Policy on Local Government Transformation and Modernisation

Contents

ACRONYMS & ABBREVIATIONS

A MESSAGE FROM THE PRIME MINISTER

FOREWORD

EXECUTIVE SUMMARY

CHAPTER 1: BACKGROUND AND OVERVIEW

CHAPTER 2: EVALUATION OF THE CURRENT SYSTEM

CHAPTER 3: THE EXPECTATIONS OF THE CURRENT ADMINISTRATION

CHAPTER 4: BRIDGING THE GAP

CHAPTER 5: THE KEY TRANSFORMATION AND MODERNISATION PROGRAMMES

CHAPTER 6: POLICY IMPLEMENTATION AND PROGRAMME EVALUATION AND MONITORING

CHAPTER 7: THE NEW LOCAL GOVERNMENT PARADIGM

CHAPTER 8: CONCLUSION

APPENDIX I: LIST OF PROPOSED AMENDMENTS TO THE MUNICIPAL CORPORATIONS ACT (MCA), 1990, AS AMENDED

APPENDIX II: LIST OF AREAS FOR CONSTITUTIONAL AMENDMENTS AND/OR NEW OR REVISED LOCAL GOVERNMENT LEGISLATION

APPENDIX III: IMPLEMENTATION SCHEDULE FOR LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION ACTIVITIES TO BE IMPLEMENTED IN THE SHORT TERM (WITHIN ONE YEAR)

APPENDIX IV: PM’S ADDRESS TO COMMONWEALTH LOCAL GOVERNMENT CONFERENCE

IMAGE GALLERY

MAP & DIRECTORY OF MUNICIPAL CORPORATIONS

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POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION

October 2012


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I feel deeply honoured and privileged as the Prime Minister of The Republic of Trinidad and Tobago, to bring you a special message on this occasion to mark the publication of our Policy on Local Government Transformation and Modernisation for public comment.

The swirl of changes in the global landscape towards decentralised governance geared to providing better services, creating vibrant communities, strengthening participatory democracy and building strong councils, challenge us to review our Local Government structures and systems. While decentralisation is the general trend, devolution, the granting of substantial political and administrative authority to local authorities to operate relatively unfettered, is gaining popularity.

From the outset therefore, let me state categorically that my administration is committed to devolving greater authority, power and responsibilities to Local Government bodies, as we seek to build strong, prosperous and participatory communities as integral elements of good

local governance and democracy. We believe our nation can become more prosperous, democratic, stable and self-assured, if all individuals, citizens, communities, groups and organisations are able to participate and contribute to the governance of the country. Local Government can indeed fulfil such ideals. That is why we pledge to enshrine Local Government in the Constitution of our Republic, as a salient component of our Constitution reform agenda, so that it can become a permanent feature of our governance structure.

We deliberately chose the devolution model of local governance, because Local Government works best when communities are given the authority

to determine their development priorities, and are actively involved in programme development and execution. In this regard, central Government must eschew the tendency to exercise control from the centre, and allow Councils the freedom to carry out the responsibilities they were elected to perform within the framework of the law, the Constitution, and national guidelines. In other words, we are strongly advocating the new Local Government paradigm, which views Local Government as an active partner in the governance process, rather than a subordinate agent of central Government.

Broadly speaking, within the framework of our seven pillars for national sustainable development, Local Government fits snugly under the pillars of People-Centred Development, Good Governance and a More Diversified Economy.

Focusing our attention on people-centred development, we believe that only through Local Government can the specific development needs of each community be satisfied, not only in terms of

infrastructure, but also in terms of all other human development needs. Thus, hand in hand with the devolution of authority to Local Government Authorities, must be the empowering of communities and neighbourhoods to shape their destiny and participate in the management of local affairs. In this regard, our intention is to allow Local Government bodies to play a more meaningful role in delivering better services to communities and solving local problems.

Under the pillar of Good Governance, apart from the promotion of the core values of accountability, transparency, equity, value for money expended, social cohesion and local democratic leadership, appropriate governance structures and systems will be put in place to increase the speed and efficiency with which decisions are taken, and likewise, their execution. Furthermore, appropriate amendments will be undertaken to the Municipal Corporations Act (1990) as amended, as well as bye-laws and regulations to bring them in line with modern requirements. Equally important is the representational element, and therefore, it is suggested that Local Government representatives be made full time, so that they can provide more effective representation. More importantly, we intend to address gender inequity and representational imbalance by having one representative for youth male, one for youth female and one for women and children.

With respect to the pillar of a more diversified economy, our view is that all sectors of our economy and all communities can contribute to economic development and more so, to the diversification of our economy. Therefore, locally-led economic development is one of our avowed goals. We are enlisting Local Government in promoting development in areas such as tourism, agriculture, manufacturing, arts, craft, entertainment and Information

AE 11 – Accounting Executive 11

BIR – Board of Inland Revenue

CALGA – Caribbean Association of Local

Government Authorities

CARILED – Caribbean Local Economic Development

CBC – Chaguanas Borough Corporation

CEO(s) – Chief Executive Officer(s)

CERT – Community Emergency Response Team

CFLGM – Caribbean Forum of Local Government Ministers

CIDA – Canadian International Development Agency

CHOGM – Commonwealth Heads of Government Meeting

CLGF – Commonwealth Local Government Forum

CPO – Chief Personnel Officer

CSBs – Civil Society Boards

DC – Decentralisation Coordinator

DPS – Deputy Permanent Secretary

DMCR – Director Municipal Corporations Relations

EDB – Economic Development Board

FCM – Federation of Canadian Municipalities

GORTT – Government of the Republic of Trinidad and

Tobago

HM – Honourable Minister

HR – Human Resource

ICT – Information Communication Technology

IULA – International Union of Local Government

Authorities

LD – Legislative Draftsman

Man. – Manager

MCs – Municipal Corporations

MCA – Municipal Corporations Act

MEOC – Municipal Emergency Operations Centre

MLG – Ministry of Local Government

MORI – Market Opinion Research International

NAR – National Alliance for Reconstruction

NGO – Non-Governmental Organisation

NPPC – National Physical Planning Commission

PIRD – Personnel and Industrial Relations

Department

PIRO – Personnel and Industrial Relations Officer

PM – Prime Minister

PMCD – Public Management Consulting Division

PNM – Peoples National Movement

PDLB – Planning and Development of Land Bill

PFDB – Planning and Facilitation of Development Bill

PP – People’s Partnership

PSA – Public Services Association

PSC – Public Service Commission

PS – Permanent Secretary

QMS – Quality Management System

RBMS – Results–Based Management System

RCs – Regional Corporations

RCC – Regional Coordinating Committee

SACs – Stakeholders Advisory Councils

SASC – Statutory Authorities Service Commissions

T&T – Trinidad and Tobago

TTALGA – Trinidad and Tobago Association of Local

Government Authorities

TTDF – Trinidad and Tobago Defence Force

TTFS – Trinidad and Tobago Fire service

TTPS – Trinidad and Tobago Police Service

TEMA – Tobago Emergency Management Agency

THA – Tobago House of Assembly

UNC – United National Congress

USA – United States of America

UNDP – United Nations Development Programme

WASA – Water and Sewerage Authority


ACronyms & AbbreviAtionsUsed in this doCUment

A messAGe Fromthe Prime minister


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The publication of this policy document on Local Government Transformation and Modernisation for public comment is yet another testimony of the People’s Partnership administration’s commitment to people-centred development and the advancement of local democracy and good governance. The Government’s vision is to build strong local communities and promote locally-led economic development so that everyone can participate, contribute, and shape their own destiny, thereby attaining a level of prosperity and standard of living that they set for themselves.

The Government’s pillars for national sustainable development which are grounded in people-centred development, poverty eradication and social justice, and a diversified and knowledge-intensive economy, informed our five subsidiary pillars for Local Government reform, with people-centred development, good governance and accountability being the focal areas. In developing our policy prescriptions for advancing the Local Government Transformation and Modernisation process, we took cognisance of global trends in decentralised governance. The salient common themes were:

• Promoting democratic local governance• Strengthening local government capacity• Promoting local economic development• Promoting sustainable cities• Sound Infrastructure and environment

The key elements of these themes were analysed within the framework of the current Local Government environment. Based on this analysis of our framework, the critical issues to be addressed to transform and modernise our Local Government system are:

• The legislative and regulatory/governance framework

• Roles and responsibilities• Structure and organisation• Human resource and productivity• Infrastructure and service delivery• Management systems and business processes

• Community involvement and participation

• Regional planning and development• Local Government boundary review• Public health and environment• Information Communication Technology (ICT)

• Municipal policing • Disaster preparedness and management

• The role of the Trinidad and Tobago Association of Local Government Authorities (TTALGA).

As the Minister with responsibility for Local Government, my primary concern is the need to address these issues to impact positively on the lives of citizens and burgesses. Moreover, it is about the lasting legacies and tangible improvement in the quality of life and standard of living. Therefore, the new Local Government paradigm that we are seeking to develop and establish must exhibit the ensuing core features. It must be people centric, that is, fulfilling the needs and aspirations of people in communities, as well as guaranteeing their involvement in policy development, decision making and operations of Local Government bodies. Good Governance systems and structures need to be established to promote accountability, transparency, responsiveness, equity and value for money expended. A high premium should also be placed on embracing the use of Information Communication Technology so that citizens can access information and services online. Participatory planning and development must be institutionalised in order to pursue development in accordance with the views, aspirations and support of communities. It must be emphasised that Municipal Policing

will significantly enhance public safety, security and the development of community capacity for peace, social cohesion and civil existence. Finally, these will be complemented by modern organisational structures, systems, mechanisms and business processes to improve managerial efficiency and effectiveness.

We are committed to conducting governance through consensus building and dialogue with you, the people, our most valued stakeholder. Therefore, your views, comments, suggestions and input are crucial and will be considered. These will be solicited through a process of public consultation to shape and influence the final policy output on this significant issue of Local Government Transformation and Modernisation.

I take this opportunity to thank my predecessor, the Honourable Chandresh Sharma, who laid the foundation with the development of a policy framework document. I also wish to convey most sincere gratitude to the Permanent Secretary and his team for their input in the production of this document.

DR. THE HONOURABLE SURUjRATTAN RAMBACHANMinister of Local Government

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ForeWordTechnology. This will be complemented by greater responsibilities and authority in development planning and control, so that local government can promote balanced development in accordance with national and international standards but also in accordance with the wishes, views and aspirations of local communities.

As we attempt to build a just and moral society, Local Government must be integral to this process. Consequently, citizens and community-based organisations must be enlisted in rooting out lawlessness, corrupt activities and malfeasance. This is critical to creating an environment of mutual trust and a sense of human security and establishing a robust regime of peace, tranquillity, security and prosperity. The role of the Municipal Police will be expanded to facilitate this transformation goal.

Significantly, as a government that is committed to consultative governance, we want to solicit your views and ideas on the key areas outlined in this policy document, to shape and inform the White Paper that will be developed to be laid before Parliament. These key areas include:

• Legislative Framework and Governance

• Financing and Economic Development• Participatory Governance and Direct Citizen Participation

• Municipal/Regional Planning and Development

• Infrastructure and Services• Municipal Management• Public Health and Environment• Community Safety and Security• Building Resilient Communities

I want to take the opportunity to congratulate Dr. The Honourable Surujrattan Rambachan, the current Minister of Local Government, as well as the former Minister, the Honourable Chandresh Sharma, for their leadership in producing this Policy Document on Local Government Transformation and Modernisation.

I also recognise the contributions and support of the Permanent Secretary, technocrats and staff of the Ministry of Local Government in the production of the document.

We value you, our esteemed public, for your input, ideas, suggestions and comments on this policy document, so that we can shape Local Government Transformation and Modernisation Policy in accordance with your aspirations. Let your voices be heard, but in an atmosphere of respect, tolerance, and decency. May God Bless us all.

THE HONOURABLE KAMLA PERSAD- BISSESSAR S.C.Prime Minister Republic of Trinidad and Tobago


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This policy document on Local Government Transformation and Modernisation prepared by the Ministry of Local Government outlines Government’s policy proposals on the reform of the Local Government system. It was developed within the framework of the seven pillars for sustainable development grounded in people-centred development, as well as the five subsidiary pillars for Local Government reform centred on Good Governance. A key objective of Local Government reform is to devolve authority to Local Government to facilitate more effective and responsive governance as well as positioning Local Government as an institution to bring it closer to the people.

The document is divided into eight (8) chapters or sections, namely: (1) Background and Overview; (2) Evaluation of the Current System; (3) The Expectations of the Current Administration; (4) Bridging the Gap; (5) The Key Transformation and Modernisation Programmes; (6) Policy Implementation and Programme Evaluation and Monitoring; (7) The New Local Government Paradigm; and (8) Conclusion.

CHAPTER 1 provides a backdrop to the new wave of reform and the main objectives. This is followed by an analysis of reform efforts from Independence to the present day, which highlights the policy prescriptions of 1990 that were converted into legislation. It concludes that the opportunity is now being created for meaningful transformation and modernisation of the system through fresh policy perspectives from this administration.

CHAPTER 2 undertakes an evaluation of the current system. It commences with an overview of global trends in decentralised governance within the context of globalisation. The main observations

are the common themes pertaining to Local Government Transformation and Modernisation, which are: Promoting democratic local governance; Strengthening local government capacity; Promoting local economic development; Promoting sustainable cities; and Sound infrastructure and environment. Subsequently, a number of surveys and reports on the current Local Government system in Trinidad and

Tobago were explored and examined. In this regard, the MORI poll findings on the performance of the Local Government system (Wave 19, dated August 15, 2011) noted that more people were dissatisfied (41%) than satisfied (33%) with Local Government performance, although there was a positive improvement in satisfaction which stood at 20% in 2010. Based on an examination of these reports, a number of issues and challenges in critical areas were highlighted. These were Legislative Framework, Roles and Responsibilities, Structure and Organisation, Human Resource and Productivity, Infrastructure and Service Delivery, Financing Modality, Public Health and Environment, Community Involvement and Participation, Regional Planning and Development, Municipal Policing, Information Communication Technology, and Disaster Preparedness and Management, among others.

CHAPTER 3 explores the expectations of the current administration including vision, mission, core values and the policy context inclusive of central philosophy, policy directives and objectives. Quoting from the feature address of the Honourable Prime Minister, Kamla Persad Bissessar, at the Commonwealth Local Government Forum (CLGF) conference in Cardiff, Wales in March 2011, the vision formulated

for this policy document is “a transformed and modernised local Government system charged with local development, continuously improving the quality of life of all citizens in an equitable, transparent, accountable, democratic and sustainable manner”. The mission statement of the policy document also draws heavily on ideas from the Prime Minister’s speech. This mission statement is “to promote good local governance and democracy by providing the legislative, institutional, and other support systems and resources so that all citizens could contribute

and participate in shaping their destiny and enjoy the best possible quality of life”. The core values identified include; effective representation, accountability, transparency, participation, equity, social cohesion and value for money expended. The policy context focuses on the five subsidiary pillars for Local Government within the framework of the seven pillars for national sustainable development. It then details the policy directives within the overarching directive of devolution of authority and resources, within national policy guidelines from central government ministries such as Community Development, Housing, Social Welfare, Sports, Planning and Environment etc. The main objectives of the key Local Government areas of focus are then identified.

CHAPTER 4, Bridging the Gap, focuses on the main strategies for transforming and

eXeCUtive sUmmAry

Dr. The Hon. Surujrattan Rambachan, Minister of Local Government with Mr. Amroodeen Ali, Permanent Secretary.

modernising the Local Government system in relation to the main objectives to be addressed in the focal areas. These include: legislative framework and governance; financing and economic development; participatory governance and direct citizen participation; municipal/regional planning and development; infrastructure and services; municipal management; public health and environmental management; community security and safety and building resilient communities.

CHAPTER 5 essentially summarises the key transformation and modernisation programmes consistent with the core areas or the broad areas of focus. It also outlines some of the main benefits and outcomes.

CHAPTER 6 outlines how the programme is to be implemented, inclusive of transitional arrangements, change-management issues and monitoring and evaluation mechanisms. The policy document estimates that the Local Government Transformation and Modernisation programme will take approximately two-and-one-half to three years to be fully implemented and three distinct phases are identified. The first phase (six months) entails public consultation on the policy document, the development of a White Paper and its laying before Parliament. The second phase (one year) will entail legislative development and the approval of new Local Government legislation and or amendments to the MCA, 1990, as amended, as well as a programme to implement those parts of the MCA which do not require amendments. The third and final phase (approximately one year and a half) essentially involves the development of a comprehensive implementation plan with the new/revised legislation and the projects associated therewith.

CHAPTER 7 discusses the main elements of the transformed and modernised Local Government system. The main features are:

• People centric – fulfilling the needs and aspirations of people in communities with a robust representative system

• Good governance systems and structures – with transparency, accountability, responsiveness, equity and social cohesion being core values

• Embracing of ICT in accessing information and core services

• Participatory planning and development buttressed by locally-led economic development

• Focus on public safety and security.

CHAPTER 8 the conclusion, posits that the policy prescriptions and programmes for Local Government Transformation and Modernisation will redound to the benefit of all in terms of greater responsiveness and demonstration of care, enhanced quality service delivery and coverage, balanced sustainable development, greater social cohesion and a greater sense of community self-worth and identity.

Team building exercise with Minister Rambachan and senior staff of Municipal Corporations, July 17th 2012.

A meeting of Disaster Management Co-ordinators.


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1.1 INTRODUCTION___________________________

The ultimate objective of this policy document on reform is to develop a sustainable Local Government system. This system should adequately service the delivery needs and aspirations and secure the democratic ideals of local communities. Further, it should empower people to adapt and cope with changing trends in order to improve their quality of life. In introducing this new wave of Local Government Transformation and Modernisation policy proposals, it is opportune to revisit a thought-provoking statement on Local Government Reform outlined in the 2006 Local Government Draft White Paper, and given currency in a recent United Nations Development Programme (2011) evaluation report on Local Government reform. It articulates that:

“Reform of the Local Government system is a pathway towards fulfillment of a covenant between government and the people to mutually work towards the improvement of the quality of life of the citizen through the delivery of public services and amenities, which are compatible with local needs and expectations”.

Accordingly, a new covenant was forged with the people with the ascension of the

People’s Partnership Government on May 24, 2010. This mandate was reinforced at the Local Government polls of July 26, 2010. Hence, there was need to chart a new pathway with respect to Local Government transformation and modernisation. In this context, the broad ideals, philosophy, principles,

perspectives and main strategies for the reform of the system were outlined in the Government’s Local Government Manifesto, 2010.

In an attempt to commit to the Government’s pledge to reform the system and prepare for the task ahead, a Draft Policy Framework Document was developed by the Ministry of Local Government in April 2011, which

Cabinet accepted in principle. Moreover, Cabinet mandated that this Draft policy document be developed further into a policy document for its approval and subsequent publication for public comment. The consensual comments arising will then subsequently shape the Government’s White Paper on Local Government Reform.

Significantly, the Draft Policy Framework document drawing from the policy prescriptions of the Government’s 2010 Local Government Manifesto pointed to a

manifestly fundamental paradigm shift in policy from the previous administration. This shift is from general decentralisation to devolution (more meaningful power, authority and autonomy for Local Government bodies). This will be elaborated later under the section, “Policy Context”. It should be noted, however, that apart from greater autonomy in significant areas of local development and service delivery; greater emphasis was also placed on people-centered development, local leadership in development planning and control, broadening the local representational base and more effective representation and people participation in Local Government affairs, all geared to serving the people dutifully.

