policy on local government transformaton and modernisation
Post on 03-Apr-2018
217 Views
Preview:
TRANSCRIPT
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
1/33
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
2/33
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 TRANSFORMATIONAND 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
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
3/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
I feel deeply honoured and privileged as thePrime Minister of The Republic of Trinidad
and Tobago, to bring you a special message
on this occasion to mark the publicationof our Policy on Local Government
Transformation and Modernisation for
public comment.
The swirl of changes in the global lan dscapetowards decentralised governance geared
to providing better services, creating
vibrant communities, strengtheningparticipatory 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 substantialpolitical and administrative authority to localauthorities to operate relatively unfettered,
is gaining popularity.
From the outset therefore, let me state
categorically that my administration iscommitted to devolving greater authority,
power and responsibilities to Local
Government bodies, as we seek to buildstrong, prosperous and participatory
communities as integral elements of good
local governance and democracy.
We believe our nation can become
more prosperous, democratic, stableand self-assured, if all individuals,
citizens, communities, groups andorganisations are able to participate
and contribute to the governance
of the country. Local Governmentcan indeed fulfil such ideals. That
is why we pledge to enshrine Local
Government in the Constitution ofour Republic, as a salient component
of our Constitution reform agenda,
so that it can become a permanentfeature of our governance structure.
We deliberately chose the devolution
model of local governance, because
Local Government works best whencommunities are given the authority
to determine their development priorities,
and are actively involved in programmedevelopment and execution. In this
regard, central Government must eschew
the tendency to exercise control from thecentre, and allow Councils the freedom
to carry out the responsibilities they wereelected to perform within the framework
of the law, the Constitution, and national
guidelines. In other words, we are stronglyadvocating the new Local Government
paradigm, which views Local Government
as an active partner in the governanceprocess, rather than a subordinate agent of
central Government.
Broadly speaking, within the framework ofour seven pillars for national sustainabledevelopment, Local Government fits
snugly under the pillars of People-Centred
Development, Good Governance and aMore Diversified Economy.
Focusing our attention on people-centred development, we believe that
only through Local Government can the
specific development needs of eachcommunity be satisfied, not only in terms of
infrastructure, but also in terms o
human development needs. Th
in hand with the devolution ofto Local Government Authorit
be the empowering of communeighbourhoods to shape the
and participate in the manageme
affairs. In this regard, our intenallow Local Government bodies
more meaningful role in deliver
services to communities and soproblems.
Under the pillar of Good Governafrom the promotion of the core
accountability, transparency, eqfor money expended, social coh
local democratic leadership, a
governance structures and sysbe put in place to increase the s
efficiency with which decisions
and likewise, their execution. Fuappropriate amendments
undertaken to the Municipal Co
Act (1990) as amended, as welaws and regulations to bring
line with modern requirementsimportant is the representationa
and therefore, it is suggested
Government representatives full time, so that they can prov
effective representation. More im
we intend to address gender inerepresentational imbalance by h
representative for youth male, on
female and one for women and c
With respect to the pillar ofdiversified economy, our view
sectors of our economy and all co
can contribute to economic deand more so, to the diversificat
economy. Therefore, locally-led
development is one of our avowWe are enlisting Local Gove
promoting development in ar
as tourism, agriculture, manarts, craft, entertainment and I
E 11 Accounting Executive 11
R Board of Inland Revenue
ALGA Caribbean Associatio n of Local
Government Authorities
ARILED Caribbean Local Economic Development
BC Chaguanas Borough Corporation
EO(s) Chief Executive Officer(s)
ERT Community Emergency Response Team
FLGM Caribbean Forum of Local Government Ministers
DA Canadian International Development Agency
HOGM Commonwealth Heads of Government Meeting
LGF Commonwealth Local Government ForumPO Chief Personnel Officer
SBs Civil Society Boards
C Decentralisation Coordinator
PS Deputy Permanent Secretary
MCR Director Municipal Corporations Relations
DB Economic Development Board
CM Federation of Canadian Municipalities
ORTT Government of the Republic of Trinidad and
Tobago
M Honourable Minister
R Human Resource
T Information Communication Technology
LA International Union of Local Government
Authorities
D Legislative Draftsman
an. Manager
Cs Municipal Corporations
CA Municipal Corporations Act
EOC Municipal Emergency Operations CentreLG Ministry of Local Government
ORI 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 PartnershipPSA 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
Government Authorities
TTDF Trinidad and Tobago Defence Force
TTFS Trinidad and Tobago Fire service
TTPS Trinidad and Tobago Police Service
TEMA Tobago Emergency Management Agency
THA Tobago House of Assembly
UNC United National Congress
USA United States of AmericaUNDP United Nations Development Programme
WASA Water and Sewerage Authority
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
ACronyms & AbbreviAtionsUsed in this doCUment
A messAGe Fromthe Prime minister
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
4/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
The publication of this policy document
on Local Government Transformationand Modernisation for public comment
is yet another testimony of the PeoplesPartnership administrations commitment
to people-centred development and the
advancement of local democracy and goodgovernance. The Governments vision is to
build strong local communities and promote
locally-led economic development so thateveryone can participate, contribute, and
shape their own destiny, thereby attaining
a level of prosperity and standard of livingthat they set for themselves.
The Governments pillars for nationalsustainable development which are
grounded in people-centred development,poverty eradication and social justice,
and a diversified and knowledge-intensive
economy, informed our five subsidiary pillarsfor Local Government reform, with people-
centred development, good governance
and accountability being the focal areas.
In developing our policy prescriptions
for advancing the Local GovernmentTransformation and Modernisation process,
we took cognisance of global trends indecentralised governance. The salient
common themes were:
Promoting democratic localgovernance
Strengthening local government
capacity Promoting local economic development
Promoting sustainable cities
Sound Infrastructure and environment
The key elements of these themes wereanalysed within the framework of the current
Local Government environment. Based on
this analysis of our framework, the criticalissues 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 andparticipation
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 GovernmentAuthorities (TTALGA).
As the Minister with responsibility for LocalGovernment, 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, thenew Local Government paradigm that we
are seeking to develop and establish mustexhibit 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 Governmentbodies. 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 beplaced 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 pub
security and the development of c
capacity for peace, social cohcivil existence. Finally, these
complemented by modern org
structures, systems, mechanibusiness processes to improve m
efficiency and effectiveness.
