described, such as fine-tuning
of public and private sector development, company establishment policy, fiscal
climate, statistical and financial-economic information, international associations and
agreements, etc.
Other economic diversification opportunities are described in the FIAS report (2007)
such as developing medical tourism and education opportunities.

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In the meantime, additional opportunities have been identified, such as alternative
energy and showcasing. The abolition of free zones on the BES-islands may offer an
opportunity and the increased trade between Latin America and the EU offers definite
possibilities. The addition of a solid and growing International Financial Center will
assist in making Aruba more attractive for international businesses. The new free zone
legislation offers the possibility to offer services from the free zone, a large step in
modernizing the free zone and diversifying the activities.
The importance of not only diversification, but also innovation, is stressed in the
report ‘Vision pa Gobernacion di Aruba 2009-2013’ (May 2009) written by the
Chamber of Commerce and Industry. Innovation and change is described in regards to
the investment climate, integral planning, spatial planning and pro-active promotion
of Aruba as a tourist and business destination.
The opportunities are there. However, they are not being realized. Many different
issues that have delayed or prevented action have been described above.
One of the fallacies in current thinking is the misassumption that, by realizing these
and other economic opportunities, economic development will follow and continue.
National economic planning, and regular business planning, makes use of
assumptions and models, and when these assumptions fail and the models don’t fit,
development stumbles and/or halts1
. There needs to be a continuous process of
innovation in thinking and action.
2.7 Innovation
Definition and building blocks
To ‘boost’ the power of economic development and growth we have added the
element of innovation. Traditionally the term innovation has been defined as “the act
or process of inventing or introducing something new” or as “a new invention or way
of doing something”.2
From an organizational perspective innovation can be defined as follows:
“Innovation . . . is generally understood as the successful introduction of a new thing
or method . . . Innovation is the embodiment, combination, or synthesis of knowledge
in original, relevant, valued new products, processes, or services.” (Luecke and Katz,
2003)
In this report innovation is viewed from a broader perspective in the sense that not
just business organizations, but the whole community (government, NGO’s and
inhabitants included) contribute to the further innovation of all areas of society to
benefit of prosperity. In developing innovation on a nation-wide scale there are
certain ‘ingredients’ that need to be present. In his opening speech during the Intel
Developer Forum 2008, Craig Barret, Chairman of Intel brought forward in a very
comprehensive way the three key aspects required for innovation and economic
success in this era. A fraction of Mr Barret’s statement is quoted below:
1
What if the world had listened to this: “There is no reason anyone would want a computer in their
home.” — Ken Olson, president, chairman and founder of Digital Equipment Corp (DEC), maker of
big business mainframe computers, arguing against the PC in 1977
2
Encarta® World English Dictionary.

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“What’s the right formula to ensure your economic success?..there are three things
you can focus on: you need smart people (good education system), you need smart
ideas (you need to invest in R&D) and you need the right environment for
collaboration to get smart people together with smart ideas to invest in innovation.”
The commission believes that these three key aspects ‘smart people’, ‘smart ideas’
and ‘the right environment for collaboration’ are the building blocks for developing
innovation for Aruba.
It should be emphasized that innovation should not be seen as a goal on itself, but as a
means to enable Aruba to pursue sustainable economic development on the long run
by creating a ‘state of mind’3
so that society as a whole - individuals, private and
public sector - can grasp and develop new opportunities. This will ensure the
sustainability of future developments.
International best practices
A very interesting article published in the Harvard Business Review4
describes the
strategies undertaken by very successful innovative societies, such as Singapore,
China, Finland, Japan, etc. An interesting aspect is that innovation and innovative
success do not directly correlate with high-level technology. These countries’
approaches to innovation strategy are characterized by “creating forward-looking
education, and talent development policies, pouring money into large-scale initiatives,
and snapping up new assets in the form of intellectual capital and infrastructure”. The
companies seeking innovative environments, such as high tech, will seek out these
strategies and use them to their business advantage.
The article further describes four different models that various countries have chosen
as the basis of their success. Aruba is in the position to study the success factors and
combine them with our natural advantages, creating our own special brand to sell. It is
interesting to note that the huge success of Finland is the result of “strong
governmental stewardship”, while in other cases education facilities or fiscal facilities
are crucial. This proves the synergy necessary with the other Nos Aruba 2025
commissions.
2.8 Present stakeholders
There are different stakeholders that can be identified by the commission as pivotal in
terms of the resources they possess and the contribution they can make to the
realization of the commission’s goals. Below is a summary of the key present
stakeholders, with a brief explanation of their current attitudes and roles (as perceived
by other stakeholders) as well as an outline of their importance (now and in the
future) in relation to the commission’s opportunity plan as outlined in this report.
3
"Without changing our patterns of thought, we will not be able to solve the problems we created with
our current powers of thought" Albert Einstein
4
“Tapping the World’s Innovation Hot Spots”, John Kao, Harvard Business Review, March 2009

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Stakeholders Current attitudes and roles5
Importance in relation to the
commission’s opportunity plan
Parliament &
council of ministers
Focus on short-term solutions;
Concentration on balanced budget:
increasing income through higher
taxes and cutting expenditures (esp.
investments).
View utility companies as ‘cash
cows’.
‘Our way or the highway’ attitude.
Long-term vision: balanced economy;
focus on innovation and provide the
means, incentives and support to develop
new economic industries. Conservation of
positive core
Reduce barriers and duties for the
development of green energy projects
(domestic and commercial).
Fostering mutually respectful diverse
ways of connecting with relevant partners
in community (private sector & NGO’s)
Government
Departments
Fragmented, short-term policy; low
productivity; insufficient funding
Action-based approach to clear priorities
Chamber of
Commerce/ATIA &
other business
associations
Advisory role in government
decisions is often disregarded.
Limited power to influence
outcomes in macro-economic
context.
Important partners in public-private
dialogues, focusing on economic
sustainability and promotion of innovative
entrepreneurial development.
ATA/AHATA Focus solely on tourism in
quantitative terms. Tourism
industry is separate from other
industries.
Exploring synergy between tourism and
other industries; innovating the tourism
product. Conserving the positive core.
Utility providers Slow reaction to the development of
green energy.
Cost-benefit is measured based on
‘here and now’ instead of ‘future
trends’.
Focus on green energy and work towards
independence from foreign fossil fuel by
investing in sustainable local resources to
generate energy and water supply.
Department of
education, schools &
universities
Focus on a one-size-fits-all
selective foreign-oriented learning
environment where students have to
accommodate the system for the
benefit of the ‘happy few’. Under
funded.
Focus on customized learning
environments where the best in each
individual is nurtured for the benefit of
the whole community.
NGO’s Advisory role in government
decisions is often disregarded.
Limited power to influence
outcomes in macro-economic
context.
Important partners in public-private
dialogues, focusing on community based
initiatives and innovative entrepreneurial
development.
Students / next
generation
Lack of awareness and
involvement on sustainable
development themes. Lack of
positive role models.
Future members of the workforce,
innovators, co-creators of new industries
embracing sustainable development.
Trade unions Narrow HRM vision. Protect
short term ‘personal’ interests.
Innovators concerning productivity and
labor motivation; educators. Partners in
public-private dialogue.
ICT Providers Local instead of international
focus, not making use of
available technologies. Low
standards, too expensive.
Provides necessary technology to support
innovation; international focus.
5
According to stakeholders

