13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
PARLIAMENT OF THE REPUBLIC OF
TRINIDAD AND TOBAGO
Fourth Session (2013/2014)
TENTH PARLIAMENT
Thirteenth Report
Joint Select Committee
Appointed to inquire into and report on
Municipal Corporations and Service Commissions
PAPER NO:
PARL NO.
/2014
14/6/13
Ordered to be printed with the Minutes of
Proceedings
and Notes of Evidence
13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
An electronic copy of this report can be found on the Parliament website:
www.ttparliament.org
The Joint Select Committee on Municipal Corporations and Service Commissions
(with the exception of the Judicial and Legal Service Commissions)
Contact the Committee’s Secretariat
Telephone: 624-7275 Extensions 2277/2288/2282, Fax: 625-4672
Email: [email protected]
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Thirteenth Report
of the
Joint Select Committee appointed to inquire into and
report on Municipal Corporations and Service Commissions
[with the exception of the Judicial and Legal Service commission]
on a
Review of the Administration
of the
Point Fortin Borough Corporation
Date Laid: H.o.R: March 28, 2014
Senate: April 02, 2014
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
The Committee
Mr. Subhas Ramkhelawan
Chairman
Mr. Anthony Vieira
Vice-Chairman
Ms. Marlene Coudray
Member
Ms. Marlene McDonald, MP
Member
Mrs. Joanne Thomas, MP
Member
Mr. Prakash Ramadhar, MP
Member
Mrs. Vernella Alleyne-Toppin, MP
Member
Ms. Shamfa Cudjoe
Member
Mr. Chandresh Sharma, MP
Member
Mr. Devant Maharaj
Member
Mr. James Lambert
Member
Mr. Rodger Samuel, MP
Member
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Committee Mandate and Establishment
In accordance with the provisions of section 66(A) of the Constitution of the Republic of
Trinidad and Tobago, on September 17, 2010, the House of Representatives, and October
12, 2010, the Senate, agreed to a motion on the subject of the appointment of a Joint
Select Committee to inquire into and report to Parliament on Municipal Corporations and
Service Commissions with the exception of the Judicial and Legal Service Commission
on all matters relating to:

their administration;

the manner of exercise of their powers;

their methods of functioning; and

any criteria adopted by them in the exercise of theirs powers and functions.
Powers of the Joint Select Committee
Standing Orders 71B of the Senate and 79B of the House of Representatives outline that
the Committee is empowered to study and report on all matters relating to the mandate,
management and operations of the Ministry or Body assigned to it by the House.
In consequence, the Committee has the powers inter alia:
 to review and report on all matters relating to:
 the statute law relating to the Ministry/body assigned to it;

the program and policy objectives of the Ministry/Body and its
effectiveness in the implementation of same;

other matters relating to the management and organization of the
Ministry/body as the Committee deems it fit;
 to send for persons, papers and records;
 to adjourn from place to place;
 to appoint specialist advisers either to supply information which is not otherwise
readily available, or to elucidate matters of complexity within the Committee’s
terms of reference; and
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
 to communicate with any other Committees of Parliament on matters of common
interest.
Membership
The membership of the Committee is as follows:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Mr. Subhas Ramkhelawan
1
Mr. Anthony Vieira
2
Ms. Marlene Coudray
Mr. James Lambert3
Ms. Shamfa Cudjoe
Mr. Devant Maharaj
Mrs. Vernella Alleyne-Toppin, MP
Mr. Chandresh Sharma, MP
Mr. Rodger Samuel, MP
Mr. Prakash Ramadhar, MP
Ms. Marlene McDonald, MP
Mrs. Joanne Thomas, MP
Chairman
Vice-Chairman
Secretariat Support
Secretarial assistance was provided by the following officers:



Mr. Julien Ogilvie
Ms. Candice Skerrette
Ms. Kimberly Mitchell
-
Secretary
Assistant Secretary
Graduate Research Assistant
Meetings
For the purpose of this inquiry, the Committee held one meeting with officials of the
Point Fortin Borough Corporation on September 27, 2013.
1
Mr. Anthony Vieira replaced Mr. Elton Prescott S.C. on the Committee with effect from September 23, 2013.
Ms. Marlene Coudray replaced Brig. John Sandy on the Committee with effect from 16.10.12 following the termination of his
Senatorial appointment on June 25, 2012
3
Mr. James Lambert replaced Mr. David Abdulah on the Committee with effect from 16.10.12 following the termination of his
Senatorial appointment on June 22, 2012.
2
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Contents
Page #
Abbreviations……………………………………………………………………........................ix
Executive Summary………………………………………………………………………….......x
Chapter 1………………………………………………………..………………………………...1
Chapter 2………………………………………………………………………………………….4
Chapter 3………………………………………………………………………………………...15
Conclusion……………………………………………………………………………………….25
Appendix 1……………………………………………………………………………………….29
Appendix 2………………………………………………………………………………………31
Appendix 3………………………………………………………………………………………42
Appendix 4………………………………………………………………………………………62
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Table of Abbreviations
ABBREVIATION
MEANING
PFBC
Point Fortin Borough Corporation
SASC
Statutory Authorities’ Service Commission
PMCD
Public Management Consulting Division
NGO
Non-Governmental Organization
UWI
University of the West Indies
CEO
Chief Executive Officer
PSIP
Public Sector Investment Programme
CCTV
Closed Circuit Television
SRP
Special Reserve Police
EMA
Environmental Management Authority
TTPS
Trinidad and Tobago Police Service
SWOT
Strengths, Weaknesses, Opportunities and Threats
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Executive Summary
This is the Committee’s first report on the administration of the Point Fortin Borough
Corporation (PFBC). The decision to conduct a review of the operations of the Borough
Corporation was made in September, 2013. In furtherance of this review, the Committee
sought to obtain both oral and written evidence based on certain inquiry objectives which
it determined. Subsequent to reviewing the written submissions received on these areas,
the Committee held a public hearing with officials of the Corporation on September 27 th,
2013, to engage in further discussions on certain aspects of the Corporation’s activities.