We are committed to c
governance through consensuand dialogue with you, the pe
most valued stakeholder. There
views, comments, suggestions are crucial and will be consider
will be solicited through a proces
consultation to shape and influfinal policy output on this signifi
of Local Government Transform
Modernisation.
I take this opportunity to t
predecessor, the Honourable CSharma, who laid the found
the development of a policy fdocument. I also wish to con
sincere gratitude to the P
Secretary and his team for their iproduction of this document.
DR. THE HONOURABLESURUjRATTAN RAMBACHAN
Minister of Local Governmen t
iii
ForeWordchnology. This will be complementedgreater responsibilities and authority in
velopment planning and control, so thatcal government can promote balanced
velopment in accordance with nationald international standards but also in
cordance with the wishes, views and
pirations of local communities.
we attempt to build a just and moral
ciety, Local Government must be integralthis process. Consequently, citizens
d community-based organisations must
enlisted in rooting out lawlessness,rrupt activities and malfeasance. This
critical to creating an environment ofutual trust and a sense of human security
d establishing a robust regime of peace,nquillity, security and prosperity. The rolethe Municipal Police will be expanded to
cilitate this transformation goal.
gnificantly, as a government that is
mmitted to consultative governance, we
ant to solicit your views and ideas on they areas outlined in this policy document,
shape and inform the White Paper that will
developed to be laid before Parliament.ese key areas include:
Legislative Framework andGovernance
Financing and Economic Development
Participatory Governance and DirectCitizen Participation
Municipal/Regional Planning and
Development Infrastructure and Services
Municipal Management
Public Health and Environment Community Safety and Security
Building Resilient Communities
ant to take the opportunity to congratulate
. The Honourable Surujrattanambachan, the current Minister of
cal Government, as well as the former
nister, the Honourable Chandresharma, for their leadership in producing
s Policy Document on Local Government
ansformation and Modernisation.
I also recognise the contributions and
support of the Permanent Secretary,
technocrats and staff of the Ministry ofLocal 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 andModernisation Policy in accordance withyour 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 Trinid ad and Tobago
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
5/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
v
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
v
is policy document on Local Government
ansformation and Modernisation preparedthe Ministry of Local Government outlines
overnments policy proposals on theorm of the Local Government system. It
as developed within the framework of the
ven pillars for sustainable developmentounded in people-centred development,
well as the five subsidiary pillars
Local Government reform centredGood Governance. A key
jective of Local Government
orm is to devolve authority tocal Government to facilitate
ore effective and responsive
vernance as well as positioningcal Government as an institution
bring it closer to the people.
e document is divided into eight
chapters or sections, namely: Background and Overview; (2)
aluation of the Current System;
The Expectations of the Currentministration; (4) Bridging the
ap; (5) The Key Transformation
d Modernisation Programmes; Policy Implementation and Programme
aluation and Monitoring; (7) The Newcal Government Paradigm; and (8)
onclusion.
HAPTER 1 provides a backdrop to the new
ave of reform and the main objecti ves. This
followed by an analysis of reform effortsm Independence to the present day,
hich highlights the policy prescriptions of
90 that were converted into legislation. Itncludes that the opportunity is now being
eated for meaningful transformationd modernisation of the system through
sh policy perspectives from this
ministration.
HAPTER 2 undertakes an evaluation of
e current system. It commences with anerview of global trends in decentralised
vernance within the context of
obalisation. The main observations
are the common themes pertaining to
Local Government Transformation andModernisation, which are: Promoting
democratic local governance; Strengtheninglocal government capacity; Promoting
local economic development; Promoting
sustainable cities; and Sound infrastructureand 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 theperformance 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 satisfactionwhich stood at 20% in 2010. Based on an
examination of these reports, a number
of issues and challenges in critical areaswere 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, MunicipalPolicing, Information Communication
Technology, and Disaster Preparedness
and Management, among others.
CHAPTER 3 explores the expectations
of the current administration includingvision, 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 formulatedfor this policy document is a
transformed and modernised local
Government system charged withlocal development, continuously
improving the quality of life of all
citizens in an equitable, transparent,accountable, democratic and
sustainable manner. The missionstatement 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 thelegislative, institutional, and other
support systems and resources
so that all citizens could contributeand participate in shaping their destiny
and enjoy the best possible quality oflife. The core values identified include;
effective representation, accountability,
transparency, participation, equity, socialcohesion and value for money expended.
The policy context focuses on the five
subsidiary pillars for Local Governmentwithin the framework of the seven pillars
for national sustainable development. It
then details the policy directives withinthe overarching directive of devolution of
authority and resources, within nationalpolicy guidelines from central government
ministries such as Community Development,
Housing, Social Welfare, Sports, Planningand 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 andservices; municipal management; public
health and environmental management;
community security and safety and buildingresilient communities.
CHAPTER 5 essentially summarises thekey transformation and modernisation
programmes consistent with the core areasor 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 issuesand monitoring and evaluation mechanisms.
The policy document estimates that
the Local Government Transformationand Modernisation programme will take
approximately two-and-one-half to three
years to be fully implemented and threedistinct phases are identified. The first phase
(six months) entails public consultationon 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 andfinal phase (approximately one year and a
half) essentially involves the developmentof 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 LocalGovernment system. The main features
are:
People centric fulfilling the needs andaspirations of people in communities
with a robust representative system
Good governance systems
and structures with
transparency, accountability,responsiveness, equity and
social cohesion being corevalues
Embracing of ICT in accessing
information and core services Participatory planning and
development buttressed
by locally-led economicdevelopment
Focus on public safety and
security.
CHAPTER 8 the conclusion,posits that the policy prescriptions
and programmes for LocalGovernment Transformation andModernisation will redound to the
benefit of all in terms of greater
responsiveness and demonstrationof care, enhanced quality service
delivery and coverage, balanced
sustainable development, greatersocial cohesion and a greater
sense of community self-worth and
identity.
Team building exercise withMinister Rambachan and seniorstaff of Municipal Corporations,
July 17th 2012.