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2.9 Structure of the report
The report starts with the aspiration statement of the commission (Chapter 3).
In Chapter 4 the social architecture will be presented, which is a description of the
future relationships needed between stakeholders and what they must do including
their role in achieving the sustainability of the aspiration statement of this opportunity
plan.
Chapter 5 will elaborate on the desired outcomes. The desired outcomes entail the list
of achievements the commission aims for based on the aspiration statement.
Furthermore a link will be made between the aspiration statement, the achievements
and the sustainability themes and statements that were brought forward by the
members of the community.
Chapter 6 will describe the main stakeholders needed to obtain the desired outcomes
outlined in the previous chapter.
In Chapter 7 the action plan will be presented, which includes a list of concrete
actions to be done to achieve the desired outcomes, based on the question: what-who-
when.
Chapter 8 will focus on the strategic resources that are needed to execute the actions
provided in the previous chapter.
Chapter 9 will present the Roadmap, which gives an overview of all the information
gathered from the previous chapters grouped by Social, Economic, Environment and
Political (SEEP) categories in the form of a wedge.
In Chapter 10 an overview is provided of the commissions with who the commission
Nation of Innovation will have to collaborate and synergize in order to realize certain
achievements or actions stated in this plan.
Chapter 11 will present the robust and fragile elements of the opportunity plan based
on scenario stress tests performed. Some actions are provided to make the fragile
elements achievable.
A detailed implementation/action plan will be presented in Chapter 12 for the period
of 2010 – 2013.
Lastly, in Chapter 13 a detailed description is provided how monitoring will take
place, including actions, indicators for evaluation and monitoring and the timeframe.

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3. Aspiration and specific objectives for 2025
This chapter highlights the aspiration statement of the commission. The aspiration
statement is a description of how the commission sees Aruba in 2025 and which key
aspects contribute to the country’s success.
The aspiration of the commission is as follows:
Smart People + Smart Ideas = Nation of Innovation
In 2025 Aruba will be the place where innovative people will share innovative ideas
in an innovation-friendly environment.
Aruba will be an internationally known center for innovative businesses, offering a
variety of services, based on our geographical location, our friendly multicultural,
multinational and multilingual community and our stable political and trustworthy
judicial system. Our well-developed tourism services, our favorable fiscal and
financial incentives and our global connections are used in synchronized way to
continuously improve and diversify our economy.
As a small island state we are an international example of how to benefit from
innovative sustainable technologies and ICT networks on all levels in daily life.
International businesses are eager to showcase their most innovative products and
services on our island within a unique concept of a real-life Caribbean EPCOT
Center. We tickle international curiosity and provide a spin-off for high quality
education and tourism. We provide the best regional transportation services and are a
center of global export for goods and services.
Our well developed economy is providing high quality jobs and employees are
viewed as precious human capital. Therefore, continuous investments are made to
develop human potential and Aruban citizens will be innovative global citizens, and
through life-long learning remain well informed and opinionated and are able to
continuously and pro-actively create win-win situations and (new) business
opportunities.

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4. Social Architecture
The social architecture describes the future relationships needed between (future)
stakeholders and what they must do including their role for the sustainability of the
aspiration of the opportunity described by the commission.
4.1 Key stakeholders
The key stakeholders that need to be involved or need to exist in the future are listed
below:
Government/semi-
government
Private sector NGO’s and private citizens
 Parliament
 Government (economy,
education, fiscal, legal,
infrastructure, spatial
planning, intellectual
property)
 Community centers and
libraries for life long
learning
 (Higher) education
providers
 Early childhood education
providers
 Public healthcare providers
 Business organizations
(ATIA, Mambo, SNBA,
etc, old and new forms)
 Chamber of Commerce
and Industry
 Utility providers
 ICT providers
 Investment fund providers
 Banks
 Foreign and local
entrepreneurs
 Social entrepreneurs
 (Digital) press & media
 Research & Development
facilities
 E-learning facilities
providers
 (Renewable) energy
providers
 Healthcare Systems (for
profit)
 Education institutions,
language centers (for
profit)
 Free Zone Aruba
 AAA
 APA
 Transportation providers
 Architects/construction
companies
 Insurance Providers
 NGO’s (environment,
business, education,
human resources,
consumers)
 AHATA/ATSA
 Role models, action-
based leaders (business,
education, environment,
health, sports, social)
 Students/next generation

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4.2 Relationship between these stakeholders (formal and
informal)
The relationship between the stakeholders is characterized by a shared vision
concerning the sustainable development of Aruba, and the belief and willingness to
act in creating economic activities to support this vision.
The stakeholders all have a vested interest in creating and maintaining an intensive
dialogue regarding all issues related to sustainable development. In general, the
dialogue has the form of a ‘platform’, covering various issues, such as Education,
Health Care, Energy, etc. An important platform to be developed for the projects as
described in the opportunity plan is an ‘Investment Platform’, exploring and attracting
inward investment and promoting export.
Participants partake in the platform discussions based on generally accepted
responsibilities and competencies.
4.3 The influence stakeholders have on the desired outcome
of our opportunity
In general terms the influence stakeholders have on the desired outcome can be
summed up as follows:
Government: provides the policy framework and collective means
Private sector: creates, facilitates and makes use of (economic)
opportunities
NGO’s/private citizens: monitors the vision and tests plans and projects for
sustainability, can partake in developing and managing
economic opportunities
4.4 The influence stakeholders have on each other
Each stakeholder is a stakeholder for the precise fact that they create and/or control
one or more of the strategic resources, and can individually influence the outcome by
participating or withholding support.
Optimal cooperation and gearing the activities to one another will guarantee effective
and efficient outcomes, but also requires communication. The platforms should be
seen as the means to create the necessary communication between the various
stakeholders. The synergy that is created through dialogue and cooperation is the
greater sum of the individual participants.

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4.5 Detailed social architecture
Stakeholders Power to
advance
actions
Interest
in the
aspiration
Role/involvement in
execution of actions
Influence on other
stakeholders
Relationship with
other stakeholders6
Aspiration for 2025
Parliament &
council of
ministers
High High
(political
gain)
Initiate and pass
legislation/determine
policy priorities and
allocate funds (budget)
High level of influence.
Proper legislation,
policy and allocated
funds can greatly help
stimulate innovation.
Formal. They respect
and support the role of
private sector as drivers
for innovation, as well
as the role of NGO’s
and private citizens.
Partnerships..
Parliament & council of
minister embrace
innovative initiatives and
priority is given to
legislation and budgetary
funds to support new
ideas and industries.
Community
centers and
libraries for life
long learning
Medium High Support the formation
of human capital
Low. Facilitate learning
opportunities. Passive
approach to
stakeholders
Formal and informal.
Partnerships. Participate
in dialogue, initiate
projects and respond to
specific requests.
Attract and stimulate
teachers and students
from the general
population.
Professionally developed
institutions providing
high quality and demand-
driven learning programs
to the benefit of the labor
force and community in
general
(Higher)
education
providers
of human capital
opportunities. May
contribute to
development of
research programs.
Partnerships. Participate
in dialogue, initiate
projects and respond to
specific requests.
multi-functional
6
We assume that the stakeholders will have developed the social architecture as described in 4.2-4.4. Dialogue and formal platforms have been instituted.