This hearing was held approximately three weeks before the Local Government Elections
of October 21st, 2013.
Based on the oral and written evidence received the Committee concluded that addressing
the following issues was essential, to improving the operations of the PFBC and by
extension other local government bodies:
i.
the lack of financial autonomy and the need for the Corporation to employ
strategies to generate its own revenue;
ii.
the ineffective and archaic organizational structure of the PFBC;
iii.
the shortcomings of the Municipal Corporations Act;
iv.
the unsatisfactory service rendered to the Corporation by the SASC, particularly
as it concerns the filling of vacancies, the confirmation of promotions and
transfers as well as the execution of procedures involved in pursuing disciplinary
action; and
v.
the ambiguities caused by unworkable rules and procedures applied to the
administration of Municipal Police Officers, among others.
Relative to these and other issues outlined in this Report, the Committee has proffered a
number of findings and recommendations that it anticipates will assist the Corporation to
improve the existing legislative and administrative arrangements under which the
Corporation operates.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Besides the challenges to the effective administration of the Corporation, the Committee
also noted some encouraging plans and initiatives proposed by the Corporation to
improve its operations. The Committee was particularly pleased to learn that in recent
years the operations of the Corporation have been governed by a strategic
framework/plan. Also commendable was the Corporation’s drive to forge private-public
partnerships in order to finance certain projects and joint ventures. It was also noted that
the Corporation’s main tourism product i.e. Borough Day celebrations, has continued to
expand and is considered the nucleus of the resurgence of the Corporation’s status as a
recreational and tourism hub.
We expect that the Parliament, the Corporation, the Ministry of Local Government and
other stakeholders would take into consideration the findings and recommendations of
this Report, as we work towards improving the operations of the Point Fortin Borough
Corporation.
Senator Subhas Ramkhelawan
Chairman
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Chapter 1
Background of inquiry
1.1
The Borough of Point Fortin can be considered a burgeoning hub of industrial activities
that centres around producing, refining and marketing oil.4
1.2
The Borough covers an area of eighteen (18) square miles, which extends from Guapo in
the north and the Guapo Cap-de-Ville Main Road in the South. After the discovery of petroleum
in the area in 1906, the town grew into a major oil-producing centre. It grew steadily with the oil
industry between the 1940s and 1980s, culminating in its elevation to Borough status in 1980.5
1.3
The Point Fortin Borough Council is the local authority for the town and surrounding
areas, responsible for the full range of local government services to a population of
approximately 25,000 people. The Mission of the Council of the PFBC is the provision of good
governance and vision focused leadership.
1.4
The Corporation’s 8th Council was elected in July 2010, just a month following the
Commencement of the 10th Republican Parliament. However the Committee had not examined
the operations or exercise of the Corporations functions until now. Besides the lack of consistent
Parliamentary scrutiny of the affairs of the Corporation, the Committee was also cognisant of the
various administrative challenges which were confronting other local government authorities,
such as; a lack of sufficient human and financial responses; archaic organisational structures and
procedures; inefficient service from the SASC, among others. Therefore, the Committee was
interested in determining whether these issues were also adversely affecting the operations of the
PFPC.
1.5
In addition, the Committee was particularly concerned that there was a lack of timely
reporting to Parliament on the part of the Corporation. As at July, 2012, the latest report on the
Borough on the records of the Parliament was for the period 2009-2010. This made it
challenging for the Committee to effectively track the policy initiatives and developmental plans
4
5
Point Fortin Borough Corporation. History of Point Fortin. http://pointfortinborough.com/home/history-of-point-fortin
Administrative Report of the Point Fortin Borough Corporation
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
which were pursued during the years 2010/2011 and 2011/2012 to present. In light of the
foregoing and in pursuance of its constitutional mandate, the Committee initiated a review of the
operations of the PFBC in September 2013.
Objectives of the review
1.6
In considering the frame of reference outlined above, the committee agreed that the
objectives of its first inquiry into the operations of the PFBC would be as follows:
i.
to examine the structure and functions of the Corporation;
ii.
to assess the Corporation’s human resource issues;
iii.
to examine the Corporation’s infrastructural and capital intensive development
plans/projects;
iv.
to determine the major challenges faced by the Corporation and possible solutions,
particularly as it relates to:
a. sanitation;
b. health inspection;
c. vending;
d. maintenance of public spaces;
e. public transportation; and
f. infrastructural development;
v.
to ascertain whether the Corporation has been able to optimize revenue generation;
vi.
to determine whether any of the strategic objectives set out in the Corporation’s
Administrative Report for the October 1, 2009 to September 30, 2010 were met;
vii.
to examine the impact of crime on communities in the Borough and possible
solutions the Corporation can adopt;
viii.
to examine the extent of the service provided by the Municipal Police and to
determine the effectiveness of the operations of Municipal Police in the Borough;
ix.
to assess how customer service and service delivery are monitored; and
x.
to assess the function and capability of the Disaster Management Unit of the
Corporation.