It is against this background that this policy document has been formulated. It seeks to articulate the Government’s philosophy, vision, principles, core strategies, plans and programmes for Local Government transformation and modernisation in Trinidad in particular.

1.2 OBjECTIVES___________________________

This policy document seeks to present the following policy proposals and areas of focus of the Government’s Local Government Transformation and Modernisation agenda for public scrutiny, feedback and building consensus on the way forward. It includes:

• A cursory historical overview of Local Government Reform from 1962-2010

• An analysis of the situation within the Local Government system inclusive of key features of global trends and the main developments and challenges of the current system

• The expectations of the current Administration including vision, mission and core values

bACkGroUnd & overvieWChAPter 1

More images from the MLG team building exercise with senior staff of Municipal Corporations, July 17th 2012.


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• An explanation of the policy context, inclusive of philosophy, policy directive and objectives

• Strategies for addressing the deficiencies and development challenges, required for transforming and modernising the Local Government system

• Key transformation and modernisation programmes

• Some of the main benefits and expected outcomes

• The salient transitional arrangements and requirements for programme implementation, monitoring and evaluation

• An outlook of the Local Government paradigm.

The overarching objective is to redefine institutional roles and responsibilities and redesign organisational structures to make the system more effective, efficient, participatory and responsive to the needs of local communities and promote Good Local Governance and Democracy. This is articulated in the People’s Partnership Local Government Manifesto, 2010 as follows:

“The objective of the reform will be to reinforce the commitment of the People’s Partnership to the decentralisation of authority in order to facilitate more effective and responsive governance. This will also mean the qualitative broadening of Local Government as an institution to bring it closer to the people.”

1.3 HISTORICAL OVERVIEW OF LOCAL GOVERNMENT REFORM EFFORTS 1962-2010___________________________

This historical overview presents us with an opportunity to assess where we were, where we are today and where we should be heading.

The first attempt at Local Government reform in the post-independent (1962) era was assigned to the Sinanan Committee in 1965, by the PNM administration, led by the Honourable Dr. Eric Williams, the then Prime Minister. Its main recommendations were the need for a greater role and prominence of Local Government in the democratic and development process, the decentralisation of key functions to Local Government bodies and empowering communities to play more meaningful roles in the management of community assets.

Predictably, given the emphasis on national economic development driven by central Government, most of the recommendations of the Sinanan Committee were ignored. Consequently, certain functions and responsibilities under the control of municipalities were centralised. For example, the Water and Sewerage Act, 1965, established the Water and Sewerage Authority (WASA) which was responsible for water sourcing and distribution, as well as the Statutory Authorities Act, 1966 and the Civil Service Act, 1966, which both became responsible for the human-resource-management function of staff appointment, transfer and discipline.

One of the notable changes that took place emanating from the Sinanan Committee’s recommendations was the enactment of the County Councils Act, 1967. This Act redefined the roles/functions as well as consolidated the executive positions of the seven County Councils: St. Patrick, Victoria, Nariva/Mayaro, St. George, St. Andrew / St. David, Caroni and Tobago.

The second attempt at reform commenced in 1974 with the appointment of the Hugh Wooding Constitution Commission to address the issue of Constitutional Reform, both at the Central and Local Government levels. This committee recommended the devolution of significant powers and authority to Local Government Authorities. These included responsibility for maintenance of schools, specified public buildings, cleaning of beaches, providing

facilities for fisheries and greater autonomy over the control funds appropriated by Parliament. These major recommendations were ignored by the central Government except, as far as could be ascertained, a recommendation to extend Local Government boundaries, which resulted in the division of County St. George into East and West in 1980.

In 1980, a third attempt at reform of the Local Government system was undertaken with the enactment of the Tobago House of Assembly Act and subsequent operationalisation of the Assembly in 1982. However, this was due largely to the representations made by the Honourable A.N.R. Robinson, the then Tobago East Parliamentary Representative, for internal self-government of the island. Nevertheless, the Tobago House of Assembly (THA) was in essence a County Council with expanded functions and powers.

In 1983, there was a fourth attempt by the then PNM administration, under the Honourable George Chambers, which published for public comment, a Draft Policy Paper on Community Development and Local Government Reform. It articulated that Local Government Authorities would be a partner in the national development process, through enhanced participation in national policy making, community development and development planning. It also proposed a National and an Area Advisory Committee to accomplish these objectives. However, there were virtually no meaningful mechanisms to promote greater autonomy of Local Government Authorities in the management of their affairs. In addition, there was no meaningful public discussion on this document up to the time when the Chambers’ Government was voted out of office in 1986.

With the ascension to power of the National Alliance for Reconstruction (NAR), led by the Honourable A.N.R. Robinson, in 1986, and its capturing of the majority of Local Government Bodies in the 1987 Local Government Elections, there was

the intention to undertake sweeping Local Government Reform. Two years later, it produced a policy document - The Decentralisation Process, Regional Administration and Regional Development – Proposals for Reform 1989-1990. The document outlined fundamental changes in the institutional, structural, organisational, functional and operational framework of Local Government as well as its role in regional development and promised enhanced local financial autonomy or revenue base. Indeed its philosophical underpinnings were devolution of power, authority and responsibility. After public discussions thereon, a Bill was drafted, debated and passed in Parliament in 1990 (The Municipal Corporations Act, (MCA) 1990) and proclaimed in 1991.

The MCA, 1990, consolidated all the available pieces of Local Government Legislation, created two (2) cities, three (3) boroughs (with Chaguanas being a new Borough) and thirteen regions. It also introduced the concept of corporate governance in Local Government, and significantly expanded Local Government’s functional base, including revenue raising and an enhanced role in regional coordination of public service delivery. This attempt was the only one that was taken to its logical conclusion in the form of Legislation to give effect to policy.

The PNM had signaled that it would undertake amendments to the MCA, 1990, if it was returned to Office. Consequently, upon its return to office in 1991 and its success at the 1992 Local Government elections, the MCA was amended by Act No. 8 of 1992, which reduced the number of regions to nine (9) and excised some significant functions.

In 1995, the United National Congress led by the Honourable Basdeo Panday, in a coalition arrangement with the NAR, led by the Honourable A.N.R. Robinson, ousted the PNM from Office. However, no official policy document was ever published

during the reign of the coalition up to 2001. The policy seemed to have been the implementation of the provisions of the MCA, 1990, as amended. Significantly, however, the Tobago House of Assembly Act, 1996, accompanied by a Constitutional Amendment Act, was passed by Parliament which guaranteed the THA constitutional protection, which could only be altered by special majority.

The next major attempt was under the PNM, led by the Honourable Patrick Manning, 2004-2010. During this period several policy documents were developed, accompanied by extensive consultations. These included a Green Paper (2004), a Draft White Paper (2006), a Green Paper on Roles and Responsibilities (2008), and a Draft White Paper (2009). There were also Draft Bills, the latest version being the Local Government Bill, 2010. Interestingly, there appeared to be a degree of ambivalence if not vacillation, in policy position as exemplified by the variance between the 2006 and 2009 White Papers. The former promised the decentralisation of significant functions from Central Government Ministries, extension of property tax collection to Municipal Corporations, and the introduction of an Executive Council system. The latter though retaining the Executive Council system, excised functions such as provision and maintenance of Secondary/Local roads, bridges, drains, Homes for the Aged and Child Care centres as well as the House Rate (property tax) administration and collection. In this regard, it can be suggested that the devolution model was not being pursued.

Nevertheless, significant developments occurred during this period. These included the employment of Chief Officers (except CEOs) on contract, the establishment of a Local Area and Regional Planning and Development Unit at the Ministry of Local Government to facilitate the development of Municipal development plans, and the establishment of Disaster Management Units at Municipal Corporations with a coordinating Unit at the Centre. Alarmingly,

however, during this period, local democracy and people’s participation were undermined since Local Government Elections due in 2006 were postponed in the name of major reform which never transpired, and were not held for seven years until July 26, 2010, after the change in administration in May 24, 2010.

1.4 SUMMARY OF LOCAL GOVERNMENT REFORM EFFORTS 1962-2010___________________________

The post-independence era has been characterised by successive Governments signaling intent to reform the system, committing resources through the establishment of committees and the publication of policy documents. However, up to 1990, the changes had been piecemeal and cosmetic. It may be fair to say that the main concern of central Government was central control and supervision of Local Government rather than devolving meaningful responsibilities and authority with an appreciable freedom to act.

In 1990, the introduction of the MCA, 1990, seemed to have created the platform for the return of strong Local Government with empowered communities, providing meaningful public services and active engagement in development planning and control of development at the locality. However, this was short-lived and after 1992, there was by and large, a reversion to the familiar pattern of control from the Centre and slow and piecemeal changes to the system.

Under the new People’s Partnership Administration, an opportunity is created for meaningful transformation and modernisation of the system, with some fresh policy proposals as will be elucidated after an analysis of the current situation inclusive of global trends.


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2.1 GLOBAL TRENDS___________________________

The phenomenon of globalisation has resulted in the realisation that all systems, political/governmental, economic, social and technological are subsets, yet integral elements, of a wider global system. Moreover, the widespread development, growth and use of Information Communication Technology (ICT) has created the Global Village as it were, bringing real-time events, developments, information and changes to the comfort of our homes with accompanying joy or dissonance. In addition, there has been the spawning of International governmental, economic and social organisations that promote effective partnerships, cooperation and coordination of efforts to promote best/good practices, sharing of information and harnessing of resources in order to promote sustainable development in all spheres of human endeavour.

Local Government or Sub-national Government has not been left out of this phenomenon. Consequently, International and Regional Local Government Associations/Organisations such as the Commonwealth Local Government Forum (CLGF), the International Union of Local Government Authorities (IULA),the Caribbean Forum of Local Government Ministers (CFLGM), the Canadian International Development Agency (CIDA), the Federation of Canadian Municipalities (FCM) and the Caribbean Association of Local Government Authorities (CALGA) have all been suggesting effective frameworks for cross-national good local governance and democracy. In this context, there are certain common threads or themes that have characterised Local Government reform or transformation and modernisation efforts worldwide. These are:

1. Promoting Democratic Local Governance

2. Strengthening Local Government Capacity

3. Promoting Local Economic Development

4. Promoting Sustainable Cities5. Sound Infrastructure and Environment

1. PROMOTING DEMOCRATIC LOCAL GOVERNANCEThere is a strong support and widespread concurrence that the protection and preservation of people’s rights and freedom can be guaranteed by promoting decentralised governance. However, this must be buttressed by adhering to good governance principles and practices such as transparency, accountability, participation, local democratic leadership, social cohesion, equity, and value for money expended. Greater emphasis is also now placed on promoting gender equity, holding regular Local Government elections, and constitutional protection for Local Government.

2. STRENGTHENING LOCAL GOVERNMENT CAPACITYThe need to strengthen Local Government capacity is critical to ensuring the efficient and effective management of its resources, the delivery of quality services and coping with development and other environmental challenges. Consequently, a great deal of attention is devoted to developing the skills, competencies and knowledge

through training and research in areas such as municipal management, leadership, project management, strategic planning, advocacy, development planning, etc. This is supported through an international network of knowledge and information sharing, skills imparting and access to a database of expertise.

3. PROMOTING LOCAL ECONOMIC DEVELOPMENTThis renewed emphasis on local economic development is based on a widely-held view that strong and vibrant local economies are essential to promoting national economic growth, welfare and development. It is therefore suggested that utilising and mobilising local resources, knowledge and creativity can be used to develop sustainable and viable businesses, creating employment and generating income in key local sectors, be they agriculture, manufacturing, services, tourism, culture, entertainment, etc. Moreover, these can be more effectively achieved through building partnerships and pooling and sharing of resources. The 23.2-million-dollar (Canadian) 2012 Caribbean Local Economic Development Programme (CARILED), endorsed by the GORTT, sponsored by CIDA and managed by FCM in collaboration with CFLGM, CALGA and CLGF is a good example of such partnership interventions.

evALUAtion oF the CUrrent systemChAPter 2

4. PROMOTING SUSTAINABLE CITIESThere is worldwide recognition that cities are integral and significant components of the Local Government landscape, and of their importance in promoting sustainable development. The tenets for promoting this concept were elaborated in the Melbourne Principles for Sustainable Cities adopted at the Local Government Session of the Earth Summit 2002, in Johannesburg, South Africa. The focus is on the requirements for the long-term economic, social and political viability of cities often challenged by slums, vagrancy, indiscriminate vending, crime, youth violence, high unemployment and inadequate parking space. The solutions can be found in ensuring the provision of access to the most basic universally-recognised entitlements of the individual, exemplified by the right to potable water, clean air, food security, shelter, sanitation, and healthy habitat, and incorporating as far as is humanly and fiscally possible, strategies for promoting economic growth while conserving and renewing human, financial and natural resources, such as the use of renewable energy, appropriate built environment, developing viable business incubators and improvements through innovative strategies, programmes and technologies.

5. SOUND INFRASTRUCTURE AND ENVIRONMENTIt is clear that Local Government plays a pivotal role in the development, maintenance and preservation of the physical and social infrastructure and the promotion of sustainable and green environments. The quantity, quality and availability of secondary and local roads, bridges, drains, recreational facilities and markets, as well as development planning and control and conservation of the environment, present formidable challenges to Local Government. Indeed, UNDP studies have shown that developing countries such as Trinidad and Tobago have failed to maintain and renew local infrastructure. In some cases, there is a 70% deterioration rate. Naturally, the maintenance and renewal of sound infrastructure and environment

are key elements in determining the quality of life and standard of living. Although the allocation of adequate financial and other resources are required to overcome these challenges, new and innovative approaches are necessary, such as balanced urban and rural planning and development, and integrated solid waste management that embraces the modalities of reduce, reuse and recycle.

2.2 FINDINGS ON THE CURRENT LOCAL GOVERNMENT SYSTEM_____________________

In undertaking a critical evaluation of our Local Government system, a good point of reference is the findings of Market Opinion Research International (MORI) Caribbean Ltd. on the performance of Local Government. This institution has been conducting opinion surveys for the Government since 2003. The latest MORI poll on Local Government performance (Wave 19, dated August, 5 - 15, 2011) indicated that more people are dissatisfied (41%) than satisfied (33%) with Local Government. However, there was an improvement in satisfaction, which

stood at 20% in 2010. Moreover, only 26% felt that the Government was doing a good job on Local Government reform, notwithstanding an improvement from 17% in 2010. Nevertheless, there was still a wide gap between the desirability of Local Government reform, which was positive and the perception of realisation thereof, which was negative. This suggested that lack of implementation of reform measures increased public cynicism or lack of confidence in the realisation of stated objectives.

At the national level, crime, law and order, vandalism, inflation, high food prices, unemployment/jobs, health/hospital and roads, were viewed as the most important issues facing the country. However, when asked what improvements to facilities and services that were most needed in their neighbourhoods, the top five areas were: roads (38%), drainage (34%), facilities for young people (23%), policing (19%) and water supply (17%). This suggests that quality community infrastructure, recreational facilities and community safety and security are priority areas for local Government to address.

Interestingly, 44% of those who had used or contacted their Local Government Bodies were satisfied with the treatment, which had improved by 18 percentage points since 2010. In this regard, there appears to be improvement in representation and quality of service delivery, although there is room for further improvement. The provision of offices for Councillors within their electoral

Prime Minister the Honourable Kamla Persad Bissessar S.C. M.P., Minister Chandresh Sharma and Local Gov’t officials at the launch of CARILED in Belize on May 16th, 2012.

20

30

40

26

44

50

Those satisfied withLocal Gov’t service

(2010)

Those satisfied withLocal Gov’t service

(2011)

MORI Poll on Local Government Performance

Percent(%)


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districts should facilitate more effective representation as it will allow greater access to Local Government Representatives so that people can air their concerns and seek remedies to their greviances.

2.3 CRITICAL ISSUES TO BE ADDRESSED ___________________________

The MORI poll findings apart, there are a number of critical issues which need to be addressed in any transformation and modernisation agenda. These include:

• The Legislative and Regulatory/Governance Framework

• Roles and Responsibilities• Structure and Organisation• Human Resource and Productivity• Infrastructure and Service Delivery• Financing Modality• Management Systems and Business Processes

• Community Involvement and Participation

• Regional Planning and Development• Local Government Boundaries• Public Health and Environment• Information Communication Technology (ICT)

• Municipal Policing• Disaster Preparedness and Management

• Roles of the Association of Local Government Authorities

2.3.1 THE LEGISLATIVE AND REGULATORY FRAMEWORK

The Local Government Legal and Regulatory Framework establishes the mechanisms for good governance, as it defines roles and responsibilities, as well as shapes the enabling structure and organisation of the system. It must eliminate ambiguity, avoid dual responsibilities and be devoid of too many details. In addition, it ought to create a balance between prescriptive and enabling legislation indicative of provisions that are rigid and unambiguous and those that are

flexible enough and adaptable to changing conditions and new developments.

The current MCA, 1990, as amended, though being a frame-breaking local government legislation is more than twenty years old. It does not clearly identify the roles of institutional stakeholders within the Local Government system. Further, it promotes duality of agency responsibility for certain Human Resource Management functions as is the case with the PSC for Regional Corporations and the Borough of Chaguanas and SASC for City and Borough Corporations. In addition, there are some detailed provisions in the Act such as those for Markets and Slaughterhouses, which are better suited to regulations. It should be noted that the existing bye–laws in many instances, run counter to the provisions of the MCA. As such, amendments need to be undertaken to the legislative and regulatory framework and even new legislative provisions be made in accordance with modern requirements. A list of these amendments is outlined in the section on strategies for transformation and modernisation.

Crucially, in accordance with world trends, Local Government should be afforded Constitutional protection to ensure greater stability in local governance, as well as guaranteed grassroots participation in the governance of the country. Moreover, the representational base of Local Government ought to be broadened to promote gender equity, especially for women, whilst also ensuring adequate representation for the youth and children.

2.3.2 ROLES AND RESPONSIBILITIES

The assigned roles and responsibilities should be compatible with local capability, needs and conditions, and these roles and responsibilities must be clear, unambiguous and eliminate room for duplication. The MCA as amended, took away from Local Government certain responsibilities previously assigned to it and does not

spell out the role of the Central Agency responsible for Local Government, which creates avenues for central decision making that may not always be in the best interest of local communities.

Consequently, apart from clarity of institutional roles, new and emerging roles and responsibilities need to be assigned in legislation such as Disaster Preparedness and Management, and Municipal Planning and Development Control.

2.3.3 STRUCTURE AND ORGANISATION

The structure and organisation of Local Government should reflect clear functional divisions that promote effective coordination, devoid of procedural ambiguities, as well as show clear authority and reporting relationships. It must also be in line with modern Local Government organisational designs such as the Executive Council system, which separates the role of the Local Assembly from that of the political executive. In this context, a consultancy report (Aegis, June 2010) on the readiness of Local Government for delivery of exceptional services lamented that the structure and organisation were not fit for the purpose of delivering its mandate.

The Regional Corporations and the Borough of Chaguanas, in particular, did not have adequate functional departments in conformance with the Provisions of the MCA, 1990, as amended. For example, there were inadequacies in Engineering, Building Inspectorate, Planning, Municipal

Policing, Public Health and Internal Auditing in particular. The modernisation of the structure and organisation is therefore of paramount importance to the delivery of quality services on a timely basis.

2.3.4 HUMAN RESOURCE AND PRODUCTIVITY

The inadequacy of the human resource base and the accompanying issue of low productivity have been two of the most burning concerns in Local Government. In the case of the latter, the level of productivity has often been measured as lower than that of the Unemployment Relief Programme (URP) and the Community (Based) Enhancement, Protection and Environmental Programme (CEPEP). However, lack of appropriate tools, gears, training and supervision have been cited as some of the contributory factors. Nevertheless, the implementation of performance-management mechanisms and systems with set standards and targets to be achieved, within specified timeframes, is critical to boosting productivity. This must be complemented by productivity incentive schemes, as well as accounting for non-performance along with appropriate penalties.