17 | P a g e
general. Actively
involved in research to
the benefit of general
interest.
Early childhood
education
providers
Low High Contribute to the early
development of
innovative skills and
attitudes
Low. Initiate learning
curiosity during early
childhood.
Participate in dialogue,
initiate projects and
respond to specific
requests.
high quality
developmental programs
for early childhood care
and education to both
children and parents
(Public)
healthcare
providers
Medium High Develop opportunities
to expand services
based on innovation and
cross-border supply of
health care.
Medium. Drivers for
innovation and
improvement of the
healthcare industry.
respond to specific
requests.
Offer top quality
healthcare to the local
population, support
medical tourism
Business
organizations
(ATIA, Mambo,
SNBA, etc, old
and new forms)
High High Important partners in
public-private
dialogues, focusing on
economic sustainability
and promotion of
innovative
entrepreneurial
development.
High. May act as
drivers and take
initiatives to greatly
influence the business
sector
Formal. Work closely
with the Parliament and
the government in a
private-public platform
to formulate long-term
policies
Informal. Can influence
their individual
members.
Drivers of entrepreneurial
innovation and supporters
of life-long learning

18 | P a g e
Chamber of
Commerce and
Industry
High High Important partner in
public-private
dialogues, focusing on
economic sustainability
and promotion of
innovative
entrepreneurial
development.
High. Will have to play
a pivotal role in
educating, informing
and inspiring present
and future entrepreneurs
to develop new business
ventures
respond to specific
requests.
Offers services and
advice, education to
support entrepreneurial
innovation.
Utility providers High High Advice in the
development of
regulations for green
energy development
High. Possess
concessions and
exclusive rights to
deliver utility services.
High influence on all
prices. Ownership of all
utility infrastructure
which may influence
actions of all users.
Formal. Provides
services on the basis of
market needs
Offers top quality service
and technology based on
sustainability.
ICT providers High High Provide state of the art
ICT services
High. Provide
infrastructure for ICT
users. Businesses and
individuals rely 100%
on the quality,
efficiency and
availability of their
services.
Formal. Provides
market needs
Provide the latest trends
in ICT technology and
innovation to help
achieve a state-of-the-art
nation.
Investment fund
providers
Low High Provide affordable and
innovative investment
products, also for
SME’s
Low Formal. Provides the
market needs
Aruba has a top rating
and is an example for
creative and responsible
SME investment funding.

19 | P a g e
Banks High Medium Provide financial means
to support innovative
industries
High. Provide capital,
define interest rates and
stipulate regulations and
conditions for (new)
business ventures.
Market developments
are highly influenced by
the level of credit
lending.
Clients rely on the
accuracy of the banking
system and supervision
of the Central Bank
Formal. Capital is
extended through
formal contracts, which
are also subjects to
regulations of the
Central Bank.
Banks are transparent and
stable institutions, who
offer competitive interest
rates and lending
conditions to help
develop innovative
business, industries and
the economy in general.
Aruba Electronic
Exchange
High High Facilitate access to local
and foreign capital to
finance commercial
projects
Medium. Facilitate
alternative modes for
attracting capital to
support investments
Formal. Capital is
arranged through formal
contracts, which are
also subjects to
regulations of the
Central Bank.
The AEX is a well-
developed, internationally
renowned investment
platform to generate
necessary capital.
Foreign and local
entrepreneurs
High High Drivers for innovation;
develop and
successfully implement
new business ventures
Medium. Business by
example.
Informal. Generate highly
profitable, innovative
business opportunities
according to
sustainability.
Social
entrepreneurs
Medium High Develop enterprise
ventures with both
social and commercial
purposes.
Low. Informal. Develop business
opportunities with social
benefit.

20 | P a g e
(Digital) press &
media
Medium Medium Promote innovation and
sustainability. Facilitate
access of information to
the general public
High. Informal. Provide accurate,
accessible, relevant and
objective information.
Disburse innovation.
Research &
Development
facilities
Medium High Drivers for innovation;
develop and
successfully implement
and/or fulfill social
needs.
High. Informal. Generate innovative
business opportunities
according to
sustainability. Function as
a learning facility
E-learning
facilities
providers
of human capital
opportunities. May
contribute to
development of
research programs.
. Formal and informal.
respond to specific
requests
general. Actively
interest.
(Renewable)
energy providers
High High Drivers for innovative
(renewable) energy
provision. Provide
technological know-
how and (partially)
invest in the
development of energy
projects.
Low Formal and informal.
respond to specific
requests
Provide an international
showcase of best-fit
technology using
available and renewable
resources

21 | P a g e
Healthcare
Systems (for
profit)
Medium High Develop opportunities
to expand services
based on innovation and
cross-border supply of
health care.
Medium. Drivers for
innovation and
improvement of the
healthcare industry.
respond to specific
requests.
Offer top quality
healthcare to the local
population, support
medical tourism
Education
institutions,
language centers
(for profit)
of human capital
opportunities. May
contribute to
development of
research programs.
respond to specific
requests.
general. Actively
interest.
Free Zone Aruba High High Attracts new export-
driven business
ventures
Medium Formal and informal.
Highly involved in
developing business
opportunities and
attracting foreign
investment
World class business
center, attracting high-
value, high quality
businesses, using local
professionals
AAA High High Provide the logistics to
support (new) economic
activities
Responds to
international
developments and
national needs.
Regional hub for
passengers and freight.

22 | P a g e
APA High High Provide the logistics to
activities
Responds to
international
developments and
national needs.
Regional hub for freight
and home port for
cruiseships.
Transportation
providers
Medium High Provide the logistics to
activities
Low Formal Aruba is a crucial hub in
their regional network
Architects/constru
ction companies
Low Medium Willingness to use
alternative building
materials and designs
Low Formal Use innovative materials
and designs, ‘Aruba
Design’ is a trademark.
NGO’s
(environment,
business,
education, human
resources,
consumers)
High High Monitors and tests plans
for sustainability, can
initiate and partake in
specific actions.
High Formal (dialogue,
platforms), informal
(members)
Highly professional and
influential organizations,
locally and internationally
AHATA/ATSA Medium Medium Support and diversify
the sustainable
development of the
Aruban tourist product
Medium. Formal and informal,
increasing the positive
core
Aruba is still a top
destination choice,
because of sustainability
Current
students/future
workforce
members
High High Future members of the
workforce, innovators,
(co-)creators of new
industries embracing
sustainable
development.
Low Informal. Participation
in discussions to get
interest for generation
related issues.
International participation
in forums and
competitions.

23 | P a g e
Role models,
action-based
leaders (business,
education,
environment,
health, sports,
social)
High High Drivers of positive
thinking and action
High Informal. Discuss,
promote, and persuade
the development of the
necessary framework to
develop opportunities to
excel.
Every (young) citizen
wants to develop their full
potential and give to
society.

24 | P a g e
5. Desired outcomes
This chapter provides an overview of the specific outcomes the commission wants to
obtain based on the aspiration statement described in chapter 3.
Innovation knows many dimensions and the ways it can be stimulated and further
developed can be approached from different angles.
To accomplish innovation for Aruba, the commission will focus on four key
achievements, which are:
1. To create an innovative economic environment;
2. To build up high-developed human capital to sustain the workforce;
3. To attract sustainable technology and ICT to benefit the community and that
will function as a pull-factor for further innovation; and
4. To develop and maintain a sustainable society.
Nation of
Innovation
High developed
human capital
Innovative
economic
environment
Sustainable
technology & ICT
Sustainable society
Graph 1: Key achievements for 2025
Each of these achievements is further discussed in the paragraphs below.
5.1 Key achievements
5.1.1 Innovative (economic) environment
Creating an environment that is featured by a collaborative and synergetic approach
to economic development between key representatives of the business community,
investment promoters, foreign investors and the government entities in order to
generate value-added income without compromising the resources and composition of
the workforce. Entrepreneurs are considered as the drivers for innovation who act as