1.7
The evidence gathered from the public hearing with Officials of the Point Fortin Borough
Corporation is summarised in Chapter 2.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
1.8
In accordance with Standing Orders 75(4)(b) of the Senate and 82(4)(b) of the House of
Representatives, the Committee at a meeting held on Friday March 07, 2014, considered and
adopted this Thirteenth Report.
Ministerial Response
1.9
The provisions of Standing Orders 71(B)(13) of the Senate and 79(B)(13) of the House of
Representatives are applicable to this Report. They state:
“(13) The Minister responsible for the Ministry/Body under review shall, not later than
sixty days after a report from a Joint Select Committee, relating to the Ministry/Body,
has been laid upon the Table, present a paper to the House responding to any
recommendations/comments contained in the report which are addressed to it.
1.10
The sixty-day period commences on the date of tabling.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Chapter 2
Evidence received
2.1
The Committee met with representatives of the PFBC at a public hearing held on
September 27, 2013. The following Officials represented the PFBC at the hearing:
2.2
i.
His Worship Alderman Clyde Paul
-
Mayor of Point Fortin
ii.
Mrs. Donnamay Taylor
-
Chief Executive Officer Ag.
iii.
Mr. Imtiaz Hosein
-
Town Superintendent
iv.
Ms. Maria Smith
-
Financial Officer
v.
Mrs. Wendy Chang Fong
-
Accountant II Ag.
vi.
Mr. Mark Byam
-
Corporate Secretary
Hereunder is a synopsis of written and oral evidence provided to the Committee:
Corporate Structure and Governance
2.3
Similar to other Municipal Corporations the PFBC is managed jointly by a politically
elected/appointed council and an administrative arm comprising monthly and daily paid workers.
The political arm is comprised of six (6) elected Members and two (2) selected Aldermen,
headed by the Mayor.
2.4
The Council demitted office on July 25, 2013. However, the Mayor continued in his role
until a New Mayor was selected. (Local Government Elections took place on October 21, 2013.)
2.5
The Corporation’s 2010-2013 Council’s structured its tenure as follows; Year 1 was
dedicated to planning the Council’s Agenda, Year 2 the council pursued a “resurgence of the
Borough” and in the third year the Council entered its “Transformation mode”. The Council saw
itself as “a catalyst of the community agenda, with renewed focus on owning, facilitating and
driving the economic, social, sporting and cultural renaissance of Point Fortin and surrounding
areas.” To this end, the Council’s themes for its Anniversary celebrations in 2012 and 2013 were
‘Refueling for Resurgence’ and ‘Revival to Transformation’ respectively. These themes are
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
indicative of the Council’s objectives of making Point Fortin the “Preferred Place to live, work,
invest and recreate.”
2.6
The PFBC indicated that it adopted a Community Engagement Model, and under this
model, continued the consultative process and public participation initiatives. The Council
identified two areas in which public consultations with stakeholders had the most impact:
i.
ii.
formalizing of the Borough of Point Fortin Spatial Development Plan; and
the South Western Peninsular Local Economic Development Plan.
DEVELOPMENTAL PROJECTS/INITATIVES
Resolutions of Council for the period 2011/2012 and 2012/2013
2.7
The motions and resolutions considered and adopted by the PFBC were indicative of its
aim to restore the Borough to its former prominence as being the preferred place to live, work,
invest and recreate. The motions and resolutions focused on issues such as:
i.
accessing amenities and services that are outside the scope of the Corporation;
ii.
provision of good governance to the burgesses of Point Fortin; and
iii.
charting the strategic direction of the council.
2.8
The resolutions of Council for the fiscal year 2011/2012 were as follows:
i.
Motion to relocate Techier Community Centre. 15/12/11;
ii.
Mayor/Minister of National Security; projects to be executed in Point Fortin by the
Ministry of National Security on fiscal. 21/11/11;
iii.
Motion to purchase #32 Main Road Point Fortin. 15/12/11;
iv.
Motion to expend monies from the Mayor’s fund for financing of the Point Fortin
Borough Corporation Sports Development Programme. 24/11/11;
v.
Motion to expend monies from the Mayor’s fund for the services of an excavator to
assist with repairs to the access road at Guapo Land Fill Site. 15/12/11;
vi.
Motion to increase Point Fortin Borough Corporation bank overdraft. 01/06/2012;
vii.
Motion for the Government to reinstitute the collection of property rates and taxes.
13/09/12;
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
viii.
Motion to affix the Corporation’s seal to the Guapo Clifton Hill beach Facility
Management Lease Operation Agreement. 25/10/12; and
ix.
Motion to establish a Faculty of Engineering in the Borough of Point Fortin.
01/08/12.
2.9
Resolutions of Council for the fiscal year 2012/2013:
i.
Motion for the purchase/acquisition of L-Tech property located opposite Peiping
supermarket, corner of main and Adventure Road;
ii.
Declaration of a designated day in recognition of Austin ‘Super Blue’ Lyons.
03/06/13;
iii.
Motion to rekindle and rename a recreation park on Volunteer Road, Point Fortin,
‘the Austin ‘Super Blue’ Lyons recreation park’. 28/02/2013;
iv.
Motion to transfer one million dollars from the acquisition of land for the maxi taxi
hub to establish a pan theatre and homework centre on the site of Tornadoes Steel
Orchestra pan yard. 28/02/2013;
v.
Motion to relocate the N.P. service station at Frisco Roundabout Point Fortin to the
Maxi Taxi hub site. 28/02/2013;
vi.
