Policy On Local Government Transformaton 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: PMS ADDRESS TO COMMONWEALTH LOCAL GOVERNMENT CONFERENCE
IMAGE GALLERY
MAP & DIRECTORY OF MUNICIPAL CORPORATIONS
i
iii
iv
1
4
12
16
20
22
24
26
27
34
37
46
50
52
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
October 2012
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 Peoples Partnership
PSA Public Services Association
PSC Public Service Commission
PS Permanent Secretary
QMS Quality Management System
RBMS ResultsBased 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
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 & AbbreviAtions
Used in this doCUment
A messAGe From
the Prime minister
The publication of this policy document

on Local Government Transformation
and Modernisation for public comment
is yet another testimony of the Peoples
Partnership administrations commitment
to people-centred development and the
advancement of local democracy and good
governance. The Governments 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 Governments 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 RAMBACHAN
Minister of Local Government
iii
ForeWord
Technology. 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
v
v
This policy document on Local Government
Transformation and Modernisation prepared
by the Ministry of Local Government outlines
Governments 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 Ministers 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.
v
1
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
Peoples 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 Governments Local Government
Manifesto, 2010.
In an attempt to commit to the Governments
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 Governments
White Paper on Local Government
Reform.
Significantly, the Draft Policy Framework
document drawing from the policy
prescriptions of the Governments 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 Governments 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 Governments 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 & overvieW
ChAPter 1
More images from the MLG team
building exercise with senior staff of
Municipal Corporations, July 17th
2012.
2
3
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 Peoples Partnership Local
Government Manifesto, 2010 as follows:
The objective of the reform will
be to reinforce the commitment
of the Peoples 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 Committees
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 Governments
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 peoples 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 Peoples 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.
4
5
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 Cities
5. Sound Infrastructure and Environment
1. PROMOTING DEMOCRATIC LOCAL
GOVERNANCE
There is a strong support and widespread
concurrence that the protection and
preservation of peoples 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 CAPACITY
The 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
DEVELOPMENT
This 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 system
ChAPter 2
4. PROMOTING SUSTAINABLE CITIES
There 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
ENVIRONMENT
It 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 Govt officials
at the launch of CARILED in Belize on May
16th, 2012.
20
30
40
26
44
50
Those satisfied with
Local Govt service
(2010)
Those satisfied with
Local Govt service
(2011)
MORI Poll on Local Government Performance
Percent
(%)

7
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
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
Governments 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.
8
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
Administrations 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 Martn
Penal/Debe
Princes Town
Mayaro/Ro 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.
10
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 peoples
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 Tobagos
emergency management needs were being
appropriately met.
The Disaster Management Units at MCs
are expected to:
Provide the Municipal Corporations
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.
1
2
3
4
5
11
13
The purpose of this chapter is to present the current
Administrations 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 Administrations
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
modernisation is informed by
the Governments 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 Ministers 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 link
2. 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 Security
5. 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 1
Pillar 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 2
Pillar 2 emphasises the need for
strengthening institutions and establishing
new ones to advance accountability,
transparency, consultation, participation,
consensus-building and more meaningful
representation.
PILLAR 3
Pillar 3 promotes the central idea of the
enlistment of Local Government bodies and
the people within communities, to promote
the Governments mission of accountability,
transparency, consultation, participation,
consensus-building and more meaningful
representation in which anti-corruption is a
sacred value.
PILLAR 4
Pillar 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 5
Pillar 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
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 Governments 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
ChAPter 3
12
14
15
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
Governments 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 cafs 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.
1
17
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 communitys basic
needs, finding remedies to peoples
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 GAP
ChAPter 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.
18
1
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
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
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.
1 2
3
4
20
21
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 countrys 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 And
modernisAtion ProGrAmmes
ChAPter 5
22
23
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 Childrens Play Park
24
25
This new Local Government system is
grounded in the five subsidiary pillars for
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 councils
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 LoCAL
Government PArAdiGm
ChAPter 7
2
27
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 peoples 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
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.
ConCLUsion
ChAPter 8
List oF ProPosed Amendments to the
mUniCiPAL CorPorAtions ACt (mCA), 1990,
As Amended
APPendiX i
PART OF ACT, AND AREA
RECOMMENDED
AMENDMENT
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 benefit
of Trinidad and Tobago.
28
2
RECOMMENDED
AMENDMENT
REMARKS
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 or
Agency 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.
RECOMMENDED
AMENDMENT
REMARKS
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 CONTD. SECTION 48(2)
COMMISSIONED OFFICER
will be appointed by the Council
after consultation and on the
recommendation of the legitimate
youth and womens 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 Cabinets 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
30
31
RECOMMENDED
AMENDMENT
REMARKS
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.
RECOMMENDED
AMENDMENT
REMARKS
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
municipalitys 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
32
33
RECOMMENDED
AMENDMENT
REMARKS
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 administrations 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.
RECOMMENDED
AMENDMENT
REMARKS
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.
34
35
List oF AreAs For ConstitUtionAL
Amendments And/or neW or revised
LoCAL Government LeGisLAtion
APPendiX ii
AREA
TYPE OF
AMENDMENT
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
Americas (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
AREA
TYPE OF
AMENDMENT
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 years 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.
3
3
7
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
AREA
TYPE OF
AMENDMENT
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
Governments 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.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
A
p
p
r
o
v
e
d

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

c
o
n
s
is
t
e
n
t

w
it
h

p
r
o
v
is
io
n
s

o
f

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
.
D
e
s
ig
n

a
n

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

t
h
e

M
C
s
,

e
s
p
e
c
ia
lly

t
h
e

R
e
g
io
n
a
l
C
o
r
p
o
r
a
t
io
n
s

a
n
d

t
h
e

B
o
r
o
u
g
h

o
f

C
h
a
g
u
a
n
a
s
,

c
o
n
s
is
t
e
n
t

w
it
h

t
h
e

p
r
o
v
is
io
n
s

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

f
o
r

t
h
e

c
o
n
s
id
e
r
a
t
io
n

a
n
d

a
p
p
r
o
v
a
l
b
y

C
a
b
in
e
t

a
n
d

im
p
le
m
e
n
t
a
t
io
n

t
h
e
r
e
a
f
t
e
r
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e

M
C
s

e
s
p
e
c
ia
lly

t
h
e

R
e
g
io
n
a
l
C
o
r
p
o
r
a
t
io
n
s

a
n
d

t
h
e

B
o
r
o
u
g
h

o
f

C
h
a
g
u
a
n
a
s

d
o

n
o
t

h
a
v
e

a
n

a
p
p
r
o
v
e
d

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

c
o
n
s
is
t
e
n
t

w
it
h

t
h
e

p
r
o
v
is
io
n
s

o
f

t
h
e

M
C
A
.

C
o
n
s
e
q
u
e
n
t
ly
,

a
p
p
o
in
t
m
e
n
t
s

a
n
d

t
r
a
n
s
f
e
r
s

c
o
n
t
in
u
e

t
o

b
e

u
n
d
e
r
t
a
k
e
n

b
y

t
h
e

M
in
is
t
r
y

o
f

L
o
c
a
l
G
o
v
e
r
n
m
e
n
t

(
M
L
G
)

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

t
h
e

P
u
b
lic

S
e
r
v
ic
e

C
o
m
m
is
s
io
n

(
P
S
C
)

w
h
ic
h

is

a

r
e
m
n
a
n
t

o
f

t
h
e

o
ld

C
o
u
n
t
y

C
o
u
n
c
il
s
y
s
t
e
m
.
H
u
m
a
n

R
e
s
o
u
r
c
e

U
n
it

in

C
o
n
s
u
lt
a
t
io
n

w
it
h

P
u
b
lic

M
a
n
a
g
e
m
e
n
t

C
o
n
s
u
lt
in
g

D
iv
is
io
n

(
P
M
C
D
)
,

M
in
is
t
r
y

o
f

P
u
b
lic

A
d
m
in
is
t
r
a
t
io
n
.
T
I
M
E

F
R
A
M
E
T
h
r
e
e

-

s
ix

m
o
n
t
h
s
R
E
M
A
R
K
S
T
h
is

e
x
e
r
c
is
e

w
a
s

a
lr
e
a
d
y

u
n
d
e
r
t
a
k
e
n

in

2
0
0
7

a
n
d

a

p
r
o
p
o
s
a
l
w
a
s

s
e
n
t

t
o

t
h
e

P
M
C
D
,

w
h
ic
h

s
u
b
m
it
t
e
d

c
o
m
m
e
n
t
s

t
h
e
r
e
o
n
.

T
h
e

D
e
c
e
n
t
r
a
lis
a
t
io
n

C
o
o
r
d
in
a
t
o
r

(
D
C
)

o
p
in
e
d

t
h
a
t

s
o
m
e

o
f

t
h
e

r
e
c
o
m
m
e
n
d
a
t
io
n
s

w
e
r
e

n
o
t

c
o
n
s
is
t
e
n
t

w
it
h

t
h
e

p
r
o
v
is
io
n
s

o
f

t
h
e

M
C
A

a
n
d

t
h
e

in
t
e
n
t

o
f

t
h
e

r
e
f
o
r
m

in

r
e
s
p
e
c
t

o
f

a
t
t
r
a
c
t
in
g

a
n
d

r
e
t
a
in
in
g

a

c
o
r
e

o
f

p
r
o
f
e
s
s
io
n
a
l
C
h
ie
f

O
f
f
ic
e
r
s
.

T
h
e

p
r
o
c
e
s
s

w
a
s

a
b
a
n
d
o
n
e
d

in

2
0
0
8

w
h
e
n

t
h
e

G
o
v
e
r
n
m
e
n
t

p
o
lic
y

w
a
s

t
o

c
r
e
a
t
e

a
n

E
x
e
c
u
t
iv
e

C
o
u
n
c
il
s
y
s
t
e
m

a
t

M
C
s

a
n
d

a

n
e
w

s
e
t

o
f

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e
s

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

w
e
r
e

d
e
s
ig
n
e
d

w
h
ic
h

w
e
r
e

a
c
c
e
p
t
e
d

in

p
r
in
c
ip
le

b
y

C
a
b
in
e
t
.