25 | P a g e
engines of growth, harnessing opportunity to develop product, service and process
innovations as well as new industries to fuel economic advancement.
In basic terms an innovative environment from the commission’s point of view stands
for a community where people want to bring great ideas and collaborate to
successfully implement them. To create such an environment the commission
accentuates three crucial aspects:
 Raising awareness for innovation.
 Developing (inter-)organizational skills and stimulate attitudes for
management of innovation.
 Develop/attract feasible short-term innovative business ventures (new
industries) to create quick wins which should contribute to paving the path
towards further innovation.
Raising awareness for innovation
To start with innovation it is important to start with changing people’s mindset in a
particular environment. While it is easy to condemn the current passive mindset, it is
not easy breaking out of it. Generating awareness for innovation is a good starting
point to make the shift.
Some general strategies for raising countrywide awareness for innovation are the
following:
 Introduce a National Innovation Awards: an award that recognizes achievements
in innovation that benefit the Aruban economy and society with the broader aim
of strengthening the national innovation culture and awareness at all levels of
industry, in the public sector and academia.
 Introduce innovation programs as part of schools curriculum, community
programs, sports, arts and culture.
Developing (inter-)organizational skills and stimulate attitudes for management
of innovation
In developing skills and attitudes for innovation the following goals will be pursued:
 Develop IMEs (Innovation Management Course for Executives): IMEs goal
should be to develop new management skills, improve vision and business skills,
and facilitate the application of innovation and new technologies in individual
businesses of participants based on using technology to create new products,
processes or services. The course should also explain how entrepreneurs may
access resources to benefit their own businesses. This course will help SMEs
innovate successfully through accessing R&D support for new ideas, and
government institutional and financial support services.
 Develop strategic action-based thinking in both the government and private sector.
 Develop a collaborative network to exchange innovative ideas and information.
 Create networks and facilitate access to financial means.
 Focus on the development of scientific research to support decision-making.

26 | P a g e
Develop/attract feasible short-term innovative business ventures
Feasible short-term business ventures that be developed in Aruba are the following:
 International Financial Center
 International Business Center
 Aquaculture
All three business ventures may conduct to ‘spin-off’ activities, especially in the areas
of education, research and development.
5.1.2 Highly-developed/knowledgeable human capital
Achieving a highly educated workforce that is perceived as precious human capital
and who through knowledge and skills is able to greatly contribute to further
innovation and who is empowered to support the development of new business
ventures. Each individual is offered the opportunity to develop to its full potential.
This achievement focuses on the attraction of talented people and also on the
elevation of the level of education of the workforce in order to have high developed
innovative people to sustain economic growth.
Attracting (local) talented people (knowledge immigrants)
To help develop Aruba as a destination of innovation, local talented people will have
to be attracted from abroad. Priority should be given to the attraction of local
graduates who are residing in a foreign country7
to fill vacancies in areas where high-
skilled jobs will be required. There are many reasons why local-born professionals
should be chosen over import of (temporary) foreign skilled people. In many cases
foreigners come to fill high positions but leave in a few years without sharing their
knowledge and experience gained at their work with locals. A local-born professional
will have the tendency to be more committed and to be more open for sharing skills
and experiences since he is making a contribution to his country of birth.
Elevating level of education of the workforce
Efforts should be made on different levels to increase the quality of the labor force in
terms of education and training. A more educated labor force is more mobile and
adaptable, can learn new tasks and new skills more easily, and can use a wider range
of technologies and sophisticated equipment (including newly emerging ones). A
well-prepared workforce is also more autonomous and thus needs less supervision,
and is more creative in thinking about how to improve the management of work. All
of these attributes not only make a more highly skilled worker more productive than a
less skilled one but also enable a work place that employs more educated workers to
organize differently, manage differently, choose technologies and equipment
differently, and adjust better to changes necessitated by competition, by technical
advances, or by changes in consumer demand.
Skills lead to more skills and new ways of doing business, workers learn from one
another, and firms adapt their technology and their use of capital to the skills of the
available workforce. The benefits of having a more educated workforce accrue to
7
Usually the country in which they studied

27 | P a g e
everyone, not just to the organization where these individuals are employed at.
Further, these kinds of indirect (or spillover) effects for the economy as a whole may
be especially important in an increasingly competitive global marketplace. Lastly a
more educated workforce may produce a less crime-ridden and healthier environment
with better functioning civil institutions and all the benefits that flow to the business
sector from that environment.
To support people to achieve higher levels of continuous education both the formal
and informal education sector should provide custom-made demand-driven
opportunities to develop the talents and learning potentials of all citizens optimally.
By synergizing the efforts of early childhood care and education providers,
community centers and libraries, formal and informal education providers and the
growing power of ICT media in offering continuous education opportunities both our
youth and our seniors can be tickled into pursuing life-long education opportunities.
Fostering innovative thinking
To help develop an environment where creative and innovative thinking of
individuals is appreciated and encouraged a shift has to be made from a more
centralized decision making culture to a culture where citizens and employees are
encouraged to participate in decision making. An award for innovative individuals
within our society as a whole and within specific organizations could promote
individuals to share their ideas and influence decision making on all levels of their
lives. By introducing an award that puts innovative people in the spotlight these
people can serve as role models to inspire others to also be creative and to be
encouraged to think innovatively.
The effects of a growing amount of innovative people in a business community are
self-reinforcing – innovative businesses are attracted to highly skilled and creative
workforces and, in turn, innovative people are drawn towards exciting and
challenging career opportunities. Furthermore, innovative people generate new ideas
that require skilled people to implement and exploit them.
5.1.3 Sustainable Technology/ICT networks
Provision of affordable technology and ICT that benefits the whole community and
that attracts new technology providers to showcase their innovative products and
services.
The focal point of this achievement is to develop an Aruban community in which
sustainable technology and ICT can develop and flourish to the benefit of all Aruban
citizens. The commission believes that by facilitating access to these technologies, the
Aruban people, entrepreneurs and government institutions will be able to boost their
innovative capacity to the wellbeing of all.
Below is a summary of the aspects that need to be considered to reach technological
development on Aruba:
 Facilitate access to ICT technology for all homes at low cost.
 Increase quality and lower cost of ICT technology to meet international standards
for the benefit of the business sector.

28 | P a g e
 Encourage domestic development of green energy technology.
 Intensify exploration of affordable green energy technology by utility providers
(partnered with foreign green energy providers) for countrywide benefit.
 Reform waste management systems.
 Attract research and development facilities for green energy and waste
management.
 Develop Aruba as a showcase for sustainable green energy (long-term).
 Attract foreign green energy providers to showcase the latest technology in clean
and green energy provision by emphasizing the diversity of green energy
resources provided on the island..
 Continuously upgrading Aruba airport and port facilities with new technologies.
 Promote green building methods and the use of green energy technologies at
home..
5.1.4 Sustainable society
Building a community consisting of model citizens who embrace sustainable
development and who make use of key resources available in a conscious manner to
continuously develop and improve al areas of the Aruban society, especially social
and environmental.
A society that strives to be sustainable accepts a duty to seek harmony with other
people in that society and with nature. Innovation is driven towards long-term
sustainable solutions for current and future challenges. Therefore the community in
general should be aware of the balance between the dynamics of innovative choices
and the constants of sustainable development. The guiding rules are that people must
share with each other and care for the island. The Aruban citizens and visitors should
learn to take no more from nature than nature can replenish. This in turn means
adopting lifestyles and innovative development paths that respect and work within the
island’s nature resources. This can be done by both embracing the many benefits that
modern technology has brought, and beware that technology also works within those
limits.
Key stakeholders in society (government, NGO’s and private sector) must promote
values that support these new ethics and discourage those that are incompatible with a
sustainable way of life. Information must be disseminated through formal and
informal educational systems so that the policies and actions needed for the survival
and well-being of the Aruban society can be explained and understood. In order to
develop the Aruban community as a sustainable society to further support and
encourage innovation the following aspects are deemed as important:
 Consider people as the central element in the system, evaluating the social,
economic, technical and political factors that affect how they use natural
resources.
 The social consequences of policy decisions will be thoroughly researched and
possible negative effect mitigated.
 Relate innovative economic policy to environmental carrying capacity.
 Increase the benefits obtained from each stock of resources, and limit the
depletion of resources.