Motion to approach N.P. and Petrotrin to explore the option of lease/transfer with
respect to Maxi Taxi Hub site and service station at Frisco Roundabout. 28/02/2013;
Local Economic Development
2.10
In keeping with the PFBC’s vision to make Point Fortin the preferred place to be, the
Corporation has given its support to the different socio-economic models that have been
developed specifically for the area. One such model was centred around a Local Economic Plan
for the South Western Peninsular and was developed through the Multilateral Investment Fund,
of the Inter-American Development Bank with Atlantic LNG as co-sponsor.
2.11
The project was undertaken by the University of the West Indies (UWI), with UWI as the
principal and the PFBC as a key partner. The plan focused on sustainable economic and social
development in the South Western Peninsular, and is currently on going.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Local Tourism
Borough Day Celebrations
2.12
With respect to its most prominent tourism product, the Corporation reported that its
Borough Day Celebrations has grown into an international event and conceded that it had to be
strategic and innovative in its planning and financing to successfully organise the Annual
Borough Day Celebrations. Support from the State was also acquired to support the celebrations.
2.13
Requests made to the Tourism Board to have the event listed on the country’s official
calendar of events have been declined.
2.14
Following the completion of the Guapo Beach Facilities, the PFBC sought suggestions
for further development of the area with the aim of promoting local tourism. As such, a decision
was taken to create a tourism hub in the Guapo/Clifton Hill beach area. In this regard, the
Committee was informed that discussions with corporate partners and relevant government
departments are under way.
2.15
The abandoned jetty, located just off the Clifton Hill area, was identified for
refurbishment to accommodate the Water Taxi Service to Point Fortin, and in future, cruise
ships. This project was recognized for its potential to further develop the tourism hub and Point
Fortin in general, as their completion would provide more jobs and revenue for the Borough.
Sport Tourism
2.16
The PFBC cited in its submission, that it has utilized sports as an avenue to revive Point
Fortin, and as such, the Corporation focused on the development of the Mahaica Oval as a major
sporting facility to support its sport tourism strategy.
2.17
The Corporation reported that the Oval’s playing surface has already been completed and
has attracted the best local and international CONCACAF teams.
2.18
The Corporation indicated that its sports tourism strategy included the marketing of the
Oval as the ideal venue where teams can conduct developmental programmes, as well as,
develop and nurture sporting personalities.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
2.19
Additionally, the Corporation has begun re-grassing its recreation grounds throughout the
Borough, with three (3) completed and one (1) to be done. The Corporation indicated that
conceptual designs have been developed for each recreation ground, with the grounds assigned
for specific sports such as cricket or football.
Modification of the Corporation’s Organizational Structure
2.20
PFBC officials expressed dissatisfaction with the present organizational structure, as it
does not fully support the delivery of its objectives. The Corporation further clarified its stance
by pointing out that there are currently no events management professionals on its establishment,
which has set back its plans to harness the tourism potential of the Borough.
2.21
A proposed new structure for the Corporation was not included in the 2012-2015
Strategic Plan. However, in order to fill Human Resource gaps within the Corporation, personnel
were employed on contract, in areas such as the occupational health and safety, information
technology and project management positions.
2.22
The PFBC indicated that the posts of Engineer and Medical Officer are currently vacant.
However, in the absence of the Medical Officer, the Corporation has improvised by engaging the
services of the district area hospital. In the absence of events planning and management
personnel, the Corporation instituted a secretariat to handle the organization of most of the
Corporation’s events.
Building the infrastructure for transformation
2.23
The Corporation has lent support to a number of projects, namely:
i.
The construction of the Tornados Pan Theatre and Homework Centre - funding has
been an issue but the PFBC has assisted with the designs and part sponsorship of
phase one of the project;
ii.
The construction for the Centre for the Performing Arts – seen as crucial for the
development and refinement of the artistic talent of the people of the South Western
peninsular;
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
iii.
Point Fortin Uptown Development – this focuses on designing a theme for the
Borough that is consistent with the concept of a “Festival City”;
A multi-purpose car park – which will be constructed to accommodate small
iv.
businesses and various forms of entrepreneurial activity on its top floor. This project
is in its design stage;
v.
A ten thousand (10,000)-seat stadium – the Corporation was approached by the Sport
Company of Trinidad and Tobago to construct this stadium at Coronation Park. To
date this has not materialized; and
vi.
Water taxi service – the current position of the government is that this service may be
too costly to subsidize.
2.24
In addition, the Corporation stated that its Engineering Division continues to leverage its
resources to develop proper drains to alleviate flooding and the paving of roadways.
Administrative Management and Administrative Services
2.25
The PFBC’s administration is responsible for executing the decisions of the Council. It
provides the necessary guidance and direction in keeping with the legal framework in which the
organization operates. The administration comprises of the following departments:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
2.26
Municipal Police;
Disaster Management;
Public Health Department;
Office of the Mayor;
Administrative Services;
Accounts;
Personnel and Industrial Relations;
Internal Audit;
assessment;
engineering (buildings); and
administrative services (council secretariat, health and safety, Clyde Paul
Reference library and reading room.)
The Chief Executive Officer (CEO) heads the administrative arm of the PFBC while
section heads are responsible for their respective units.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
2.27
The PFBC submitted that there are one hundred and five (105) monthly rated staff and
two hundred and thirty (230) daily-rated on the permanent establishment.
2.28
An amendment was made to the Central Tenders Board Regulations under Section 35 of
the Central Tenders Board Act, Chap 71:91 to reflect an increase in the financial limits of CEOs
(special minute No. 2028 of July 30, 2009 refers) from $100,000 to $300,000.