With respect to the former, there has been a dearth of skills and competences in Management, Accounting, Engineering, Project Management, Customer Service and ICT. Although efforts have been made to strengthen the human-resource capacity through contract employment; an approved staff establishment, reclassified, to attract the right calibre of personnel and cadre of skilled workers is urgently required. This ought to provide support, enlightened leadership and professional guidance to implement the programmes approved by the political directorate.

2.3.5 INFRASTRUCTURE AND SERVICE DELIVERY

High-quality and community-wide physical and social infrastructure and access

to services are at the heart of Local Government existence and justification. The results of the various MORI polls conducted over the past decade have attested to this view. The general consensus is that the local/community infrastructure (whether roads, bridges, drainage or recreational facilities) and the quality of service delivery have been poor and unsatisfactory. In fact, a United Nations Report in 2008 lamented the lack of adequate maintenance of the local physical infrastructure, especially in the rural communities. In addition, there are no documented service-delivery standards that incorporate minimum acceptable quality, response time, regularity, fairness and equality of treatment, etc.

It is clear that high-quality and adequate infrastructure and access to services, are critical to realising the objectives of the Government’s sustainable development pillars of people-centred development, poverty eradication and social justice, and to promote business competitiveness in a globalised environment. However, the allocation of adequate financial resources to Local Government bodies is a key

requirement to addressing this area of focus.

2.3.6. FINANCING MODALITY

The issues of methods of financing Local Government and the adequacy of such methods have been the most contentious matters in Local Government in relation to its viability as an autonomous, democratic governmental entity. One of the central issues is the absence of an objective, fair and transparent formula or mechanism to ensure the equitable distribution of nationally-earned revenue between central and local Government. One that takes into consideration, inter alia, population size and density, social and infrastructural needs, service delivery responsibilities and development planning requirements. Such a formula would curtail if not eliminate the recurring claim of partisan bias or discrimination in funding, ostensibly by the Local Government bodies which are controlled by a political party or parties that differ from that or those at the centre. Nevertheless, the fact is that the aggregate Local Government annual budget is less than 4% of the national budget and the development programme less than 1%, notwithstanding the responsibilities assigned to Local Government bodies by the MCA, 1990, as amended.

An equally important and related issue is that the existing Local Government revenue base, (apart from the house rate before it was unceremoniously removed from Local Government by Property Tax Act of 2009), contributes less than 2% of total revenue. The current state of affairs is that Local Government bodies are virtually dependent on Central Government subvention for almost all of their entire funding, which severely limits their ability to plan meaningfully and respond with alacrity to local service delivery needs and development imperatives. Clearly, what is needed is a predictable, reliable and identifiable source of funding with a broadened local revenue base. The current administration is committed to addressing

Riverside road paving in progress.

Completed Cedar Grove Road bridge.


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this ‘age-old’ funding issue, which will be explored and elaborated under policy context and strategies for transformation and modernisation.

2.3.7 MANAGEMENT SYSTEMS AND BUSINESS PROCESSES

A modern organisation cannot survive and deliver on its mandate if it does not have a vision, mission and core values. Moreover, it must be grounded in sound business principles, practices and procedures as well as appropriate systems and techniques that are adaptable to changing environmental conditions. The current reality is that although all the municipalities have a strategic plan that outlines a mission, vision, core values and strategies, there are no sustained efforts to implement these strategic plans. A similar observation can be made with respect to the central ministry.

Some of the deficiencies are:• Lack of proper human-resource planning and non compliance with human-resource policies and procedures

• Lack of proper and modern accounting and auditing systems

• Weak and outdated project- management systems

• Non adherence to preventative and fleet management systems

• The absence of an Asset Management System

• Poor inventory and stores maintenance practices

• Poor accountability and reporting systems.

Consequently, strategies need to be developed to establish and maintain modern business systems and practices to improve management efficiency and quality service delivery.

2.3.8 COMMUNITY INVOLVEMENT AND PARTICIPATION

Building closer bonds with people and communities within the Local Government system and encouraging participation, involvement and engagement in local government affairs are essential to promoting healthy participatory local democracy. Voting at Local Government elections is not sufficient, which in any case hardly crosses 40% of the eligible electorate. People must be provided with avenues to participate in and provide feedback as well as suggestions in major decisions on budget formulation, policy formulation, development planning, project implementation and the management of community assets.

The MCA as amended, contains provisions to facilitate citizens’ participation in the decision-making and policy-making processes, such as the establishment of Advisory Councils at section 68 (7). Nevertheless, there has not been the widespread, constant and effective utilisation of this section. However, the sporadic use of town meetings has been a feature, as well as the widespread use of stakeholder consultations in developing the municipal plans of Municipal Corporations. All community stakeholder groups and civil society organisations ought to be more engaged in the Local Government development process, not only from the point of view of fostering community ownership, but also promoting social cohesion and more accountability to the people.

2.3.9 REGIONAL PLANNING AND DEVELOPMENT

Although the MCA as amended, had assigned to Local Government bodies a role in development planning and

control in collaboration with the Minister responsible for planning, they performed no meaningful role, this especially of the Regional Corporations and the Borough of Chaguanas. Constrained by lack of institutional and human resource capacity, they were powerless to confront the development planning challenges such as the large size and diversity of regions, population increases, the proliferation of illegal structures and unplanned development. Consequently, very little could be done to curb flooding, landslips and potential housing collapse, as existing building codes were not enforced. In 2007, a Local Area and Regional Planning and Development Unit was established in the Ministry of Local Government. Its mandate was to facilitate the physical planning and development function at the Municipal Corporations’ level, as well as developing appropriate systems and the regulatory framework. The long-term aim was to install the capacity at the Municipal Corporations’ level, rationalise and streamline the development planning, and control institutional framework, role, functions and systems in the context of central-local relationships in the reform process.

Under the Leadership of the Manager of Regional Planning and in collaboration with Municipal Corporations, with the aid of consultants, fourteen Municipal Plans have been developed and approved, which are consistent with the National Policy Framework. Intensive training was undertaken in relation to these plans. In addition, investment plans have

been developed and are currently being implemented.

Nevertheless, in keeping with the current Administration’s avowed policy of devolving more responsibility to municipalities in the planning and development control process, a National Planning Task Force (NPTF) has already reviewed the Planning and Facilitation of Development (PAFD) Bill. This Bill was approved by Cabinet and seeks, among other things, to outline the overarching framework for facilitating development planning and control, institutional stakeholder roles and responsibilities, the associated organisational structures, as well as the collaborative and coordinative relationships and processes among institutional stakeholders. This will be elaborated under the subtitles, “The Policy Context” and “Strategies for Transforming and Modernising the Local Government System”.

2.3.10 LOCAL GOVERNMENT BOUNDARIES

With the advent of the MCA 1990, Local Government boundaries were redefined with 13 regions being at the core of the change. These were reduced to 9 in 1992. Nevertheless, when the boundaries were redefined, consideration was given to the need to maintain natural communities

and areas were re-zoned according to their demographic characteristics and development focus. In addition, active consideration was given to the need for better administrative coordination between Local and central Government in the delivery of services. Hence, the creation of Regional Coordinating Committees.

Today, the reality is that there is administrative confusion and misalignment in the context of service delivery. This is due to the use of different administrative boundaries by different government ministries and agencies. Communities are therefore geographically zoned, depending on the boundary demarcation application, with most Central Government agencies applying the old county or ward demarcation. The obvious outcomes include, lack of coordination in service delivery, duplication and difficulty in purposeful data sharing. Alarmingly, this has continued even though the United National Congress administration 1995-2000 mandated that all government ministries and agenc-ies

utilise the municipal boundaries as their administrative boun-dary demarcations. The Central Statistical Office (CSO) is the only agency that complied with this Cabinet decision.

In addition, the existing boundary demarcations need to be streamlined to eliminate the ambiguity of responsibility for service delivery in cases where a street,

drain or watercourse separates two or more municipalities.

2.3.11 PUBLIC HEALTH AND ENVIRONMENT

Public Health and Environmental concerns constitute a significant component of Local

Government remit. They are critical to the quality of life in communities, especially ensuring community wellness, controlling and curbing the spread of diseases and providing a healthy, clean, sanitary and safe environment. The importance of this area is demonstrated by the fact that more than 50% of recurrent expenditure in Municipal Corporations is on public health and environmental matters. These include solid-waste disposal, general sanitation, cleaning drains, insect vector control and inspection of premises. However, Local Government bodies and in particular, Regional Corporations, are beset with a number of challenges in this area, both institutional/organisational and in the management of human resources.

From an institutional perspective, the organisational structure at these corporations is underdeveloped and lacks the specialised divisions and sub-units, as well as the accompanying systems of a modern health department. Moreover, the human-resource capacity is woefully inadequate with some RCs and the CBC having just one or two Public Health Inspectors to execute the myriad of tasks. The institutional and human-resource capacity in municipal corporations needs to be strengthened.

With the current worldwide trend of thinking green and promoting sustainable environmental initiatives which focus on reducing, recycling and reusing of waste, a whole new set of opportunities and creative ways of treating with waste have emerged. These will be explored under the theme, “Strategies for Transformation and Modernisation”.

2.3.12 INFORMATION COMMUNICATION TECHNOLOGY (ICT)

Revolutionary advances in information communication technology have impacted on the manner in which we conduct business in the political, economic and social spheres. Moreover, the pace and regularity with

Port of Spain

San Fernando

Chaguanas

Arima

Point Fortin

Couva/Tabaquite/Talparo

Diego Martín

Penal/Debe

Princes Town

Mayaro/Río Claro

San Juan/Laventille

Sangre Grande

Siparia

Tunapuna/Piarco

Tobago

Municipial Corporations of Trinidad

Whiteland Empowerment Centre after construction.

Minister Rambachan greets the people of the Couva/Tabaquite area.


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which such advances have taken place, be it the internet, software applications and social networking such as Twitter, Youtube and Facebook, have rendered some traditional modes of communication obsolete. Municipal Corporations need to utilise these devices in the conduct of their business, including delivering services, communicating and obtaining feedback from the public, monitoring, evaluating and reviewing performance.

The Ministry of Local Government has developed an ICT policy and strategic plan. This plan aims to develop a robust ICT infrastructure and software system, as well as establish interconnectivity between the Ministry and the 14 MCs. However, the system is still rudimentary, especially at the MC level. Notwithstanding this, at the MLG, computers have been procured, the server system has been upgraded, a website has been established and is routinely maintained. Further, a data centre has been established to, inter alia, deploy new ICT services to the MCs. However, there are some ongoing challenges. Notable among these are that the MCs’ ICT infrastructure is weak and some websites are not routinely maintained. There is also limited human-resource capacity, as well as there appears to be limited support and buy-in for ICT initiatives. It should be noted, however, that there is limited financial support for ICT initiatives.

If MCs are to deliver quality services on a timely basis and encourage people’s participation and engagement in Local Government affairs, ICT has a very significant role to play. The policy and strategy to drive this is elaborated later in this document.

2.3.13 MUNICIPAL POLICING

The maintenance of law and order within communities and ensuring safety, security and peaceful existence, is a traditional function of Local Government within cities and boroughs. With the advent of the MCA 1990, municipal policing was extended

to Regional Corporations. The Soogrim Committee Report of 1996 recommended an interim establishment of 14 officers; one Inspector, one Sergeant, two Corporals and ten Constables for each of the RCs and the CBC. Even though an attempt at implementation of this recommendation occurred in 2002/2003, currently, neither the RCs nor the CBC have attained the recommended interim complement. It should be noted that approximately eight officers are currently assigned to the CBC. An analysis of this issue suggests that the complement of officers of various ranks required to effectively perform Municipal Policing functions at the MCs needs to be drastically increased. Further, the scope of their responsibilities should be broadened to include domestic violence, juvenile delinquency, drug detection and summary offences. However, there are a number of distracting issues associated with municipal policing which include, the classification of officers, allowances, tools, training, the absence of the appropriate regulations as mandated by the MCA and its relationship with the Central Police in crime-fighting initiatives.

Furthermore, the recruitment, appointment, transfer and discipline of Municipal Police should be removed from the jurisdiction of the Public Service Commission and the Salutatory Authorities Service Commission, and instead be placed under the purview of the Police Service Commission. This will ensure a unity of command structure under the Commissioner of Police. Strategies to address these irritants will be developed

as part of the Local Government Reform process.

2.3.14 DISASTER PREPAREDNESS AND MANAGEMENT

In keeping with the international trend of enlisting local or sub-national governments to develop strategies to combat the impact of climate change and natural hazards on vulnerable communities, Disaster Management Units, headed by a Coordinator, were established in Municipal Corporations in 2008. The position of Chief Disaster Management Coordinator was also established at the Ministry. This ushered in a new era of disaster management in Trinidad with the movement to a more reliable, professional and sustainable emergency response mechanism at the local level. The Tobago House of Assembly (THA), through the establishment of its own disaster management office (TEMA) had already ensured that Tobago’s emergency management needs were being appropriately met.

The Disaster Management Units at MCs are expected to:

• Provide the Municipal Corporation’s administration with expert Disaster Risk Reduction advice

• Collaborate with other First Responders (TTFS, TTDF, TTPS & NGOs in providing local-level assistance to citizens impacted by hazards)

• Manage the operations of the Municipal Emergency Operations Centre (MEOC)

• Educate their communities on all phases of disaster management.

The effectiveness of these units has been curtailed by challenges ranging from small staff complements in each MC (one Coordinator, two Field Officers and a Communications Technician) to inadequate and inappropriate office accommodation. However, efforts are currently underway to improve the capability and capacity of these units, as exemplified by training in the

Princes Town Municipial Police Post

establishment of Community Emergency Response Teams (CERTs). It should be noted that at the end of this training initiative, close to 2000 CERT Volunteers would have been trained and certified. Other associated programmes are currently being formulated and will be given more detailed consideration later in this document.

2.3.15 ROLES OF THE ASSOCIATION OF LOCAL GOVERNMENT AUTHORITIES

The role of the Trinidad and Tobago Association of Local Government Authorities (TTALGA, otherwise known as the Association of Local Government Corporations) as outlined in the MCA, is to promote the efficient management of Municipal Corporations, to communicate and confer with Government Corporations, and to provide representation on Government or Public Bodies. However, the scope of these roles should be expanded with emphasis placed on promoting development and strengthening its autonomy as a bi-partisan forum to protect and promote sustainable Local Government.

Currently, the Association is beset by little control over the recruitment of its staff, limited funding sources and interventions from the centre. Methods of addressing these issues will be explored as part of the transformation agenda.

1) Diego Martin residents watch clean up efforts after Diego Martin flooding on August 11th 2012; 2) Mr. Anthony Sammy, Chairman, Diego Martin Regional Corporation welcomes Prime Minister the Hon. Kamla Persad-Bissessar; 3) Mud/debris-clearing work in progress; 4) Prime Minister declares the north-west peninsula a disaster area; 5) Clearing debris from the course of the Diego Martin river.

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The purpose of this chapter is to present the current Administration’s views on the need for reform, as well as its policy prescriptions for transforming and modernising the Local Government system.

It has already been established that the Current Administration’s long-term vision is to establish a devolved system of Local Government, with Local Authorities performing essential community-based functions. The execution of these functions will be driven by local democratic leadership, in a participative and consensual manner. This will be buttressed by partnerships with the Centre, in promoting economic development and enhancing the quality of life. This perspective was made clear by The Honourable Kamla Persad Bissesar, Prime Minister of Trinidad and Tobago, while addressing the Commonwealth Local Government Forum (CLGF) Conference in Cardiff, Wales, on March 15, 2011. In her capacity as Chair of CHOGM,she articulated:

“I believe that peace and stability whether at a community level or at the level of nations will best be promoted and served whenever people have the opportunity to participate in the affairs that relate to the way they are governed. In this regard, we must also develop a consensus-based approach to

the use of resources and in the determination of developmental strategies. Local Government fulfils this demand…

…Energising local economies and creating partnerships for prosperous communities require therefore a fundamental shift in the philosophy for governance particularly at the Central Level. In this regard, Local Government cannot be regarded

In this regard, the vision, mission and core values within the context of Local Government transformation and modernisation are as follows:

3.1 VISION___________________

A responsive Local Government system charged with localised development, continuously improving the quality of life of all citizens in an equitable, transparent, accountable, democratic and sustainable manner.

3.2 MISSION___________________

To promote good local governance and democracy by providing the legislative, institutional and other support systems and resources so that all citizens can contribute and participate in shaping their destiny and enjoy the best possible quality of life.

3.3 CORE VALUES___________________

The core values that drive the Local Government Reform Agenda include:

• Effective Representation• Accountability• Transparency• Participation • Consultation and Collaboration

• Equity• All-inclusiveness• Responsible Government• Responsiveness• Social Cohesion• Value for Money Expended• Quality Service Delivery • Local Leadership in Development

3.4 THE POLICY CONTEXT___________________

The policy framework for Local Government transformation and modernisation is informed by the Government’s strategy for sustainable development and

as an appendage to the structures for governance. It has to be integral to governance and must be based on mutual respect and collaboration…

…Local Government representation would therefore mean the representation of views and interests of all to ensure that there is consensus with respect to decision making. It is the will to implement such programmes that will make us a nation that is an exemplar to the world of utilising diversity for our local and national advantage”.

The full text of the Honourable Prime Minister’s feature address is outlined in Appendix IV.

its seven interconnected pillars, namely:• People-Centred Development – we need everyone and all can contribute

• Poverty Eradication and Social justice – preference for the poor and disadvantaged

• National and Personal Security – human security for peace and prosperity

• Information and Communication Technologies – connecting T&T and building the new economy

• A More Diversified, Knowledge-Intensive Economy – building on the native genius of our people

• Good Governance – people participation

• Foreign Policy – securing our world.

These overarching pillars were then sub-contextualised for the institutionalisation of meaningful and effective Local Government into five subsidiary pillars, namely:1. People-Centred Development: the

chain is as strong as its weakest link2. Good Governance: strengthening Local

Government shall be the cornerstone of our democracy

3. Accountability: we are accountable not only for what we do, but also for what we fail to do

4. National and Personal Security5. A More-Diversified Economy:

Economic diversification – our communities have a role to play.

Each of these Local Government transformation pillars has targeted focal areas. The following provides an explanation of these pillars:

PILLAR 1Pillar 1 notes that the Local Government structure can provide a strong nexus between the national spatial development strategy and the specific development needs of each community. This goes beyond infrastructure and is geared toward comprehensive human development and a better quality of life for all.

PILLAR 2Pillar 2 emphasises the need for strengthening institutions and establishing new ones to advance accountability, transparency, consultation, participation, consensus-building and more meaningful representation.

PILLAR 3Pillar 3 promotes the central idea of the enlistment of Local Government bodies and the people within communities, to promote the Government’s mission of accountability, transparency, consultation, participation, consensus-building and more meaningful representation in which anti-corruption is a sacred value.

PILLAR 4Pillar 4 focuses on creating a fair and just environment, involving citizens in rooting out lawlessness, thereby creating a sense of human security and establishing a regime of peace, security and prosperity on a sustained basis.

PILLAR 5Pillar 5 advocates that all sectors of the economy and all communities can contribute to economic development and more so the diversification of the economy. The emphasis is on promoting development in areas such as agriculture, tourism and information technology that could foster sustainable human development.