A meeting of Disaster Management Co-ordin
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
6/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
v
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
1.1 INTRODUCTION
___________________________
The ultimate objective of this policy document
on reform is to develop a sustainable LocalGovernment system. This system should
adequately service the delivery needs and
aspirations and secure the democraticideals of local communities. Further, it
should empower people to adapt and cope
with changing trends in order to improvetheir quality of life. In introducing this new
wave of Local Government Transformation
and Modernisation policy proposals, it isopportune to revisit a thought-provoking
statement on Local Government Reformoutlined in the 2006 Local Government
Draft White Paper, and given currency
in a recent United Nations DevelopmentProgramme (2011) evaluation report on
Local Government reform. It articulates
that:
Reform of the Local Government
system is a pathway t owards fulfillmentof a covenant between government and
the people to mutually work towardsthe improvement of the quality of life
of the citizen through the de livery of
public services an d amenities, whichare 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 wasreinforced at the Local
Government polls of July26, 2010. Hence, there
was need to chart a new
pathway with respectto Local Government
transformation and
modernisation. In thiscontext, the broad ideals,
philosophy, principles,
perspectives and main strategies forthe reform of the system were outlined
in the Governments Local GovernmentManifesto, 2010.
In an attempt to commit to the Governmentspledge to reform the system and prepare for
the task ahead, a Draft Policy Framework
Document was developed by the Ministryof Local Government in April 2011, which
Cabinet accepted in principle. Moreover,
Cabinet mandated that this Draft policy
document be developed further into apolicy document for its approval andsubsequent publication for public comment.
The consensual comments arising will then
subsequently shape the GovernmentsWhite Paper on Local Government
Reform.
Significantly, the Draft Policy Framework
document drawing from the policy
prescriptions of the Governments 2010Local Government Manifesto pointed to a
manifestly fundamental paradig
policy from the previous admThis shift is from general dece
to devolution (more meaningf
authority and autonomy foGovernment bodies). This will be
later under the section, Policy Cshould be noted, however, that
greater autonomy in significant are
development and service deliveemphasis was also placed o
centered development, local
in development planning and
broadening the local representatand more effective represent
people participation in Local Gaffairs, all geared to serving t
dutifully.
It is against this background that
document has been formulatedto articulate the Governments p
vision, principles, core strateg
and programmes for Local Gtransformation and modernis
Trinidad in particular.
1.2 OBjECTIVES_____________________
This policy document seeks to pfollowing policy proposals and are
of the Governments Local G
Transformation and Modernisatiofor public scrutiny, feedback an
consensus on the way forward. It
A cursory historical overview Government Reform from 196
An analysis of the situation wLocal Government system inc
key features of global trends a
main developments and challthe current system
The expectations of the curre
Administration including visionand core values
bACkGroUnd & overvieW
ChAPter 1
More images from the MLG team
building exercise with senior staff ofMunicipal Corporations, July 17th2012.
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
7/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
An explanation of the policy context,
inclusive of philosophy, policy directive
and objectives Strategies for addressing the
deficiencies and developmentchallenges, required for transforming
and modernising the Local Government
system Key transformation and modernisation
programmes
Some of the main benefits andexpected outcomes
The salient transitional arrangements
and requirements for programmeimplementation, monitoring and
evaluation An outlook of the Local Government
paradigm.
e overarching objective is to redefine
stitutional roles and responsibilities
d redesign organisational structures toake the system more effective, efficient,
rticipatory and responsive to the needs
local communities and promote Goodcal Governance and Democracy. This is
iculated in the Peoples Partnership Local
overnment Manifesto, 2010 as follows:
The objective of the reform willto reinforce the commitment
the Peoples Partnersh ip to the
centralisation of a uthority in order tocilitate more effective a nd responsive
vernance. This will also mean
e qualitative broadening of Localovernment as an institution to bring it
oser to the people.
3 HISTORICAL OVERVIEW
OF LOCAL GOVERNMENTREFORM EFFORTS1962-2010
__________________________
is historical overview presents us with
opportunity to assess where we were,
here we are today and where we shouldheading.
The first attempt at Local Government
reform in the post-independent (1962) era
was assigned to the Sinanan Committeein 1965, by the PNM administration, led by
the Honourable Dr. Eric Williams, the thenPrime Minister. Its main recommendations
were the need for a greater role and
prominence of Local Government in thedemocratic and development process, the
decentralisation of key functions to Local
Government bodies and empoweringcommunities to play more meaningful roles
in the management of community assets.
Predictably, given the emphasis on national
economic development driven by centralGovernment, most of the recommendations
of the Sinanan Committee were ignored.Consequently, certain functions andresponsibilities 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 asthe 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 Committeesrecommendations was the enactment of
the County Councils Act, 1967. This Act
redefined the roles/functions as well asconsolidated 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 toaddress the issue of Constitutional Reform,
both at the Central and Local Government
levels. This committee recommended thedevolution of significant powers and
authority to Local Government Authorities.
These included responsibility formaintenance of schools, specified public
buildings, cleaning of beaches, providing
facilities for fisheries and greater autonomy
over the control funds appropriated by
Parliament. These major recommendationswere 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 Eastand West in 1980.
In 1980, a third attempt at reform of theLocal Government system was undertaken
with the enactment of the Tobago
House of Assembly Act and subsequentoperationalisation of the Assembly in
1982. However, this was due largely to therepresentations made by the Honourable
A.N.R. Robinson, the then Tobago EastParliamentary Representative, for internalself-government of the island. Nevertheless,
the Tobago House of Assembly (THA) was
in essence a County Council with expandedfunctions and powers.
In 1983, there was a fourth attempt bythe then PNM administration, under the
Honourable George Chambers, which
published for public comment, aDraft PolicyPaper on Community Development and
Local Government Reform. It articulatedthat Local Government Authorities would
be a partner in the national development
process, through enhanced participationin national policy making, community
development and development planning.
It also proposed a National and an AreaAdvisory Committee to accomplish these
objectives. However, there were virtually no
meaningful mechanisms to promote greaterautonomy of Local Government Authorities
in the management of their affairs. Inaddition, there was no meaningful public
discussion on this document up to the time
when the Chambers Government wasvoted out of office in 1986.
With the ascension to power of the NationalAlliance for Reconstruction (NAR), led
by the Honourable A.N.R. Robinson, in
1986, and its capturing of the majority ofLocal 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 RegionalDevelopment 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 regionaldevelopment and promised enhanced
local financial autonomy or revenue base.