2.29
This amendment grants CEOs more flexibility with regards to the provision and
management of their organization’s resources. This in turn leads to greater available resources
for the development of the burgesses
Human Resources
2.30
The Corporation indicated that the number of employees assigned to the Corporation was
inadequate, however in the interim the Corporation has focused on building the capacity of
existing personnel through strategic training. Despite this, it was reported that there still exists, a
need for specialist skills and competencies in specialist areas such as Occupational Health and
Safety, Environmental Management, Project Management, Quantity Surveying, Medical Officer
of Health, Engineer and CCTV operators.
2.31
Human
The Corporation still has a Personnel Department that is headed by a Personnel and
Resource
Officer
I.
Several
of
the
Corporation’s
most
experienced
officers/administrators, retired (compulsory) at the end of the financial year 2012/2013.
Therefore, at present institutional knowledge of the Corporation has been partially depleted.
2.32. With respect to employee relations and management, it was submitted that the industrial
relations climate within the Corporation remained amicable during the 2010-2013 period. The
SASC also visited the Corporation in 2011 and 2012 to engage in discussions regarding the
human resource issues and challenges faced by the Corporation.
2.33
Further, the Committee was advised that on the first Friday of 2012 and 2013, the
management of the Corporation met with the staff of the Corporation to provide them with
information on the activities of the Corporation and the strategic direction of the Corporation was
conveyed to all employees.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Finance and Accounting
2.34
The Corporation indicated that Peach Tree Accounting Software, with an automated
cashier receipt software was installed during the financial period 2011/2012 and 2012/2013. It is
expected that this software will increase the efficiency of the recording and reporting of
transactions in the organization.
2.35
A new line item under Recurrent Services was provided to cater for costs and incidentals
associated with the operations of the Electoral District Offices for Councillors of Municipal
Corporations.
Additionally, under the Public Sector Investment Programme (P.S.I.P) – Development
2.36
Services, the Corporation received four (4) additional heads of expenditure and funding. These
were:
i.
149 – establishment of Fanfest at the Victor Chinkit park;
ii.
150 – administrative services – construction of staff lunch room;
iii.
151 – environmental protection and rehabilitation – development of the Guapo
Landfill site; and
iv.
152 – establishment of spatial development plan – construction of regional tennis
centre.
2.37
The PFBC stated that the revenue collection for the period 2011-2012 increased from
four hundred thousand five hundred and eighteen dollars ($400,518). This is a sixteen (16%)
percent increase over the 2011 revenue of three hundred and forty six thousand and ninety-two
dollars ($346,092).
2.38
Despite the suspension of the collection of rates and taxes, the Corporation continued to
administrate the WASA application forms and Certificate of Assessment, which are elements of
rates and taxes administration.
Sanitation
2.39
The PFBC indicated that ninety percent (90%) of the land mass (totalling 18 square
miles) within the Borough is owned by Petrotrin. As such, discussions have been held with the
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
company to deal with the issue of overgrown bushes on lands on which the company has an
interest.
2.40
Additionally, PFBC submitted that Petrotrin does not clean the main municipal drain,
which has oil flows. Instead, the Corporation collaborates with Atlantic LNG when cleaning is
necessary.
2.41
Regarding the issue of illegal vending, night vending and food vendors’ non-compliance
with public health standards, the Corporation stated that it did not have any challenges in those
areas. Instead, there is an on-going programme where restaurants, supermarkets and other
establishments are checked on a continuous basis.
2.42
The Corporation informed the Committee that it has the reputation for maintaining the
cleanest Municipality. This is as a result of its on-going public education programme that targets
primary and secondary schools within Point Fortin. The Corporation also engaged retirees to
provide the services of Environmental Wardens to encourage compliance by members of the
public with sanitation standards. These wardens are encouraged with a small stipend as an
incentive. Additionally, the Public Health Department would usually set up a booth during
exhibitions and outdoor public events to educate burgesses on health related issues.
2.43
The Corporation shares a landfill site with the Siparia Regional Corporation. It was
submitted that the Siparia Corporation accounts for approximately sixty percent (60%) of the
waste that enters the landfill.
Security
2.44
The PFBC indicated that the current strength of its Municipal Police Unit is thirty (30)
officers, including one (1) Inspector and two (2) Sergeants is inadequate. At the time of the
hearing, there were twenty-four (24) municipal police officers on active duty.
2.45
The Committee was also informed that officers are forced to accumulate compensatory
leave, which results in an officer being away from the Corporation for months at a time.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
2.46
However, in an attempt to improve the current manpower shortage, the Corporation
approached the Public Management Consulting Division (PMCD) to increase the number of
positions for the Police Unit from thirty (30) to sixty-five (65) officers. Additionally, the
presence of the Municipal Police was expanded with the establishment of a substation at the
Engineering Services compound.
2.47
In the interim, approximately three million ($3,000,000) was spent by the Corporation on
a closed-circuit television (CCTV) surveillance system, with the installation of thirty-five (35)
CCTV cameras and a control room. The Corporation also utilized the services of SRPs.
Interim Strategic Plan 2012/2013
2.48
It was explained the Interim Strategic Plan 2012/2013 that was submitted to the
Committee was a revision of the previously approved Strategic Plan (2004-2008).
Status of Disaster Management
2.49
The PFBC indicated that it has developed and tested its disaster response strategy and has
assisted the Chaguanas and Penal-Debe Regional Corporations with developing their disaster
management plans.