It must be articulated that the Local Government transformation and modernisation agenda is grounded under the pillars of “People-Centred Development” and “Good Governance”.

3.4.1 THE CENTRAL PHILOSOPHY

Under these two main pillars, the central philosophy driving the reform agenda was elaborated by the Honorable Prime Minister in Cardiff, Wales (March 2011). She articulated the following perspective:

“The belief that people have the right to be masters of their destinies and to organise the affairs of their communities so as to experience the best quality of life is at the heart of our philosophy for local Government”.

Consequently, devolution, participatory democracy and subsidiarity are core principles that inform this philosophy. This new principle of subsidiarity advocates that in allocating responsibility for any task or function, authority should always be given to the lowest level at which it can be effectively performed and/or the level closest to persons impacted by it. This principle is now becoming widely used in international Local Government best practice.

3.4.2 POLICY DIRECTIVES

The Government‘s Manifesto, 2010 articulates, “genuine democracy requires effective representation, transparency, participation, accountability to change the lives of people in our communities and to alter their relationship with government”. As such, the main features of the Local Government transformation and modernisation agenda are:

• Devolution of authority and resources, within national policy guidelines, from central Government Ministries such as Community Development, Housing, Social Welfare, Sports, Planning, Environment etc.

• Equitable financial resources to regions (municipalities)

• Adoption of a more decentralised model for regional development planning

• Collaborative government procedures

the eXPeCtAtions oF the CUrrent AdministrAtion

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• Regional coordination of the delivery of water, electricity, telephones and other basic services

• Community-based security and rehabilitation arrangements

• Expanded responsibilities and increased compensation for Local Government Representatives

• Establishment of mechanisms to ensure high performance and accountability.

3.4.3 POLICY OBjECTIVES

Given the policy directives, the following policy objectives are categorised in the ensuing sub-headings:

3.4.3.1 LEGISLATIVE FRAMEWORK AND GOVERNANCE

• Constitutional protection for Local Government as part of the Government’s Constitution Reform agenda

• Clarify the roles and responsibilities of main institutional stakeholders in the Local Government system

• Fixed date for Local Government elections

• Term limits for Local Government Office (Mayors/Chairmen)

• Broadened representation at the local level to include representation for youth (male and female) and women and children

• Consider the establishment of an Executive Council system

• Undertake appropriate amendments to the Municipal Corporations Act, 1990, as amended, and associated bye-laws and regulations

• Creation of full-time local government representatives.

N.B.: A list of the amendments to be made to the MCA, as well as constitutional changes and the main new legislative features of a revised or new Local Government Legislation are outlined in Appendices I and II respectively.

3.4.3.2 FINANCING AND ECONOMIC DEVELOPMENT

• Establish mechanisms that will allow greater flexibility in expanding the local revenue base and promote more-realistic programme planning and budgeting

• Establish value-for-money and performance-budgeting mechanisms

• Establish an independent Economic Development Board (EDB) to inter alia, make recommendations for a fair and equitable distribution of national revenue among central Government, Tobago and Local Government bodies

• Establish mechanisms to prioritise and optimise capital and development programme expenditure

• Promote vibrant local economies and locally-led economic development

• Establish mechanisms to ensure greater financial accountability and due diligence.

3.4.3.3 PARTICIPATORY GOVERNANCE AND DIRECT CITIzEN PARTICIPATION

• Establish Civil Society Board voted by delegates of Civil Society Organisations at the local level

• Establish Stakeholder Advisory Councils (SAC) on specific sectors, as required

• The SACs to provide a vehicle for sector expertise to make a meaningful contribution to economic development and to foster commitment to implementation of specific strategies for development as well as be consulted by the Economic Development Board on matters related to relevant sectors

• Establish an internet portal, “E-View”, for people to express their views on development

• Establish Internet cafés in communities throughout the country and ensure that broadband service is available country wide

• Communities to determine priorities with respect to projects, services and

facilities and propose consensual solutions to eliminate challenges and participate in the implementation process.

3.4.3.4 MUNICIPAL/REGIONAL PLANNING AND DEVELOPMENT

• Assign to Local Government bodies greater power and authority to regulate, facilitate and control development planning and the built environment within municipalities

• Harmonise, standardise and update the small building codes to ensure uniformity of standards and more control of development

• Clarify and clearly demarcate the roles and responsibilities of Local Government bodies and other Institutional stakeholders in development planning and control of the development process

• Proactively pursue the Planning and Facilitation of Development Bill to eliminate ad hoc planning

• Realign Local Government boundaries so as to promote effective Municipal/Regional Planning and service-delivery coordination.

3.4.3.5 INFRASTRUCTURE AND SERVICES

• Ensure that adequate quality infrastructure is provided and maintained within communities

• Give priority to the provision of community infrastructure to neglected rural communities and inner cities to ensure balanced development, fair

treatment and equitable distribution of resources

• Broaden the coverage of service delivery within communities

• Establish service delivery standards that meet national and international benchmarks

• Increase responsiveness to community infrastructural and service delivery needs and demands.

3.4.3.6 MUNICIPAL MANAGEMENT

• Provide adequate administrative and management support services and systems to ensure effective functioning of Municipal Corporations

• Establish mechanisms that will facilitate effective coordination of departmental activities

• Implement performance-management systems and standards

• Promote capacity-building initiatives to improve professional competencies, skills and quality service delivery

• Develop a robust ICT infrastructure and software systems that will improve communication, information dissemination, feedback, customer-friendly relations, quality service delivery and monitoring and evaluation of operations.

3.4.3.7 PUBLIC HEALTH AND ENVIRONMENTAL MANAGEMENT

• Promote and sustain a healthy, clean, sanitary, safe, serene and eco-friendly environment

• Encourage healthy lifestyles within communities

• Provide support structures and systems for the effective and efficient discharge of the Public Health responsibilities assigned to Local Government bodies

• Encourage and support innovative, creative and environmentally-friendly approaches to solid-waste management

• Develop policies and programmes for effective public health and environmental management.

3.4.3.8 COMMUNITY SECURITY AND SAFETY

• Enhance the role of Local Government in community safety and security

• Expand the role of the Municipal Police in community crime-fighting initiatives

• Enlist the support of NGOs and other civil society organisations in fostering community security and social cohesion

• Bring the Municipal Police under the purview of the Police Service Commission.

3.4.3.9 BUILDING RESILIENT COMMUNITIES

• Expand and upgrade the Disaster Management capacity and capabilities in Municipal Corporations

• Establish a National Disaster Fund to support disaster management challenges at the local level

• Promote the development of innovative and creative ways and mechanisms for local communities to cope and respond to extreme events and sustainable development challenges.

Parforce Box Drain after construction.

Disaster Unit at work. Road paving work underway.


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In the previous chapters, the issues and challenges within the Local Government system have been identified and explored. There has also been an analysis of the main strengths and weaknesses, which has facilitated the determination of the policy objectives for transforming and modernising the Local Government system. In this regard, the following key transformational strategies are proposed:

4.1 STRATEGIES FOR TRANSFORMING AND MODERNISING THE LOCAL GOVERNMENT SYSTEM___________________________

The following principal strategies under the key focal areas are outlined in the ensuing sub-headings:

4.1.1 LEGISLATIVE FRAMEWORK AND GOVERNANCE

• Outline the basic structure of Local Government and its overarching role in

the governance of parts of the country in the policy document for constitution reform for public comment

• Make provisions in the emerging Constitution Reform Bill for the basic structure and overarching role of Local Government

• Identify simple amendments that could be made to the MCA, 1990, as amended, and submit same to Cabinet for consideration for Parliamentary approval

• Identify measures to strengthen the Local Government governance framework and incorporate revised or new legislation for consideration of Cabinet and Parliament

• Identify revisions and changes to the existing bye-laws and regulations and initiate the approval process after adoption by MCs

• Establish a citizens’ charter that defines the obligations and reporting relationship between the Local Government representatives, the people and civil society in respect of all services and responsibilities of Local Government

• Redefine the role of Local Government representatives by making them full-time, principal community advisors attending to all the community’s basic needs, finding remedies to people’s immediate needs and concerns, and channelling and championing their grievances to the appropriate agencies

• Provide councillors with office accommodation and secretarial support within their districts to enhance the quality of representation and citizen access to community services

• Redefine the role of the ministry with responsibility for Local Government to focus more on policy development, the setting of standards and monitoring, evaluation and review of MCs’ operations

• Identify the basic requirements for the full implementation of the MCA, 1990, as amended, and develop an implementation plan

• Establish a consultative mechanism among the relevant central agencies and TTALGA, with a view to review the terms and conditions for full-time local government representatives.

bridGinG the GAPChAPter 4

4.1.2 FINANCING AND ECONOMIC DEVELOPMENT

• Develop in consultation with the Ministries of Finance and Economy and Planning, a formula for funding Local Government that incorporates indices of population size and density, social and infrastructural service delivery requirements, development planning priorities and local revenue capacity

• Explore the expansion of the local revenue base and the restoration of the House rates collection and administration to Local Government bodies

• Lobby the recently-established Economic Development Board (EBD) to prioritise the development of a formula for the equitable distribution of national revenue among, central Government, Tobago House of Assembly and Local Government bodies

• Mandate MCs to embrace and adopt performance-budgeting principles

• Institute priority setting and programming techniques in the development and implementation of capital and development programmes

• Develop and monitor the implementation of investment plans

• Identify, develop and support consultation with Non-Governmental Organisations (NGOs) and International agencies to develop economically viable, community-based projects in tourism, agriculture, manufacturing, arts and crafts etc.

4.1.3 PARTICIPATORY GOVERNANCE AND DIRECT CITIzEN PARTICIPATION

• Identify and develop mechanisms for the establishment and operation of Civil Society Boards (CSBs) and Stakeholder Advisory Councils (SACs)

• Engage Civil Society organisations in the development of terms of reference for CSBs and SACs

• Liaise and collaborate with the Ministry of Public Administration to develop

a programme for the establishment of internet portals and cafes in communities throughout the country

• Develop mechanisms to maximise the use of existing provisions in the MCA, 1990, as amended, for community stakeholder participation on the affairs of MCs

• Encourage and support the hosting of more regular town/community hall meetings as a forum for feedback, information and idea sharing, programming, planning and prioritising and accountability for Local Government affairs

• Engage civil society organisations in developing service delivery assessment mechanisms

• Engage civil society organisations in the management of community assets

• Partner with schools through the Ministry of Education to develop programmes for the promotion of democratic values and practices, thereby fostering civic pride and responsibility

4.1.4 MUNICIPAL/REGIONAL PLANNING AND DEVELOPMENT

Through the new Planning and Development of Land (Planning and Facilitation of Development) Bill/Legislation there will be provisions to:

• Make physical planning more accessible to local communities

• Render physical planning more responsive both to changing circumstances and policies of government

• Unify building and planning approvals into one process

• Create a one-stop shop mechanism for approval of major applications by a Development Control Committee made up of officers from other agencies with the power to grant approval for their area of jurisdiction

• Establish rules and procedures for enhancing roles for registered professionals in the planning and building approval process

• Strengthen enforcement and “stop development “mechanisms

Within the above framework, each Local Government body will be designated a Municipal Planning Authority. This planning authority will be responsible for the preparation of Local Area and Municipal development plans as well as planning and building approvals of a simple category of development as defined by law. A Chief Building Officer will be responsible for managing and overseeing the building approvals function at the Local Government level. The Chief Building Officer will reside in the National Planning Authority which will have responsibility for national policy, as well as national codes and standards. Other new mechanisms to regulate planning and facilitation of development will include:

• An Office of Enforcement• An appellate quasi-judicial body• The use of third parties in the regulatory process

• The use of registered professionals

Further strategies arising from this new legislation will include:

• The redesign and implementation of the organizational structure of Local Government bodies to facilitate this transformation

• Amendments to the Current MCA, 1990, as amended, to accommodate

3D renderings of the new Siparia market currently under construction.

Biche Play Park

3D rendering of a play park and multi purpose recreational facility.


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the new roles and responsibilities in spatial planning and development control, and / or incorporate new Local Government legislation

• Development of a plan of action for the adoption and immediate use of the Small Building Code

• The use of pilot projects in selected corporations to test the application of new provisions for the processing of simple applications

• The establishment of a boundary realignment inter-agency team to host workshops on harmonisation of administrative boundaries

• The examination of the development profile of the Borough of Chaguanas in order to explore its elevation to city status.

4.1.5. INFRASTRUCTURE AND SERVICES

• Undertake community-wide surveys of Infrastructure and services to determine needs, requirements and community demand ratios and resources requirements

• Develop mechanisms to identify infrastructure and service-demand priorities that serve as justification for adequate funding provision

• Maintaining an updated inventory of infrastructure and services in order to carry out effective maintenance and respond to pressing needs and priorities

• Partner with other state agencies, the community and the private sector to broaden the range of service-delivery coverage and expand the scope of community infrastructure

• Emphasise the expansion of infrastructure and services that are critical for the promotion of sustainable human development and such – health, recreational facilities and access to markets

• Establish mechanisms that enhance responsiveness to service-delivery demands and needs

• Identify and document key service delivery standards and measurement criteria.

4.1.6 MUNICIPAL MANAGEMENT

• Provide Municipal Corporations with the Administrative structure and staff establishment consistent with the provisions of the MCA, 1990, as amended

• Undertake assessment of MCs’ structure and staff establishment to determine desirable organisational redesign and staffing needs

• Re activate the reclassification exercise for Chief Officers of MCs other than the CEO, in collaboration with the CPO

• Establish monitoring and evaluation units in Municipal Corporations with GIS capability

• Adopt performance-management and budgeting systems and techniques

• Collaborate and liaise with the recognised majority trade unions to develop and implement productivity targets and productivity incentive schemes

• Initiate dialogue with the majority trade unions and employees to develop appropriate ways of celebrating achievements, as well as significant national and cultural festivals

• Consult with the recognised majority trade unions, with a view to ensuring that employees have the requisite tools and are provided with the necessary amenities on job sites and the work place in order to deliver timely, quality service

• Collaborate with international agencies to develop and establish performance standards and results-based management systems

• Develop appropriate training programmes and source scholarships in appropriate disciplines in collaboration with local and international tertiary institutions to improve the skills, competencies,

technical and managerial capacity and capabilities of personnel

• Modernise human-resource systems and policies

• Develop and establish modern accounting, auditing, project management, fleet management and procurement systems

• Identify, acquire and install appropriate ICT infrastructure and software to improve efficiency in all operational areas and in particular, information flows, accountability and monitoring and evaluation of operations

• Develop information and communications management systems that contribute to well-informed and knowledgeable employees, as well as the public, in order for them to make wise decisions that add value to the organisation and improvements in the quality of life.

4.1.7 PUBLIC HEALTH AND ENVIRONMENTAL MANAGEMENT

• Develop policies and programmes geared to reducing the spread of communicable and food-borne diseases, and maintaining a sanitary environment

• Strengthen the Public Health organisational structure and collaborate

with international agencies to enhance professional capacity

• Develop policies and programmes that promote an integrated waste-management system

• Identify, develop and maintain adequate green and clean open spaces within communities

• Establish standards for the preservation and conservation of the environment

• Partner with the private sector and community groups in developing initiatives to promote clean air, eliminate slums, restore hillside vegetation, and other environmentally-friendly practices, as well as the preservation and development of heritage sites

• Support and encourage school-based projects focusing on environmental sustainability

• Undertake environmental studies and surveys to develop better systems and methods of managing waste.

• Expand the Litter Wardens programme

4.1.8 COMMUNITY SECURITY AND SAFETY

• Expand the strength, tools and equipment, as well as develop appropriate regulations for the Municipal Police to play a meaningful role in community safety and security

• Develop mechanisms for the Municipal Police and community to collaborate,

design and implement programmes for building safer communities in areas, in order to reduce gang violence, robberies, drug use, domestic violence and juvenile delinquency

• Improve cooperation between the Municipal Police and community stakeholders, to determine and address the root cause of crime, decrease the number of recurring crimes, and allocate policing resources to meet community policing needs

• Lobby the Ministry of National Security and the Ministry of Legal Affairs to support placing the Municipal Police under the purview of the Police Service Commission

• Establish mechanisms for collaboration between the central and Municipal Police in crime prevention, detection and prosecution initiatives

• Develop mechanisms to ensure the effective implementation of the amended Dangerous Dogs Act, to encourage more responsible ownership

and protect the community against fatal attacks.

4.1.9 BUILDING RESILIENT COMMUNITIES

• Restructure the Disaster Management Units and strengthen the staff establishment at MCs to enable more-effective disaster response, recovery and reconstruction

• Collaborate with all Disaster Management institutional stakeholders to develop, coordinate and enforce mitigation and preparedness programmes

• Partner with the communities, NGOs, local and international agencies, to develop creative coping strategies to improve resilience in adapting to sustainable development challenges

• Develop and sustain public education programmes to create a more alert and responsible public on matters pertaining to Disaster Preparedness and Management.

1) Paved road at Dades Settlement Trace; 2) Completed box drain at Moonan Trace; 3) & 4) Contruction in progress of San Pedro Railway Road bridge.

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3 4


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A summary of the main Local Government transformation and modernisation programmes is listed hereunder:

• Constitutional Reform Agenda for incorporating Local Government in the Constitution of the Republic of Trinidad and Tobago

• Public consultations on the Local Government reform policy

• Reviewing the Local Government legislative framework inclusive of bye-laws and regulations

• Strengthening the representational and good governance systems for Local Government representatives

• Full implementation of the MCA, 1990, as amended, as far as practicable, subject to appropriate amendments

• Defining and clarifying the roles and responsibilities of institutional stakeholders (e.g. between the Ministry with responsibility for Local Government, and Municipal Corporations)

• Local Government boundary realignment (in respect of clarifying

and rationalising institutional service responsibilities and service-delivery coordination, and elevating Chaguanas Borough to city status)

• Organisational restructuring, redesigning and development

• Reviewing human-resource policies and systems

• Capacity building and institutional strengthening at both the monthly and daily-paid levels

• Reviewing service delivery modalities and systems

• Establishing a robust Information Communication Technology (ITC) platform.

• Strengthening the regional coordination mechanisms

• Establishing mechanisms for sustained and effective participatory democracy

• Establishing mechanisms for strengthening the local revenue base, as well as equity in the allocation of national revenue among central Government, Tobago and Local Government bodies

• Strengthening and modernising accounting systems and practices with due regard to financial due diligence and best practice

• Establishment of Quality Management (QMS) and Result-Based Management Systems (RBMS) and standards and mechanisms for effective monitoring, evaluation and review

• Developing mechanisms to improve project management and boost productivity

• Development of the institutional, organisational and operational framework for the devolution of local area and regional planning and development to Municipal Corporations, consistent with the Planning and Facilitation of Development Bill (Act)

• Modernisation of waste-resource management systems

• Strengthening of Disaster Management structures and systems in Municipal Corporations

• Expansion of the role of the Municipal Police in community safety and security, and strengthening of its capacity and capability

• Strengthening Technical Cooperation and Partnership arrangements for promoting local democracy, good governance and local economic development with regional (CARICOM) and international Local Government bodies/agencies

• Establishing support structures for strengthening the Local Government Authorities Association

• Public/stakeholder awareness and sensitisation campaigns.