Indeed its philosophical underpinningswere devolution of power, authority and
responsibility. After public discussionsthereon, a Bill was drafted, debated
and passed in Parliament in 1990 (TheMunicipal Corporations Act, (MCA) 1990)and proclaimed in 1991.
The MCA, 1990, consolidated all theavailable pieces of Local Government
Legislation, created two (2) cities, three
(3) boroughs (with Chaguanas being anew Borough) and thirteen regions. It
also introduced the concept of corporate
governance in Local Government, andsignificantly expanded Local Governments
functional base, including revenueraising and an enhanced role in regional
coordination of public service delivery.
This attempt was the only one that wastaken 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 Governmentelections, the MCA was amended by Act
No. 8 of 1992, which reduced the number
of regions to nine (9) and excised somesignificant functions.
In 1995, the United National Congressled 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 theMCA, 1990, as amended. Significantly,
however, the Tobago House of AssemblyAct, 1996, accompanied by a Constitutional
Amendment Act, was passed by Parliament
which guaranteed the THA constitutionalprotection, 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 periodseveral policy documents were developed,
accompanied by extensive consultations.These included a Green Paper (2004), a
Draft White Paper (2006), a Green Paperon Roles and Responsibilities (2008), and aDraft White Paper (2009). There were also
Draft Bills, the latest version being the Local
Government Bill, 2010. Interestingly, thereappeared to be a degree of ambivalence
if not vacillation, in policy position as
exemplified by the variance between the2006 and 2009 White Papers. The former
promised the decentralisation of significant
functions from Central GovernmentMinistries, extension of property tax
collection to Municipal Corporations, and theintroduction of an Executive Council system.
The latter though retaining the Executive
Council system, excised functions such asprovision and maintenance of Secondary/
Local roads, bridges, drains, Homes for the
Aged and Child Care centres as well as theHouse Rate (property tax) administration
and collection. In this regard, it can be
suggested that the devolution model wasnot being pursued.
Nevertheless, significant developments
occurred during this period. These included
the employment of Chief Officers (exceptCEOs) on contract, the establishment of
a Local Area and Regional Planning and
Development Unit at the Ministry of LocalGovernment to facilitate the development
of Municipal development plans, and the
establishment of Disaster ManagementUnits at Municipal Corporations with a
coordinating Unit at the Centre. Alarmingly,
however, during this period, local d
and peoples participation were u
since Local Government Electio2006 were postponed in the nam
reform which never transpired, not held for seven years until July
after the change in administratio
24, 2010.
1.4 SUMMARY OF LOCAGOVERNMENT REFOEFFORTS 1962-2010
_____________________
The post-independence era
characterised by successive Go
signaling intent to reform thecommitting resources thro
establishment of committees publication of policy documents.
up to 1990, the changes had been
and cosmetic. It may be fair tothe main concern of central G
was central control and supe
Local Government rather than meaningful responsibilities and
with an appreciable freedom to a
In 1990, the introduction of the M
seemed to have created the pthe return of strong Local G
with empowered communities,
meaningful public services aengagement in development
and control of development at th
However, this was short-lived 1992, there was by and large, a
to the familiar pattern of contro
Centre and slow and piecemeal c
the system.
Under the new Peoples P
Administration, an opportunity
for meaningful transformatmodernisation of the system, w
fresh policy proposals as will be
after an analysis of the curreninclusive of global trends.
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
8/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
1 GLOBAL TRENDS__________________________
e phenomenon of globalisation has
sulted in the realisation that all systems,litical/governmental, economic, social
d technological are subsets, yet integralements, of a wider global system.
oreover, the widespread development,
owth and use of Informationommunication Technology (ICT) has
eated the Global Village as it were,
nging real-time events, developments,
ormation and changes to the comfortour homes with accompanying joy or
ssonance. In addition, there has been theawning of International governmental,
onomic and social organisations thatomote effective partnerships, cooperation
d coordination of efforts to promote best/
od practices, sharing of information andrnessing of resources in order to promote
stainable development in all spheres of
man endeavour.
cal Government or Sub-national
overnment has not been left out of thisenomenon. Consequently, International
d Regional Local Governmentsociations/Organisations such as
e Commonwealth Local Government
rum (CLGF), the International Union ofcal Government Authorities (IULA),the
aribbean Forum of Local Government
nisters (CFLGM), the Canadianernational Development Agency (CIDA),
e Federation of Canadian MunicipalitiesCM) and the Caribbean Association ofcal Government Authorities (CALGA)
ve all been suggesting effective
meworks for cross-national good localvernance and democracy. In this context,
ere are certain common threads or themesat have characterised Local Government
orm or transformation and modernisation
orts worldwide. These are:
1. Promoting Democratic LocalGovernance
2. Strengthening Local Government
Capacity3. Promoting Local Economic
Development
4. Promoting Sustainable Cities5. Sound Infrastructure and Environment
1. PROMOTING DEMOCRATIC LOCAL
GOVERNANCE
There is a strong support and widespreadconcurrence that the protection and
preservation of peoples rights andfreedom can be guaranteed by promotingdecentralised governance. However,
this must be buttressed by adhering to
good governance principles and practicessuch as transparency, accountability,
participation, local democratic leadership,social cohesion, equity, and value for
money expended. Greater emphasis is
also now placed on promoting genderequity, holding regular Local Government
elections, and constitutional protection for
Local Government.
2. STRENGTHENING LOCAL
GOVERNMENT CAPACITYThe need to strengthen Local Government
capacity is critical to ensuring the efficientand effective management of its resources,
the delivery of quality services and coping
with development and other environmentalchallenges. 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 informationsharing, skills imparting and access to a
database of expertise.
3. PROMOTING LOCAL ECONOMIC
DEVELOPMENT
This renewed emphasis on local economicdevelopment is based on a widely-
held view that strong and vibrant local
economies are essential to promotingnational economic growth, welfare and
development. It is therefore suggestedthat utilising and mobilising local
resources, knowledge and creativity can
be used to develop sustainable and viablebusinesses, 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 partnershipsand pooling and sharing of resources.
