In an unprecedented act of solidarity, a group of volunteers in Aruba joined forces to collect, organize and send humanitarian aid to the communities most affected by the earthquake tragedy in Venezuela. Thanks to the support of the people of Aruba and the tireless work of dozens of volunteers, the initiative became a success.

Local businessman Orlando Garcia, among the first to volunteer, reports the initiative was born a day after the earthquake tragedy, when fellow-businessman Alex Louvera proposed that a group of friends join forces and do something concrete to help Venezuela. They immediately began preparing flyers, contacting members of their social and business circle, friends, and the media to mobilize support.

The first donations were small, but in a brief time the amount of help continued to grow, which necessitated a large chain of volunteers. The collection began at the Caribbean Print Center, but when the amount of donations increased, Paseo Herencia offered bigger space, established as a logistic center. All donations had to be sorted, unpacked, and packed – it was a huge effort under tough conditions for almost 11 days, resulting in 80 tons of aid leaving the island.

Alex Louvera described the campaign as a “huge success”, despite many challenges. He explained that the transport from Coro, where the aid was docked, to Caracas, which normally takes six hours, took more than 30 hours due to different checkpoints and the situations with the authorities in Venezuela.

Finally, the aid arrived in Caracas, where, with the support of the Vegas family and FundaproCura, a Venezuelan NGO, the distribution began to communities such as Higuerote, La Guaira and other towns that were seriously affected. Many of the humble families opened their homes to welcome the people who were left homeless, while the donations of clothing, food, and water, helped meet their most urgent needs.

Among organizers Carlos Sanabria, He explained that when he heard of the tragedy, his first wish was to go personally as a volunteer. However, after looking for different options, he understood that through the planning center at Paseo Herencia, he could contribute more to the cause, coordinating the preparation of all the cargo.

Finally, Tina Faria expressed her gratitude to the people of Aruba and to all nationalities who contributed to the campaign. According to her, the level of collaboration exceeded all expectations, reaching a time when more than 30 volunteers were working together to sort, package and prepare the donations for their destination in Venezuela.

The last shipment of medications by Visser Trading left last week. A Christmas gift campaign is on the drawing board in collaboration with PANA a local NGO, who has been collecting toys for Venezuelan children at Christmas time, for a few years.

I would like to support the Dia Nacional pa Cuida Aruba because it is important.

My neighborhood will be going out to clean – I am on the 5 to 7pm shift. I will have some cold beers in the trunk of my car for my fellow-cleaners for the after-party.

A social media post featured the Prime Minister at the GSCC, Good Samaritan Christian Center, accepting the blessing of Pastoor Frank Daal, over his national cleanup day initiative. That was too much pomp. He did not invent beach clean ups, and this is not the first. Why is he positioned as a folk hero receiving recognition for brave moves?

I never see Ewald Biemans who has been organizing monthly cleaning actions with his staff members and guests, create any hype around it, meriting hundreds of Bless-Yous, from followers, who surely will not be among cleaners.

Just to refresh your memory: “More than 40 years ago, Biemans organized the island’s first hotel-led cleanup initiative, uniting the tourism sector around environmental stewardship. Today, the resort’s monthly beach cleanups bring together staff, community members and guests, removing an average of 1,500 pounds of debris annually while fostering shared responsibility and connection.”

AHATA has been cleaning since Adam & Eve, beaches, reefs, sponsoring miles, raising awareness.

Just to refresh your memory: The AHATA National Clean Up is an annual event, aimed at cleaning beaches and coastline. From Surfside to Wilhelmina Park, the beaches of Arikok National Park, California sand dunes, Baby Beach, Bachelor’s Beach, Boca Grandi, Zeewijk Beach, Mangel Halto, Santo Largo, Arashi, Anaboei, and the open area between the former Bushiri Hotel and the Tamarijn Beach Resort.”

CEDE Aruba joined the cleanup effort. It has the community good at heart. CEDE posted the project online, offering 9 locations, requiring each 25-35 volunteers. If companies are willing to participate, they may go to ArubaVolunteers.org to sign up.