5.1 MAIN BENEFITS AND OUTCOMES___________________________

The main benefits and outcomes to be derived from the Local Government transformation and modernisation policy and associated programmes are namely:

• Enhanced good local governance and democracy

• Protection and institutionalisation of Local Government as a permanent feature of the country’s governance structure and system

• Well-structured and organised Municipal Corporations, staffed with professional and highly-skilled employees, to promote service excellence

• Balanced socio-economic regional (municipal) development and vibrant local economies

• Provision of basic physical and social infrastructure in an equitable and non-discriminatory manner

• More effective local initiative, experimentation, creativity and entrepreneurship

• Open and free expression of views by citizens/burgesses with more opportunities to participate and influence policy and decision making at the local level

• Easier access to information and services

• Greater social cohesion, inclusiveness and equal opportunity through the institutionalisation of Local Government as a partner in social, economic, political and technological development

• More-effective Municipal Management, leading to higher performance and productivity

• More-transparent procurement systems

• Improved responsiveness to community needs and demands, thereby promoting sustainable development

• Improvement in the quality of representation

• Resilient communities capable of responding creatively to extreme events/natural disasters and employing innovative strategies in recovering from sustaining such development challenges

• More safe, secure and peaceful communities

• Sanitary, clean, healthy, serene and aesthetically pleasant local environments

• Timely payment to contractors and suppliers resulting in services being delivered more promptly

• Greater accountability and transparency in Local Government operations

• Enhanced opportunities for community participation in the management of municipal assets, as well as monitoring and evaluating service delivery.

Funrose Recreational Facility (right); La Puerta bailey bridge (middle); Construction work of drain (bottom left); completed box drain at Riverside Road (bottom right).

Proposed Point Fortin pavilion

the key trAnsFormAtion AndmodernisAtion ProGrAmmes

ChAPter 5


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INTRODUCTION___________________________

In order to achieve the broad objectives and implement the strategies for the transformation and modernisation of the Local Government system, a detailed implementation plan will be formulated. Under the assumption that the entire programme will take approximately two-and-one-half (2 1/2) to three (3) years to be fully implemented, the plan will incorporate the following features:

• Specific or Identifiable Projects• Priority Projects• Objectives and Goals• Strategies• Main Activities• Time Frames • Responsibility Centres• Risk and Contingency Measures• Resources Required (including sources of funding and budget)

• Targets• Change Management and Review Mechanisms.

6.1 POLICY IMPLEMENTATION___________________________

To ensure effective implementation, it is proposed that for each project, a project

brief will be prepared and a project team will be established, with a team leader or champion at the helm. As far as is practicable, project teams will comprise all relevant institutional stakeholders.

Given the time frame for full implementation of this programme, this process will be divided

into three distinct but interconnected phases.

The first phase will entail public consultations on the policy document and the development of a White Paper to be laid before Parliament. This should take approximately six months, commencing September, 2012.

The second phase will focus on developing and approving the new Local Government legislation and/or amendments to the current MCA, 1990, as amended, and a programme to implement those parts or sections of the MCA, 1990, as amended, implementable without requiring amendments thereto. This will include:

• The review of the staff structure and establishment for MCs (especially Regional Corporations and the Borough of Chaguanas)

• The reclassification of Chief Officers other than CEO

• Decentralising the internal audit function

• Strengthening the Municipal Police service

• Strengthening operating and service-delivery systems.

These activities should be completed within

one year, commencing from March, 2013. The third phase involves the development of a comprehensive plan after the new or revised Local Government legislation for transformation and modernisation of the Local Government system has been passed. The detailed projects during this time frame will be accompanied by monitoring and evaluation, as well as impact-assessment mechanisms. This phase will take approximately a year and a half (1 1/2), commencing in February, 2014.

6.2 TRANSITIONAL ARRANGEMENTS___________________________

In order to facilitate a seamless transition and minimise disruption to operations and service delivery, a transition team will be established to manage all change-management issues and challenges. This team will be responsible for advising on, managing and coordinating all transitional issues and challenges, including staff redeployment, in consultation with the recognised majority Trade Unions, streamlining the organisational structure, organisational redesign, establishing new operational systems and processes and other capacity-development issues. This transition period is expected to last no more than one year.

6.3 PERFORMANCE MONITORING AND EVALUATION___________________________

Effective and efficient implementation is critical if the policy objectives are to be realised and stated outcomes achieved. In this regard, two main mechanisms will be established:

PoLiCy imPLementAtion & ProGrAmme evALUAtion & monitorinG

ChAPter 6• A Change Management Team i.e. a Steering Committee comprised of senior members of various stakeholders

• A Monitoring and Evaluation Unit i.e. the implementation/execution unit for the transformation and modernisation programme.

This dual mechanism will provide critical information to management on any changes in conditions, key indicators and assumptions associated with critical success outcomes, and the type of corrective and remedial action to be undertaken. Remedial or corrective action may include redesigning a project or aborting it.Critical activities will include, but will not be limited to:

1. Determining performance indicators and targets for monitoring and reviewing policies, projects and procedures.

2. Determining the monitoring and evaluation mechanisms or systems to be employed.

3. Evaluating and measuring actual outputs and outcomes against performance indicators and targets.

4. The utilisation of regular management audits.

The activities to be implemented in the short term (within one year) are outlined in Appendix III.

New San Juan market (top right); Outreach Programme at Arima Town Hall, September 18th, 2012 (middle left); Upper Corosal Home Work Centre during construction (middle right); Completed Lee Mong Road box drain and paving (bottom left); Guaracara Quarry Road box drain and retaining wall (bottom right).

Gulf View Children’s Play Park


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This new Local Government system is grounded in the five subsidiary pillars for Local Government transformation and modernisation elaborated in Chapter 1. It is people centric, i.e. it is geared towards fulfilling the needs and aspirations of people in communities, as well as their involvement in policy development, decision making, and operations of Local Government bodies. This policy also suggests a more robust representative system with the Local Government representatives more deeply involved in the management of the affairs of Local Government bodies and intimately engaged with communities, thereby ensuring greater responsiveness to their service delivery demands.

Whilst people-centred development will be a key feature, the establishment of Good Governance systems and structures must be emphasised. As such, operations and activities will be governed by good-governance principles of accountability, transparency, equity, all-inclusiveness, responsiveness, participation, value for money expended, and local leadership, in promoting sustainable development. This will create a governance culture where everyone can:

• Contribute to development

• Develop a sense of equity and fair treatment • Cultivate a habit of respect and tolerance • Develop a sense of trust that policies, decisions and operations are transparent and will redound to the benefit of all.

A local governance system that embraces the use of Information Communication Technology is also a critical goal. People in communities must be able to access information and core services such as waste resource management, disaster management, regional and local area plans, public health and community recreational facilities online. This citizen-centric approach to governance will develop e-citizens, through use of an online open forum, thus removing the digital divide and demographic limitations, and thereby fostering social cohesion and networking. It will also contribute to the development of well-informed and knowledgeable citizens capable of making informed and wise decisions on matters affecting their well-being, welfare and sustainable development imperatives. In addition, meetings of council will be taken to the communities from time to time, thereby demystifying the process of governance and providing opportunities for civil society to be part of the governance process.

Participatory planning and development will also be a key feature of the new council. Within the framework of the new Planning and Facilitation of Development Bill (PFDB) (Act), Local Government bodies will be planning authorities in their own right; a one-stop agency for both planning and

building approval for simple developments as defined. This arrangement will reduce bureaucratic red tape and eliminate the protracted application process, thereby easing the current burden and hardship faced by citizens in going from one agency to the next, in attempting to procure the relevant approvals.

In addition to developing municipal/regional development plans consistent with the national planning framework, each councillor in consultation with all stakeholders in the district, will develop and present local area plans for council’s approval. This will ensure that local development is pursued in accordance with the views, aspirations and support of constituents. Similarly, Local Government bodies will promote and support viable projects, in consultation with local stakeholders that generate income and provide sustainable employment in areas suitable to the development focus of the municipality be they tourism, agriculture, manufacturing, entertainment, arts, craft, culinary delights, services, etc.

In addition, Local Government Bodies will assume a more significant role in ensuring public safety, maintaining law and order, and securing the overall community environment. This will facilitate the enhancement of the community capacity for peace, social cohesion and civil existence, and thus contribute to improving the quality of life of those who live in, work and visit the respective municipalities.

The above will be complemented by modern organisational structures, systems, mechanisms and business processes at both the council and administrative/managerial levels, to enhance efficiency and effectiveness, but adapted to the political, economic and social and environmental realities of Trinidad and Tobago.

Port of Spain City Corporation City Hall (above left), meeting at POS City Hall (above right), San Fernando City Hall (left), meeting in progress at Couva/Tabaquite/Talparo Regional Corporation (bottom left), CTTRC Administrative Building (bottom right).

Ministry of Local Government Head Office (Kent House)

the neW LoCALGovernment PArAdiGm

ChAPter 7


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There has been a groundswell of support, globally, for decentralised governance. Many experts and practitioners have espoused the view of the need for a greater role for local and sub-national government in the overall governance and sustainable development process in many countries. Indeed, this has led to fundamental changes in the structure of Local Government, with the Executive Council system gaining popularity. This is due to a consistent clarion call for the local elected representatives to play a more meaningful role in the day-to-day management of the affairs of Local Government corporations. These changes have led to a deepening of local participatory democracy as more systems and mechanisms have been established for people’s involvement in the local governance process.

The above developments have somewhat placed Local Government as one of the central pillars of governance, as it is no longer seen as subordinate or peripheral,

but as a partner in the governance of a country. Within this framework, it has been noted that in developed countries such as Great Britain, Canada, Australia and the United States of America and some developing countries in Latin America, Asia and Africa, as well as in the Commonwealth Caribbean, common themes of decentralised governance are:• Promoting democratic local governance• Strengthening Local Government capacity• Promoting local economic development

• Promoting sustainable cities; and• Sound infrastructure and environment.

In Trinidad and Tobago, similar sentiments have been expressed by some experts and practitioners, for a greater role for Local Government. Drawing on these common themes and within the ambit of the five subsidiary pillars for Local Government transformation and modernisation, we will develop and institute a Local Government system in Trinidad that is people centric, participatory, accountable, responsive, all inclusive, productive, efficient, effective, adaptive and sustainable. Moreover, the Local Government institutions will be so structured, organised and resourced, to inter alia:

• Execute Local Government functions in an effective and efficient manner

• Mobilise all sectors of the community to solve community problems and satisfy local needs and demands

• Develop new and innovative ways of managing scarce resources to promote social equity

• Facilitate and stimulate local economic development through employment generation and income-creation ventures, as well as coordination of sectoral development

• Facilitate poverty eradication and promote social justice through development projects that target the less fortunate, the underprivileged, indigenous people and vulnerable groups including women and children.

• Develop and implement sustainable physical, infrastructural and social programmes

• Promote a pristine, healthy, green and serene environment

• Contribute to community safety, security, peace and tranquillity.

We are of the firm view that apart from the need to properly structure, organise and resource Local Government institutions, institutional strengthening and capacity building are critical success factors and must be given top priority. Nevertheless, if there is to be sustainability and credibility to the principles of local participatory democracy and good governance, Local Government must be given constitutional protection, thereby making it a permanent feature of the covenant between Government and the people. We are committed to fulfilling this pledge.

In summary, our policy proposals for Local Government transformation and modernisation will certainly result in enhanced quality-service delivery coverage, balanced sustainable development, greater social cohesion and a greater sense of community self-worth and identity. These will further contribute to greater citizen satisfaction with the quantity and quality of community physical and social infrastructure, thereby promoting local creativity, innovativeness and entrepreneurship.

ConCLUsionChAPter 8

List oF ProPosed Amendments to the mUniCiPAL CorPorAtions ACt (mCA), 1990,As Amended

APPendiX i

PART OF ACT, AND AREA RECOMMENDEDAMENDMENT REMARKS

PART I: DEFINITIONS

1. Include Central Government Department

1.1 Chief Executive Officer (CEO).

1.2 Corporate Secretary.

1.3 Engineer.

1.4 Treasurer.

1. Add Central Government Department as the Ministry, department or agency responsible for developing policy guidelines, establishing standards and coordinating and monitoring the operations of Local Government Bodies

1.1 Delete reference to City Clerk and Town Clerk

Insert (c) any person who may be appointed, on contract, to perform the duties of CEO.

1.2 Insert (C) any person who may be appointed, on contract, to perform the duties of Corporate Secretary.

1.3 Insert (e) any person appointed, on contract, to perform the duties of Engineer.

1.4. Insert (c) any person appointed, on contract, to perform the duties of Treasurer.

1. There is overwhelming consensus that there is need to define the role of the Central Local Government Department/ Ministry in order to avoid administrative confusion and the continuation of the Ministry of Local Government to undertake work that is the responsibility of MCs.

1.1 These positions are no longer necessary since they no longer exist.

There is strong support from TTALGA and other stakeholders that appointment, on contract, will attract professional and competent personnel and result in more efficient and effective management of MCs. It will also allow the Council (MC) greater flexibility and speed in filling any vacant position in this Office thereby avoiding delays in appointment by the relevant Service Commission.

1.2.1.1 Above applies.

1.3. The above applies.

1.4 The above applies

“Working together as a team for the benefitof Trinidad and Tobago.”


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1.5 Officer.

2. Commission

3. Corporate office.

4. Electoral district.

5. Salaries Review Commission (SRC)

PART II: CONSTITUTION AND GOVERNMENT OF MUNICIPAL CORPORATIONS

1. Section 12 re Alderman.

1.5 Add (c) any officer appointed on contract.

2. Add after Statutory Authorities Act; or the Commission orAgency designated to perform similar functions performed by the SASC in respect of MCs.

3. Delete or Chairman from (a) and or Vice-Chairman from (b).

4. Reference to the Elections and Boundaries Commission (Local Government) Act should include Tobago House of Assembly after Local Government.

5. Include the SRC as the Commission established under section 141 of the Constitution.

1. After 12(6) add 12(7). In addition, in each Council three special Aldermen, one representing youth male, one youth female and one the other women and children,

Although Medical Officer of Health is not mentioned, it should be inserted and the same provision re contract employment should apply.

This will give official recognition to officers, on contract, as holding public office.

This will allow greater flexibility on the part of MCs in staff recruitment and avoid delays in the filling of vacancies and related human-resource matters.

3. There is a large body of consensus including TTALGA that all political heads of MC should be designated Mayor and their deputy, Deputy Mayor. This will mean that the reference to Mayor includes Chairman and Deputy Mayor includes Vice-Chairman should be deleted.

4. There was an amendment Act around 1996 to include Tobago House of Assembly. See Act No. 40 of 1996.

Cabinet Minute of February, 2012 agreed that the MCA 1990 be amended to bring LG Representatives under the Purview of the SRC.

1. There is widespread consensus and a growing global trend that the views and concerns of young people and women should be represented in local democratic institutions.


2. Section 17 re honoraria for Mayors, Aldermen and Councillors

2.2 Section 22. Fine for not accepting office by making and subscribing to the declaration within five days after notice of election

3. Section 39 – Corporation Secretary

PART III: MUNICIPAL POLICE SERVICE - SECTION 48 – THE WORD “COMMISSION”

PART III: MUNICIPAL POLICE SERVICE CONT’D. SECTION 48(2) – COMMISSIONED OFFICER

will be appointed by the Council after consultation and on the recommendation of the legitimate youth and women’s group or association operating within the municipality.

Amend to read, The salaries, allowances and other conditions of service of the Mayor, Deputy Mayor, Councillors, Aldermen and other prescribed office holders shall be determined by the SRC.

This section should be deleted since it appears to be inconsistent with the provisions of section 13.

3. Insert that the Corporation Secretary shall be an attorney at Law.

Insert - in this section Commission means the Police Service Commission and wherever it appears under this part.

Insert after the word “rank”, Assistant Commissioner, senior Superintendent and continue with the word Superintendent

To give effect to Cabinet’s decision of February 9, 2012.

Apart from an apparent inconsistency with section 13, the view is that unforeseen circumstances could develop after an election over which a councillor has no control, which may prevent him/her from subscribing to the declaration within that time frame. If this section is repealed, section 23, as well as 25, will be unnecessary.

3. This is required given the nature of work to be undertaken and is a more cost effective way of legal representation on behalf of corporations in litigation before the courts.

The consensual view, which is supported by the Municipal police fraternity, is that for greater efficiency of operations and fair and equal treatment, the Municipal Police should fall under the purview of the Police Service Commission and under one central commander, the Commissioner of police.

At the Municipal level, the highest rank of officer ought to be such that it reflects the scope and range of duties to be performed as well as the expanded role of the Municipal


�0


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PART IV: MEETINGS AND PROCEEDINGS OF THE COUNCIL OF A CORPORATION

1. Section 62(1) – Meetings.

2. Section 68(7) - Appointment of advisory committees of persons who are not members of council.

3. Section 69(1)

PART V: HOUSE RATE

PART VI: FINANCIAL PROVISIONS

1. Section 108.

1. Delete the words as the Minister may approve.

2. Amend to read and may by resolution of council defray expenses incurred in undertaking the work of such committees.

3. Add (e) Audit

This part was deleted by virtue of the Property Tax Act of 2009 and there is currently a draft Municipal Corporations amendment Bill that contemplates reinserting this part with amendments as part of the reform of the property tax (Land and building taxes regime) inclusive of the valuation of Land Act and the role of the Commissioner of Valuations.

1. After 108(2) insert (3) so (3) becomes (4) et seq. The recommended wording for (3) is – The Minister of Finance in considering the budget estimates submitted by council and in making recommendations associated

Police in community safety and security.

1. There is a school of thought that believes that in the context of devolution and good local democracy this should be deleted. If this is accepted, reference to the Minister in section 63(1) will be unnecessary.

2. It is a good practice and general principle that expenses incurred in undertaking the work of committees are defrayed.

3. There is overwhelming consensus that there should be an Audit committee of council

Amendments to this part will be subject to the passage of this Bill.

1. These considerations can be deemed the establishment of an objective, fair and transparent formula for funding.


2. Section 112(2).

3. Section 116(1).

PART VII: STREETS AND BUILDINGS

1. All or relevant sections.

2. Appropiate sections.

therewith for consideration of Cabinet and Parliamentary approval shall take into consideration, the municipality’s population size and density, infrastructure and service delivery responsibilities, Its approved Municipal/Regional plan and associated investment plan and potential local revenue to be collected.

2. Amend to insert after the words “under the direction of the council towards” - the undertaking of capital development and infrastructure works - continue with the word and.

3. Add after “no less than two officers”, one of which shall be the Chief Executive Officer (CEO) and delete with the approval of the Minister after the words “the council”.

1. The relevant sections of this part will have to be amended in accordance with the provisions of the Planning and Development of Land Bill (Act), 2012 to be renamed “The Planning and Facilitation of Development Bill, (Act) 2012”. The Eighth Schedule of the MCA will also have to be amended.

2. Wherever the term “Chief Technical Officer Works” appears, substitute it for the term “(Chief)

2. This amendment is required because this section as worded has been the subject of intense debate, since it seems to limit the use of surplus funds to the erection of buildings and the acquisition of lands or buildings for the purposes stated.

3. The consensus from past consultations and the view of the Local Government fraternity is that the Council as an elected body should be fully responsible for same.

1. When this Bill is passed, each Municipal Corporation will be deemed a Local Planning Authority responsible for municipal development plans and granting planning and building approvals for simple developments as defined. There will also be a National Physical Planning Commission (NPPC) replacing the Town and Country Division, an Office of Enforcement, and a set of national codes and standards.

2. When the MCA was passed in 1990, the Ministry of Local Government was part of the Ministry of Works, Infrastructure and


��


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PART IX: PEDLARS, HAWKERS AND HUCKSTERS

PART XII: MISCELLANEOUS FUNCTIONS

1. Section 232

PART XIII: ASSOCIATION OF LOCAL GOVERNMENT CORPORATIONS

1. Section 233.

Technical Officer, Ministry of Local Government”

This part should be changed to “Itinerant Vendors” and the sections amended accordingly.