T
h
e
s
e

d
o
c
u
m
e
n
t
s

s
h
o
u
ld

b
e

a
v
a
ila
b
le

in

f
ile
s

o
f

t
h
e

H
R

U
n
it

o
r

v
a
u
lt
/
s
t
o
r
a
g
e

a
r
e
a

o
f

t
h
e

M
in
is
t
r
y

s
in
c
e

t
h
e

in
f
o
r
m
a
t
io
n

w
a
s

r
e
m
o
v
e
d

f
r
o
m

t
h
e

D
e
c
e
n
t
r
a
lis
a
t
io
n

U
n
it

in

2
0
1
1
.
R
E
S
O
U
R
C
E
S
M
C
A
,

1
9
9
0
;

n
e
e
d
s

a
n
a
ly
s
is

o
f

h
u
m
a
n
-
r
e
s
o
u
r
c
e

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

M
C
s
;

p
r
e
v
io
u
s

r
e
c
o
m
m
e
n
d
a
t
io
n
s

p
e
r
t
a
in
in
g

t
o

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

M
C
s

u
n
d
e
r
t
a
k
e
n

w
it
h

t
h
e

in
p
u
t

o
f

C
E
O
s
.
H
u
m
a
n
-
r
e
s
o
u
r
c
e

c
o
n
s
u
lt
a
n
c
y

s
e
r
v
ic
e

c
o
u
ld

b
e

p
r
o
c
u
r
e
d

t
o

f
a
s
t

t
r
a
c
k

t
h
e

r
e
d
e
s
ig
n
in
g

o
f

t
h
e

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

a
c
c
o
m
p
a
n
y
in
g
s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t
.
1
.
i
m
P
L
e
m
e
n
t
A
t
i
o
n

s
C
h
e
d
U
L
e

F
o
r

L
o
C
A
L

G
o
v
e
r
n
m
e
n
t

t
r
A
n
s
F
o
r
m
A
t
i
o
n

A
n
d

m
o
d
e
r
n
i
s
A
t
i
o
n

A
C
t
i
v
i
t
i
e
s

t
o

b
e

i
m
P
L
e
m
e
n
t
e
d

i
n

t
h
e

s
h
o
r
t

t
e
r
m

(
W
i
t
h
i
n

o
n
e

y
e
A
r
)
A
P
P
e
n
d
i
X

i
i
i
3
8
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
3
9
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
3
.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
C
la
s
s
if
ic
a
t
io
n

o
f

C
h
ie
f

O
f
f
ic
e
r
s

o
t
h
e
r

t
h
a
n

C
h
ie
f

E
x
e
c
u
t
iv
e

o
f
f
ic
e
r
.
A
m
e
n
d
m
e
n
t
s

t
o

B
y
e
-
la
w
s
,

S
t
a
n
d
in
g

O
r
d
e
r
s
,

R
u
le
s

a
n
d

R
e
g
u
la
t
io
n
s
.
T
o

u
n
d
e
r
t
a
k
e

t
h
e

c
la
s
s
if
ic
a
t
io
n

(
r
e
c
la
s
s
if
ic
a
t
io
n
)

o
f

t
h
e

C
h
ie
f

O
f
f
ic
e
r
s

p
o
s
it
io
n
s

o
f

E
n
g
in
e
e
r
,

M
e
d
ic
a
l
O
f
f
ic
e
r

o
f

H
e
a
lt
h
,

T
r
e
a
s
u
r
e
r

a
n
d

C
o
r
p
o
r
a
t
io
n

S
e
c
r
e
t
a
r
y
.
T
o

u
n
d
e
r
t
a
k
e

a
m
e
n
d
m
e
n
t
s

a
n
d

r
e
v
ie
w
s

t
o

t
h
e

B
y
e
-
la
w
s
,

S
t
a
n
d
in
g

O
r
d
e
r
s

(
S
O
s
)
,

R
u
le
s

a
n
d

R
e
g
u
la
t
io
n
s

o
f

M
C
s

a
n
d

d
r
a
f
t

t
h
e

a
p
p
r
o
p
r
ia
t
e

d
o
c
u
m
e
n
t
s

(
b
y
e
-
la
w
s
,

S
O
s
,

e
t
c
.
)

f
o
r

a
p
p
r
o
v
a
l
o
f

C
a
b
in
e
t

(
P
r
e
s
id
e
n
t
)
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
A
p
a
r
t

f
r
o
m

t
h
e

P
o
s
it
io
n

o
f

C
E
O

w
h
ic
h

w
a
s

c
la
s
s
if
ie
d

/
r
e
c
la
s
s
if
ie
d

in

1
9
9
9
,

t
h
e
s
e

o
t
h
e
r

C
h
ie
f

O
f
f
ic
e
r
s

p
o
s
it
io
n
s

h
a
v
e

n
o
t

b
e
e
n

c
la
s
s
if
ie
d
/
r
e
c
la
s
s
if
ie
d

d
e
s
p
it
e

d
r
a
f
t

c
la
s
s
if
ic
a
t
io
n

b
e
in
g

r
e
c
o
m
m
e
n
d
e
d

b
y

t
h
e

C
P
O

s
in
c
e

2
0
0
5
,

h
e
n
c
e

t
h
e

r
e
a
s
o
n

w
h
y

p
e
r
f
o
r
m
a
n
c
e

o
f

d
u
t
ie
s

a
s
s
o
c
ia
t
e
d

w
it
h

t
h
e
s
e

p
o
s
it
io
n
s

h
a
s

b
e
e
n

u
n
d
e
r
t
a
k
e
n

b
y

c
o
n
t
r
a
c
t

p
e
r
s
o
n
n
e
l
s
in
c
e

2
0
0
7
.
M
a
n
y

p
a
r
t
s

o
f

t
h
e

B
y
e

la
w
s
,

S
t
a
n
d
in
g

O
r
d
e
r
s
,

a
n
d

e
x
is
t
in
g

R
u
le
s

a
n
d

R
e
g
u
la
t
io
n
s
,

a
r
e

in
c
o
n
s
is
t
e
n
t

w
it
h

t
h
e

P
r
o
v
is
io
n
s

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

a
n
d

a
ls
o

n
e
e
d

t
o

b
e

a
d
ju
s
t
e
d

t
o

c
o
n
t
e
m
p
o
r
a
r
y

r
e
a
lit
ie
s

a
n
d

b
e
s
t
/
g
o
o
d

p
r
a
c
t
ic
e
s

in

lo
c
a
l
g
o
v
e
r
n
a
n
c
e
.
C
h
ie
f

P
e
r
s
o
n
n
e
l
O
f
f
ic
e
r

(
C
P
O
)

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

P
S
/
H
R

u
n
it

o
f

M
L
G
,

M
C
s

a
n
d

r
e
c
o
g
n
is
e
d

m
a
jo
r
it
y

u
n
io
n

(
P
S
A
)
.
D
e
c
e
n
t
r
a
lis
a
t
io
n
/
L
e
g
a
l
U
n
it
s

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

M
C
s

a
n
d

w
it
h

t
h
e

a
s
s
is
t
a
n
c
e

o
f

L
e
g
is
la
t
iv
e

D
r
a
f
t
s
m
a
n

(
L
D
)
.
T
I
M
E

F
R
A
M
E
F
o
u
r

-

s
ix

m
o
n
t
h
s
T
h
r
e
e

-

s
ix

m
o
n
t
h
s
R
E
M
A
R
K
S
D
r
a
f
t

c
la
s
s
if
ic
a
t
io
n
s

w
e
r
e

d
o
n
e

b
y

t
h
e

C
P
O

s
in
c
e

2
0
0
5

a
n
d

s
e
n
t

t
o

M
in
is
t
r
y

f
o
r

c
o
m
m
e
n
t
.

T
h
e

c
o
m
m
e
n
t
s

o
f

t
h
e

D
e
c
e
n
t
r
a
lis
a
t
io
n

C
o
o
r
d
in
a
t
o
r

(
D
C
)

w
e
r
e

s
o
u
g
h
t

a
n
d

p
r
o
f
f
e
r
e
d
.

T
h
e
r
e

w
e
r
e

d
if
f
e
r
e
n
c
e
s

in

p
e
r
s
p
e
c
t
iv
e
s
,

a
n
d

d
e
s
p
it
e

s
e
v
e
r
a
l
in
t
e
r
v
e
n
t
io
n
s

b
y

t
h
e

D
C
,

t
h
e

H
R

D
iv
is
io
n
,

w
h
ic
h

is

r
e
s
p
o
n
s
ib
le

f
o
r

lia
is
in
g

w
it
h

t
h
e

C
P
O
,

d
id

n
o
t

e
n
g
a
g
e

in

c
o
n
s
t
a
n
t

a
n
d

p
e
r
s
is
t
e
n
t

f
o
llo
w
-
u
p

o
n

t
h
is

m
a
t
t
e
r
.
T
h
is

e
x
e
r
c
is
e

h
a
d

c
o
m
m
e
n
c
e
d

in

2
0
1
0

w
it
h

t
h
e

p
r
o
c
u
r
in
g

(
c
o
n
t
r
a
c
t
in
g
)

o
f

t
h
e

s
e
r
v
ic
e

o
f

a

L
e
g
is
la
t
iv
e

D
r
a
f
t
s
m
a
n
.

T
h
e

in
c
e
p
t
io
n

r
e
p
o
r
t

w
a
s

d
o
n
e

b
u
t

w
it
h

t
h
e

c
h
a
n
g
e

in

a
d
m
in
is
t
r
a
t
io
n

in

M
a
y
,

2
0
1
0
,

t
h
e

L
e
g
is
la
t
iv
e

D
r
a
f
t
s
m
a
n

in
d
ic
a
t
e
d

t
h
a
t

u
n
t
il
h
e

r
e
c
e
iv
e
d

a

d
ir
e
c
t
iv
e

in

a
c
c
o
r
d
a
n
c
e

w
it
h

t
h
e

n
e
w

p
o
lic
y

d
ir
e
c
t
io
n

o
f

t
h
e

n
e
w

a
d
m
in
is
t
r
a
t
io
n
,

h
e

w
o
u
ld

n
o
t

b
e

w
illin
g

t
o

p
r
o
c
e
e
d

f
u
r
t
h
e
r
.

