policy on local government transformaton and modernisation

7/29/2019 Policy on Local Government Transformaton and Modernisation

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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

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POLICY ON LOCAL GOVERNMENT TRANSFORMATION AND MODERNISATION

October 2012


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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


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


ACronyms & AbbreviAtionsUsed in this doCUment

A messAGe Fromthe Prime minister


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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


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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


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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.


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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.


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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

(%)


9/33



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


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.


10/33



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.


11/33


12/33


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



13/33



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.


14/33



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

policy on local government transformaton and modernisation

Documents