1. The consideration of reinserting 232(i) & (k) of the MCA, 1990, which were deleted by MCA amendment No. 8 of 1992. (i) dealt with the maintenance, control and enhancement of the physical environment including monitoring water-courses, beaches and water front areas, swamps, forests, game sanctuaries, savannahs, parks and other open spaces; (k) provided for the development, construction, maintenance and repairs of passenger bus and taxi shelters and benches.

1.1 Inserting “responsibility for disaster preparedness and management for Category One (1) local disasters and emergencies”

1. On the request of the Trinidad and Tobago Association of Local Government Authorities (TTALGA) to amend this section to retain the name TTALGA.

Decentralisation, hence the reason for the Chief Technical Officer works. The MLG has a Technical Officer and this post could be upgraded to Chief Technical Officer.

The general view is that these names are archaic and need to reflect modern international trends.

1. This is more in line with the current administration’s local government Manifesto (2010) pledge of devolving significant functions and responsibilities from central Government Ministries such as the Environment, Agriculture, Sports, etc.

1.1 Disaster Management Units have been established in MCs, but as far as can be ascertained, no Presidential Order was issued in conformance with Section 232(p) of the MCA, 1990, as amended.

This represents the views of TTALGA.


2. Section 234.

PART XV: REGIONAL COORDINATING COMMITTEES (RCCS)

1. Section 253(1)

2. Section 253(2)

PART XVI: GENERAL PROVISIONS

1. Section 269

To amend 233(2) to expand the scope of TTALGA functions to include, articulating the collective voice of the members, partnering with regional and international local government associations and bodies in promoting local sustainable development initiatives, and promoting the capacity development of Local Government and best (good) practices in local governance and local democracy.

2. Amend Section 231(4) to allow the Association to hire its own staff.

1. At the end of the sentence add, “In undertaking its responsibilities, the RCC will ensure that there is agreement/consensus on all sectoral agencies’ projects and programmes to be undertaken in such a manner that avoid duplication”.

2. Insert a provision that representatives from other agencies are obligated to attend the meetings of the RCC or send a senior representative, who must be briefed accordingly.

1. Amend to delete “or specific” before “directions”.

1. Duplication seems to be one of the main problems in multi-sectoral projects and programmes, which exacerbates the challenges associated with service delivery coordination.

2. Non attendances of stakeholders’ representatives at the meetings of the RCC has been a constant complaint by RCCs chairmen.

1. This was the view of the Local Government fraternity during previous public consultations.


��


��

List oF AreAs For ConstitUtionAL Amendments And/or neW or revisedLoCAL Government LeGisLAtion

APPendiX ii

AREA TYPE OFAMENDMENT

1. Enshrining Local Government in the Constitution

2.Establishing an Executive Council system in Local Government

3. Part VII of the MCA, 1990, as amended (Market and Slaughter Houses).

jUSTIFICATION REMARKS

Constitutional.

Ordinary law (simple majority required).

Ordinary law.

To protect Local Government from being arbitrarily removed from the governance structure of the country and ensure its existence as a sub-national democratic institution partnering with central government in promoting sustainable development.

To ensure that the locally-elected representatives have more control over the day-to-day management of corporations and to introduce full time offices so that representatives can address more effectively and efficiently, the challenges of local sustainable development, and be more responsive to the needs, aspirations and service-delivery demands of citizens/burgesses/residents.

The general consensual view was that this part was too detailed

Constitutional protection for Local Government has been advocated by the Commonwealth Local Government Forum (CLGF) and the only way of ensuring that its existence is not threatened by a simple legislative majority. The constitutional amendment usually outlines the main structural features or organs of Local Government. This will have to be incorporated in the Constitution Reform Bill of the Government.

The executive council system is one of the growing trends in local governance and has always been part of the United States of America’s (USA) Local Government culture. It has been adopted in some European countries such Great Britain (England) (Local Government Act, 2000) and even here in Trinidad and Tobago (THA Act, 1996).

As far as can be recalled, during the reform process this part was converted in


4. Financial provisions for Local Government Bodies to be able to undertake investments with the approval of Minister of Finance; and that they should retain funds not spent at the end of the financial year without any commensurate offsetting of such funds in the ensuing year’s budget allocation. The same principle should apply to revenue raised locally in relation to Central Government subvention.


Ordinary law.

and better suited to regulations and should be deleted and converted into regulations and be replaced with a simple provision that a council shall develop and maintain Public Markets and Slaughter Houses in accordance with Planning and other relevant legislation and regulations and may declare an area a public market or slaughterhouse in accordance with relevant laws and regulations.

Local Government Bodies must develop an entrepreneurial spirit and culture, and contribute to economic development and income generation, as well as employment creation ventures. This will also boost their financial autonomy.In relation to retaining savings or (unspent balances) at the end of the fiscal year, as MCs have their own statutory corporation fund, they ought to be able to retain such savings without the need for any proportionate offsetting of monies.

With respect to the relationship between local revenue and the central subvention, the simple argument is that a corporation should

draft regulations. One of the arguments proffered was that it was a matter of style of legislative drafting.

All these issues are closely associated with enhancing the autonomy of MCs since financial autonomy reduces dependence on central government funding and encourages corporations to show initiative and creativity.


��

37

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON


4.1 The requirement that councils consult with major institutional and community stakeholders on their budget proposals before approval.

5. Legal Proceedings (Special Municipal Courts)

6.Planning and Development control


Ordinary law.

Ordinary law.

Ordinary law.

be given the incentive of raising local revenue efficiency without any commensurate reduction in allocation above the projected sum to be raised locally.

This will ensure that community stakeholders have an input in determining sustainable development and infrastructure and service delivery priorities.

In order to advance social justice, reduce the cost of litigation and promote justice on time, there is the need to grant magistrates the power to set aside special days and times as they deem fit to deal only with litigation and cases involving Municipal Corporations.

The full implications of the provisions of the eventual Planning and Facilitation of Development Act on the role, responsibilities, structure, organisation and operations of MCs in planning and development control, will have to be taken into account in any future revised legislation for Local Government.

This is an integral element of the Government’s policy of people-centered development and participatory democracy.

This will require consultation and concurrence of the judiciary.

The Planning and Facilitation of Development Bill is expected to be submitted to Parliament for debate and passage.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Appr

oved

or

gani

satio

nal

stru

ctur

e an

d st

aff

esta

blis

hmen

t co

nsis

tent

with

pr

ovis

ions

of M

CA,

19

90, a

s am

ende

d.

Des

ign

an

orga

nisa

tiona

l stru

ctur

e an

d st

aff e

stab

lishm

ent

for t

he M

Cs,

esp

ecia

lly

the

Reg

iona

l C

orpo

ratio

ns a

nd th

e Bo

roug

h of

Cha

guan

as,

cons

iste

nt w

ith th

e pr

ovis

ions

of t

he M

CA,

19

90, a

s am

ende

d, fo

r th

e co

nsid

erat

ion

and

appr

oval

by

Cab

inet

an

d im

plem

enta

tion

ther

eafte

r.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

The

MC

s es

peci

ally

the

Reg

iona

l Cor

pora

tions

and

th

e Bo

roug

h of

Cha

guan

as

do n

ot h

ave

an a

ppro

ved

orga

nisa

tiona

l stru

ctur

e an

d st

aff e

stab

lishm

ent c

onsi

sten

t w

ith th

e pr

ovis

ions

of t

he M

CA.

C

onse

quen

tly, a

ppoi

ntm

ents

an

d tra

nsfe

rs c

ontin

ue to

be

unde

rtake

n by

the

Min

istry

of

Loca

l Gov

ernm

ent (

MLG

) in

cons

ulta

tion

with

the

Publ

ic

Serv

ice

Com

mis

sion

(PSC

) w

hich

is a

rem

nant

of t

he o

ld

Cou

nty

Cou

ncil

syst

em.

Hum

an R

esou

rce

Uni

t in

Con

sulta

tion

with

Pub

lic

Man

agem

ent

Con

sulti

ng

Div

isio

n (P

MC

D),

Min

istry

of P

ublic

Ad

min

istra

tion.

TIM

E FR

AM

E

Thre

e - s

ix m

onth

s

REM

AR

KS

This

exe

rcis

e w

as a

lread

y un

derta

ken

in 2

007

and

a pr

opos

al w

as s

ent t

o th

e PM

CD

, w

hich

sub

mitt

ed c

omm

ents

th

ereo

n. T

he D

ecen

tralis

atio

n C

oord

inat

or (D

C) o

pine

d th

at

som

e of

the

reco

mm

enda

tions

w

ere

not c

onsi

sten

t with

the

prov

isio

ns o

f the

MC

A an

d th

e in

tent

of t

he re

form

in re

spec

t of

attra

ctin

g an

d re

tain

ing

a co

re o

f pr

ofes

sion

al C

hief

Offi

cers

. The

pr

oces

s w

as a

band

oned

in 2

008

whe

n th

e G

over

nmen

t pol

icy

was

to

cre

ate

an E

xecu

tive

Cou

ncil

syst

em a

t MC

s an

d a

new

set

of

org

anis

atio

nal s

truct

ures

and

st

aff e

stab

lishm

ent w

ere

desi

gned

w

hich

wer

e ac

cept

ed in

prin

cipl

e by

Cab

inet

. The

se d

ocum

ents

sh

ould

be

avai

labl

e in

file

s of

th

e H

R U

nit o

r vau

lt/st

orag

e ar

ea o

f the

Min

istry

sin

ce th

e in

form

atio

n w

as re

mov

ed fr

om th

e D

ecen

tralis

atio

n U

nit i

n 20

11.

RES

OU

RC

ES

MC

A, 1

990;

ne

eds

anal

ysis

of

hum

an-re

sour

ce

requ

irem

ents

for

MC

s; p

revi

ous

reco

mm

enda

tions

pe

rtain

ing

to

orga

nisa

tiona

l st

ruct

ure

and

staf

f es

tabl

ishm

ent f

or

MC

s un

derta

ken

with

the

inpu

t of

CEO

s.H

uman

-reso

urce

co

nsul

tanc

y se

rvic

e co

uld

be p

rocu

red

to

fast

trac

k th

e re

desi

gnin

g of

th

e or

gani

satio

nal

stru

ctur

e an

d ac

com

pany

ing

staf

f es

tabl

ishm

ent.

1.

imP

Lem

en

tAti

on

sC

he

dU

Le F

or

Lo

CA

L G

ov

er

nm

en

t tr

An

sFo

rm

Ati

on

An

d m

od

er

nis

Ati

on

AC

tiv

itie

s to

be

im

PLe

me

nte

d in

th

e s

ho

rt

ter

m (

Wit

hin

on

e y

eA

r)

AP

Pe

nd

iX ii

i

��

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

39

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

3.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Cla

ssifi

catio

n of

C

hief

Offi

cers

oth

er

than

Chi

ef E

xecu

tive

offic

er.

Amen

dmen

ts to

By

e-la

ws,

Sta

ndin

g O

rder

s, R

ules

and

R

egul

atio

ns.

To u

nder

take

th

e cl

assi

ficat

ion

(recl

assi

ficat

ion)

of

the

Chi

ef O

ffice

rs’

posi

tions

of E

ngin

eer,

Med

ical

Offi

cer o

f H

ealth

, Tre

asur

er a

nd

Cor

pora

tion

Secr

etar

y.

To u

nder

take

am

endm

ents

and

re

view

s to

the

Bye-

law

s, S

tand

ing

Ord

ers

(SO

s), R

ules

an

d R

egul

atio

ns o

f M

Cs

and

draf

t the

ap

prop

riate

doc

umen

ts

(bye

-law

s, S

Os,

etc

.) fo

r app

rova

l of C

abin

et

(Pre

side

nt)

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

Apar

t fro

m th

e Po

sitio

n of

C

EO w

hich

was

cla

ssifi

ed /

recl

assi

fied

in 1

999,

thes

e ot

her

Chi

ef O

ffice

rs’ p

ositi

ons

have

no

t bee

n cl

assi

fied/

recl

assi

fied

desp

ite d

raft

clas

sific

atio

n be

ing

reco

mm

ende

d by

the

CPO

si

nce

2005

, hen

ce th

e re

ason

w

hy p

erfo

rman

ce o

f dut

ies

asso

ciat

ed w

ith th

ese

posi

tions

ha

s be

en u

nder

take

n by

co

ntra

ct p

erso

nnel

sin

ce 2

007.

Man

y pa

rts o

f the

Bye

law

s,

Stan

ding

Ord

ers,

and

exi

stin

g R

ules

and

Reg

ulat

ions

, are

in

cons

iste

nt w

ith th

e Pr

ovis

ions

of

the

MC

A, 1

990,

as

amen

ded,

an

d al

so n

eed

to b

e ad

just

ed

to c

onte

mpo

rary

real

ities

and

be

st/g

ood

prac

tices

in lo

cal

gove

rnan

ce.

Chi

ef P

erso

nnel

O

ffice

r (C

PO) i

n co

nsul

tatio

n w

ith

PS/H

R u

nit o

f MLG

, M

Cs

and

reco

gnis

ed

maj

ority

uni

on

(PSA

).

Dec

entra

lisat

ion/

Lega

l Uni

ts in

co

nsul

tatio

n w

ith

MC

s an

d w

ith

the

assi

stan

ce

of L

egis

lativ

e D

rafts

man

(LD

).

TIM

E FR

AM

E

Four

- si

x m

onth

s

Thre

e - s

ix m

onth

s

REM

AR

KS

Dra

ft cl

assi

ficat

ions

wer

e do

ne

by th

e C

PO s

ince

200

5 an

d se

nt

to M

inis

try fo

r com

men

t. Th

e co

mm

ents

of t

he D

ecen

tralis

atio

n C

oord

inat

or (D

C) w

ere

soug

ht

and

prof

fere

d. T

here

wer

e di

ffere

nces

in p

ersp

ectiv

es, a

nd

desp

ite s

ever

al in

terv

entio

ns b

y th

e D

C, t

he H

R D

ivis

ion,

whi

ch

is re

spon

sibl

e fo

r lia

isin

g w

ith th

e C

PO, d

id n

ot e

ngag

e in

con

stan

t an

d pe

rsis

tent

follo

w-u

p on

this

m

atte

r.

This

exe

rcis

e ha

d co

mm

ence

d in

201

0 w

ith th

e pr

ocur

ing

(con

tract

ing)

of t

he s

ervi

ce o

f a

Legi

slat

ive

Dra

ftsm

an. T

he

ince

ptio

n re

port

was

don

e bu

t w

ith th

e ch

ange

in a

dmin

istra

tion

in M

ay, 2

010,

the

Legi

slat

ive

Dra

ftsm

an in

dica

ted

that

unt

il he

re

ceiv

ed a

dire

ctiv

e in

acc

orda

nce

with

the

new

pol

icy

dire

ctio

n of

th

e ne

w a

dmin

istra

tion,

he

wou

ld

not b

e w

illing

to p

roce

ed fu

rther

. H

e w

as w

ritte

n to

by

the

then

PS

, and

pro

vide

d w

ith a

cop

y of

the

draf

t pol

icy

fram

ewor

k do

cum

ent a

ccep

ted

in p

rinci

ple

by C

abin

et. H

owev

er, t

he p

roce

ss

has

not y

et re

star

ted.

The

LD

sh

ould

be

form

ally

reen

gage

d by

th

e PS

, or a

noth

er L

D p

rocu

red.

$9

0,00

0 w

as p

aid

for w

ork

alre

ady

unde

rtake

n.

RES

OU

RC

ES

Prov

isio

ns o

f se

ctio

ns 3

6-43

of

MC

A, 1

990,

as

amen

ded,

job

an

alys

es, d

raft

job

spec

ifica

tions

, m

arke

t sur

vey

of

sim

ilar p

ositi

ons

in

publ

ic a

nd p

rivat

e se

ctor

, pol

icy

inte

nt

of M

CA

re th

ese

posi

tions

.

MC

A, 1

990,

as

amen

ded,

exi

stin

g By

e-la

ws,

Sta

ndin

g O

rder

s, R

ules

an

d R

egul

atio

ns,

cont

empo

rary

lit

erat

ure

on lo

cal

Gov

erna

nce

best

/goo

d pr

actic

es, c

hang

es

in M

Cs’

ope

ratio

nal

requ

irem

ents

and

ne

w a

nd e

mer

ging

po

licie

s in

diff

eren

t op

erat

iona

l are

as.

2.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Esta

blis

hmen

t of

Inte

rnal

Aud

it U

nit i

n R

egio

nal

Cor

pora

tions

(R

Cs)

and

the

Cha

guan

as B

orou

gh

Cor

pora

tion

(CBC

) an

d es

tabl

ishm

ent o

f an

Aud

it C

omm

ittee

in

MC

s.

To d

ecen

tralis

e th

e In

tern

al A

udit

func

tion

fro

m M

LG to

RC

s an

d C

BC; e

stab

lish

inte

rnal

aud

it un

its in

th

ese

corp

orat

ions

an

d m

anda

te th

e es

tabl

ishm

ent o

f an

Audi

t com

mitt

ee in

M

Cs.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

The

RC

s an

d C

BC b

eing

le

gally

inco

rpor

ated

bod

ies

need

to h

ave

thei

r ow

n in

tern

al

audi

t uni

ts to

aid

man

agem

ent

in th

e di

scha

rge

of p

rude

nt

finan

cial

man

agem

ent a

nd

faci

litat

e th

e co

unci

l in

ensu

ring

acco

unta

bilit

y, tr

ansp

aren

cy

and

valu

e fo

r mon

ey e

xpen

ded.

C

urre

ntly

this

func

tion

is

unde

rtake

n by

the

Min

istry

’s

Inte

rnal

Aud

it U

nit,

whi

ch is

a

rem

nant

of t

he o

ld C

ount

y C

ounc

il sy

stem

and

doe

s no

t al

way

s en

sure

tim

ely

audi

ts o

f th

ese

Cor

pora

tions

’ ope

ratio

ns,

due

to th

e fa

ct th

at it

s lim

ited

staf

f has

to d

eal w

ith te

n C

orpo

ratio

ns in

add

ition

to th

e M

inis

try’s

ow

n in

tern

al a

udit

requ

irem

ents

. Fur

ther

mor

e,

all C

ounc

ils s

houl

d es

tabl

ish

an In

tern

al A

udit

Com

mitt

ee

carry

ing

out a

role

sim

ilar t

o th

e Pu

blic

Acc

ount

s C

omm

ittee

in

Parli

amen

t.

PS/H

M/In

tern

al

Audi

t in

cons

ulta

tion

with

the

Com

ptro

ller

of A

ccou

nts,

Aud

itor

Gen

eral

, and

MC

s.

TIM

E FR

AM

E

Thre

e - e

ight

m

onth

s

REM

AR

KS

A se

para

te In

tern

al A

udit

Uni

t in

eac

h C

orpo

ratio

n w

as o

ne

of th

e pr

ovis

ions

of t

he a

borte

d Lo

cal G

over

nmen

t Ref

orm

Bill,

20

09/1

0, ta

bled

in P

arlia

men

t an

d ov

erw

helm

ingl

y su

ppor

ted.