H
e

w
a
s

w
r
it
t
e
n

t
o

b
y

t
h
e

t
h
e
n

P
S
,

a
n
d

p
r
o
v
id
e
d

w
it
h

a

c
o
p
y

o
f

t
h
e

d
r
a
f
t

p
o
lic
y

f
r
a
m
e
w
o
r
k

d
o
c
u
m
e
n
t

a
c
c
e
p
t
e
d

in

p
r
in
c
ip
le

b
y

C
a
b
in
e
t
.

H
o
w
e
v
e
r
,

t
h
e

p
r
o
c
e
s
s

h
a
s

n
o
t

y
e
t

r
e
s
t
a
r
t
e
d
.

T
h
e

L
D

s
h
o
u
ld

b
e

f
o
r
m
a
lly

r
e
e
n
g
a
g
e
d

b
y

t
h
e

P
S
,

o
r

a
n
o
t
h
e
r

L
D

p
r
o
c
u
r
e
d
.

$
9
0
,
0
0
0

w
a
s

p
a
id

f
o
r

w
o
r
k

a
lr
e
a
d
y

u
n
d
e
r
t
a
k
e
n
.
R
E
S
O
U
R
C
E
S
P
r
o
v
is
io
n
s

o
f

s
e
c
t
io
n
s

3
6
-
4
3

o
f

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

jo
b

a
n
a
ly
s
e
s
,

d
r
a
f
t

jo
b

s
p
e
c
if
ic
a
t
io
n
s
,

m
a
r
k
e
t

s
u
r
v
e
y

o
f

s
im
ila
r

p
o
s
it
io
n
s

in

p
u
b
lic

a
n
d

p
r
iv
a
t
e

s
e
c
t
o
r
,

p
o
lic
y

in
t
e
n
t

o
f

M
C
A

r
e

t
h
e
s
e

p
o
s
it
io
n
s
.
M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

e
x
is
t
in
g

B
y
e
-
la
w
s
,

S
t
a
n
d
in
g

O
r
d
e
r
s
,

R
u
le
s

a
n
d

R
e
g
u
la
t
io
n
s
,

c
o
n
t
e
m
p
o
r
a
r
y

lit
e
r
a
t
u
r
e

o
n

lo
c
a
l
G
o
v
e
r
n
a
n
c
e

b
e
s
t
/
g
o
o
d

p
r
a
c
t
ic
e
s
,

c
h
a
n
g
e
s

in

M
C
s

o
p
e
r
a
t
io
n
a
l
r
e
q
u
ir
e
m
e
n
t
s

a
n
d

n
e
w

a
n
d

e
m
e
r
g
in
g

p
o
lic
ie
s

in

d
if
f
e
r
e
n
t

o
p
e
r
a
t
io
n
a
l
a
r
e
a
s
.
2
.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
E
s
t
a
b
lis
h
m
e
n
t

o
f

I
n
t
e
r
n
a
l
A
u
d
it

U
n
it

in

R
e
g
io
n
a
l
C
o
r
p
o
r
a
t
io
n
s

(
R
C
s
)

a
n
d

t
h
e

C
h
a
g
u
a
n
a
s

B
o
r
o
u
g
h

C
o
r
p
o
r
a
t
io
n

(
C
B
C
)

a
n
d

e
s
t
a
b
lis
h
m
e
n
t

o
f

a
n

A
u
d
it

C
o
m
m
it
t
e
e

in

M
C
s
.
T
o

d
e
c
e
n
t
r
a
lis
e

t
h
e

I
n
t
e
r
n
a
l
A
u
d
it

f
u
n
c
t
io
n

f
r
o
m

M
L
G

t
o

R
C
s

a
n
d

C
B
C
;

e
s
t
a
b
lis
h

in
t
e
r
n
a
l
a
u
d
it

u
n
it
s

in

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

a
n
d

m
a
n
d
a
t
e

t
h
e

e
s
t
a
b
lis
h
m
e
n
t

o
f

a
n

A
u
d
it

c
o
m
m
it
t
e
e

in

M
C
s
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e

R
C
s

a
n
d

C
B
C

b
e
in
g

le
g
a
lly

in
c
o
r
p
o
r
a
t
e
d

b
o
d
ie
s

n
e
e
d

t
o

h
a
v
e

t
h
e
ir

o
w
n

in
t
e
r
n
a
l
a
u
d
it

u
n
it
s

t
o

a
id

m
a
n
a
g
e
m
e
n
t

in

t
h
e

d
is
c
h
a
r
g
e

o
f

p
r
u
d
e
n
t

f
in
a
n
c
ia
l
m
a
n
a
g
e
m
e
n
t

a
n
d

f
a
c
ilit
a
t
e

t
h
e

c
o
u
n
c
il
in

e
n
s
u
r
in
g

a
c
c
o
u
n
t
a
b
ilit
y
,

t
r
a
n
s
p
a
r
e
n
c
y

a
n
d

v
a
lu
e

f
o
r

m
o
n
e
y

e
x
p
e
n
d
e
d
.

C
u
r
r
e
n
t
ly

t
h
is

f
u
n
c
t
io
n

is

u
n
d
e
r
t
a
k
e
n

b
y

t
h
e

M
in
is
t
r
y
s

I
n
t
e
r
n
a
l
A
u
d
it

U
n
it
,

w
h
ic
h

is

a

r
e
m
n
a
n
t

o
f

t
h
e

o
ld

C
o
u
n
t
y

C
o
u
n
c
il
s
y
s
t
e
m

a
n
d

d
o
e
s

n
o
t

a
lw
a
y
s

e
n
s
u
r
e

t
im
e
ly

a
u
d
it
s

o
f

t
h
e
s
e

C
o
r
p
o
r
a
t
io
n
s

o
p
e
r
a
t
io
n
s
,

d
u
e

t
o

t
h
e

f
a
c
t

t
h
a
t

it
s

lim
it
e
d

s
t
a
f
f

h
a
s

t
o

d
e
a
l
w
it
h

t
e
n

C
o
r
p
o
r
a
t
io
n
s

in

a
d
d
it
io
n

t
o

t
h
e

M
in
is
t
r
y
s

o
w
n

in
t
e
r
n
a
l
a
u
d
it

r
e
q
u
ir
e
m
e
n
t
s
.

F
u
r
t
h
e
r
m
o
r
e
,

a
ll
C
o
u
n
c
ils

s
h
o
u
ld

e
s
t
a
b
lis
h

a
n

I
n
t
e
r
n
a
l
A
u
d
it

C
o
m
m
it
t
e
e

c
a
r
r
y
in
g

o
u
t

a

r
o
le

s
im
ila
r

t
o

t
h
e

P
u
b
lic

A
c
c
o
u
n
t
s

C
o
m
m
it
t
e
e

in

P
a
r
lia
m
e
n
t
.
P
S
/
H
M
/
I
n
t
e
r
n
a
l
A
u
d
it

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

t
h
e

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s
,

A
u
d
it
o
r

G
e
n
e
r
a
l,

a
n
d

M
C
s
.
T
I
M
E

F
R
A
M
E
T
h
r
e
e

-

e
ig
h
t

m
o
n
t
h
s
R
E
M
A
R
K
S
A

s
e
p
a
r
a
t
e

I
n
t
e
r
n
a
l
A
u
d
it

U
n
it

in

e
a
c
h

C
o
r
p
o
r
a
t
io
n

w
a
s

o
n
e

o
f

t
h
e

p
r
o
v
is
io
n
s

o
f

t
h
e

a
b
o
r
t
e
d

L
o
c
a
l
G
o
v
e
r
n
m
e
n
t

R
e
f
o
r
m

B
ill,

2
0
0
9
/
1
0
,

t
a
b
le
d

in

P
a
r
lia
m
e
n
t

a
n
d

o
v
e
r
w
h
e
lm
in
g
ly

s
u
p
p
o
r
t
e
d
.

T
h
e

I
n
t
e
r
n
a
l
A
u
d
it

U
n
it

s
t
a
f
f

o
f

t
h
e

M
L
G

w
e
r
e

d
e
c
e
n
t
r
a
lis
e
d

t
o

R
C
s

a
n
d

C
B
C

a
r
o
u
n
d

1
9
9
8

o
r

t
h
e
r
e
a
b
o
u
t
,

w
it
h

t
h
e

A
u
d
it
o
r

I
I
I

r
e
m
a
in
in
g

in

t
h
e

M
in
is
t
r
y

w
it
h

a
b
o
u
t

t
w
o

o
r

t
h
r
e
e

o
f
f
ic
e
r
s
,

a
n
d

e
x
e
r
c
is
in
g

s
u
p
e
r
v
is
io
n

o
f

t
h
e

a
u
d
it

s
t
a
f
f

d
e
c
e
n
t
r
a
lis
e
d

t
o

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s
.

T
h
is

e
x
p
e
r
im
e
n
t

s
e
e
m
e
d

t
o

h
a
v
e

w
o
r
k
e
d

w
e
ll
a
n
d

f
a
c
ilit
a
t
e
d

t
h
e

e
f
f
ic
ie
n
t

o
p
e
r
a
t
io
n
s

o
f

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

b
u
t

w
a
s

a
b
o
r
t
e
d

b
y

t
h
e

t
h
e
n

P
S

o
f

W
o
r
k
s
,

I
n
f
r
a
s
t
r
u
c
t
u
r
e

a
n
d

L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
,

w
h
e
n

t
h
e

L
o
c
a
l
G
o
v
e
r
n
m
e
n
t

m
in
is
t
r
y

w
a
s

m
e
r
g
e
d

w
it
h

W
o
r
k
s
,

a
p
p
a
r
e
n
t
ly

d
u
e

t
o

la
c
k

o
f

u
n
d
e
r
s
t
a
n
d
in
g

o
f

t
h
e

le
g
a
l
f
r
a
m
e
w
o
r
k

a
n
d

s
t
r
u
c
t
u
r
e

o
f

L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
.