29 | P a g e
 Promote technologies that use resources more efficiently.
 Ensure that resource users pay the full social costs of the benefits they enjoy.
5.2 Alignment with different sustainability themes and
statements
In designing the key achievements stated above, the commission also explored the
extent to which these outcomes are in alignment with the different sustainability
themes and statements that were brought forward by different community members
during the Discovery and Dream phase of the project ‘Nos Aruba 2025’. With this
opportunity plan, the commission will contribute significantly to the following aspired
themes and statements:
Social:
 Opportunity for (self)development to ones fullest potentials
 Stable social healthcare system and accessible care infrastructure for all
inhabitants
 Education for high level consciousness regarding sustainability
 Balanced economy, social and ecological possibilities
 Increased personal commitment
 Healthy and happy citizens
Environmental:
 Effective protection of the environment
 Clean water, air, land
 Abundant use of alternative energy (sun, water, wind)
 Recycling and reusing waste
 Aruba is CO2 neutral
 Prudent use of green technologies
Economic:
 National innovation system through knowledge based capabilities
 Opportunities for new business ventures both within and outside existing
industries
 Improved flexibility, efficiency, productivity and equity of markets and economy
 Diversification into high value areas (jobs and industries)
 Sustainable energy production
 An educated economy, aware of the need of natural resource protection
Governance:
 Development of international relations
 Additional cash flow to sustain budget and policy

30 | P a g e
6. Main stakeholders
Government/semi-government
Institution Actions needed for AS
Parliament/Government To execute new laws and adapt current
laws to a more modern society.
Less bureaucracy. Especially when
applying for certain necessary permits.
Legal procedures need to become more
effective, less bureaucratic which will be
more time efficient for both the
Government and the business community
Positive balance of payment by 2025
Government: Economy Promote & create platforms for public &
private dialogue:
one for foreign investment and a business
& education platform.
Find subsidies to finance projects to
promote & give impulse to economic
activities
Promote corporate social responsibility
by 2013
Positive balance of payment by 2025
50% of jobs in non-tourism sector by
2025
Intellectual property protection by 2012
Promote a R&D facility by 2025
Government: Education Provide high level of education, available
to all. Cooperate in creating a business &
education platform, promote multilingual
education.
Education level 50% ISCED level 5; 20%
of the working population has an
academic education. 30% ISCED has
level 4 or less.
Early childhood education. Quality
control is necessary. Requirements and
conditions are a must.
Learning centers available to all through
community learning centers & libraries.
Promote multilingual society, not one
main language but all languages.
100% internet access for all learning
centers.
Government: Fiscal Fiscal duties are necessary; create

31 | P a g e
incentives to stimulate new businesses,
local and international investment and
diversification of our economy.
0% import duties on green technology.
Government: Infrastructure Very vital is to complete the implantation
of the ROP-law.
By 2018 all new buildings are eco-
friendly
Good telecommunication infrastructure
which has to be accessible for everyone
to achieve 100% broadband and distance
working.
Good connection by land, sea and air, to
achieve good foreign relations and traffic
of goods and people (tourists and
business travelers)
Government: Intellectual property Protect innovative ideas. Encourage
people to keep innovating while
protecting their ideas. But at the same
time giving others the chance to build on
the idea.
Private Sector
Institution Actions needed for AS
Business organizations (ATIA, Mambo,
SNBA, KvK, AHRA, AHATA etc, )
Promoting and creating platforms for: (by
2013)
 Private – public sector dialogue
platform
 Business – education platform
 Foreign investment platform
International business center by 2014
Promoting National Prize Corporate
social responsibility by 2013
National prize for innovative
entrepreneurship by 2014
Promoting distance working by 2015
50% of jobs in non-tourism sector by
2025
Utility providers 50% of energy needs to be supplied by
renewable energy by 2015
More competition in the local market
New buildings are eco friendly by 2018
ICT providers 100% internet access for everyone at an
affordable price
Innovative technology available to realize

32 | P a g e
varios e-commerce projects such as E-
medicine center.
Distance working possible from home
offices in 2015.
Investment fund providers Foreign investment platform
Capital
Banks Expand commercial banking
Lower interest rates
(Digital) press & media Responsible and investigative reporting,
aimed at informative education.
(Renewable) energy providers 50% of energy should be supplied by
renewable energy
Create local market for sustainable
products and services at a reasonable
price
By 2020 all buildings are eco-friendly
In 2020, Aruba has non-intrusive
economic activities
Create a new industry through renewable
energy.
Healthcare Systems (for profit) E-medicine center/ national EMD
Competition for the public sector, which
will eventually lead to improved service
from the public sector.
Education institutions, language centers
(for profit)
By having both public and private
education facilities, educational programs
will be available to everyone. It will also
be competition, which will mean the
education system has to keep improving.
NGO’s and private citizens
Institutions Actions needed for AS
NGO’s (environment, business,
education, human resources, consumers))
AHATA/ATSA
Role models, action-based leaders
(business, education, environment, health,
sports, social)
Monitor the vision and test plans and
projects for sustainability.
Watchdog-role, grass roots initiatives.

33 | P a g e
7. Actions to be done
In this chapter the action plan will be presented, which includes a list of concrete
actions to be carried out to achieve the desired outcomes, based on the questions:
what-who-when?
What: a description of the actions to be carried out
Who: the stakeholders that need to be involved to make the actions possible
When: the time frame in which the actions need to take place
The actions are presented for each key achievement.
7.1 Creating an innovative economic environment
Action: Raising awareness for innovation
What Who When
Fostering innovation as part of Aruban culture
Innovation and research
programs at school
Department of Education, IPA,
University of Aruba, school boards,
teachers,
2009-2012
Developing internships
programs and scholarships for
foreign innovation programs
Department of Education, University
of Aruba, Aruba Scholarship
Foundation,
2010
Promoting innovation in
community
Media, community-based groups,
centro di barrios, role models,
entrepreneurs
2009-2013
Incorporating innovation in
sports, arts and culture
Sport organizations, Department of
culture,
2010
Action: Developing skills for innovation management
What Who When
Innovation as part of strategic business thinking:
Develop IMEs University of Aruba, foreign & local
learning institutions.
2010-2011
Partnering for innovation:
Create foreign investment
platform
Government, ATIA, KVK, NGO’s