Th

e In

tern

al A

udit

Uni

t sta

ff of

th

e M

LG w

ere

dece

ntra

lised

to

RC

s an

d C

BC a

roun

d 19

98 o

r th

erea

bout

, with

the

Audi

tor I

II re

mai

ning

in th

e M

inis

try w

ith

abou

t tw

o or

thre

e of

ficer

s, a

nd

exer

cisi

ng s

uper

visi

on o

f the

au

dit s

taff

dece

ntra

lised

to th

ese

corp

orat

ions

. Thi

s ex

perim

ent

seem

ed to

hav

e w

orke

d w

ell

and

faci

litat

ed th

e ef

ficie

nt

oper

atio

ns o

f the

se c

orpo

ratio

ns

but w

as a

borte

d by

the

then

PS

of W

orks

, Inf

rast

ruct

ure

and

Loca

l G

over

nmen

t, w

hen

the

Loca

l G

over

nmen

t min

istry

was

mer

ged

with

Wor

ks, a

ppar

ently

due

to

lack

of u

nder

stan

ding

of t

he le

gal

fram

ewor

k an

d st

ruct

ure

of L

ocal

G

over

nmen

t.

RES

OU

RC

ES

MC

A, 1

990,

as

am

ende

d,

Exch

eque

r an

d Au

dit A

ct,

docu

men

t on

role

of I

nter

nal

Audi

t, re

port

on n

eeds

and

re

quire

men

ts fo

r D

ecen

tralis

atio

n of

th

e in

tern

al A

udit

to R

Cs

and

CBC

.

4.

�0

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

41

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Dire

ct p

aym

ent o

f sa

larie

s an

d ot

her

allo

wan

ces

of

mon

thly

-pai

d st

aff o

f R

Cs

and

CBC

.

To in

itiat

e ac

tion

and

take

the

nece

ssar

y st

eps

to e

nsur

e th

at th

e sa

larie

s an

d al

low

ance

s of

mon

thly

-pai

d st

aff

RC

s an

d C

BC a

re

paid

dire

ctly

by

the

Acco

untin

g U

nits

of

thes

e co

rpor

atio

ns.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

The

RC

s an

d th

e C

BC a

re th

e on

ly c

orpo

ratio

ns th

at d

o no

t pr

epar

e an

d pa

y di

rect

ly th

e sa

larie

s an

d al

low

ance

of t

heir

mon

thly

-pai

d of

ficer

s. T

hese

ar

e pa

id b

y M

LG. I

nter

estin

gly,

th

ese

corp

orat

ions

hav

e th

e or

gani

satio

nal i

nfra

stru

ctur

e of

an

acco

untin

g un

it, w

hich

pa

ys th

e w

ages

of h

undr

eds

of d

aily

-rate

d em

ploy

ees

and

the

sala

ries

and

allo

wan

ces

of

mem

bers

of c

ounc

il.

PS/A

E II/

in

cons

ulta

tion

and

colla

bora

tion

with

th

e C

ompt

rolle

r of

Acco

unts

, Aud

itor

gene

ral a

nd M

Cs.

TIM

E FR

AM

E

Thre

e - f

our

mon

ths

REM

AR

KS

Dis

cuss

ions

sho

uld

be in

itiat

ed

with

the

rele

vant

par

ties,

es

peci

ally

with

the

Com

ptro

ller o

f Ac

coun

ts to

est

ablis

h a

timet

able

an

d m

echa

nics

to d

ecen

tralis

e th

e pa

ymen

t of s

alar

ies

of

mon

thly

pai

d of

ficer

s of

RC

s an

d C

BC. I

deal

ly, a

n ap

prov

ed s

taff

stru

ctur

e an

d es

tabl

ishm

ent f

or

thes

e co

rpor

atio

ns w

ould

be

the

first

ste

p to

a p

erm

anen

t sol

utio

n to

this

issu

e.

RES

OU

RC

ES

MC

A, 1

990,

as

am

ende

d,

Exch

eque

r and

Au

dit A

ct, s

taff

stru

ctur

e an

d es

tabl

ishm

ent

of th

e M

inis

try

in re

latio

n to

the

func

tiona

l sta

ff st

ruct

ure

and

esta

blis

hmen

t of

RC

s an

d C

BC;

Nee

ds a

naly

sis

of

staf

f, eq

uipm

ent

and

any

nece

ssar

y ac

coun

ting

syst

ems

and

cont

rols

re

quire

men

ts;

Doc

umen

tatio

n of

pro

cess

es a

nd

the

parti

es to

be

invo

lved

in th

e pr

oces

s su

ch a

s th

e C

ompt

rolle

r of

Acco

unts

, Aud

itor

Gen

eral

, CEO

s an

d ac

coun

ting

and

lega

l pe

rson

nel o

f MC

s.

5. 6.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Dec

entra

lisat

ion

of fu

nctio

ns o

f Pe

rson

nel a

nd

Indu

stria

l Rel

atio

ns

Dep

artm

ent (

PIR

O

II) (M

LG) t

o R

Cs

and

CBC

.

To id

entif

y fu

nctio

ns

perfo

rmed

by

the

pers

onne

l and

In

dust

rial R

elat

ions

D

epar

tmen

t, M

LG,

such

as

appr

oval

of

sick

-leav

e bo

nus,

ex

tend

ed s

ick

leav

e ,

proc

essi

ng re

tirem

ent

bene

fits

and

no-p

ay

leav

e, w

hich

can

be

effe

ctiv

ely

perfo

rmed

by

the

RC

s an

d C

BC, a

nd

the

orga

nisa

tiona

l and

sy

stem

s re

quire

men

t to

ens

ure

effic

ient

and

ef

fect

ive

disc

harg

e of

sa

me.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

Thes

e fu

nctio

ns w

ere

perfo

rmed

by

this

dep

artm

ent

on b

ehal

f of t

he fo

rmer

Cou

nty

Cou

ncils

and

con

tinue

up

to

this

day

. How

ever

, the

fact

is

that

the

RC

s an

d th

e C

BC h

ave

the

basi

c sy

stem

in p

lace

to

perfo

rm th

ese

func

tions

. The

pe

nsio

n an

d le

ave

reco

rds

are

mai

ntai

ned

by th

ese

corp

orat

ions

and

the

data

is

sen

t to

this

sec

tion

of th

e M

inis

try, c

heck

ed, a

ppro

ved

and

then

aud

ited.

In th

e ca

se

of re

tirem

ent b

enef

its th

e do

cum

ents

are

pre

pare

d by

th

e re

spec

tive

corp

orat

ions

, ch

ecke

d at

the

Min

istry

and

th

en s

ent t

o th

e C

ompt

rolle

r of

Acc

ount

s. F

urth

er, m

ost

corp

orat

ions

hav

e at

leas

t a

Pers

onne

l and

Indu

stria

l R

elat

ions

Offi

cer 1

hea

ding

this

se

ctio

n an

d ap

prov

ing

vaca

tion

leav

e, re

crui

ting

empl

oyee

s an

d de

ploy

ing

wor

k cr

ews

etc.

PS/H

R u

nit i

n co

nsul

tatio

n w

ith

MC

s in

clud

ing

reco

gnis

ed m

ajor

ity

Trad

e U

nion

and

pe

rhap

s th

e C

PO

and

Com

ptro

ller o

f Ac

coun

ts.

TIM

E FR

AM

E

Thre

e - s

ix m

onth

s

REM

AR

KS

Thes

e ar

e re

lativ

ely

sim

ple

func

tions

to b

e pe

rform

ed b

y th

ese

corp

orat

ions

. All

that

is

requ

ired

is s

treng

then

ing

the

inst

itutio

nal c

apac

ity, i

nclu

sive

of

hum

an re

sour

ce. T

his

exe

cutio

n of

thes

e fu

nctio

ns re

quire

s an

in

tern

al A

udit

capa

bilit

y si

nce

in

the

case

of s

ick-

leav

e bo

nus

and

retir

emen

t ben

efits

in p

artic

ular

, au

ditin

g is

requ

ired.

RES

OU

RC

ES

Prov

isio

ns o

f Se

ctio

n 45

of

MC

A, 1

990,

as

amen

ded;

the

exis

ting

colle

ctiv

e ag

reem

ent

betw

een

Uni

on,

CPO

and

C

orpo

ratio

ns,

Indu

stria

l rel

atio

ns

Act;

Rep

ort r

e G

ap A

naly

sis

perta

inin

g to

HR

or

gani

satio

nal

stru

ctur

e, s

taffi

ng,

and

syst

ems

re

quire

men

ts a

t co

rpor

atio

ns to

pe

rform

thes

e fu

nctio

ns. T

he

esta

blis

hmen

t of a

H

uman

Res

ourc

e U

nit i

s re

quire

d.

��

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

43

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Cre

atio

n an

d es

tabl

ishm

ent

of H

uman

R

esou

rce

Uni

ts in

C

orpo

ratio

ns w

here

th

ere

are

none

.

Iden

tify

thos

e M

Cs

whe

re th

ere

are

no

HR

uni

ts, u

nder

take

a

need

s an

alys

is

of re

quire

men

ts fo

r es

tabl

ishi

ng s

ame,

and

de

sign

an

appr

opria

te

orga

nisa

tiona

l st

ruct

ure

and

staf

f es

tabl

ishm

ent f

or

sam

e, fo

r con

side

ratio

n by

Cab

inet

and

im

plem

enta

tion

ther

eafte

r.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

The

hum

an-re

sour

ce fu

nctio

n is

a c

ritic

al fu

nctio

n in

any

co

rpor

atio

n re

the

effe

ctiv

e de

ploy

men

t, pl

acem

ent,

enha

ncin

g pe

rform

ance

, an

d m

otiv

atin

g em

ploy

ees

re s

ervi

ce e

xcel

lenc

e, e

tc. I

t m

ust n

ot b

e de

pend

ent o

n th

e w

him

s an

d fa

ncie

s of

MLG

as

exem

plifi

ed b

y th

e fre

quen

t m

ovem

ent o

f sta

ff am

ong

corp

orat

ions

, som

etim

es,

with

out

prop

er c

onsu

ltatio

ns

with

CEO

s. T

he M

LG’s

role

sh

ould

be

con

fined

to H

R

polic

ies,

sta

ndar

ds, r

egul

ator

y pr

ovis

ions

, ren

derin

g ad

vice

an

d m

onito

ring

and

eval

uatin

g ad

here

nce

ther

eto,

exc

ept

whe

re c

onst

itutio

nal p

rovi

sion

re

quire

s M

inis

teria

l inp

ut a

s in

th

e ca

se o

f the

Prim

e M

inis

ter’s

ve

to fo

r app

oint

men

ts o

f CEO

s (R

Cs)

.

PS/H

R in

co

nsul

tatio

n w

ith

rele

vant

MC

s an

d PM

CD

.

TIM

E FR

AM

E

Two

– fo

ur m

onth

s

REM

AR

KS

With

out a

n ap

prov

ed s

taff

stru

ctur

e an

est

ablis

hmen

t fo

r RC

s an

d C

BC, t

here

will

be th

e ne

ed to

iden

tify

wha

t as

pect

s of

the

HR

func

tion

that

th

ese

Cor

pora

tions

will

perfo

rm

inde

pend

ently

, sin

ce u

nlik

e th

e ci

ties

and

boro

ughs

exc

ept

Cha

guan

as, t

hey

do n

ot re

late

di

rect

ly to

the

Publ

ic S

ervi

ce

Com

mis

sion

, whi

ch w

as th

e in

tent

ion

of th

e M

CA,

199

0, a

s am

ende

d.

RES

OU

RC

ES

Prov

isio

ns o

f MC

A;

Nee

ds a

naly

sis

of in

stitu

tiona

l an

d ot

her

requ

irem

ents

; ex

istin

g pr

opos

als

and

appr

oval

s to

est

ablis

h H

R

units

in C

ity

and

Boro

ugh

Cor

pora

tions

, HR

m

anua

ls.

7.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

The

issu

ing

of

Pres

iden

tial o

r M

inis

teria

l Ord

ers

as

requ

ired

by c

erta

in

sect

ions

of t

he M

CA

as a

men

ded.

One

Pla

nnin

g O

ffice

r I t

o be

atta

ched

to

each

Cor

pora

tion.

To id

entif

y th

ose

sect

ions

of t

he M

CA,

19

90, a

s am

ende

d,

that

requ

ire th

e is

sue

of a

Pre

side

ntia

l O

rder

to e

nsur

e th

e pr

oper

dis

char

ge o

f a

resp

onsi

bilit

y or

fu

nctio

n; a

nd p

repa

re

draf

t Pre

side

ntia

l Ord

er

for a

ppro

val o

f cab

inet

an

d co

nseq

uent

ial

Lega

l Not

ice.

Impl

emen

tatio

n of

the

deci

sion

of C

abin

et

to a

ppoi

nt o

ne

Plan

ning

Offi

cer I

per

C

orpo

ratio

n.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

Ther

e ar

e se

vera

l par

ts o

f the

M

CA

as a

men

ded

that

requ

ire

the

issu

ing

of a

Pre

side

ntia

l O

rder

or M

inis

teria

l Ord

er a

s ne

cess

ary

for a

Cor

pora

tion

to le

gitim

atel

y/le

gally

exe

cute

ce

rtain

func

tions

. Ex

ampl

es o

f th

ese

func

tions

are

: Se

ctio

ns

232(

f), o

ther

pub

lic s

pace

s as

th

e Pr

esid

ent m

ay fr

om ti

me

to ti

me

by O

rder

pre

scrib

e;

232(

h) th

e m

aint

enan

ce o

f pr

escr

ibed

sta

te p

rope

rty

(bui

ldin

gs) a

s th

e M

inis

ter

to w

hom

resp

onsi

bilit

y fo

r co

nstru

ctio

n an

d m

aint

enan

ce

of b

uild

ings

is a

ssig

ned

may

by

Ord

er d

eter

min

e et

c). I

n fa

ct

the

Pena

l Deb

e R

C lo

st a

cas

e in

the

Hig

h C

ourt

perta

inin

g to

th

e oc

cupa

tion

of a

bui

ldin

g du

e to

the

abse

nce

of a

n O

rder

in

acco

rdan

ce w

ith 2

32(h

).

This

is a

dec

isio

n of

Cab

inet

th

at h

as n

ot b

een

fully

im

plem

ente

d by

MLG

. It w

as

base

d on

a re

com

men

datio

n (in

terim

mea

sure

) of t

he

Soog

rim C

omm

ittee

repo

rt (1

996)

on

the

impl

emen

tatio

n of

th

e M

CA,

199

0, a

s am

ende

d.

PS/L

egal

Uni

t in

colla

bora

tion

with

M

inis

try o

f Wor

ks

and

Infra

stru

ctur

e or

H

ousi

ng a

nd o

ther

re

leva

nt M

inis

tries

.

PS/H

R in

co

nsul

tatio

n w

ith

Dire

ctor

, Mun

icip

al

Cor

pora

tions

R

elat

ions

(DM

CR

) an

d C

EOs.

TIM

E FR

AM

E

Six

mon

ths

- one

ye

ar

Two

wee

ks -

one

mon

th

REM

AR

KS

This

exe

rcis

e is

a te

diou

s pr

oces

s an

d re

quire

s pr

oces

s ch

ampi

onin

g.

This

Min

ute

was

pas

sed

by

Cab

inet

sin

ce a

roun

d th

e m

id

1990

s or

ther

eabo

ut .T

he re

leva

nt

Com

mis

sion

s sh

ould

hav

e be

en

info

rmed

then

that

this

pos

ition

sh

ould

be

treat

ed a

s an

add

ition

to

the

appr

oved

est

ablis

hmen

t of

a co

rpor

atio

n w

here

suc

h ex

iste

d.

RES

OU

RC

ES

MC

A, 1

990,

as

am

ende

d;

inve

ntor

y of

sta

te

build

ings

as

iden

tifie

d; S

urve

y re

ow

ners

hip

and

valu

atio

ns m

ay b

e ne

cess

ary.

Rel

evan

t Cab

inet

M

inut

e, a

vaila

bilit

y of

offi

ce s

pace

/ac

com

mod

atio

n at

M

Cs.

8. 9.

��

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

45

POLI

CY

ON

LO

CA

L G

OV

ER

NM

EN

T TR

AN

SFO

RM

ATI

ON

AN

D M

OD

ER

NIS

ATI

ON

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

The

esta

blis

hmen

t of

dev

elop

men

t pl

anni

ng u

nits

(P

lann

ing

and

Faci

litat

ion

of

Dev

elop

men

t Uni

ts)

in M

Cs.

Prep

arat

ion

for

resu

mpt

ion

of

colle

ctio

n an

d ad

min

istra

tion

of th

e H

ouse

Rat

e.

To id

entif

y th

e or

gani

satio

nal,

hum

an

reso

urce

and

sys

tem

s re

quire

men

ts fo

r the

es

tabl

ishm

ent o

f suc

h un

its in

acc

orda

nce

with

the

Plan

ning

an

d D

evel

opm

ent

of L

and

(Pla

nnin

g an

d Fa

cilit

atio

n of

D

evel

opm

ent)

Bill.

To id

entif

y in

stitu

tiona

l/or

gani

satio

nal/H

uman

R

esou

rce

syst

ems

and

othe

r req

uire

men

ts fo

r re

sum

ptio

n of

col

lect

ion

of H

ouse

rate

by

citie

s an

d bo

roug

hs a

nd

initi

ate

esta

blis

hmen

t of

sam

e.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

It is

wis

e to

com

men

ce th

is

activ

ity a

nd m

ake

adju

stm

ents

ac

cord

ingl

y ra

ther

than

wai

t un

til th

e Bi

ll is

pas

sed

and

enac

ted

into

law

.

The

Gov

ernm

ent P

olic

y is

to

reve

rt to

the

Hou

se ra

te

and

Land

and

Bui

ldin

g Ta

xes

Syst

ems

that

exi

sted

bef

ore

the

pass

age

of th

e Pr

oper

ty T

ax

Act,

2009

. App

ropr

iate

dra

ft Bi

lls h

ave

been

pre

pare

d to

re

inse

rt Pa

rt V

of th

e M

CA

and

othe

r am

endm

ents

to V

alua

tion

of L

and

Act,

etc;

and

they

may

be

laid

in P

arlia

men

t in

due

cour

se.

PS/M

an. R

egio

nal

Plan

ning

and

Su

stai

nabl

e D

evel

opm

ent,

HR

U

nit i

n co

nsul

tatio

n w

ith M

inis

try o

f Pl

anni

ng a

nd

Sust

aina

ble

Dev

elop

men

t and

M

Cs.

CEO

s of

the

resp

ectiv

e M

Cs

in c

olla

bora

tion

with

PS,

BIR

and

Va

luat

ion

Div

isio

n.

TIM

E FR

AM

E

Four

- ni

ne m

onth

s

Thre

e - f

ive

mon

ths

REM

AR

KS

The

outc

ome

of th

e Pi

lot p

roje

ct

invo

lvin

g th

e Po

rt of

Spa

in C

ity

Cor

pora

tion,

the

San

Fern

ando

C

ity a

nd T

unap

una/

Piar

co

Reg

iona

l Cor

pora

tions

sho

uld

faci

litat

e th

is p

roce

ss, s

ubje

ct to

th

e pr

ovis

ions

of t

he a

ppro

ved

Plan

ning

and

Fac

ilitat

ion

of

Dev

elop

men

t Act

.

The

proj

ectio

n is

that

the

resu

mpt

ion

of c

olle

ctio

n w

ill be

gin

in J

anua

ry 2

013.

RES

OU

RC

ES

Plan

ning

and

D

evel

opm

ent o

f La

nd (P

lann

ing

and

Faci

litat

ion

of

Dev

elop

men

t) Bi

ll/

Act;

Gap

ana

lysi

s;

inst

itutio

nal

and

capa

city

re

quire

men

ts a

t M

Cs.