The 23.2-million-dollar (Canadian) 2012
Caribbean Local Economic DevelopmentProgramme (CARILED), endorsed by the
GORTT, sponsored by CIDA and managedby FCM in collaboration with CFLGM,
CALGA and CLGF is a good example of
such partnership interventions.
evALUAtion oF the CUrrent system
hAPter 24. PROMOTING SUSTAINABLE CITIES
There is worldwide recognition that cities
are integral and significant components ofthe Local Government landscape, and of
their importance in promoting sustainable
development. The tenets for promoting thisconcept were elaborated in the Melbourne
Principles for Sustainable Cities adopted atthe Local Government Session of the Earth
Summit 2002, in Johannesburg, South
Africa. The focus is on the requirements forthe 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 asfar 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 businessincubators and improvements through
innovative strategies, programmes andtechnologies.
5. SOUND INFRASTRUCTURE ANDENVIRONMENT
It is clear that Local Government plays a
pivotal role in the development, maintenanceand 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 asTrinidad 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 theallocation of adequate financial and other
resources are required to overcome these
challenges, new and innovative approachesare necessary, such as balanced urban
and rural planning and development, andintegrated solid waste management that
embraces the modalities of reduce, reuse
and recycle.
2.2 FINDINGS ON THECURRENT LOCALGOVERNMENTSYSTEM
_____________________
In undertaking a critical evaluation
of our Local Government system,
a good point of reference is thefindings of Market Opinion Research
International (MORI) Caribbean Ltd. on theperformance 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 aredissatisfied (41%) than satisfied (33%)
with Local Government. However, therewas an improvement in satisfaction, which
stood at 20% in 2010. Moreo
26% felt that the Government w
a good job on Local Governmenotwithstanding an improvement
in 2010. Nevertheless, there wwide gap between the desirabilit
Government reform, which wa
and the perception of realisatiowhich was negative. This sugg
lack of implementation of reform
increased public cynicism orconfidence in the realisation
objectives.
At the national level, crime, law
vandalism, inflation, high foounemployment/jobs, health/hos
roads, were viewed as the mostissues facing the country. Howeasked what improvements to fac
services that were most neede
neighbourhoods, the top five arroads (38%), drainage (34%)
for young people (23%), polic
and water supply (17%). This that quality community infr
recreational facilities and commu
and security are priority areasGovernment to address.
Interestingly, 44% of those who hacontacted their Local Governme
were satisfied with the treatment,
improved by 18 percentage po2010. In this regard, there appe
improvement in representation a
of service delivery, although therfor further improvement. The pr
offices for Councillors within thei
Prime Minister the Honourable KamlaPersad Bissessar S.C. M.P., MinisterChandresh Sharma and Local Govt officialsat the launch of CARILED in Belize on May16th, 2012.
20
30
40
26
44
50
Those satisfied with
Local Govt service
(2010)
Those satisf
Local Govt
(201
MORI Poll on Local Government Performa
Percent
(%)
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
9/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
stricts should facilitate more effective
presentation as it will allow greater access
Local Government Representatives soat people can air their concerns and seek
medies to their greviances.
3 CRITICAL ISSUES TO BEADDRESSED
__________________________
e MORI poll findings apart, there arenumber of critical issues which need to
addressed in any transformation and
odernisation 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 BusinessProcesses
Community Involvement and
Participation Regional Planning and Development
Local Government Boundaries
Public Health and Environment Information Communication
Technology (ICT) Municipal Policing
Disaster Preparedness and
Management Roles of the Association of Local
Government Authorities
3.1 THE LEGISLATIVE AND
REGULATORY FRAMEWORK
e Local Government Legal andegulatory Framework establishes theechanisms for good governance, as
defines roles and responsibilities, as
ell as shapes the enabling structured organisation of the system. It
ust eliminate ambiguity, avoid dual
sponsibilities and be devoid of too manytails. In addition, it ought to create a
lance between prescriptive and enabling
gislation indicative of provisions that areid 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 localgovernment legislation is more than twenty
years old. It does not clearly identify the
roles of institutional stakeholders withinthe Local Government system. Further, it
promotes duality of agency responsibility
for certain Human Resource Managementfunctions as is the case with the PSC for
Regional Corporations and the Borough of
Chaguanas and SASC for City and BoroughCorporations. In addition, there are some
detailed provisions in the Act such asthose for Markets and Slaughterhouses,
which are better suited to regulations. Itshould be noted that the existing byelaws in many instances, run counter
to the provisions of the MCA. As such,
amendments need to be undertaken to thelegislative and regulatory framework and
even new legislative provisions be made in
accordance with modern requirements. Alist 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 asguaranteed grassroots participation in the
governance of the country. Moreover, the
representational base of Local Governmentought to be broadened to promote gender
equity, especially for women, whilst also
ensuring adequate representation for theyouth 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 andresponsibilities must be clear, unambiguous
and eliminate room for duplication. TheMCA 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 makingthat may not always be in the best interest
of local communities.
Consequently, apart from clarity of
institutional roles, new and emerging rolesand responsibilities need to be assigned in
legislation such as Disaster Preparedness
and Management, and Municipal Planningand 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 reportingrelationships. It must also be in line with
modern Local Government organisational
designs such as the Executive Councilsystem, which separates the role of the
Local Assembly from that of the politicalexecutive. In this context, a consultancy
report (Aegis, June 2010) on the readiness
of Local Government for delivery ofexceptional 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, didnot 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 thereforeof 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 lowproductivity have been two of the most
burning concerns in Local Government.
In the case of the latter, the level ofproductivity has often been measured as
lower than that of the Unemployment ReliefProgramme (URP) and the Community
(Based) Enhancement, Protection andEnvironmental 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 targetsto be achieved, within specified timeframes,
is critical to boosting productivity. This
must be complemented by productivityincentive schemes, as well as accounting
for non-performance along with appropriatepenalties.
With respect to the former, there hasbeen a dearth of skills and competences
in Management, Accounting, Engineering,
Project Management, Customer Serviceand ICT. Although efforts have been made
to strengthen the human-resource capacity
through contract employment; an approvedstaff establishment, reclassified, to attract
the right calibre of personnel and cadreof skilled workers is urgently required.
This ought to provide support, enlightened
leadership and professional guidance toimplement 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 conductedover the past decade have attested to this
view. The general consensus is that thelocal/community infrastructure (whether
roads, bridges, drainage or recreational
facilities) and the quality of service deliveryhave been poor and unsatisfactory. In fact,
a United Nations Report in 2008 lamented
the lack of adequate maintenance of thelocal physical infrastructure, especially in
the rural communities. In addition, there are
no documented service-delivery standardsthat incorporate minimum acceptable
quality, response time, regularity, fairnessand equality of treatment, etc.