2.50
The Unit is supported by Community Disaster Response Teams, the members of which
are being trained for assignment to districts and functions. In 2013, the PFBC, together with
Atlantic LNG, staged drills and disaster simulations to ensure that the community would be
ready in cases of emergency. However, with regards to the removal of oil residue from drains,
the Corporation admitted that it did not have the equipment to do so. Nevertheless, the PFBC
stated that it would seek the assistance of TRINMAR’s Health and Safety personnel to handle
that area.
2.51
The PFBC also indicated that it is unable to determine or test environmental safety
standards of petroleum effluents and residue, as it does not possess the equipment to do so.
However, the PFBC stated that this was a job for the EMA, who is the competent authority to
carry out such operations.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
2.52
The PFBC submitted additional information concerning its Disaster Management Unit.
This is attached at Appendix 4.
Challenges
2.53
The PFBC indicated that some of the operational challenges facing the Corporation
included the quality and quantity of staffing as well as the quantity and late release of funding.
2.54
Additionally, problems arise when municipal police officers who have had no training,
are appointed by the SASC to the Corporation. These officers were not precepted and therefore
are not trained in the use of a firearm. The officers are also unable to attend to matters in Court.
2.55
The Mayor indicated that one of the biggest challenges facing the Corporation stemmed
from the outdated provisions of the Municipal Corporations Act, Chap. 25:04. He contended that
the Act is deficient and limits local government autonomy, while providing a high level of
ministerial control.
2.56
Further, it was asserted that this Act does not encourage public participation, and hence,
should be repealed and replaced.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Chapter 3
Findings and Recommendations
3.1
Based on the written and oral evidence presented, the Committee has determined that the
under mentioned issues were of particular importance to the administration of the Corporation
and therefore proposes the subsequent recommendations for the enhancement of the operations
of the PFBC.
CORPORATE STRUCTURE AND GOVERNANCE
3.2
The Committee was encouraged to learn that the Corporation has been engaged in
strategic planning exercises. It was noted that the current council (as at September 2013) had
sought to review its 2004-2008 Strategic Plan with a view to updating/aligning it with the
strategic objectives of the Council.
3.3
The Corporation’s “Interim Strategic Plan 2012-2015” was the product of this
reconciliation exercise and provided the Committee with details of the Corporation’s major
goals, strategic focus areas and a summary of a SWOT analysis.
3.4
With respect to the Business Unit Deliverables outlined in the Interim Strategic Plan, it
was noted that the majority of these initiatives were at their conceptualisation and design stage,
and no proposed or project timeframe for completion was provided.
3.5
In addition, the Committee also noted that due to the compulsory retirement of some
senior employees, the institutional knowledge within the Corporation has been considerably
reduced.
3.6
The Committee commends the Corporation’s efforts to sensitise and acquire feedback
from employees regarding the performance and objectives of the Corporation. This is done
through the convening of annual General staff meetings at the commencement of each year. The
Committee considers this a useful exercise that is worthy of emulation by other Corporations.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
RECOMMENDATIONS
I.
We recommend that the Corporation move with alacrity to develop a
comprehensive Strategic Plan and an accompanying Implementation Schedule/Road Map
by the third quarter of 2014.
II.
We recommend that in the Ministerial Response to this Report, the Corporation
provide the Parliament with estimated costs and timeframes for the delivery of the
numerous “Business Unit Deliverables” outlined in its “Interim Strategic Plan 2012-2015”.
Once finalised and approved, the Corporation must ensure that the details of the plans are
effectively communicated to burgesses via the Corporation’s website and at Statutory and
Town meetings.
III.
We suggest that General Staff meetings be convened at least twice per year; the first
should be convened at the start of the year and the other at mid-year. This may allow for
more effective monitoring of the level of employee involvement and enthusiasm towards the
Corporations objectives and initiatives. It would also allow employees to comment on
general issues, which may be affecting the operation of the Corporation.
DEVELOPMENTAL PROJECTS/INITIATIVES
3.7
The Committee was quite pleased to see that despite its many challenges, the Corporation
employed a number of innovative activities to achieve its objectives. Investments and support for
local and sport tourism, and local economic development are indeed commendable and will
certainly aid in furthering the vision of making Point Fortin the ‘preferred place to live, work,
invest and recreate’
3.8
The Committee acknowledged and commended the Corporation’s strategies and
partnerships that were created in order to execute its commitment in hosting the annual Borough
Day celebrations. The Committee was encouraged by the fact that popularity and support for
these celebrations have increased in recent years. The Committee endorses the efforts of the
Corporation to have this event included on the official annual events Calendar of the Tourism
Board.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
3.9
The Committee noted that a water taxi service for the borough has not been established
despite attempts by the administration of the Corporation to acquire the support of central
government for the project. The Committee is also aware that the Water Taxi service has been
expanded to Chaguaramas, and given the borough’s population (20,2356) and the Corporation’s
tourism development initiative, the Committee considers the implementation of the Water Taxi
Service to Point Fortin as necessary.
RECOMMENDATIONS
I.
We recommend that the Corporation consult with its stakeholders and the
community to develop/expand targeted plans for the promotion of entrepreneurial
activities that complement the already established energy industry. This may assist with
increasing the number of employment opportunities available to burgesses.
II.
We also recommend that the Corporation seek public-private partnership to expand
the existing number of hotel rooms available in the borough to accommodate a larger
number of persons who may wish to visit the borough to engage in its various
entertainment and recreational activities.
III.
We recommend that the Corporation submit a project proposal document to the
National Infrastructure Development Company Limited (NIDCO) and the Minister of
Transport comprising empirical data to justify the establishment of a Water Taxi Service
to Point Fortin.