R
E
S
O
U
R
C
E
S
M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

E
x
c
h
e
q
u
e
r

a
n
d

A
u
d
it

A
c
t
,

d
o
c
u
m
e
n
t

o
n

r
o
le

o
f

I
n
t
e
r
n
a
l
A
u
d
it
,

r
e
p
o
r
t

o
n

n
e
e
d
s

a
n
d

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

D
e
c
e
n
t
r
a
lis
a
t
io
n

o
f

t
h
e

in
t
e
r
n
a
l
A
u
d
it

t
o

R
C
s

a
n
d

C
B
C
.
4
.
4
0
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
4
1
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
D
ir
e
c
t

p
a
y
m
e
n
t

o
f

s
a
la
r
ie
s

a
n
d

o
t
h
e
r

a
llo
w
a
n
c
e
s

o
f

m
o
n
t
h
ly
-
p
a
id

s
t
a
f
f

o
f

R
C
s

a
n
d

C
B
C
.
T
o

in
it
ia
t
e

a
c
t
io
n

a
n
d

t
a
k
e

t
h
e

n
e
c
e
s
s
a
r
y

s
t
e
p
s

t
o

e
n
s
u
r
e

t
h
a
t

t
h
e

s
a
la
r
ie
s

a
n
d

a
llo
w
a
n
c
e
s

o
f

m
o
n
t
h
ly
-
p
a
id

s
t
a
f
f

R
C
s

a
n
d

C
B
C

a
r
e

p
a
id

d
ir
e
c
t
ly

b
y

t
h
e

A
c
c
o
u
n
t
in
g

U
n
it
s

o
f

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e

R
C
s

a
n
d

t
h
e

C
B
C

a
r
e

t
h
e

o
n
ly

c
o
r
p
o
r
a
t
io
n
s

t
h
a
t

d
o

n
o
t

p
r
e
p
a
r
e

a
n
d

p
a
y

d
ir
e
c
t
ly

t
h
e

s
a
la
r
ie
s

a
n
d

a
llo
w
a
n
c
e

o
f

t
h
e
ir

m
o
n
t
h
ly
-
p
a
id

o
f
f
ic
e
r
s
.

T
h
e
s
e

a
r
e

p
a
id

b
y

M
L
G
.

I
n
t
e
r
e
s
t
in
g
ly
,

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

h
a
v
e

t
h
e

o
r
g
a
n
is
a
t
io
n
a
l
in
f
r
a
s
t
r
u
c
t
u
r
e

o
f

a
n

a
c
c
o
u
n
t
in
g

u
n
it
,

w
h
ic
h

p
a
y
s

t
h
e

w
a
g
e
s

o
f

h
u
n
d
r
e
d
s

o
f

d
a
ily
-
r
a
t
e
d

e
m
p
lo
y
e
e
s

a
n
d

t
h
e

s
a
la
r
ie
s

a
n
d

a
llo
w
a
n
c
e
s

o
f

m
e
m
b
e
r
s

o
f

c
o
u
n
c
il.
P
S
/
A
E

I
I
/

in

c
o
n
s
u
lt
a
t
io
n

a
n
d

c
o
lla
b
o
r
a
t
io
n

w
it
h

t
h
e

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s
,

A
u
d
it
o
r

g
e
n
e
r
a
l
a
n
d

M
C
s
.
T
I
M
E

F
R
A
M
E
T
h
r
e
e

-

f
o
u
r

m
o
n
t
h
s
R
E
M
A
R
K
S
D
is
c
u
s
s
io
n
s

s
h
o
u
ld

b
e

in
it
ia
t
e
d

w
it
h

t
h
e

r
e
le
v
a
n
t

p
a
r
t
ie
s
,

e
s
p
e
c
ia
lly

w
it
h

t
h
e

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s

t
o

e
s
t
a
b
lis
h

a

t
im
e
t
a
b
le

a
n
d

m
e
c
h
a
n
ic
s

t
o

d
e
c
e
n
t
r
a
lis
e

t
h
e

p
a
y
m
e
n
t

o
f

s
a
la
r
ie
s

o
f

m
o
n
t
h
ly

p
a
id

o
f
f
ic
e
r
s

o
f

R
C
s

a
n
d

C
B
C
.

I
d
e
a
lly
,

a
n

a
p
p
r
o
v
e
d

s
t
a
f
f

s
t
r
u
c
t
u
r
e

a
n
d

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

w
o
u
ld

b
e

t
h
e

f
ir
s
t

s
t
e
p

t
o

a

p
e
r
m
a
n
e
n
t

s
o
lu
t
io
n

t
o

t
h
is

is
s
u
e
.
R
E
S
O
U
R
C
E
S
M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

E
x
c
h
e
q
u
e
r

a
n
d

A
u
d
it

A
c
t
,

s
t
a
f
f

s
t
r
u
c
t
u
r
e

a
n
d

e
s
t
a
b
lis
h
m
e
n
t

o
f

t
h
e

M
in
is
t
r
y

in

r
e
la
t
io
n

t
o

t
h
e

f
u
n
c
t
io
n
a
l
s
t
a
f
f

s
t
r
u
c
t
u
r
e

a
n
d

e
s
t
a
b
lis
h
m
e
n
t

o
f

R
C
s

a
n
d

C
B
C
;

N
e
e
d
s

a
n
a
ly
s
is

o
f

s
t
a
f
f
,

e
q
u
ip
m
e
n
t

a
n
d

a
n
y

n
e
c
e
s
s
a
r
y

a
c
c
o
u
n
t
in
g

s
y
s
t
e
m
s

a
n
d

c
o
n
t
r
o
ls

r
e
q
u
ir
e
m
e
n
t
s
;

D
o
c
u
m
e
n
t
a
t
io
n

o
f

p
r
o
c
e
s
s
e
s

a
n
d

t
h
e

p
a
r
t
ie
s

t
o

b
e

in
v
o
lv
e
d

in

t
h
e

p
r
o
c
e
s
s

s
u
c
h

a
s

t
h
e

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s
,

A
u
d
it
o
r

G
e
n
e
r
a
l,

C
E
O
s

a
n
d

a
c
c
o
u
n
t
in
g

a
n
d

le
g
a
l
p
e
r
s
o
n
n
e
l
o
f

M
C
s
.
5
.
6
.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
D
e
c
e
n
t
r
a
lis
a
t
io
n

o
f

f
u
n
c
t
io
n
s

o
f

P
e
r
s
o
n
n
e
l
a
n
d

I
n
d
u
s
t
r
ia
l
R
e
la
t
io
n
s

D
e
p
a
r
t
m
e
n
t

(
P
I
R
O

I
I
)

(
M
L
G
)

t
o

R
C
s

a
n
d

C
B
C
.
T
o

id
e
n
t
if
y

f
u
n
c
t
io
n
s

p
e
r
f
o
r
m
e
d

b
y

t
h
e

p
e
r
s
o
n
n
e
l
a
n
d

I
n
d
u
s
t
r
ia
l
R
e
la
t
io
n
s

D
e
p
a
r
t
m
e
n
t
,

M
L
G
,

s
u
c
h

a
s

a
p
p
r
o
v
a
l
o
f

s
ic
k
-
le
a
v
e

b
o
n
u
s
,

e
x
t
e
n
d
e
d

s
ic
k

le
a
v
e

,

p
r
o
c
e
s
s
in
g

r
e
t
ir
e
m
e
n
t

b
e
n
e
f
it
s

a
n
d

n
o
-
p
a
y

le
a
v
e
,

w
h
ic
h

c
a
n

b
e

e
f
f
e
c
t
iv
e
ly

p
e
r
f
o
r
m
e
d

b
y

t
h
e

R
C
s

a
n
d

C
B
C
,

a
n
d

t
h
e

o
r
g
a
n
is
a
t
io
n
a
l
a
n
d

s
y
s
t
e
m
s

r
e
q
u
ir
e
m
e
n
t

t
o

e
n
s
u
r
e

e
f
f
ic
ie
n
t

a
n
d

e
f
f
e
c
t
iv
e

d
is
c
h
a
r
g
e

o
f

s
a
m
e
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e
s
e

f
u
n
c
t
io
n
s

w
e
r
e

p
e
r
f
o
r
m
e
d

b
y

t
h
is

d
e
p
a
r
t
m
e
n
t

o
n

b
e
h
a
lf

o
f

t
h
e

f
o
r
m
e
r

C
o
u
n
t
y

C
o
u
n
c
ils

a
n
d

c
o
n
t
in
u
e

u
p

t
o

t
h
is

d
a
y
.

H
o
w
e
v
e
r
,

t
h
e

f
a
c
t

is

t
h
a
t

t
h
e

R
C
s

a
n
d

t
h
e

C
B
C

h
a
v
e

t
h
e

b
a
s
ic

s
y
s
t
e
m

in

p
la
c
e

t
o

p
e
r
f
o
r
m

t
h
e
s
e

f
u
n
c
t
io
n
s
.

T
h
e

p
e
n
s
io
n

a
n
d

le
a
v
e

r
e
c
o
r
d
s

a
r
e

m
a
in
t
a
in
e
d

b
y

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

a
n
d

t
h
e

d
a
t
a

is

s
e
n
t

t
o

t
h
is

s
e
c
t
io
n

o
f

t
h
e

M
in
is
t
r
y
,

c
h
e
c
k
e
d
,

a
p
p
r
o
v
e
d

a
n
d

t
h
e
n

a
u
d
it
e
d
.

I
n

t
h
e

c
a
s
e

o
f

r
e
t
ir
e
m
e
n
t

b
e
n
e
f
it
s

t
h
e

d
o
c
u
m
e
n
t
s

a
r
e

p
r
e
p
a
r
e
d

b
y

t
h
e

r
e
s
p
e
c
t
iv
e

c
o
r
p
o
r
a
t
io
n
s
,

c
h
e
c
k
e
d

a
t

t
h
e

M
in
is
t
r
y

a
n
d

t
h
e
n

s
e
n
t

t
o

t
h
e

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s
.