It is clear that high-quality and adequate
infrastructure and access to services, are
critical to realising the objectives of theGovernments sustainable development
pillars of people-centred development,
poverty eradication and social justice, andto promote business competitiveness in
a globalised environment. However, the
allocation of adequate financial resourcesto Local Government bodies is a key
requirement to addressing this
focus.
2.3.6. FINANCING MODALITY
The issues of methods of financ
Government and the adequacy
methods have been the most cmatters in Local Government in
its viability as an autonomous, d
governmental entity. One of thissues is the absence of an obj
and transparent formula or m
to ensure the equitable distrnationally-earned revenue betwe
and local Government. One tinto consideration, inter alia,
size and density, social and infrneeds, service delivery respand development planning req
Such a formula would curtail if no
the recurring claim of partisadiscrimination in funding, oste
the Local Government bodies
controlled by a political party that differ from that or those at t
Nevertheless, the fact is that the
Local Government annual bless than 4% of the national bu
the development programme 1%, notwithstanding the resp
assigned to Local Government
the MCA, 1990, as amended.
An equally important and rela
is that the existing Local Grevenue base, (apart from the h
before it was unceremoniously
from Local Government by ProAct of 2009), contributes less th
total revenue. The current stateis that Local Government bo
virtually dependent on Central G
subvention for almost all of thfunding, which severely limits t
to plan meaningfully and resp
alacrity to local service deliveand development imperatives
what is needed is a predictabl
and identifiable source of fundibroadened local revenue base. T
administration is committed to a
Riverside road paving in progress.
Completed Cedar Grove Road bridge.
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
10/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
s age-old funding issue, which will
explored and elaborated under policy
ntext and strategies for transformationd modernisation.
3.7 MANAGEMENT SYSTEMS AND
BUSINESS PROCESSES
modern organisation cannot survive and
liver on its mandate if it does not have a
ion, mission and core values. Moreover,must be grounded in sound business
nciples, practices and procedures as well
appropriate systems and techniques thate adaptable to changing environmental
nditions. The current reality is thathough all the municipalities have a
ategic plan that outlines a mission,ion, core values and strategies, theree no sustained efforts to implement these
ategic plans. A similar observation can be
ade with respect to the central ministry.
me of the deficiencies are: Lack of proper human-resource
planning and non compliance
with human-resource policies andprocedures
Lack of proper and modern accountingand auditing systems
Weak and outdated project-
management systems Non adherence to preventative and
fleet management systems
The absence of an Asset ManagementSystem
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 toimprove management efficiency and quality
service delivery.
2.3.8 COMMUNITY INVOLVEMENT AND
PARTICIPATION
Building closer bonds with people and
communities within the Local Governmentsystem and encouraging participation,
involvement and engagement in local
government affairs are essential topromoting healthy participatory local
democracy. Voting at Local Governmentelections is not sufficient, which in any
case hardly crosses 40% of the eligibleelectorate. People must be provided withavenues to participate in and provide
feedback as well as suggestions in major
decisions on budget formulation, policyformulation, development planning, project
implementation and the management of
community assets.
The MCA as amended, contains provisions
to facilitate citizens participation in thedecision-making and policy-making
processes, such as the establishmentof Advisory Councils at section 68 (7).
Nevertheless, there has not been the
widespread, constant and effectiveutilisation of this section. However, the
sporadic use of town meetings has been a
feature, as well as the widespread use ofstakeholder consultations in developing the
municipal plans of Municipal Corporations.
All community stakeholder groups andcivil society organisations ought to be
more engaged in the Local Governmentdevelopment process, not only from the point
of view of fostering community ownership,
but also promoting social cohesion andmore accountability to the people.
2.3.9 REGIONAL PLANNING ANDDEVELOPMENT
Although the MCA as amended, hadassigned to Local Government bodies
a role in development planning and
control in collaboration with the Ministerresponsible for planning, they performed
no meaningful role, this especially of theRegional 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 littlecould be done to curb flooding, landslips
and potential housing collapse, as existingbuilding codes were not enforced. In 2007,
a Local Area and Regional Planning and
Development Unit was established in theMinistry of Local Government. Its mandate
was to facilitate the physical planning and
development function at the MunicipalCorporations level, as well as developing
appropriate systems and the regulatory
framework. The long-term aim was to installthe capacity at the Municipal Corporations
level, rationalise and streamline thedevelopment 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 ofRegional Planning and in collaboration
with Municipal Corporations, with the aid
of consultants, fourteen Municipal Planshave been developed and approved,
which are consistent with the NationalPolicy 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 devolvingmore 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, institutionalstakeholder roles and responsibilities, the
associated organisational structures, aswell as the collaborative and coordinative
relationships and processes amonginstitutional stakeholders. This will beelaborated under the subtitles, The Policy
Context and Strategies for Transforming
and Modernising the Local GovernmentSystem.
2.3.10 LOCAL GOVERNMENTBOUNDARIES
With the advent of the MCA 1990, Local
Government boundaries were redefinedwith 13 regions being at the core of the
change. These were reduced to 9 in 1992.
Nevertheless, when the boundaries wereredefined, 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, activeconsideration was given to the need for
better administrative coordination betweenLocal 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 misalignmentin the context of service delivery. This is
due to the use of different administrative
boundaries by different governmentministries and agencies. Communities are
therefore geographically zoned, dependingon the boundary demarcation application,
with most Central Government agenciesapplying 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 thatall government ministries and agenc-ies
utilise the municipal
boundaries as theiradministrative boun-
dary demarcations.The Central Statistical
Office (CSO) is the
only agency thatcomplied with this
Cabinet decision.
In addition, the
existing boundary
demarcations needto be streamlined to
eliminate the ambiguityof 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 crit
quality of life in communities,
ensuring community wellness, and curbing the spread of dise
providing a healthy, clean, sansafe environment. The impo
this area is demonstrated by th
more than 50% of recurrent expMunicipal Corporations is on pu
and environmental matters. The
solid-waste disposal, general cleaning drains, insect vector c
inspection of premises. Howev
Government bodies and in Regional Corporations, are bes
number of challenges in this ainstitutional/organisational and
management of human resource
From an institutional pe
the organisational structure
corporations is underdeveloped the specialised divisions and
as well as the accompanying s
a modern health department. the human-resource capacity is
inadequate with some RCs and
having just one or two PubInspectors to execute the myriad
The institutional and humancapacity in municipal corporation
be strengthened.