Yes, Saturday is not a good day for the hotels, but who knows, some would make the time.

Under the leadership of former minister Ursell Arends several cleaning actions were nicely organized in coordination with all relevant department. But Arends did not make it about himself. He also allowed time to adequately plan and remind the community to take responsibility.

The current GOA policy on waste is the one written by Arends. GOA just uses the nature portfolio policies transferred to them from the previous administration, acting as if it they just invented them. But I am pleased they did not shelf them. They are going forward with good stuff left over from previous professionals. The community wants to see good policies, responsible use of public funds, and active participation of stakeholder.

Next Dia Nacional pa Cuida Aruba, allow more time for planning and organization. The successful one in2024 took months to coordinate.

This is the third GOA move ushered in hastily. The e-bikes, the boulders, and the cleanup. Wham, bang, usually backfires. Owners of e-bike companies took GOA to court, the boulder placed all over the north coast are causing parking issues, a major disturbance in the Boca Catalina neighborhood. There was no discussion on alternative routes for adventure tourism companies, so they are all over the place, and now the cleanup, organized in a rush.

But please volunteer anyway.

I went down to the Boca Catalina beach today to visit the two just laid turtle nests. The Beach needs all the help it can get. The egg laying sites are not adequately protected, and the Keep Away sign must be bilingual. Many of our beach going guests do not read English.

In Memoriam, the late Lee Raymond, the man who helped fund Status Aparte

https://batibleki.wheninaruba.com/in-memoriam-the-late-lee-raymond-the-man-who-helped-fund-status-aparte/

Questions we ask ourselves: Why does the Prime Minister want to take a back seat?

https://batibleki.wheninaruba.com/questions-we-ask-ourselves-why-does-the-prime-minister-want-to-take-a-back-seat/

Caring for Aruba Together: A New National Movement for a Cleaner Island

https://batibleki.wheninaruba.com/caring-for-aruba-together-a-new-national-movement-for-a-cleaner-island/

It’s Raining Awards in Aruba: Interval International Honors Top Timeshare Resorts

https://batibleki.wheninaruba.com/its-raining-awards-in-aruba-interval-international-honors-top-timeshare-resorts/

Burubundu, is the question!

https://batibleki.wheninaruba.com/burubundu-is-the-question/

Why Enforcement is so Hard

https://batibleki.wheninaruba.com/why-is-enforcement-so-hard/

Infini’s Menu 16, A Journey Through Time, a refined culinary interpretation of island favorites

Fans of chef Urvin Croes would be pleased to know that Infini’s menu #16, A Journey Through Time has just been introduced. It is a thoughtfully curated dining experience that brings together bold island flavors, refined techniques, and unexpected combinations. Each course served during the evening reflects a memorable island experience, a memory, a holiday, or a favorite food, interpreted through a contemporary lens. From the brightness of tropical fruits and flowers to the richness of slow cooked meats and the freshness of seafood, the menu explores contrast, balance, and storytelling through food.

Rooted in Caribbean identity and shaped by global influence, this experience highlights familiar ingredients presented in elevated and creative ways. Each course is designed to flow seamlessly into the next, creating a journey that is expressive, layered, and memorable.

The eight-course tasting, menu #16, A Journey Through Time, is priced at US$169, per person, with an optional wine pairing available for an additional US$110, per person.

More than a menu, Caribbean Impression #16 is an imaginative interpretation of the region, told through carefully composed flavor combinations, delivering history, heritage, and joy.

Under Chef Urvin’s leadership, Infini is just one of three successful food concepts making guests happy. They are Infini at Blue Condominium, and Poke Ono, with two distinct locations, one at Azul condominium and the other at Renaissance Marketplace. The most recent addition is Caya House on Palm Beach.

Last year Chef Urvin was selected as team mentor for the Aruba Culinary Team representing the island in the prestigious competition, “Taste of the Caribbean 2025,” organized by the Caribbean Hotel & Tourism Association which took place in Barbados.