F
u
r
t
h
e
r
,

m
o
s
t

c
o
r
p
o
r
a
t
io
n
s

h
a
v
e

a
t

le
a
s
t

a

P
e
r
s
o
n
n
e
l
a
n
d

I
n
d
u
s
t
r
ia
l
R
e
la
t
io
n
s

O
f
f
ic
e
r

1

h
e
a
d
in
g

t
h
is

s
e
c
t
io
n

a
n
d

a
p
p
r
o
v
in
g

v
a
c
a
t
io
n

le
a
v
e
,

r
e
c
r
u
it
in
g

e
m
p
lo
y
e
e
s

a
n
d

d
e
p
lo
y
in
g

w
o
r
k

c
r
e
w
s

e
t
c
.
P
S
/
H
R

u
n
it

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

M
C
s

in
c
lu
d
in
g

r
e
c
o
g
n
is
e
d

m
a
jo
r
it
y

T
r
a
d
e

U
n
io
n

a
n
d

p
e
r
h
a
p
s

t
h
e

C
P
O

a
n
d

C
o
m
p
t
r
o
lle
r

o
f

A
c
c
o
u
n
t
s
.
T
I
M
E

F
R
A
M
E
T
h
r
e
e

-

s
ix

m
o
n
t
h
s
R
E
M
A
R
K
S
T
h
e
s
e

a
r
e

r
e
la
t
iv
e
ly

s
im
p
le

f
u
n
c
t
io
n
s

t
o

b
e

p
e
r
f
o
r
m
e
d

b
y

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s
.

A
ll
t
h
a
t

is

r
e
q
u
ir
e
d

is

s
t
r
e
n
g
t
h
e
n
in
g

t
h
e

in
s
t
it
u
t
io
n
a
l
c
a
p
a
c
it
y
,

in
c
lu
s
iv
e

o
f

h
u
m
a
n

r
e
s
o
u
r
c
e
.

T
h
is

e
x
e
c
u
t
io
n

o
f

t
h
e
s
e

f
u
n
c
t
io
n
s

r
e
q
u
ir
e
s

a
n

in
t
e
r
n
a
l
A
u
d
it

c
a
p
a
b
ilit
y

s
in
c
e

in

t
h
e

c
a
s
e

o
f

s
ic
k
-
le
a
v
e

b
o
n
u
s

a
n
d

r
e
t
ir
e
m
e
n
t

b
e
n
e
f
it
s

in

p
a
r
t
ic
u
la
r
,

a
u
d
it
in
g

is

r
e
q
u
ir
e
d
.
R
E
S
O
U
R
C
E
S
P
r
o
v
is
io
n
s

o
f

S
e
c
t
io
n

4
5

o
f

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
;

t
h
e

e
x
is
t
in
g

c
o
lle
c
t
iv
e

a
g
r
e
e
m
e
n
t

b
e
t
w
e
e
n

U
n
io
n
,

C
P
O

a
n
d

C
o
r
p
o
r
a
t
io
n
s
,

I
n
d
u
s
t
r
ia
l
r
e
la
t
io
n
s

A
c
t
;

R
e
p
o
r
t

r
e

G
a
p

A
n
a
ly
s
is

p
e
r
t
a
in
in
g

t
o

H
R

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e
,

s
t
a
f
f
in
g
,

a
n
d

s
y
s
t
e
m
s

r
e
q
u
ir
e
m
e
n
t
s

a
t

c
o
r
p
o
r
a
t
io
n
s

t
o

p
e
r
f
o
r
m

t
h
e
s
e

f
u
n
c
t
io
n
s
.

T
h
e

e
s
t
a
b
lis
h
m
e
n
t

o
f

a

H
u
m
a
n

R
e
s
o
u
r
c
e

U
n
it

is

r
e
q
u
ir
e
d
.
4
2
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
4
3
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
C
r
e
a
t
io
n

a
n
d

e
s
t
a
b
lis
h
m
e
n
t

o
f

H
u
m
a
n

R
e
s
o
u
r
c
e

U
n
it
s

in

C
o
r
p
o
r
a
t
io
n
s

w
h
e
r
e

t
h
e
r
e

a
r
e

n
o
n
e
.
I
d
e
n
t
if
y

t
h
o
s
e

M
C
s

w
h
e
r
e

t
h
e
r
e

a
r
e

n
o

H
R

u
n
it
s
,

u
n
d
e
r
t
a
k
e

a

n
e
e
d
s

a
n
a
ly
s
is

o
f

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

e
s
t
a
b
lis
h
in
g

s
a
m
e
,

a
n
d

d
e
s
ig
n

a
n

a
p
p
r
o
p
r
ia
t
e

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

a
n
d

s
t
a
f
f

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

s
a
m
e
,

f
o
r

c
o
n
s
id
e
r
a
t
io
n

b
y

C
a
b
in
e
t

a
n
d

im
p
le
m
e
n
t
a
t
io
n

t
h
e
r
e
a
f
t
e
r
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e

h
u
m
a
n
-
r
e
s
o
u
r
c
e

f
u
n
c
t
io
n

is

a

c
r
it
ic
a
l
f
u
n
c
t
io
n

in

a
n
y

c
o
r
p
o
r
a
t
io
n

r
e

t
h
e

e
f
f
e
c
t
iv
e

d
e
p
lo
y
m
e
n
t
,

p
la
c
e
m
e
n
t
,

e
n
h
a
n
c
in
g

p
e
r
f
o
r
m
a
n
c
e
,

a
n
d

m
o
t
iv
a
t
in
g

e
m
p
lo
y
e
e
s

r
e

s
e
r
v
ic
e

e
x
c
e
lle
n
c
e
,

e
t
c
.

I
t

m
u
s
t

n
o
t

b
e

d
e
p
e
n
d
e
n
t

o
n

t
h
e

w
h
im
s

a
n
d

f
a
n
c
ie
s

o
f

M
L
G

a
s

e
x
e
m
p
lif
ie
d

b
y

t
h
e

f
r
e
q
u
e
n
t

m
o
v
e
m
e
n
t

o
f

s
t
a
f
f

a
m
o
n
g

c
o
r
p
o
r
a
t
io
n
s
,

s
o
m
e
t
im
e
s
,

w
it
h
o
u
t

p
r
o
p
e
r

c
o
n
s
u
lt
a
t
io
n
s

w
it
h

C
E
O
s
.

T
h
e

M
L
G
s

r
o
le

s
h
o
u
ld

b
e

c
o
n
f
in
e
d

t
o

H
R

p
o
lic
ie
s
,

s
t
a
n
d
a
r
d
s
,

r
e
g
u
la
t
o
r
y

p
r
o
v
is
io
n
s
,

r
e
n
d
e
r
in
g

a
d
v
ic
e

a
n
d

m
o
n
it
o
r
in
g

a
n
d

e
v
a
lu
a
t
in
g

a
d
h
e
r
e
n
c
e

t
h
e
r
e
t
o
,

e
x
c
e
p
t

w
h
e
r
e

c
o
n
s
t
it
u
t
io
n
a
l
p
r
o
v
is
io
n

r
e
q
u
ir
e
s

M
in
is
t
e
r
ia
l
in
p
u
t

a
s

in

t
h
e

c
a
s
e

o
f

t
h
e

P
r
im
e

M
in
is
t
e
r
s

v
e
t
o

f
o
r

a
p
p
o
in
t
m
e
n
t
s

o
f

C
E
O
s

(
R
C
s
)
.
P
S
/
H
R

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

r
e
le
v
a
n
t

M
C
s

a
n
d

P
M
C
D
.
T
I
M
E

F
R
A
M
E
T
w
o

f
o
u
r

m
o
n
t
h
s
R
E
M
A
R
K
S
W
it
h
o
u
t

a
n

a
p
p
r
o
v
e
d

s
t
a
f
f

s
t
r
u
c
t
u
r
e

a
n

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

R
C
s

a
n
d

C
B
C
,

t
h
e
r
e

w
ill
b
e

t
h
e

n
e
e
d

t
o

id
e
n
t
if
y

w
h
a
t

a
s
p
e
c
t
s

o
f

t
h
e

H
R

f
u
n
c
t
io
n

t
h
a
t

t
h
e
s
e

C
o
r
p
o
r
a
t
io
n
s

w
ill
p
e
r
f
o
r
m

in
d
e
p
e
n
d
e
n
t
ly
,

s
in
c
e

u
n
lik
e

t
h
e

c
it
ie
s

a
n
d

b
o
r
o
u
g
h
s

e
x
c
e
p
t

C
h
a
g
u
a
n
a
s
,

t
h
e
y

d
o

n
o
t

r
e
la
t
e

d
ir
e
c
t
ly

t
o

t
h
e

P
u
b
lic

S
e
r
v
ic
e

C
o
m
m
is
s
io
n
,

w
h
ic
h

w
a
s

t
h
e

in
t
e
n
t
io
n

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
.
R
E
S
O
U
R
C
E
S
P
r
o
v
is
io
n
s

o
f

M
C
A
;

N
e
e
d
s

a
n
a
ly
s
is

o
f

in
s
t
it
u
t
io
n
a
l
a
n
d

o
t
h
e
r

r
e
q
u
ir
e
m
e
n
t
s
;

e
x
is
t
in
g

p
r
o
p
o
s
a
ls

a
n
d

a
p
p
r
o
v
a
ls

t
o

e
s
t
a
b
lis
h

H
R

u
n
it
s

in

C
it
y

a
n
d

B
o
r
o
u
g
h

C
o
r
p
o
r
a
t
io
n
s
,

H
R

m
a
n
u
a
ls
.
7
.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
T
h
e

is
s
u
in
g

o
f

P
r
e
s
id
e
n
t
ia
l
o
r

M
in
is
t
e
r
ia
l
O
r
d
e
r
s

a
s

r
e
q
u
ir
e
d

b
y

c
e
r
t
a
in

s
e
c
t
io
n
s

o
f

t
h
e

M
C
A

a
s

a
m
e
n
d
e
d
.
O
n
e

P
la
n
n
in
g

O
f
f
ic
e
r

I

t
o

b
e

a
t
t
a
c
h
e
d

t
o

e
a
c
h

C
o
r
p
o
r
a
t
io
n
.
T
o

id
e
n
t
if
y

t
h
o
s
e

s
e
c
t
io
n
s

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
,

t
h
a
t

r
e
q
u
ir
e

t
h
e

is
s
u
e

o
f

a

P
r
e
s
id
e
n
t
ia
l
O
r
d
e
r

t
o

e
n
s
u
r
e

t
h
e

p
r
o
p
e
r

d
is
c
h
a
r
g
e

o
f

a

r
e
s
p
o
n
s
ib
ilit
y

o
r

f
u
n
c
t
io
n
;

a
n
d

p
r
e
p
a
r
e

d
r
a
f
t

P
r
e
s
id
e
n
t
ia
l
O
r
d
e
r

f
o
r

a
p
p
r
o
v
a
l
o
f

c
a
b
in
e
t

a
n
d

c
o
n
s
e
q
u
e
n
t
ia
l
L
e
g
a
l
N
o
t
ic
e
.