34 | P a g e
Action: Develop/attract short-term innovative business ventures
What Who When
IFC, IBC and Aquaculture
Partnering Aruba
entrepreneurs with foreign
investors & users (showcase
displayers)
Free Zone Aruba NV, DEACI, ATIA,
Chamber of Commerce
2009-2010
Create/adapt legal
framework (IFC)
Department of Legislation, Central
Bank of Aruba,
2010
Spatial planning and
strategic positioning for
building construction to
accommodate the projects
DIP, DOW, Elmar, WEB
(infrastructure)
2009
Creative financing
arrangements
Foreign investors, banks, AEX 2009-2010
7.2 Building up a high-developed human capital
Action: Attracting (local) talented people
What Who When
Attracting local graduates from abroad
Provide incentive packages:
recognition, facilitate
immigration of family
members
Parliament & council of ministers,
Department of Education, Department
of Finance, DIMAS
2009-2013
Write-off student loans
(partially or in full) for
graduates that return to Aruba
to work in areas where high-
skilled people are needed
of Finance
2009-2013
Facilitate information on
opportunities of job openings
Department of Labor, Arubahuis,
Arubahuis and GevMin Washington
2009-2013
Attracting technological know-how (knowledge immigrants)
Flexibility of immigration
laws and policies for
knowledge immigrants and
their families
DIMAS, Department of Labor
2009-2010

35 | P a g e
Action: Elevating level of education of the workforce
What Who When
Reforming education system
Enhance opportunities for
adult education
Department of Education, Center for
Lifelong learning
2010-2012
Improved flexibility of entry
requirements and offer
support programs to optimize
opportunities to elevate
individual levels of education
Department of Education, professional
and higher education institutions
2010-2012
Fostering a culture of life-long learning
Develop learning centers University of Aruba, local and foreign
learning institutions
2010-2013
Develop distance learning
programs
University of Aruba, local and foreign
learning institutions
2010-2013
Stimulate on-the-job training
programs
Department of labor, local and foreign
business development institutions, HR
managers
2010-2015
Introduce special financing
fund for vocation and
academic learning programs
Department of Education, private
sector
2010
Fostering innovative thinking
Introduce award to recognize
innovative thinking people
both in the community as in
organizations who serve as
role models
New community based entity that
fosters a culture of innovative thinking
and innovative participation in
decision making
2010
Promoting a culture of
innovative participation in
decision making both in the
community as in
organizations
University of Aruba Organization,
Governance and Management
department, new community based
entity mentioned above
2011
7.3 Developing sustainable technology & ICT
Action: Streamlining/facilitating access to technology
What Who When
Facilitate access to ICT technologies
PC/broadband for all homes at
low cost
of Finance, Setar NV
2010
PC/broadband for all schools
and libraries
of Finance, Setar NV
2012

36 | P a g e
Encourage domestic development of green energy
Eliminate barriers imposed by
utility companies for domestic
green energy development
utility companies
2011
Eliminate taxes and duties on
import and development of
green energy technology
Parliament & council of ministers 2013
Action: Developing sustainable technology (energy and waste)
What Who When
Attract technological know-
how
WEB, Elmar, Setar, Serlimar, Private
Sector
2010
Invest in new infrastructures WEB, Elmar, Setar, Serlimar, Private
Sector
2010
7.4 Sustainable society
Action: Raising nationwide awareness for sustainable development
What Who When
Implementation of the ROP &
environmental law
Government; Parliament 2010
Stimulate corporate
responsibility &
entrepreneurship
Chamber of Commerce 2010
Introduce incentive: 0%
import duties on Green
technology
Government; Ministry of Finances 2011
Private sector starts creating
markets for sustainable
products and services for all
business and household in
Aruba: sustainable products
and services have to be
accessible to all)
Private sector; Chamber of
Commerce; Department of Economic
Affairs
2016
50% of energy is supplied by
renewable energy
Private sector; alternative energy
providers; utilities’ companies
2017
All new buildings, are eco
friendly
Ministry of Infrastructure; Parliament;
private sector
2020

37 | P a g e
Action: Community development
What Who When
Start a long-term, nationwide
awareness campaign for a
sustainable society & personal
development (LLL)
Government of Aruba; Department of
Education; citizens
2010
Media: translate visions (of a
sustainable future) into
practices
(Digital) media 2011
Business & Education
platform
Department of Economic Affairs;
Chamber of Commerce; Department
of Education; private sector; citizens
2013
School and other education
programs are available for
everyone, at any age &
education level
Department of Education; private
sector
2017
R&D facilities University of Aruba; Government;
Private sector
2017

38 | P a g e
8. Strategic resources needed
The following strategic resources are imperative for the commission to achieve the
desired outcomes:
8.1 Tangible resources
Cash
Cash is an imperative resource to cover initial investments to acquire other key
resources, such as fixed assets and infrastructure, technological improvements both
physical and know-how, expansion of education and learning facilities, (pilot)-
projects, research and renovations/improvements of existing facilities.
The estimated cash amount to cover the investments and acquisitions is AFl. .......
The funds required will come from different sources, which are:
 Funds allocated by the government
 Funds provided by banks (credit lending)
 Funds directly invested by venture capitalists (local and foreign)
 Funds generated through the Aruba Electronic Exchange (private placements)
 Funds generated through spin-off effects (profit distribution) due to flourishing
economic activities
The priorities for cash allocation include:
Improvement of ICT technologies
Investment in green energy development
Relocation of the commercial port to Barcadera
Infrastructure for the new free zone area
Investment in entrepreneurial development
Fixed Assets
 Adequate infrastructure (access roads to support logistics)
 Excellent and affordable airport facilities to accommodate the level of flow of
people and goods through aircrafts
 Excellent and affordable harbor facilities to support the maritime logistics
 Sufficient property and warehousing facilities at the freezone to accommodate
 Hi-tech (innovative) buildings to accommodate R&D and learning centers, etc.
 ICT infrastructure / broadband
 Infrastructure for renewable energy

39 | P a g e
8.2 Intangible resources
Relationships
 Well-functioning private-public dialogue platforms
 Different government departments working together
 Good communication with media
Individual capital
 ICT/Technological know-how
 Pro-active governance
 Well-regulated entry of new business ventures (to avoid
intrusive/harmful/unsustainable economic activities)
 Building code regulations (eco-friendly)
 ROP & environmental regulations
 Green/renewable energy know-how
 Know-how on sustainable products and services
 Integrity, transparency, responsiveness of government personnel
 High level of education, skills and experience
Collective capital
 Political stability
 Tax treaties
 Service-oriented workforce
 High-quality education
 Basic and new legislation
 Friendly multi-lingual, -national and –cultural community
 Foreign relationships
 Respected judicial system
 Win-win attitudes and values
 Pilot learning programs
 Community learning programs
 Incentives for innovation
8.3 Natural advantages
 Geographical location
 Availability of wind, sun and water for renewable/green energy & R&D
 Available land (limited)
 Attractive climate (to attract tourists and investors)

40 | P a g e
9. Road Map to achieve aspiration statement
(draft)

Current
strengths:
- Central geographical location
- friendly multi-cultural, - national &
lingual community
- politically stable system
- respectable judicial system
- foreign relations
Aspiration
statement:
“In 2025 Aruba will be a
place where innovative
people will share
innovative ideas in an
innovation-friendly
environment”
Social
Environmental
Economic
Political
Future20252017
2009
2021
Strengths in the
medium-term:
lingual community
- foreign relations
- high-quality education
- tax treaties
- ICT
Strengths in the
long-term:
lingual community
- foreign relations
- high-quality education
- tax treaties
- ICT
- Corporate governance
- technology & infrastructure
- well-functioning platforms
2013
2013
2017
2021
2025
Future
Roadmap - Nation of Innovation
E-medicine
center/national
EMD
E-government
100%
household
broadband
Intellectual
property
protection
Distance
working
(home offices)
Managing
diversity as HR
philosophy
Foreign
Inv.
Platform
0% Import
duties on
green tech.
Business &
Education
Platform Intern’l
Business
Center
50% jobs in non-
tourism service
sector
100% home
computers
100% internet
access learning
centers
Multi-lingual
education
New R&D
facilities/Bsc
program
Education level
75% ISCED
level 2
10% academic
Community
learning centers/
libraries
Inter-scholastic
science
competition
(international)
Non-intrusive
economic
activities
GDP ….
Positive balance
of payment
Impl. ROP &
environmental law
National prize
corp responsibilty
National prize
innovative
entrepreneurship
Local market for
sustainable
products/services
50% energy
needs supplied
by renewable
energy
All new
buildings are
eco-friendly
Policy through publ./
priv. dialogue
(platforms)
25% of new AUA
project financed
through PPDAQ
50% of new AUA
project financed
through PPDAQ
Key
achievements:
 Sustainable society
 Sustainable Technology/
ICT networks
 Highly-developed/
knowledgeable human
capital
 Innovative (economic)
environment