With the current worldwide
thinking green and promoting s
environmental initiatives which reducing, recycling and reusing
a whole new set of opportun
creative ways of treating with wemerged. These will be explored
theme, Strategies for TransformModernisation.
2.3.12 INFORMATION COMMUNTECHNOLOGY (ICT)
Revolutionary advances in i
communication technology haveon the manner in which we conduc
in the political, economic and sociaMoreover, the pace and regu
Municipial Corporations of Trinidad
Whiteland Empowerment Centre afterconstruction.
Minister Rambachan greets the people of theouva/Tabaquite area.
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
11/33
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
12/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
e purpose of this chapter is to present the currentministrations views on the need for reform, as well as its
licy prescriptions for transforming and modernising the Localovernment system.
has already been established that the Current Administrations
ng-term vision is to establish a devolved system of Local
overnment, with Local Authorities performing essentialmmunity-based functions. The execution of these functions
l be driven by local democratic leadership, in a participative
d consensual manner. This will be buttressed by partnershipsh the Centre, in promoting economic development and
hancing the quality of life. This perspective was made clear
The Honourable Kamla Persad Bissesar, Prime Minister ofnidad and Tobago, while addressing the Commonwealth
cal Government Forum (CLGF) Conference in Cardiff, Wales,March 15, 2011. In her capacity as Chair of CHOGM,
e articulated:
I believe that peace and stability
whether at a community level or
at the level of nations wil l best bepromoted and served whenever
people have the opportunity toparticipate in the affairs that relateto the way they are governed. In
this regard, we must also developa consensus-based approach to
e use of resources and in the determination of developmental
ategies. Local Governme nt fulfils this demand
Energising local economies and creating partnerships for
osperous communities require therefore a fund amental shiftthe philosophy for governance particularly at the Central
vel. In this regard, Local Government cannot be regarded
In this regard, the vision,
mission and core valueswithin the context of Local
Government transformation and
modernisation are as follows:
3.1 VISION___________________
A responsive Local Government
system charged with localised
development, continuouslyimproving 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 andparticipate in shaping their
destiny and enjoy the best
possible quality of life.
3.3 CORE VALUES___________________
The core values that drive the
Local Government ReformAgenda include:
Effective Representation
Accountability Transparency
Participation
Consultation andCollaboration
Equity
All-inclusiveness Responsible Government
Responsiveness Social Cohesion
Value for Money Expended
Quality Service Delivery Local Leadership in
Development
3.4 THE POLICYCONTEXT
___________________
The policy framework for LocalGovernment transformation and
modernisation is informed by
the Governments strategy forsustainable development and
as a n appendage to the structures for governance. It h as to be
integral to governance and must be ba sed on mutua l respect andcollaboration
Local Government representation would therefore mean therepresentation of views a nd 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 u s a nation that is anexemplar to the world of util ising diversity for our local and nat ional
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 anddisadvantaged
National and Personal Security
human security for pea ce andprosperity
Information and Communication
Technologies connecting T&T andbuilding the new economy
A More Diversified, Knowledge-
Intensive Economy building on thenative genius of our people
Good Governance peopleparticipation
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 LocalGovernment shall be the cornerstone of
our democracy
3. Accountability: we are accountable notonly for what we do, but also for what
we fail to do4. National and Personal Security
5. A More-Diversified Economy:
Economic diversification ourcommunities have a role to play.
Each of these Local Governmenttransformation 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 nexusbetween the national spatial development
strategy and the specific developmentneeds of each community. This goes
beyond infrastructure and is geared toward
comprehensive human development and abetter quality of life for all.
PILLAR 2Pillar 2 emphasises the need for
strengthening institutions and establishing
new ones to advance accountability,transparency, consultation, participation,
consensus-building and more meaningfulrepresentation.
PILLAR 3Pillar 3 promotes the central idea of the
enlistment of Local Government bodies and
the people within communities, to promotethe Governments mission of accountability,
transparency, consultation, participation,
consensus-building and more meaningfulrepresentation in which anti-corruption is a
sacred value.
PILLAR 4
Pillar 4 focuses on creating a fair and justenvironment, involving citizens in rooting
out lawlessness, thereby creating a sense
of human security and establishing aregime of peace, security and prosperity on
a sustained basis.
PILLAR 5
Pillar 5 advocates that all sectors of
the economy and all communities cancontribute 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 fostersustainable human development.
It must be articulated that the LocalGovernment transformation and
modernisation agenda is grounded
under the pillars of People-CentredDevelopment and Good Governance.
3.4.1 THE CENTRAL PHILOSOP
Under these two main pillars, tphilosophy driving the reform
was elaborated by the Honora
Minister in Cardiff, Wales (MarShe articulated the following pers
The belief that people have
to be masters of their destinie
organise the affairs of their coso as to experie nce the best qua
is at the heart of our philosophy
Government.
Consequently, devolution, pa
democracy and subsidiarity
principles that inform this philosonew principle of subsidiarity that in allocating responsibility fo
or function, authority should a
given to the lowest level at whicheffectively performed and/or the le
to persons impacted by it. This p
now becoming widely used in inLocal Government best practice.
3.4.2 POLICY DIRECTIVES
The Governments Manifestarticulates, genuine democracy
effective representation, tran
participation, accountability to clives of people in our communit
alter their relationship with gov
As such, the main featuresLocal Government transforma
modernisation agenda are:
Devolution of authority and rewithin national policy guidelin
central Government MinistriesCommunity Development, Ho
Social Welfare, Sports, Plann
Environment etc. Equitable financial resources
(municipalities)
Adoption of a more decentralmodel for regional developme
planning
Collaborative government pro
the eXPeCtAtions oF the CUrrentAdministrAtion
hAPter 3
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
13/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
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.