MODIFICATION OF THE CORPORATION’S ORGANIZATIONAL STRUCTURE
3.10
The Committee noted the Corporation’s dissatisfaction with its organizational structure,
as the structure does not fully support the delivery of its objectives. This seems to be a recurrent
issue affecting the regional corporations examined by the Committee thus far. Key positions at
the PFBC, such as those of Medical Officer, Engineer, Occupational Health and Safety,
Information Technology, Project Management and Events Management were unfilled.
6
Trinidad and Tobago 2011 population and housing census demographic report, pg.5.
http://www.cso.gov.tt/sites/default/files/content/images/census/TRINIDAD%20AND%20TOBAGO%202011%20Demographic%20Report.pdf
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
3.11
Vacancies such as these would lead to serious inefficiencies that would hamper the
Corporation in the fulfilment of its duties. However, in order for its operations to run smoothly,
the Corporation had to be innovative, and thus utilized other avenues to fill these positions with
contract personnel.
3.12
The Committee is aware that as at January 2014, in furtherance of a recommendation set
out in the Draft White Paper on Local Government Reform (2013), the Ministry of Local
Government has undertaken to procure the services of a Human Resource Consultant to
determine relevant organisational Structure for each Municipal Corporation.
3.13
The Committee noted the Corporation’s concerns with the Municipal Corporations Act,
Chap. 25:04, specifically that of its Mayor, who considered the Act to be deficient and a
deterrent to local government autonomy. Although efforts were made to seek a list of proposed
amendments from the Corporation, this submission was not forthcoming at the time of the
finalization of this Report.
RECOMMENDATIONS
I
We therefore recommend that the Corporation collaborate closely with the Ministry
of Local Government’s HR Consultant with a view to effectively reforming its
Organizational Structure. The Corporation should consider developing it’s a preliminary
proposal to guide the work of the consultant in order to ensure that the system is properly
tailored to effectively address the needs of the Corporation and its burgesses.
II.
We also concur with the Corporation that there should be an Events Management
Professional on its establishment to facilitate the efficient and effective organization of all
of the Corporation’s events as well as a proper Human Resource Management Department
to enhance service delivery to members of staff as well as external stakeholders.
BUILDING INFRASTRUCTURE FOR TRANSFORMATION
3.14
The Committee finds it commendable that the Corporation has lent support to a number
of infrastructural projects such as the building of a Pan Theatre, Homework Centre, multi-
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
purpose car park, water taxi service etc. These projects are all guaranteed to provide employment
and income generation for the people of the Borough.
RECOMMENDATION
We recommend that a Project Monitoring and Evaluation unit be established to oversee
these infrastructural projects and initiatives. Additionally, the Committee endorses the
recommendation set forth in the Draft White Paper on Local Government Reform (2013),
which advocates for the establishment of spatial planning units in Municipal Corporations.
ADMINISTRATIVE MANANGEMENT AND ADMINISTRATIVE SERVICES
3.15
The Committee noted the importance of the Corporation’s administrative arm in ensuring
the execution of the mandate and strategic objectives/initiatives of the Corporation.
3.16
Additionally, the Committee was also pleased to be informed of the decision of Cabinet
to increase the unapproved spending limit of CEOs of Corporations from $100,000 to $300,000.
Although not significant relative to the overall development projects/initiatives, it represents a
200% increase relative to the previous limit.
HUMAN RESOURCES
3.17
The Committee noted that there has been no major increase in the number of persons
employed at the Corporation since its establishment. Despite this, the Corporation focused on
building the capacity of its exiting personnel. Whilst this was indeed commendable, it was also
noted that the Corporation lacked personnel with specialist skills and competencies in areas such
as environmental management, project management, and a medical science, among others.
3.18
Additionally, the Committee was concerned about the shortage of institutional
knowledge, which was as a resulted of the retirement of a number of the Corporation’s most
experienced officers.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
3.19
However, the Committee was pleased to learn that the annual General Staff Meeting was
held in two successive years (2012 and 2013) in order to engage employees on the Corporation’s
activities and its strategic direction.
RECOMMENDATION
I.
We recommend that the Corporation collaborate with the Ministry of Local
Government, the Public Management Consulting Division (PMCD), and the Statutory
Authorities’ Service Commission (SASC) to address the numerous vacancies within the
Corporation that can be filled within the existing structure.
II.
We strongly recommend that the Corporation develop a succession plan in order to
strategically harness/manage leadership potential within the Corporation and prepare
those potential leaders for future leadership roles. Consideration should also be given to
ensuring that there is proper documentation of work processes by means of process
mapping techniques and the development of Job Manuals. In instances where the
institutional knowledge was absent due to the retirement of officers, measures should be
put in place to engage retirees to act as mentors to assist with training existing employees
who are now required to perform unfamiliar duties.
III.
We recommend that the Corporation continue with the general staff meetings to
engage and inform staff about the Corporation’s activities. Additionally we suggest that the
Corporation establish an internal communication platform/network to ensure that
employees are constantly updated on the plans and initiatives of the Corporation. The
information platform/network should also provide for employee feedback, be it on an
opened and or anonymous basis.
FINANCE AND ACCOUNTING
3.20
The Committee noted the Corporation’s implementation of the Peach Tree Accounting
Software and the automated cashier receipt software, and was encouraged by the Corporation’s
efforts to improve its system of recording and reporting the Corporation’s financial and
administrative transactions.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
3.21
The Committee also observed that the Corporation received a new line item for
associated costs and incidentals related to the operation of the electoral district offices, as well as
four (4) additional heads of expenditure under PSIP. However, given that the Corporation
receives its funding from the State, greater efforts should be made at the level of the Corporation
to generate additional income.