42 | P a g e
10. Working with other commissions

44 | P a g e
Commission
name
Statements that reflect common issues Issues that
might
contradict
each other
Cooperation issues and possible
projects
Sustainable
community-
based system
a) Everyone is aware of the importance of energy efficiency and the
need to reduce environmental pollution while conserving local
vegetation and fauna
b) Citizens are life-long learners; education is accessible to all and
citizens engage in extracurricular educational and recreational
activities
c) The education system is further linked to the ever expanding and
changing technological and financial demands
d) The government is effective in allowing for a targeted and rapid
response to social needs and a successful pursuit of individual and
communal aspirations as well as pro-active and decisive initiatives
and a participatory approach.
e) A diversified economy with entrepreneurship that is both part of and
complements the tourist industry
None Involving and engaging
community based stakeholders in
pro-active initiatives and
entrepreneurship
Environment a) Use the media to help educate and create awareness of sustainable
development
b) Stimulate change from within companies and residents through strict
adherence to environmental laws, producing services and goods in an
environmentally sound way
c) The whole community uses energy consciously and efficiently using
the latest technology to keep the environment as least contaminated
as possible, generating green energy by using local accessible
alternative energy sources and refusing, reducing, reusing and
restoring waste as a part of life.
None Creating awareness to ensure a
sustainable environment using the
latest technologies and local
alternative energy sources

45 | P a g e
d) Aruba has developed public participation mechanisms to fortify our
democracy and stimulate the thriving new economy. Therefore
invited guests are welcomed to share our island.
Governance a) Citizens have access to quality information, are taken into
consideration and participate in the policy-development and public
decision-making process.
b) Public and private partnerships are built on trust, knowledge and
acceptance of each other’s unique responsibilities and a structured
and continuous consultation between all stakeholders
None Ensuring that all citizens are well
informed about and have
accessibility to decision-making
processes, working together in
public-private partnerships and
involving all stakeholders
International
Financial
Center
a) The business community in Aruba flourishes with (highly) educated
people, based on the core values of integrity, innovation and
excellence
b) The Government invests in the education of the Aruban people,
stimulates new businesses and focuses on a mixed economic
approach, keeping the population well informed and aware of the
most recent developments in the financial sector
None Diversifying the economy and
emphasizing the need for
investments in highly educated
people, innovation and new
businesses
Lifelong
learning
a) Everybody contributes collectively to the sustainable development of
Aruba through continuous accumulation of knowledge and
development of abilities, talents and attitudes based on every
individual’s potential and values.
b) Individual’s talents and potentials flourish through formal
educational routes, alternative innovative routes and outside the
formal educational system in educational community centers, at
work, at home and through multi-media.
c) By continually learning the society progresses in a sustainable way
and has developed a diverse and dynamic economy
None Creating multiple formal and non-
formal possibilities for life-long
learning
Socio-
economic
structure
a) The Aruban economy is diversified to a broad extent, with transport,
financial services and knowledge-based activities making up for
almost 60% of GDP, driven by high-skilled labor and Aruban
None Diversifying the economy by
investing in high-skilled labor,
ingenuity, creativity and

46 | P a g e
ingenuity, creativity and entrepreneurship. Sustainable initiatives are
stimulated by fiscal incentives
b) Education has become a means to produce human capital in the form
of capable, conscious and productive citizens, respecting each other’s
individual ancestry and cultural traditions and values and offering
equitable opportunities to fulfill individual and social group
aspirations.
entrepreneurship
Sport and
Nutrition
a) The Aruban society has a healthy way of living and is conscious
about the use of natural resources
b) Sport practice has contributed to the development of non-physical
areas such as creating norms and values, fair play, pushing for
perfection, team building, social skills, networking, nationalism, etc
c) Sport facilities are well situated in every neighborhood, practical,
user friendly, environmentally friendly and well maintained.
none Stimulating a healthy way of
living that contributes to well-
being and social skills which in
turn sets the environment for
human inspiration and innovative
ideas to flourish and flow
Sustainable
food supplies
a) Arubans produce most of their own vegetables from their own high-
tech small-scale gardens and catch or breed fish in a hygienic and
environmentally responsible way. They are aware of locally grown
food choices, sound living and food growing practices, eco-friendly
farming, innovative green technology and are willing to experiment
with these
b) Aruba’s success is showcased around the world and has become part
of the attraction of the island and local grown products are sold to
health-conscious tourists and are exported
none Stimulating innovative local food-
production as a healthy living
practice and a new means of
generating income
Sustainable
tourism
a) The tourism product has diversified and reinvented itself with geo
tourism and eco tourism
b) Aruba possesses the systemic tourism intelligence capabilities that
provide stakeholders with the insights, information and intelligence
for innovation towards realizing sustainable tourism in a pro-active,
collaborative, responsible and equitable manner, thereby enhancing
none Synergizing efforts in creating
innovation in both the tourism
sector itself and all business
sectors relating to tourism,
enhancing the overall
sustainability of the Aruban

47 | P a g e
the overall sustainability of the Aruban destination
c) Aruba will innovate and further distinguish itself as a premier
Caribbean destination through the development of new business
models that will create sustainable competitive advantages
destination in a diversified
economy.
Energy
Management
a) Aruba maximizes its use of locally available natural renewable
energy resources and recycles its waste in a responsible and
sustainable way, liberalizing the local energy market and creating
incentive programs to motivate installation of sustainable energy
generation equipment using locally available natural energy resources
b) There are ongoing educational programs to educate the Aruban
community for better ways to manage its energy-usage and to use
technical know-how on sustainable energy generating equipment.
c) The example is set by schools and community centers placing
alternative energy generating equipment and the use of sustainable
powered vehicles for both private and public transportation
none Educating and stimulating
innovative sustainable energy
usage

48 | P a g e
11. Robust and fragile elements
11.1 Robust elements
The elements of the Aspiration Statement, Key Achievements and Milestones in the
Roadmap will build upon themselves, once realizing the basics, which can be done on
a short term. Innovation is a ‘state of mind’, not dependent on critical single activities.
Initial projects will in themselves create the resources needed on the long run.
Many of the Strategic Resources are available, at least as a starting factor. The Free
Zone as a driver of foreign investment is there, and can be used to develop the
Foreign Investment Platform. The Collective Capital and Natural Resources are there,
but need to be improved and protected.
11.2 Fragile elements
Most fragile elements in our plan are inherent to sustainable development. If the NISP
is truly adopted by the whole of Aruba, the fragile elements will receive the attention
they deserve and become robust. Education is a crucial element..
Many of the elements in the plan hinge on a single factor, the most fragile. That is
creating a high level of dialogue and collaboration between the stakeholders
represented in Government, private sector and NGO’s/private citizens, and each
recognizing their individual responsibilities and developing their capabilities. In short,
the Social Architecture described in 4.2-4.4,
Another fragile element is the ability to attract the first investors/highly educated
(returning) workforce. Once these have a positive experience it will become a
resource. If it is not done well the first time around, it will remain a fragile element.
The actions to be undertaken to improve the fragile elements are in the form of small,
relatively simple and straightforward projects in the first years of the NISP, to create a
positive experience and the vision to undertake the more challenging projects that
entail greater change. The Investment Platform is such an example. The stakeholders
all recognize the need to work together to attract foreign investment, however the
current negative atmosphere is a deterrent. With the worsening global economy and
the decline in tourism, steps will have to be taken to develop new business
opportunities. A positive experience can set the stage for the development of similar
platforms for Energy, Education, Health, etc.