Infini, into its seventh year of success, launches a different tasting menu every six months. It should be noted that Chef Urvin is a tireless mentor, and the young cooks apprenticing in his kitchen are enjoying careers in various local restaurants thanks to the good methodology and work habits instilled by him in his own kitchens. Infini’s chef’s table dining experience is limited to just 18 guests. Book your culinary journey with Infini by calling:

+1-305-420-6432 (USA)

+297-280-8869 or +297-699-3982 (Aruba)

Or send an email to reservations@infiniaruba.com

The full course lineup:

Aruba has no shortage of laws. The real challenge is getting them implemented.

A guest post by Tony van Veen as part of a series Aruba at a Tipping point

Last month I had the privilege of speaking at the Aruba Chamber of Commerce’s annual business event. The topic was overtourism and whether Aruba can move from a strategy focused on volume to one focused on value.

We talked about cruise ships, vacation rentals, housing, UTVs, economic diversification, and the environment. There was no shortage of ideas.

It was all quite inspiring until one panelist asked a question that brought everyone back to reality:

How will we implement any of these ideas if we’re not even enforcing the laws we already have?

It’s a fair question. Because the truth is Aruba has no shortage of laws, regulations, or policies. We have zoning laws. Environmental laws. Childcare safety laws. Rules governing everything from noise to construction to boat propeller cages to stray dogs and cats.

Yet everyone knows a lack of enforcement is the reason for a lack of implementation of all these laws (and more).

Why are we SO bad at enforcement?

If there’s any consolation in the answer it’s this: It’s not only Aruba that’s bad at enforcing laws, rules, and decisions that were agreed on. It’s a universal challenge. Frankly, I struggle with it myself at times, in my business.

However, after nearly 40 years leading businesses, I’ve come to the conclusion that more than anything else, lack of enforcement stems from a lack of leadership. Here’s why I think that, and what I’ve learned it takes to enforce decisions made – even hard ones.

Enforcement requires leadership

Writing a law is an event.

Enforcing it is a process.

Creating a new law or announcing a new initiative is exciting. Enforcement is not. Enforcement is the day-to-day unsexy work of inspections, follow-up, reporting, difficult conversations, and sometimes telling people things they don’t want to hear.

It’s the blocking and tackling that turns laws, rules, and decisions into desired results.

For the reasons I mentioned above, enforcement is hard. And in Aruba, enforcement is even harder because we’re a small community. The person violating the rules may be a friend, neighbor, cousin, customer, former classmate, or political supporter.

Which is precisely why leadership matters – both political and business leadership, formal and informal leadership.

Leaders cannot simply announce a policy and expect it to magically happen. They have to drive implementation. They have to stay engaged long after the press conference is over. Because the leader is ultimately responsible for the implementation of his or her plans.

Unfortunately, I believe that all too often poor leaders believe that implementation is the responsibility of those they ask to implement and enforce the rules. And, in a way, it is, of course. But without the leader’s active, ongoing engagement, enforcement just won’t happen. Because if leadership loses interest, everyone else eventually will too.

It starts with buy-in

The biggest reason enforcement fails is that the people responsible for enforcing the rules often aren’t fully bought in.

Think about how many initiatives have come and gone over the years. A new policy is announced. A memo is issued. Expectations are communicated. Then implementation gets pushed down the organizational chart.

The people expected to carry it out are often already overloaded. They may not understand why the initiative matters. They may not agree with it. Or they may have seen similar initiatives quietly disappear in the past.

Eventually a mindset develops: “This too shall pass.”

In fact, I know there have been initiatives in Aruba where the people responsible for enforcement allow, or even encourage, non-enforcement. When the “Ley di cacho” governing stray dogs and cats was introduced, the police chief publicly stated that enforcement was not a priority.

The message was clear. People don’t enforce what they don’t believe in.

So, what does it take to make enforcement happen consistently? How do you get buy in for new initiatives?