Prop

osed

pr

ovis

ions

of D

raft

amen

dmen

t Bill

to

MC

A; re

inst

itutio

n of

Par

t V o

f MC

A;

Nee

ds a

naly

sis

of

requ

irem

ents

for

com

men

cem

ent

of c

olle

ctio

n an

d ad

min

istra

tion

of H

ouse

Rat

e;

Not

e m

ay h

ave

to

be p

repa

red

for

Cab

inet

whe

n th

e Bi

ll is

pas

sed

into

La

w (b

ecom

es a

n Ac

t).

10.

11.

AR

EA O

FFO

CU

S/IS

SUE

AC

TIO

N T

O B

E U

ND

ERTA

KEN

Vaca

ncie

s in

th

e in

terim

or

gani

satio

nal

stru

ctur

e fo

r M

unic

ipal

Pol

ice

in

RC

s an

d C

BC.

12.1

Mun

icip

al

Polic

e re

gula

tions

Take

the

nece

ssar

y st

eps

to fi

ll al

l va

canc

ies

in th

e in

terim

es

tabl

ishm

ent f

or th

e M

unic

ipal

Pol

ice

in th

e re

spec

tive

RC

s an

d th

e C

BC.

To s

ubm

it th

e dr

aft

regu

latio

ns fo

r the

M

unic

ipal

Pol

ice

for

Cab

inet

’s c

onsi

dera

tion

and

subs

eque

nt

Pres

iden

tial

conf

irmat

ion.

jUST

IFIC

ATI

ON

RES

PON

SIB

IL-

ITY

CEN

TRE

The

Soog

rim C

omm

ittee

repo

rt of

199

6 ha

d re

com

men

ded

an in

terim

est

ablis

hmen

t of 1

4 O

ffice

rs -

one

Insp

ecto

r, on

e Se

rgea

nt, t

wo

Cor

pora

ls a

nd

ten

Con

stab

les

for t

he R

Cs

and

CBC

but

non

e of

thes

e co

rpor

atio

ns h

ave

the

full

com

plem

ent a

nd in

som

e ca

ses

less

than

six

offi

cers

. Thi

s na

tura

lly n

egat

ivel

y af

fect

s th

e ef

ficie

nt a

nd e

ffect

ive

disc

harg

e of

the

secu

rity,

ope

ratio

nal

and

rela

ted

func

tions

of t

hese

co

rpor

atio

ns.

This

is a

requ

irem

ent o

f Se

ctio

ns 6

0 &

61 o

f the

MC

A,

1990

, as

amen

ded.

PS/H

R U

nit i

n co

llabo

ratio

n w

ith

the

Publ

ic S

ervi

ce

Com

mis

sion

(PSC

), th

e C

omm

issi

oner

of

Polic

e an

d R

Cs

and

CBC

.

PS -

HM

/ Cab

inet

/ Pr

esid

ent

TIM

E FR

AM

E

Thre

e - s

ix m

onth

s

One

- th

ree

mon

ths

REM

AR

KS

This

is a

col

labo

rativ

e ex

erci

se

amon

g th

e va

rious

par

ties

and

the

Min

istry

. The

Min

istry

sho

uld

play

a le

adin

g ro

le s

ince

it h

as th

e ex

perie

nce

of a

sim

ilar e

xerc

ise

in

2003

. In

the

long

run

the

polic

ing

and

secu

rity

need

s of

eac

h co

rpor

atio

n sh

ould

be

asse

ssed

in

term

s of

pop

ulat

ion

size

and

de

nsity

, hou

sing

set

tlem

ents

an

d ex

tent

/sco

pe o

f soc

ial a

nd

phys

ical

infra

stru

ctur

e. In

dust

rial

and

com

mer

cial

dev

elop

men

t, cr

ime

stat

istic

s an

d ch

alle

nges

an

d ot

her d

ata

such

as

juve

nile

de

linqu

ency

and

une

mpl

oym

ent

etc.

sho

uld

be c

onsi

dere

d. T

his

will

enab

le e

ach

corp

orat

ion

to m

atch

its

polic

e se

rvic

e es

tabl

ishm

ent t

o its

nee

ds.

Sect

ion

60 o

f the

MC

A pr

ovid

es

for t

he a

pplic

atio

n of

the

Polic

e Se

rvic

e re

gula

tions

mad

e un

der

the

Polic

e Se

rvic

e Ac

t, m

utat

is

mut

andi

s.Th

is w

as n

ever

don

e an

d th

e M

unic

ipal

pol

ice

had

a co

urt r

ulin

g in

thei

r fav

our i

n a

litig

atio

n br

ough

t by

the

CPO

pe

rtain

ing

to a

pplic

atio

n of

the

sam

e al

low

ance

s an

d tre

atm

ent

as th

e C

entra

l Pol

ice.

The

cas

e w

as a

ppea

led

by th

e C

PO a

nd

the

regu

latio

ns w

ere

deem

ed

nece

ssar

y.

RES

OU

RC

ES

Prov

isio

ns o

f Par

t 11

1 of

MC

A, 1

990,

as

am

ende

d;

Proc

edur

es

and

itine

rary

of

activ

ities

and

re

sour

ces

for

recr

uitm

ent a

nd

train

ing

of p

olic

e of

ficer

s; T

rain

ing

Venu

e(s)

etc

.

Dra

ft re

gula

tions

/ Po

lice

Serv

ice

regu

latio

ns/ i

nput

/ co

mm

ents

from

C

omm

issi

oner

of

Pol

ice

and

resp

ectiv

e Se

rvic

e C

omm

issi

ons.

12.


��


��

APPendiX iv

A very pleasant good day to one and all.

It is my great honour to be part of this Local Government Conference organised by the Commonwealth Local Government Forum, hosted by Cardiff City Council and supported by the Welsh Assembly Government.

I also take notice of and commend the work of the CLGF in terms of its support for local government in the Caribbean Region and as well its support for strengthening national and regional institutions such as CALGA and the Caribbean Forum of Local Government Ministers.

I also welcome the forthcoming Caribbean Local Economic Development Project. The programme as I understand it will be taken forward by the Federation of Canadian Municipalities and CLGF with regional partners, and will focus on strengthening local government’s role in local economic development.

As Prime Minister, I understand the importance of local government, having had first hand experience. I began my political career in local government as an Alderman in the Siparia County Council.

When we speak of local government, inevitably we speak of local democracy, of participation in local governance, of self-determination in the developmental affairs of a particular region.

This particular local government conference, while it is Commonwealth based, comes at a time when:1) Our Commonwealth sister in New

Zealand is recovering from the effects of a severe earthquake in Christchurch.

2) Japan, has been affected by the third largest earthquake on record, followed by the tragic effects of a tsunami and are now trying to cope with the fallout from the meltdown of the nuclear reactor.

3) All this whilst the world looks on in with great interest and anticipation at the evolving situation in the Mid-Eastern countries and in Northern Africa, where the demand for democratic practices and freedom to participate in the modes of governance are being demanded, and where people are prepared to die to achieve this.

Address by Honourable Kamla Persad Bissessar, Prime Minister of Trinidad and Tobago as Commonwealth Chair-in-office to Commonwealth Local Government Conference “Energising Local Economies: Partnerships for Prosperous Economies”

Date: Tuesday 15th March, 2011Location: City Hall, Cardiff, Uk

Rt Hon. Carwyn Jones, AM, The F�rst M�n�ster of WalesHon. Hazel Jenk�ns, Prem�er of the Northern Cape Prov�nceM�n�sters of Local Government Mayor Zena�da Moya-Flowers, CLGF Cha�rpersonMembers of the CLGF BoardSecretar�es General of the Commonwealth and the CLGFCounc�llorsD�st�ngu�shed Lad�es and Gentlemen___________________________________________________________

Pm’s Address to CommonWeALthLoCAL Government ConFerenCe

Wherever people are alienated from the process by which the structures for their governance are determined and wherever they do not participate in the determination of those structures there is likely to be alienation, a loss of community energy and frustration leading to conflict.

The flight/fight syndrome becomes a real possibility.

When people are allowed to create a shared destiny, they work harder to achieve it and also to protect and sustain it.

A truer sense of ownership is developed in individuals who are part of such a process. It is then that prosperity becomes a real possibility. I believe that peace and stability whether at a community level or at the level of nations will best be promoted and served wherever people have the opportunity to participate in the affairs that relate to the way they are governed. In this regard, we must also develop a consensus based approach to the use of resources and in the determination of developmental strategies.Local government fulfils this demand.

The autocratic driven styles of governance are inconsistent with the values of people living in a freedom driven democratic values based world.

It is my considered view that local government is not only one of the best examples of democracy in action but also it has the potential to unite communities around a shared vision and mission.

In this way, and through the opportunity it provides for consensus building communications, elevated to a national level, it serves as a model for peace among people.

It is for this reason in particular that local authorities must be given the material and human resources to effect community agreed programs of work.

The demise of local government in all parts of the world has had much to do with the indifference of Central Governments to delegate real authority to local government bodies.

Across the globe, there is a crying need to move from the rhetoric of empowerment to the active strategies to effect empowered local authorities.

I am certain that this matter will once again engage your attention at this conference. It will not happen, however, unless leaders are committed to a philosophy of shared governance.

The alternative to shared governance and empowered communities will be internal conflicts and de-energized communities.

Energizing local economies and creating partnerships for prosperous communities requires therefore a fundamental shift in the philosophy for governance particularly at the Central Level.

In this regard, local government cannot be regarded as an appendage to the structures for governance.It has to be integral to governance and must be based on mutual respect and collaboration.

The building of prosperous communities depends on the sacrifice and commitment of the people.

People are more likely to provide that commitment and make the sacrifices if they have a say and are treated with respect and dignity.

The Commonwealth Secretariat might well want to consider a Commonwealth wide study on local government best practices in order to determine what might be the characteristics of an effective local governance model.

I have always recognized partnering as important for community prosperity and an energized economy and as such have dubbed my government a Peoples’ Partnership Government.

It is a coalition of five parties including labour.

At the last general elections on May 24 2010, it secured a Constitutional majority of 29 seats out of a total of 41 contested.

It reflected the participation of the youths who often represent the disenchanted. More significantly, at the local government elections two months later on July 26th 2010, it secured 11 out of the 14 local government corporations, when prior to that the opposition had only five.

I am of the firm belief that the philosophy of inclusion and partnership was the basis for such unprecedented success.

The belief that people have the right to be masters of their destinies and to organize the affairs of their communities so as to experience the best quality of life is at the heart of our Philosophy for Local Government.We believe that what people create they appreciate, they protect and they grow.

We believe that one of the best ways to energize the creativity and commitment of a community is by inviting their participation in the way they are governed.

Ideas are not only the property of the elected leaders.


��


��

Nation building requires vision and ideas, human and capital resources but it also requires, most of all, the hearts and minds of the people and their commitment to the vision.

True nation building will ensure that the ethos and cultural consciousness that defines the local communities, and from which its energy and uniqueness are derived, will be preserved and enhanced through the process of wide participation in local governance.

We actively promote collaboration with the local communities in the development of the vision for the specific communities. We must in addition invite the active participation of the people in the realization of the vision thereby creating commitment and ownership.

In this way we will build a community of leaders who will demonstrate responsibility, servant centred leadership behaviours and a passion to inspire and empower others.Local Government representation would therefore mean the representation of the views and interests of all to ensure that there is consensus with respect to decision making. It is the will to implement such programmes that will make us a nation that is an exemplar to the world of utilizing diversity for our local and national advantage. We believe that there is a fundamental difference between government and governance. I wish to state categorically that while it is the role of government to arrange the structures and resources to ensure the peaceful progress of society and meet the basic needs of the citizens other utilitarian comforts, governance should also reflect how the people are mobilized to contribute and the values that underlie government and the quality of life derived thereof.

We believe that the task of Local Government Corporations is more than just to provide goods and facilities important and vital as they may be.

We believe that the task of Local Government is to provide leadership of locality to energize the people and other civic organizations so as to provide benefits for all.

When you carefully examine the functions of local government authorities whether in the developed or underdeveloped Commonwealth the conclusion is inevitable as to the importance of the contribution of local government to both the standard of life and the standard of living.

Can you imagine what life would be like if basic functions like garbage collection and disposal, maintenance of parks and recreation facilities, management of public health, regulation of traffic and the regulation of building codes amongst other functions are not efficiently administered.

Local Government is truly government for the people, of the people and by the people. In the more developed countries of the Commonwealth the scope of local government activities and the scale would necessarily differ compared to developing Commonwealth countries.

We will all agree, however, that we cannot do without local government. The physical nearness of local government representatives to the problems of local communities and as well their ability to mobilize the local communities provide for faster responses and solutions, as well as building commitment.

Oftentimes this is not possible with the same efficiency at the level of central government.

Besides this, the prosperity of a community is not only measured by economics and material wealth but also by the spirit of the community, its resourcefulness, its camaraderie, its ability to recognize, celebrate and care for its members, and its sense of ownership.

This is local government in action.

This is the soul of local government.

It is for reasons like these that a more determined effort must be made to energize local government.

In my own country, I intend to achieve this by effecting the following:

• Giving Constitutional protection to Local Government• Increasing the financial resources available to local government authorities, and even allowing some level of borrowing for special projects.

• Providing state financed offices for local government representatives so as to impact upon more effective representation

• Examining functions which are now managed by Central Government and delegating these to local government given the affinity of the function to local communities

• Creation of full time local government representatives• Construction of town halls in every district and utilizing them for regular town meetings

• Increasing the involvement of NGOs in the work of the local authorities’ especially social service delivery.

• Training of local representatives in management and leadership skills, as well as skills related to the organization of people and communities.

• Formulating national budgets with greater inputs from local communities thus creating a needs driven and needs fulfilment

model of governance. Local government must be assisted to fulfil a primary mandate which is people centred development. AND

• The election of three special representatives in each local authority, via, male and female youth representatives and a representative for women and children.

I am of the view that in my country these are changes which will bring about a more empowered local government authority which will also be more responsive to current issues and create wider participation of young people in public governance.

Central Governments must not be wary of the power of local authorities.

In Westminster systems of government local authorities could be controlled by a different political party.This sometimes creates serious governance difficulties.It could derail the will of certain communities.

This is a real issue and one which the CLGF might wish to address during the course of these deliberations.

The theme of the Commonwealth celebrations this year is Women as Agents of Change. And I intend to encourage fellow leaders across the Commonwealth to actively promote greater participation of women in the affairs of all levels of government. The CLGF Board may want to emulate Australia and dedicate 2012 as the year of women in local government.

Participation in decision making by women at the local level is an important step in the empowerment of women, since there are so many issues which affect women that need to be addressed at the local level.

Issues like housing, paediatric services at local health centers, school transport and daycare for young children. All of these and more though national in scope are also very much local government issues.

In the Commonwealth there is an immediate need to deal with the high percentage of women and girls who are not schooled especially since so much of the Commonwealth remains underdeveloped.

We now have global evidence that demonstrates that women with even the minimum of primary and secondary education have healthier children – because they have learnt about sanitation, nutrition, disease, and access to healthcare.

And we also know that educated women spend more of the household income to educate their children, with the hope of giving them a better future.

Yet, at present, across the Commonwealth and globally, some 54 per cent of girls do not have access to a primary education, and women account for two thirds of those who cannot read or write.

In many countries, significant numbers of women have never attended school: 67% of women in Pakistan, 55% in Malawi, over 50% in Bangladesh and Maldives, and 45 % in Tanzania.

I welcome the close working relationship between CLGF and the Commonwealth Secretariat. I note the strong commitment that the Commonwealth places on human rights and democracy and acknowledge the affirmation of CLGF’s Aberdeen Agenda: Commonwealth principles on good practice for local democracy

and good governance by Commonwealth Heads of Government at their last meeting in Trinidad and Tobago in November 2009.

I take this opportunity to wish you all success and through these deliberations may we create more prosperous communities across the Commonwealth.

I thank you.


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mAP & direCtory oF mUniCiPAL CorPorAtions

ARIMA BOROUGH CORPORATION

CHAGUANAS BOROUGH CORPORATION

COUVA/TABAQUITE/TALPAROREGIONAL CORPORATION

PORT OF SPAIN CITY CORPORATION

PRINCES TOWN REGIONAL CORPORATION

SAN FERNANDO CITY CORPORATION

SANGRE GRANDE REGIONAL CORPORATION

SAN JUAN/LAVENTILLE REGIONALCORPORATION

SIPARIA REGIONAL CORPORATION

TUNAPUNA/PIARCO REGIONAL CORPORATIONDIEGO MARTIN REGIONAL CORPORATION

MAYARO/RIO CLARO REGIONALCORPORATION

PENAL/DEBE REGIONAL CORPORATION

POINT FORTIN BOROUGH CORPORATION

ADDRESS: Cumberbatch Street, ChaguanasPH: 665-5320 / 5351FAX: 671-7757EMAIL: [email protected] OR [email protected]

ADDRESS: Hosein’s Mall, High Street, Princes Town PHONE: 655-2239 / 2416 / 2417 FAX: 655-9280 EMAIL: [email protected]

ADDRESS: Ramdass Street, Sangre Grande PHONE: 668-2461 / 2488 / 3111 / 376-5014FAX: 668-2942 EMAIL: [email protected]

ADDRESS: High Street, SipariaPHONE: 649-2334 / 2348 / 2349 FAX: 649-2435 / 9882 EMAIL: [email protected]

ADDRESS: Orchid Drive, Petit ValleyPHONE: 637-2204 / 5 or 637-8115FAX: 637-8072EMAIL: [email protected]

ADDRESS: Hosein Building (next to Cindy’s Bakery), 218 S.S. Erin Road, DebePHONE: 647-6302 / 3873 FAX: 647-6302 / 3873EMAIL: [email protected]

ADDRESS: Railway Road, CouvaPHONE: 636-1872 FAX: 636-9161 / 1717EMAIL: [email protected]

ADDRESS: Naparima Mayaro Road, Rio ClaroPHONE: 644-2261 / 3760 FAX: 644-2796EMAIL: [email protected]

ADDRESS: Town Hall, George Road, Point Fortin PHONE: 648-2868 / 2124 FAX: 648-4424 / 0718EMAIL: [email protected]

ADDRESS: 8 Hollis Avenue, ArimaPHONE: 667-3508 / 3435 / 4319FAX: 667-1010 / 4812EMAIL: [email protected]

ADDRESS: City Hall, Knox Street, Port of Spain PHONE: 624-4292 FAX: 623-1125EMAIL: [email protected]

ADDRESS: City Hall, Harris Promenade, San FernandoPHONE: 652-2543-7 / 653-2856 or 652-3205 / 6919FAX: 653-9376 EMAIL: [email protected]

ADDRESS: Centenary Street, TunapunaPHONE: 662-1537 / 645-8772 FAX: 662-1612/4214EMAIL: [email protected]

ADDRESS: MTS Plaza, Aranguez Main Rd., AranguezPHONE: 675-0255 / 0280 FAX: 638-4470 EMAIL: [email protected]

ARIMA BOROUGHCORPORATION

CHAGUANAS BOROUGHCORPORATION

COUVA/TABAQUITE/TALPAROREGIONAL CORPORATION

PORT OF SPAIN CITYCORPORATION

PRINCES TOWN REGIONALCORPORATION

SAN FERNANDOCITY CORPORATION

SANGRE GRANDE REGIONALCORPORATION

SAN JUAN/LAVENTILLEREGIONAL CORPORATION

SIPARIA REGIONALCORPORATION

TUNAPUNA/PIARCO REGIONALCORPORATIONDIEGO MARTIN REGIONAL

CORPORATION

MAYARO/RIO CLAROREGIONAL CORPORATION

PENAL/DEBE REGIONAL CORPORATION

POINT FORTIN BOROUGHCORPORATION

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Documents

Policy on Local Government Transformation and Modernisation