49 | P a g e
12. Detailed Implementation/Action plan 2010-
2013
This chapter describes the actions that are required for implementation of the
commission’s opportunity plan.

50 | P a g e
Time
schedule
Description
actions to
obtain the
aspiration
Action by the public
sector and time
frame
Actions by
the private
sector
Identification
of resources
needed by
source:
personnel &
finances
Estimated costs
for
implementation
Responsible
organization for
implementation
and resources
Organization
accountable for
implementation and
resources
2009-2010 E-government Make procedures and
policies more
accessible and easier
to be implemented. A
network of computers
can connect various
government
departments, making
data more accessible,
simplifying
procedures &
decision.
Give relevant
feedback on
how
government
can function to
their
advantage
Personnel has
to accept
change,
recognize
change is
beneficial to
their work
process.
Department of
Information &
automation for
the
infrastructure. Or
the Government
can outsource
this task.
The Government of
Aruba, Dept. of General
Affairs.

51 | P a g e
2009-2010 Implementation
of the ROP &
environmental
law
Dept. of Infrastructure
and Planning. Dept.
of Public Health
give relevant
feedback.
Look at the
long term
benefit of the
law, not going
around it in
order to save
costs on short
term.
Personnel to
educate
population on
benefits of new
law
Dept. of
Infrastructure
and planning;
Dept. of Public
Health
Parliament of Aruba
2010-2014 Raising
awareness for
innovation
Incorporate
innovative projects &
programs. Be
supportive of teachers
and other educators
to bring forward
innovative projects
and programs.
Be supportive
and
recommend
innovative
trainings/
promote
innovative
educational
programs and
projects at a
reasonable
price.
Teachers,
educators,
trainer for
trainers, policy
makers,
government,
school board,
parents,
youngsters
Dept. of
Education; Dept.
of Culture and
labor; University
of Aruba;
community
based groups and
centrums; media
Dept. Of Education; Dept.
of Labor and Culture;
Parliament of Aruba.

52 | P a g e
2010 100% internet
access
Internet access
everywhere, in
learning facilities &
homes. Promotes the
use of internet,
provides a great
infrastructure to
achieve this goal.
More internet
providers in
Aruba by
2013, supply
meets demand,
competence
makes
providers offer
faster and
better internet
continuously.
Businesses and
citizens make
continuously
more use of the
internet. This
brings along
the need of
more high
skilled ICT-
ers.
Government:
good
infrastructure.
Private sector:
internet
providers and all
related services.
Dept. of
Telecommunication;
Internet providers; private
sector.
2011 Foreign
Investment
Platform
Make procedures and
policies to guarantee
transparency in this
business opportunity.
Be transparent,
search ways to
enhance this
business
opportunity
and finance
commercial
businesses.
Law & policy
makers to
adjust current
laws. Players
in the financial
field to
Government,
ATIA, Chamber
of Commerce,
NGO’s
Government, ATIA,
Chamber of Commerce,
NGO’s

53 | P a g e
2012 Intellectual
Property
protection Protect innovative
ideas. Encourage
people to keep
innovating while
protecting their ideas.
But at the same time
giving others the
chance to build on the
idea.
Private sector
knows their
ideas are
protected and
are
encouraged to
continue
innovating and
improving
ideas and
concepts.
Finances are
necessary to
guarantee the
protection of
registered trade
marks and
concepts.
Controllers are
necessary.
Bureau for
Intellectual
Property.
Bureau for Intellectual
Property.
2012 E-medicine
center/ national
EMD
Encourage private
health care incentives.
Medical costs are
covered in AZV.
Control health care
and set standards.
Develop
opportunities
to expand
services based
on innovation
and cross-
border supply
of health care.
Highly skilled
professionals
have to keep
improving
health care
Private sector.
Dept. of Public
Health
Private sector. Dept. of
Public Health

54 | P a g e
2013 National Prize
for Corporate
social
Responsibility
Announce importance
of responsible
entrepreneurship.
Promote CSR among
SMEs as well.
Be involved
and supportive
of CSR.
Realize the
benefits CSR
has for
businesses and
make clear
that CSR is
not only for
multinationals.
Take pride in
winning such
award.
Personnel in all
organization
and business,
on all level are
aware of
importance of
CSR. By 2015,
applicants find
it important to
know what the
contribution of
their future
employer
before they
accept job. The
employee is
eager to know
how he can use
his skills to the
benefit of the
community.
Dept. of
Economic
Affairs, The
Chamber of
Commerce; other
business
associations.
Dept. of Economic
Affairs, The Chamber of
Commerce

55 | P a g e
2013 Business &
Education
platform
Promote innovation in
Educators.
Create a
platform
where
businesses
teach their
experiences,
best practices
exchange,
inspire others
to become
successful
Leaders lead
the platform.
Other will
follow.
Government of
Aruba, dept. of
Economic
Affairs, dept. of
Education.
Private Sector,
the Chamber of
Commerce and
other business
organizations
Private sectors, educators,
citizens.
2013 International
Business Center
Creating the physical
building. In order to
meet its goals, some
policies and laws
have to be adjusted
for Aruba to become
a "real" international
business center.
Implement the
idea behind
the business
center. Keep
innovating and
developing the
business
center to
successfully
achieve its
goal, be
competitive,
not only in
Aruba but
know what is
happening
outside Aruba
as well.
Entrepreneurs
&
professionals.
Players in the
International
business center
need to let go
of the island
concept and
think globally.
Government of
Aruba. Private
Sector, the
Chamber of
Commerce and
other business
organizations
Private sector.

56 | P a g e
13 Monitoring and evaluation 2010-2013
<<pending>>

57 | P a g e
References
Barro, Robert J. (1997) Determinants of Economic Growth: A Cross-Country
Empirical Study. MIT Press: Cambridge, MA.
Dickens, W.T., I. Sawhill & J. Tebbs (2006) The Effects of Investing in Early
Education on Economic Growth. The Brookings Institution, MA.
Luecke, R. & R. Katz (2003). Managing Creativity and Innovation. Harvard
Business School Press. Boston, MA.

58 | P a g e
Annex 1: Conceptual framework: sustainability through innovation
Cash
Fixed Assets
Relationships
Individual capital
Collective capital
Natural advantages
Innovative economic
environment
High developed human capital
Increased innovative
capacity
Product Innovation Service Innovation Process Innovation
Improving current
industries
Developing new
industries/business
models
Entrepreneurial development
Knowledge
Wealth
Competitiveness
Institutionalized
social system
Informal social
system
- Green energy development
- Financial services
- Internet-based services
- Export oriented activities
- ……….
- Tourism
- Retail
- Services
- ...
Strategic resources
Creation of high-
skilled jobs
Higher profits (high
return on
investment)
Sustainable technology & ICT
Sustainable society
Key achievements
Government

Nation of Innovation - Aruba Opportunity Plan v2 (Commission Nation of Innovation)

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