I
m
p
le
m
e
n
t
a
t
io
n

o
f

t
h
e

d
e
c
is
io
n

o
f

C
a
b
in
e
t

t
o

a
p
p
o
in
t

o
n
e

P
la
n
n
in
g

O
f
f
ic
e
r

I

p
e
r

C
o
r
p
o
r
a
t
io
n
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e
r
e

a
r
e

s
e
v
e
r
a
l
p
a
r
t
s

o
f

t
h
e

M
C
A

a
s

a
m
e
n
d
e
d

t
h
a
t

r
e
q
u
ir
e

t
h
e

is
s
u
in
g

o
f

a

P
r
e
s
id
e
n
t
ia
l
O
r
d
e
r

o
r

M
in
is
t
e
r
ia
l
O
r
d
e
r

a
s

n
e
c
e
s
s
a
r
y

f
o
r

a

C
o
r
p
o
r
a
t
io
n

t
o

le
g
it
im
a
t
e
ly
/
le
g
a
lly

e
x
e
c
u
t
e

c
e
r
t
a
in

f
u
n
c
t
io
n
s
.

E
x
a
m
p
le
s

o
f

t
h
e
s
e

f
u
n
c
t
io
n
s

a
r
e
:

S
e
c
t
io
n
s

2
3
2
(
f
)
,

o
t
h
e
r

p
u
b
lic

s
p
a
c
e
s

a
s

t
h
e

P
r
e
s
id
e
n
t

m
a
y

f
r
o
m

t
im
e

t
o

t
im
e

b
y

O
r
d
e
r

p
r
e
s
c
r
ib
e
;

2
3
2
(
h
)

t
h
e

m
a
in
t
e
n
a
n
c
e

o
f

p
r
e
s
c
r
ib
e
d

s
t
a
t
e

p
r
o
p
e
r
t
y

(
b
u
ild
in
g
s
)

a
s

t
h
e

M
in
is
t
e
r

t
o

w
h
o
m

r
e
s
p
o
n
s
ib
ilit
y

f
o
r

c
o
n
s
t
r
u
c
t
io
n

a
n
d

m
a
in
t
e
n
a
n
c
e

o
f

b
u
ild
in
g
s

is

a
s
s
ig
n
e
d

m
a
y

b
y

O
r
d
e
r

d
e
t
e
r
m
in
e

e
t
c
)
.

I
n

f
a
c
t

t
h
e

P
e
n
a
l
D
e
b
e

R
C

lo
s
t

a

c
a
s
e

in

t
h
e

H
ig
h

C
o
u
r
t

p
e
r
t
a
in
in
g

t
o

t
h
e

o
c
c
u
p
a
t
io
n

o
f

a

b
u
ild
in
g

d
u
e

t
o

t
h
e

a
b
s
e
n
c
e

o
f

a
n

O
r
d
e
r

in

a
c
c
o
r
d
a
n
c
e

w
it
h

2
3
2
(
h
)
.
T
h
is

is

a

d
e
c
is
io
n

o
f

C
a
b
in
e
t

t
h
a
t

h
a
s

n
o
t

b
e
e
n

f
u
lly

im
p
le
m
e
n
t
e
d

b
y

M
L
G
.

I
t

w
a
s

b
a
s
e
d

o
n

a

r
e
c
o
m
m
e
n
d
a
t
io
n

(
in
t
e
r
im

m
e
a
s
u
r
e
)

o
f

t
h
e

S
o
o
g
r
im

C
o
m
m
it
t
e
e

r
e
p
o
r
t

(
1
9
9
6
)

o
n

t
h
e

im
p
le
m
e
n
t
a
t
io
n

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
.
P
S
/
L
e
g
a
l
U
n
it

in

c
o
lla
b
o
r
a
t
io
n

w
it
h

M
in
is
t
r
y

o
f

W
o
r
k
s

a
n
d

I
n
f
r
a
s
t
r
u
c
t
u
r
e

o
r

H
o
u
s
in
g

a
n
d

o
t
h
e
r

r
e
le
v
a
n
t

M
in
is
t
r
ie
s
.
P
S
/
H
R

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

D
ir
e
c
t
o
r
,

M
u
n
ic
ip
a
l
C
o
r
p
o
r
a
t
io
n
s

R
e
la
t
io
n
s

(
D
M
C
R
)

a
n
d

C
E
O
s
.
T
I
M
E

F
R
A
M
E
S
ix

m
o
n
t
h
s

-

o
n
e

y
e
a
r
T
w
o

w
e
e
k
s

-

o
n
e

m
o
n
t
h
R
E
M
A
R
K
S
T
h
is

e
x
e
r
c
is
e

is

a

t
e
d
io
u
s

p
r
o
c
e
s
s

a
n
d

r
e
q
u
ir
e
s

p
r
o
c
e
s
s

c
h
a
m
p
io
n
in
g
.
T
h
is

M
in
u
t
e

w
a
s

p
a
s
s
e
d

b
y

C
a
b
in
e
t

s
in
c
e

a
r
o
u
n
d

t
h
e

m
id

1
9
9
0
s

o
r

t
h
e
r
e
a
b
o
u
t

.
T
h
e

r
e
le
v
a
n
t

C
o
m
m
is
s
io
n
s

s
h
o
u
ld

h
a
v
e

b
e
e
n

in
f
o
r
m
e
d

t
h
e
n

t
h
a
t

t
h
is

p
o
s
it
io
n

s
h
o
u
ld

b
e

t
r
e
a
t
e
d

a
s

a
n

a
d
d
it
io
n

t
o

t
h
e

a
p
p
r
o
v
e
d

e
s
t
a
b
lis
h
m
e
n
t

o
f

a

c
o
r
p
o
r
a
t
io
n

w
h
e
r
e

s
u
c
h

e
x
is
t
e
d
.
R
E
S
O
U
R
C
E
S
M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
;

in
v
e
n
t
o
r
y

o
f

s
t
a
t
e

b
u
ild
in
g
s

a
s

id
e
n
t
if
ie
d
;

S
u
r
v
e
y

r
e

o
w
n
e
r
s
h
ip

a
n
d

v
a
lu
a
t
io
n
s

m
a
y

b
e

n
e
c
e
s
s
a
r
y
.
R
e
le
v
a
n
t

C
a
b
in
e
t

M
in
u
t
e
,

a
v
a
ila
b
ilit
y

o
f

o
f
f
ic
e

s
p
a
c
e
/
a
c
c
o
m
m
o
d
a
t
io
n

a
t

M
C
s
.
8
.
9
.
4
4
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
4
5
P
O
L
I
C
Y

O
N

L
O
C
A
L

G
O
V
E
R
N
M
E
N
T

T
R
A
N
S
F
O
R
M
A
T
I
O
N

A
N
D

M
O
D
E
R
N
I
S
A
T
I
O
N
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
T
h
e

e
s
t
a
b
lis
h
m
e
n
t

o
f

d
e
v
e
lo
p
m
e
n
t

p
la
n
n
in
g

u
n
it
s

(
P
la
n
n
in
g

a
n
d

F
a
c
ilit
a
t
io
n

o
f

D
e
v
e
lo
p
m
e
n
t

U
n
it
s
)

in

M
C
s
.
P
r
e
p
a
r
a
t
io
n

f
o
r

r
e
s
u
m
p
t
io
n

o
f

c
o
lle
c
t
io
n

a
n
d

a
d
m
in
is
t
r
a
t
io
n

o
f

t
h
e

H
o
u
s
e

R
a
t
e
.
T
o

id
e
n
t
if
y

t
h
e

o
r
g
a
n
is
a
t
io
n
a
l,

h
u
m
a
n

r
e
s
o
u
r
c
e

a
n
d

s
y
s
t
e
m
s

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

t
h
e

e
s
t
a
b
lis
h
m
e
n
t

o
f

s
u
c
h

u
n
it
s

in

a
c
c
o
r
d
a
n
c
e

w
it
h

t
h
e

P
la
n
n
in
g

a
n
d

D
e
v
e
lo
p
m
e
n
t

o
f

L
a
n
d

(
P
la
n
n
in
g

a
n
d

F
a
c
ilit
a
t
io
n

o
f

D
e
v
e
lo
p
m
e
n
t
)

B
ill.
T
o

id
e
n
t
if
y

in
s
t
it
u
t
io
n
a
l/
o
r
g
a
n
is
a
t
io
n
a
l/
H
u
m
a
n

R
e
s
o
u
r
c
e

s
y
s
t
e
m
s

a
n
d

o
t
h
e
r

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

r
e
s
u
m
p
t
io
n

o
f

c
o
lle
c
t
io
n

o
f

H
o
u
s
e

r
a
t
e

b
y

c
it
ie
s

a
n
d

b
o
r
o
u
g
h
s

a
n
d

in
it
ia
t
e

e
s
t
a
b
lis
h
m
e
n
t

o
f

s
a
m
e
.

j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
I
t

is

w
is
e

t
o

c
o
m
m
e
n
c
e

t
h
is

a
c
t
iv
it
y

a
n
d

m
a
k
e

a
d
ju
s
t
m
e
n
t
s

a
c
c
o
r
d
in
g
ly

r
a
t
h
e
r

t
h
a
n

w
a
it

u
n
t
il
t
h
e

B
ill
is

p
a
s
s
e
d

a
n
d

e
n
a
c
t
e
d

in
t
o

la
w
.
T
h
e

G
o
v
e
r
n
m
e
n
t

P
o
lic
y

is

t
o

r
e
v
e
r
t

t
o

t
h
e

H
o
u
s
e

r
a
t
e

a
n
d

L
a
n
d

a
n
d

B
u
ild
in
g

T
a
x
e
s

S
y
s
t
e
m
s

t
h
a
t

e
x
is
t
e
d

b
e
f
o
r
e

t
h
e

p
a
s
s
a
g
e

o
f

t
h
e

P
r
o
p
e
r
t
y

T
a
x

A
c
t
,

2
0
0
9
.