Debate, feedback, and consistent messaging

One of the biggest mistakes leaders make is assuming that merely announcing a policy will result in it getting implemented. It won’t.

The people who need to enforce that policy need to clearly understand:

At my company, when we’re rolling out a significant initiative, especially one that may encounter resistance, I don’t start by saying to my managers, “Here’s what you’re going to do.”

Instead, I ask: “How would you do it?”

That simple question completely changes the mindset of the people who will ultimately be responsible for implementation. Instead of focusing on why something won’t work, that question starts them thinking about how to make it work.

The goal is ownership. The people closest to the work usually know where the obstacles are. These obstacles will come up during planning discussions. But asking “how would you do it” forces a solutions-based approach to the issue at hand. Good leaders listen to those concerns, address them, and build commitment before expecting results.

Sending a memo about a new initiative to your team is not leadership.

Holding a press conference about a new law is not leadership.

Creating understanding and ownership throughout an organization is leadership.

And a big part of that leadership means personally doing the internal messaging required to get your team on board. Buy-in cascades downward. Three years ago, when my company wanted to launch a new book printing division, I first met with my senior leadership team, then with the full management team.

We modeled the revenue and profit opportunities, had spirited debates, and got the team bought in.

Some of it involved one-on-one meetings to get key managers on board.

I met with my whole company staff during a town hall meeting, to explain the plan to launch a new division, why we were doing it, and how we were going to launch. They got to ask me the questions they had.

And today, just two years after launch, that new division is already generating 25% of our company’s revenues. Because I did the work of getting buy in.

Accountability is key

Buy-in is important. But buy-in alone isn’t enough.

We have a saying: You have to inspect what you expect. In other words, what gets measured gets managed, and what doesn’t gets forgotten.

If a government department is responsible for enforcing a policy, there should be clear expectations, timelines, metrics, and reporting:

These reports must happen regularly – weekly, monthly, or quarterly, depending on the timeliness of the data. If progress isn’t being tracked, don’t be surprised when progress doesn’t happen.

And if commitments aren’t being met, leaders need to ask why. Are there resource constraints? Training issues? Conflicting priorities? Or is the initiative simply not being taken seriously?

Accountability isn’t about punishment. It’s about making sure the work actually gets done. And while a leader has to hold their people accountable, ultimately, it’s the leader who is accountable for delivering results, for making sure the law or policy gets implemented.

Enforcement must be funded

Enforcement costs money.

When new policies or laws are introduced, the first question usually is “How do we pay for this?” Because initiatives require personnel, vehicles, equipment, technology, training, legal support, and administrative resources.

Therefore, wherever possible, major initiatives should fund their own enforcement.

If UTV activity creates environmental impacts, then riders should pay an environmental impact tax that will fund enforcement, environmental restoration, and preservation.

If vacation rentals generate tourism income (and pressure), a system that prevents avoidance of hospitality levies and income taxes should fund enforcement.

If we want stronger enforcement of certain activities, we need to be honest about what that costs and how we’ll pay for it.

Lack of funds is often listed as a reason why programs aren’t enforced. Any leader who launches a program, announces a policy, or writes a law without answering the funding question is setting it up to fail.

How to make enforcement happen

Enforcement is simple, but it takes real effort. To be successful, enforcement requires:

Aruba does not have an idea problem. We have plenty of ideas, studies, reports, consultants, strategic plans, policies, and laws. The difference between successful countries and unsuccessful ones is rarely the quality of their ideas.

Our execution is poor because leadership has not consistently prioritized implementation.

Aruba’s future will not be determined by the next law or policy our ministers write. We have plenty of laws already. The fate of our island will be determined by whether we finally enforce the ones we already have.

If we can’t do that, why should anyone believe the next initiative will be different?

About the author: Tony van Veen is an entrepreneur, CEO, and self-described opinionated Aruban. After graduating from Colegio Arubano he spent nearly 40 years building businesses in the US while remaining closely connected to Aruba. In this occasional Bati Bleki guest column series Aruba at a Tipping Point he explores topics that will shape Aruba’s future.