4.3 POLICY OBjECTIVES
ven the policy directives, the following
licy objectives are categorised in the
suing sub-headings:
4.3.1 LEGISLATIVE FRAMEWORK
AND GOVERNANCE
Constitutional protection for
Local Government as part of theGovernments 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 GovernmentOffice (Mayors/Chairmen)
Broadened representation at the local
level to include representation for youth(male and female) and women and
children
Consider the establishment of anExecutive Council system
Undertake appropriate amendments tothe Municipal Corporations Act, 1990,
as amended, and associated bye-lawsand regulations
Creation of full-time local government
representatives.
B.: A list of the amendments to be madethe MCA, as well as constitutional
anges and the main new legislativeatures of a revised or new Localovernment Legislation are outlined inppendices I and II respectively.
3.4.3.2 FINANCING AND ECONOMIC
DEVELOPMENT
Establish mechanisms that will allow
greater flexibility in expanding the localrevenue base and promote more-
realistic programme planning and
budgeting Establish value-for-money and
performance-budgeting mechanisms
Establish an independent EconomicDevelopment Board (EDB) tointer
alia, make recommendations for a fair
and equitable distribution of nationalrevenue among central Government,
Tobago and Local Government bodies Establish mechanisms to prioritise
and optimise capital and developmentprogramme expenditure Promote vibrant local economies and
locally-led economic development
Establish mechanisms to ensuregreater financial accountability and due
diligence.
3.4.3.3 PARTICIPATORY GOVERNANCE
AND DIRECT CITIzEN
PARTICIPATION
Establish Civil Society Board voted bydelegates of Civil Society Organisations
at the local level
Establish Stakeholder AdvisoryCouncils (SAC) on specific sectors, as
required The SACs to provide a vehicle for
sector expertise to make a meaningful
contribution to economic developmentand to foster commitment to
implementation of specific strategies for
development as well as be consultedby 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 countrywide
Communities to determine priorities
with respect to projects, services and
facilities and propose consensual
solutions to eliminate challenges
and participate in the implementationprocess.
3.4.3.4 MUNICIPAL/REGIONAL
PLANNING AND DEVELOPMENT
Assign to Local Government bodiesgreater power and authority to regulate,
facilitate and control development
planning and the built environmentwithin municipalities
Harmonise, standardise and update
the small building codes to ensureuniformity of standards and more
control of development
Clarify and clearly demarcatethe roles and responsibilities of
Local Government bodies andother 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-deliverycoordination.
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 toensure balanced development, fair
treatment and equitable distribution ofresources
Broaden the coverage of servicedelivery within communities
Establish service delivery standards
that meet national and internationalbenchmarks
Increase responsiveness to community
infrastructural and service deliveryneeds and demands.
3.4.3.6 MUNICIPAL MANAGEMENT
Provide adequate administrative and
management support services andsystems to ensure effective functioning
of Municipal Corporations
Establish mechanisms that willfacilitate effective coordination of
departmental activities
Implement performance-management
systems and standards
Promote capacity-building initiativesto improve professional competencies,
skills and quality service delivery Develop a robust ICT infrastructure
and software systems that will
improve communication, informationdissemination, feedback, customer-
friendly relations, quality service
delivery and monitoring and evaluationof operations.
3.4.3.7 PUBLIC HEALTH ANDENVIRONMENTAL
MANAGEMENT
Promote and sustain a healthy, clean,sanitary, safe, serene and eco-friendlyenvironment
Encourage healthy lifestyles within
communities Provide support structures and
systems for the effective and efficient
discharge of the Public Healthresponsibilities assigned to Local
Government bodies
Encourage and support innovative,creative and environmentally-
friendly approaches to solid-wastemanagement
Develop policies and programmes
for effective public health andenvironmental management.
3.4.3.8 COMMUNITY SECURITY
AND SAFETY
Enhance the role of Local Go
in community safety and secu Expand the role of the Munici
in community crime-fighting in
Enlist the support of NGOs aother civil society organisation
fostering community security
cohesion Bring the Municipal Police un
the purview of the Police Serv
Commission.
3.4.3.9 BUILDING RESILIENTCOMMUNITIES
Expand and upgrade the DisaManagement capacity and ca
in Municipal Corporations
Establish a National Disaster to support disaster managem
challenges at the local level
Promote the development of and creative ways and mecha
local communities to cope and
to extreme events and sustaidevelopment challenges.
Parforce Box Drain after construction.
Disaster Unit at work. Road paving work underway.
-
7/29/2019 Policy on Local Government Transformaton and Modernisation
14/33
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION
the previous chapters, the issues andallenges within the Local Government
stem have been identified and explored.
ere has also been an analysis of theain strengths and weaknesses, which has
cilitated the determination of the policy
jectives for transforming and modernisinge Local Government system. In this
gard, the following key transformationalategies are proposed:
1 STRATEGIES FORTRANSFORMING ANDMODERNISING THE LOCALGOVERNMENT SYSTEM
__________________________
e following principal strategies under the
y focal areas are outlined in the ensuingb-headings:
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 constitutionreform for public comment
Make provisions in the emergingConstitution 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 Cabinetfor consideration for Parliamentary
approval
Identify measures to strengthenthe Local Government governance
framework and incorporate revised
or new legislation for consideration ofCabinet and Parliament
Identify revisions and changes to the
existing bye-laws and regulations andinitiate the approval process after
adoption by MCs Establish a citizens charter that
defines the obligations and reporting
relationship between the LocalGovernment representatives, the
people and civil society in respect of all
services and responsibilities of LocalGovernment
Redefine the role of Local Government
representatives by making them full-time, principal community advisors
attending to all the communitys basicneeds, finding remedies to peoples
immediate needs and concerns, and
channelling and championing theirgrievances to the appropriate agencies
Provide councillors with office
accommodation and secretarial supportwithin 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, thesetting of standards and monitoring,
evaluation and review of MCs
operations Identify the basic requirements for
the full implementation of the MCA,1990, as amende d, and develop an
implementation plan
Establish a consultative mechanismamong the relevant central agencies
and TTALGA, with a view to review the
terms and conditions for full-time localgovernment representatives.
bridGinG the GAP
ChAPter 44.1.2 FINANCING AND ECONOMIC
DEVELOPMENT
Develop in consultation with the
Ministries of Finance and Economy andPlanning, a formula for funding Local
Government that incorporates indices
of population size and density, socialand infrastructural service delivery
requirements, development planning
prioritie
top related