A
p
p
r
o
p
r
ia
t
e

d
r
a
f
t

B
ills

h
a
v
e

b
e
e
n

p
r
e
p
a
r
e
d

t
o

r
e
in
s
e
r
t

P
a
r
t

V

o
f

t
h
e

M
C
A

a
n
d

o
t
h
e
r

a
m
e
n
d
m
e
n
t
s

t
o

V
a
lu
a
t
io
n

o
f

L
a
n
d

A
c
t
,

e
t
c
;

a
n
d

t
h
e
y

m
a
y

b
e

la
id

in

P
a
r
lia
m
e
n
t

in

d
u
e

c
o
u
r
s
e
.
P
S
/
M
a
n
.

R
e
g
io
n
a
l
P
la
n
n
in
g

a
n
d

S
u
s
t
a
in
a
b
le

D
e
v
e
lo
p
m
e
n
t
,

H
R

U
n
it

in

c
o
n
s
u
lt
a
t
io
n

w
it
h

M
in
is
t
r
y

o
f

P
la
n
n
in
g

a
n
d

S
u
s
t
a
in
a
b
le

D
e
v
e
lo
p
m
e
n
t

a
n
d

M
C
s
.
C
E
O
s

o
f

t
h
e

r
e
s
p
e
c
t
iv
e

M
C
s

in

c
o
lla
b
o
r
a
t
io
n

w
it
h

P
S
,

B
I
R

a
n
d

V
a
lu
a
t
io
n

D
iv
is
io
n
.
T
I
M
E

F
R
A
M
E
F
o
u
r

-

n
in
e

m
o
n
t
h
s
T
h
r
e
e

-

f
iv
e

m
o
n
t
h
s
R
E
M
A
R
K
S
T
h
e

o
u
t
c
o
m
e

o
f

t
h
e

P
ilo
t

p
r
o
je
c
t

in
v
o
lv
in
g

t
h
e

P
o
r
t

o
f

S
p
a
in

C
it
y

C
o
r
p
o
r
a
t
io
n
,

t
h
e

S
a
n

F
e
r
n
a
n
d
o

C
it
y

a
n
d

T
u
n
a
p
u
n
a
/
P
ia
r
c
o

R
e
g
io
n
a
l
C
o
r
p
o
r
a
t
io
n
s

s
h
o
u
ld

f
a
c
ilit
a
t
e

t
h
is

p
r
o
c
e
s
s
,

s
u
b
je
c
t

t
o

t
h
e

p
r
o
v
is
io
n
s

o
f

t
h
e

a
p
p
r
o
v
e
d

P
la
n
n
in
g

a
n
d

F
a
c
ilit
a
t
io
n

o
f

D
e
v
e
lo
p
m
e
n
t

A
c
t
.
T
h
e

p
r
o
je
c
t
io
n

is

t
h
a
t

t
h
e

r
e
s
u
m
p
t
io
n

o
f

c
o
lle
c
t
io
n

w
ill
b
e
g
in

in

J
a
n
u
a
r
y

2
0
1
3
.
R
E
S
O
U
R
C
E
S
P
la
n
n
in
g

a
n
d

D
e
v
e
lo
p
m
e
n
t

o
f

L
a
n
d

(
P
la
n
n
in
g

a
n
d

F
a
c
ilit
a
t
io
n

o
f

D
e
v
e
lo
p
m
e
n
t
)

B
ill/

A
c
t
;

G
a
p

a
n
a
ly
s
is
;

in
s
t
it
u
t
io
n
a
l
a
n
d

c
a
p
a
c
it
y

r
e
q
u
ir
e
m
e
n
t
s

a
t

M
C
s
.
P
r
o
p
o
s
e
d

p
r
o
v
is
io
n
s

o
f

D
r
a
f
t

a
m
e
n
d
m
e
n
t

B
ill
t
o

M
C
A
;

r
e
in
s
t
it
u
t
io
n

o
f

P
a
r
t

V

o
f

M
C
A
;

N
e
e
d
s

a
n
a
ly
s
is

o
f

r
e
q
u
ir
e
m
e
n
t
s

f
o
r

c
o
m
m
e
n
c
e
m
e
n
t

o
f

c
o
lle
c
t
io
n

a
n
d

a
d
m
in
is
t
r
a
t
io
n

o
f

H
o
u
s
e

R
a
t
e
;

N
o
t
e

m
a
y

h
a
v
e

t
o

b
e

p
r
e
p
a
r
e
d

f
o
r

C
a
b
in
e
t

w
h
e
n

t
h
e

B
ill
is

p
a
s
s
e
d

in
t
o

L
a
w

(
b
e
c
o
m
e
s

a
n

A
c
t
)
.
1
0
.
1
1
.
A
R
E
A

O
F
F
O
C
U
S
/
I
S
S
U
E
A
C
T
I
O
N

T
O

B
E

U
N
D
E
R
T
A
K
E
N
V
a
c
a
n
c
ie
s

in

t
h
e

in
t
e
r
im

o
r
g
a
n
is
a
t
io
n
a
l
s
t
r
u
c
t
u
r
e

f
o
r

M
u
n
ic
ip
a
l
P
o
lic
e

in

R
C
s

a
n
d

C
B
C
.
1
2
.
1

M
u
n
ic
ip
a
l
P
o
lic
e

r
e
g
u
la
t
io
n
s
T
a
k
e

t
h
e

n
e
c
e
s
s
a
r
y

s
t
e
p
s

t
o

f
ill
a
ll
v
a
c
a
n
c
ie
s

in

t
h
e

in
t
e
r
im

e
s
t
a
b
lis
h
m
e
n
t

f
o
r

t
h
e

M
u
n
ic
ip
a
l
P
o
lic
e

in

t
h
e

r
e
s
p
e
c
t
iv
e

R
C
s

a
n
d

t
h
e

C
B
C
.
T
o

s
u
b
m
it

t
h
e

d
r
a
f
t

r
e
g
u
la
t
io
n
s

f
o
r

t
h
e

M
u
n
ic
ip
a
l
P
o
lic
e

f
o
r

C
a
b
in
e
t
s

c
o
n
s
id
e
r
a
t
io
n

a
n
d

s
u
b
s
e
q
u
e
n
t

P
r
e
s
id
e
n
t
ia
l
c
o
n
f
ir
m
a
t
io
n
.
j
U
S
T
I
F
I
C
A
T
I
O
N
R
E
S
P
O
N
S
I
B
I
L
-
I
T
Y

C
E
N
T
R
E
T
h
e

S
o
o
g
r
im

C
o
m
m
it
t
e
e

r
e
p
o
r
t

o
f

1
9
9
6

h
a
d

r
e
c
o
m
m
e
n
d
e
d

a
n

in
t
e
r
im

e
s
t
a
b
lis
h
m
e
n
t

o
f

1
4

O
f
f
ic
e
r
s

-

o
n
e

I
n
s
p
e
c
t
o
r
,

o
n
e

S
e
r
g
e
a
n
t
,

t
w
o

C
o
r
p
o
r
a
ls

a
n
d

t
e
n

C
o
n
s
t
a
b
le
s

f
o
r

t
h
e

R
C
s

a
n
d

C
B
C

b
u
t

n
o
n
e

o
f

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s

h
a
v
e

t
h
e

f
u
ll
c
o
m
p
le
m
e
n
t

a
n
d

in

s
o
m
e

c
a
s
e
s

le
s
s

t
h
a
n

s
ix

o
f
f
ic
e
r
s
.

T
h
is

n
a
t
u
r
a
lly

n
e
g
a
t
iv
e
ly

a
f
f
e
c
t
s

t
h
e

e
f
f
ic
ie
n
t

a
n
d

e
f
f
e
c
t
iv
e

d
is
c
h
a
r
g
e

o
f

t
h
e

s
e
c
u
r
it
y
,

o
p
e
r
a
t
io
n
a
l
a
n
d

r
e
la
t
e
d

f
u
n
c
t
io
n
s

o
f

t
h
e
s
e

c
o
r
p
o
r
a
t
io
n
s
.
T
h
is

is

a

r
e
q
u
ir
e
m
e
n
t

o
f

S
e
c
t
io
n
s

6
0

&

6
1

o
f

t
h
e

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
.
P
S
/
H
R

U
n
it

in

c
o
lla
b
o
r
a
t
io
n

w
it
h

t
h
e

P
u
b
lic

S
e
r
v
ic
e

C
o
m
m
is
s
io
n

(
P
S
C
)
,

t
h
e

C
o
m
m
is
s
io
n
e
r

o
f

P
o
lic
e

a
n
d

R
C
s

a
n
d

C
B
C
.
P
S

-

H
M
/

C
a
b
in
e
t
/

P
r
e
s
id
e
n
t
T
I
M
E

F
R
A
M
E
T
h
r
e
e

-

s
ix

m
o
n
t
h
s
O
n
e

-

t
h
r
e
e

m
o
n
t
h
s
R
E
M
A
R
K
S
T
h
is

is

a

c
o
lla
b
o
r
a
t
iv
e

e
x
e
r
c
is
e

a
m
o
n
g

t
h
e

v
a
r
io
u
s

p
a
r
t
ie
s

a
n
d

t
h
e

M
in
is
t
r
y
.

T
h
e

M
in
is
t
r
y

s
h
o
u
ld

p
la
y

a

le
a
d
in
g

r
o
le

s
in
c
e

it

h
a
s

t
h
e

e
x
p
e
r
ie
n
c
e

o
f

a

s
im
ila
r

e
x
e
r
c
is
e

in

2
0
0
3
.

I
n

t
h
e

lo
n
g

r
u
n

t
h
e

p
o
lic
in
g

a
n
d

s
e
c
u
r
it
y

n
e
e
d
s

o
f

e
a
c
h

c
o
r
p
o
r
a
t
io
n

s
h
o
u
ld

b
e

a
s
s
e
s
s
e
d

in

t
e
r
m
s

o
f

p
o
p
u
la
t
io
n

s
iz
e

a
n
d

d
e
n
s
it
y
,

h
o
u
s
in
g

s
e
t
t
le
m
e
n
t
s

a
n
d

e
x
t
e
n
t
/
s
c
o
p
e

o
f

s
o
c
ia
l
a
n
d

p
h
y
s
ic
a
l
in
f
r
a
s
t
r
u
c
t
u
r
e
.

I
n
d
u
s
t
r
ia
l
a
n
d

c
o
m
m
e
r
c
ia
l
d
e
v
e
lo
p
m
e
n
t
,

c
r
im
e

s
t
a
t
is
t
ic
s

a
n
d

c
h
a
lle
n
g
e
s

a
n
d

o
t
h
e
r

d
a
t
a

s
u
c
h

a
s

ju
v
e
n
ile

d
e
lin
q
u
e
n
c
y

a
n
d

u
n
e
m
p
lo
y
m
e
n
t

e
t
c
.

s
h
o
u
ld

b
e

c
o
n
s
id
e
r
e
d
.

T
h
is

w
ill
e
n
a
b
le

e
a
c
h

c
o
r
p
o
r
a
t
io
n

t
o

m
a
t
c
h

it
s

p
o
lic
e

s
e
r
v
ic
e

e
s
t
a
b
lis
h
m
e
n
t

t
o

it
s

n
e
e
d
s
.
S
e
c
t
io
n

6
0

o
f

t
h
e

M
C
A

p
r
o
v
id
e
s

f
o
r

t
h
e

a
p
p
lic
a
t
io
n

o
f

t
h
e

P
o
lic
e

S
e
r
v
ic
e

r
e
g
u
la
t
io
n
s

m
a
d
e

u
n
d
e
r

t
h
e

P
o
lic
e

S
e
r
v
ic
e

A
c
t
,

m
u
t
a
t
i
s

m
u
t
a
n
d
i
s
.
T
h
is

w
a
s

n
e
v
e
r

d
o
n
e

a
n
d

t
h
e

M
u
n
ic
ip
a
l
p
o
lic
e

h
a
d

a

c
o
u
r
t

r
u
lin
g

in

t
h
e
ir

f
a
v
o
u
r

in

a

lit
ig
a
t
io
n

b
r
o
u
g
h
t

b
y

t
h
e

C
P
O

p
e
r
t
a
in
in
g

t
o

a
p
p
lic
a
t
io
n

o
f

t
h
e

s
a
m
e

a
llo
w
a
n
c
e
s

a
n
d

t
r
e
a
t
m
e
n
t

a
s

t
h
e

C
e
n
t
r
a
l
P
o
lic
e
.

T
h
e

c
a
s
e

w
a
s

a
p
p
e
a
le
d

b
y

t
h
e

C
P
O

a
n
d

t
h
e

r
e
g
u
la
t
io
n
s

w
e
r
e

d
e
e
m
e
d

n
e
c
e
s
s
a
r
y
.
R
E
S
O
U
R
C
E
S
P
r
o
v
is
io
n
s

o
f

P
a
r
t

1
1
1

o
f

M
C
A
,

1
9
9
0
,

a
s

a
m
e
n
d
e
d
;

P
r
o
c
e
d
u
r
e
s

a
n
d

it
in
e
r
a
r
y

o
f

a
c
t
iv
it
ie
s

a
n
d

r
e
s
o
u
r
c
e
s

f
o
r

r
e
c
r
u
it
m
e
n
t

a
n
d

t
r
a
in
in
g

o
f

p
o
lic
e

o
f
f
ic
e
r
s
;

T
r
a
in
in
g

V
e
n
u
e
(
s
)

e
t
c
.
D
r
a
f
t

r
e
g
u
la
t
io
n
s
/

P
o
lic
e

S
e
r
v
ic
e

r
e
g
u
la
t
io
n
s
/

in
p
u
t
/

c
o
m
m
e
n
t
s

f
r
o
m

C
o
m
m
is
s
io
n
e
r

o
f

P
o
lic
e

a
n
d

r
e
s
p
e
c
t
iv
e

S
e
r
v
ic
e

C
o
m
m
is
s
io
n
s
.
1
2
.
4
47
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 governments 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-offce to Commonwealth Local Government Conference
Energising Local Economies: Partnerships for Prosperous
Economies
Date: Tuesday 15th March, 2011
Location: City Hall, Cardiff, Uk
Rt Hon. Carwyn Jones, AM, The Frst Mnster o WaIes
Hon. HazeI Jenkns, Premer o the Northern Cape Provnce
Mnsters o LocaI Government
Mayor Zenada Moya-FIowers, CLGF Charperson
Memoers o the CLGF Board
$ecretares GeneraI o the CommonweaIth and the CLGF
CouncIIors
Dstngushed Lades and GentIemen
___________________________________________________________
Pms Address to CommonWeALth
LoCAL 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.
48
4
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 CLGFs 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.
50
51
A WALk throUGh time:
A historiCAL PersPeCtive on LoCAL Govt
in trinidAd & tobAGo
CeLebrAtinG 50 yrs: kids dAy 2012
imAGe GALLery
CeLebrAtinG 50 yrs:
tALent shoW
emAnCiPAtion dAy
CeLebrAtinG 50 yrs:
Cook oFF
eid-UL-Fitr CeLebrAtions
52
mAP & direCtory oF mUniCiPAL CorPorAtions
ARIMA BOROUGH CORPORATION
CHAGUANAS BOROUGH CORPORATION
COUVA/TABAQUITE/TALPARO
REGIONAL CORPORATION
PORT OF SPAIN CITY CORPORATION
PRINCES TOWN REGIONAL CORPORATION
SAN FERNANDO CITY CORPORATION
SANGRE GRANDE REGIONAL CORPORATION
SAN JUAN/LAVENTILLE REGIONAL
CORPORATION
SIPARIA REGIONAL CORPORATION
TUNAPUNA/PIARCO REGIONAL CORPORATION
DIEGO MARTIN REGIONAL CORPORATION
MAYARO/RIO CLARO REGIONAL
CORPORATION
PENAL/DEBE REGIONAL CORPORATION
POINT FORTIN BOROUGH CORPORATION
ADDRESS: Cumberbatch Street, Chaguanas
PH: 665-5320 / 5351
FAX: 671-7757
EMAIL: secretariat_cbc@live.com OR
mayorchag2010@yahoo.com
ADDRESS: Hoseins Mall, High Street, Princes Town
PHONE: 655-2239 / 2416 / 2417 FAX: 655-9280
EMAIL: princorp@tstt.net.tt
ADDRESS: Ramdass Street, Sangre Grande
PHONE: 668-2461 / 2488 / 3111 / 376-5014
FAX: 668-2942 EMAIL: sgrc@tstt.net.tt
ADDRESS: High Street, Siparia
PHONE: 649-2334 / 2348 / 2349 FAX: 649-2435 / 9882
EMAIL: srclg@tstt.net.tt
ADDRESS: Orchid Drive, Petit Valley
PHONE: 637-2204 / 5 or 637-8115
FAX: 637-8072
EMAIL: dmartin1@tstt.net.tt
ADDRESS: Hosein Building (next to Cindys Bakery),
218 S.S. Erin Road, Debe
PHONE: 647-6302 / 3873 FAX: 647-6302 / 3873
EMAIL: pdrc@pdrctt.com
ADDRESS: Railway Road, Couva
PHONE: 636-1872
FAX: 636-9161 / 1717
EMAIL: cttrc@tstt.net.tt
ADDRESS: Naparima Mayaro Road, Rio Claro
PHONE: 644-2261 / 3760 FAX: 644-2796
EMAIL: mrcrctt@gmail.com
ADDRESS: Town Hall, George Road, Point Fortin
PHONE: 648-2868 / 2124 FAX: 648-4424 / 0718
EMAIL: pfbc@tstt.net.tt
ADDRESS: 8 Hollis Avenue, Arima
PHONE: 667-3508 / 3435 / 4319
FAX: 667-1010 / 4812
EMAIL: arimaborough@tstt.net.tt
ADDRESS: City Hall, Knox Street, Port of Spain
PHONE: 624-4292 FAX: 623-1125
EMAIL: citycorp@tstt.net.tt
ADDRESS: City Hall, Harris Promenade, San Fernando
PHONE: 652-2543-7 / 653-2856 or 652-3205 / 6919
FAX: 653-9376 EMAIL: sfcc@tstt.net.tt
ADDRESS: Centenary Street, Tunapuna
PHONE: 662-1537 / 645-8772 FAX: 662-1612/4214
EMAIL: tprc_localgovtt@hotmail.com
ADDRESS: MTS Plaza, Aranguez Main Rd., Aranguez
PHONE: 675-0255 / 0280 FAX: 638-4470
EMAIL: sjlrc@tstt.net.tt
ARIMA BOROUGH
CORPORATION
CHAGUANAS BOROUGH
CORPORATION
COUVA/TABAQUITE/TALPARO
PORT OF SPAIN CITY
CORPORATION
PRINCES TOWN REGIONAL
CORPORATION
SAN FERNANDO
CITY CORPORATION
SANGRE GRANDE REGIONAL
CORPORATION
SAN JUAN/LAVENTILLE
SIPARIA REGIONAL
CORPORATION
TUNAPUNA/PIARCO REGIONAL
CORPORATION
DIEGO MARTIN REGIONAL
CORPORATION
MAYARO/RIO CLARO
PENAL/DEBE
POINT FORTIN BOROUGH
CORPORATION
52

Policy On Local Government Transformaton and Modernisation

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Policy On Local Government Transformaton and Modernisation

Загружено:

Авторское право:

Доступные форматы

Contents

ACRONYMS & ABBREVIATIONS

I feel deeply honoured and privileged as the

POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION

The publication of this policy document

POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION

this age-old funding issue, which will

Вам также может понравиться