3.22
The Committee was pleased to learn that there is an Internal Audit Unit within the
Corporation’s establishment. It was not confirmed whether the Unit was functioning at full
capacity. Nevertheless, the Committee suggests that the CEO of the Corporation ensure that no
efforts are spared to ensure the proper functioning of this important check and balance on the use
of resources within the Corporation.
3.23
The Committee observed that the issue of the quantity and late release of funding is
another recurrent issue affecting Corporations examined by the Committee thus far. On the one
hand, the Committee understands that in the interest of sound accounting practices and
accountability there are certain administrative procedures that must be adhered to before funds
can be released. What the Committee would admonish the Ministry of Local Government to
guard against is any form of discriminatory practices in the release of funds to Corporations as a
consequence of improper considerations. It is difficult to conceptualise how the current thrust
towards enhancing the operation of the Local Government System, can exclude policies to
enhance the level of financial autonomy granted to Local Government Authorities.
RECOMMENDATIONS
I.
We recommend that regular training be provided for the finance and accounting
staff of the Corporation in areas such as financial analysis, fundamentals of cost
accounting, a budgeting workshop, and fixed asset accounting.
II.
In consonance with Recommendations outlined in the Draft White Paper on Local
Government Reform (2013), we recommend that the Corporation establish a comprehensive
plan for revenue generation, identifying potential sources and strategies for achieving this
goal. The Corporation should also consider employing a taxation regime along with PublicPrivate Partnerships, which was mentioned earlier above.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
III.
Additionally, the Corporation should consider the Medellin, Columbia Model7. This
Business Model proposes the establishment of a public utility by a Municipal Corporation
as a financing/revenue earning measure. The city’s Mayor serves as president of the
company, which has funded huge projects throughout the city. A percentage of the
company’s revenue is then reinvested in innovation and development strategies for the city.
SANITATION
3.24
It is certainly commendable that the Corporation has no problems with illegal vending
and night vending. Also noteworthy, are the on-going programmes educating schools and
inspecting restaurants and food establishments in the Borough.
3.25
However, whilst the Committee understands that the majority of land owned in the
Borough belongs to Petrotrin and that the Corporation will certainly have difficulty in cleaning
oil from the main drain; the Committee strongly feels that a partnership should be established to
deal with these matters. With respect to cleaning petroleum residue from drains, the Committee
was concerned about the lack of direct collaboration between the Corporation and Petrotrin.
RECOMMENDATION
The Committee therefore recommends that the Corporation forge stronger collaborations
with Petrotrin, similar to its existing partnership with Atlantic LNG, and the EMA, with a
view to eliminating petroleum deposits and affluent that may occur from time to time
within the borough.
SECURITY
3.26
The Committee observed that the Corporation’s Municipal Police Unit was not operating
at its current strength and commended the interim measures employed by the Corporation
including the installation of CCTV equipment and the seconding of the services of SRPs in the
interim.
7
Local government handbook: how to create an innovative city. http://knowledge.wharton.upenn.edu/article/local-government-handbook-createinnovative-city/
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
3.27
In its inquiries into the Port-of-Spain City Corporation, the San Fernando City
Corporation, and the Point Fortin Borough Corporation, the Committee discovered that the issues
concerning Municipal Police Officers are common to all three (3) Corporations. The common
source of concern is that officers who have undergone no training are appointed to the
Corporations, and this is both dangerous and counter-productive as such officers are unable to
carry out their duties effectively and efficiently.
RECOMMENDATIONS
I.
As was suggested in the Committees’ Twelfth Report on the Statutory Authorities’
Service Commission (SASC), we recommend that multi-stakeholder consultations be
pursued involving the Heads (Political and Administrative) of all Municipal Corporations,
the Commissioner of Police, Minister of Local Government, Minister of National Security
among others, for the purpose of determining the most appropriate and feasible strategies
for addressing the issues hindering the effective administration of municipal police.
II.
The Committee recommends that the Corporation seek to engage the TTPS for the
establishment of Police Youth Club throughout the Borough. This will encourage residents,
in particular young people to play a more active role in promoting a safe and law-abiding
municipality. Police Youth Clubs are also a venture in which the private sector can be
engaged.
DISASTER MANAGEMENT
3.28
The Committee was pleased with the Corporation’s level of disaster preparedness as
evidenced by the numerous programmes and training provided to staff members (See Appendix
4). It is also a commendable strategy to collaborate with Atlantic LNG and host drills and
disaster simulations to ensure the readiness of the Community to handle such events. The
Community Disaster Response Teams initiatives is also a commendable effort by the
Corporation to encourage members of the community to become more involved and interested in
responding to possible disasters that may affect their lives.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
RECOMMENDATIONS
I.
The Committee recommends that the Corporation continue to provide not only local
but also international training to staff of the Disaster Management Unit. Areas of
additional training may include Emergency Management, Disaster Management for
Environmental Hazards, and Global Disaster Management and Humanitarian Relief.
II.
The Committee also recommends that the Corporation frequently engage with
stakeholders such as ODPM, the EMA, and its burgesses to ensure that international best
practices are observed, and that the disaster management plans and procedures are
regularly tested and updated. This is critical, as Regional Corporations are required to act
as first responders in the event of certain disasters.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Conclusion
The Point Fortin Borough Corporation, as indeed all the other Municipal Corporations comprise
the operational machinery of the local government system. The Corporations’ importance is
evidenced by the wide range of goods and services they provide to their burgesses. Indeed, core
services such as sanitation, water supply, road maintenance and markets are all handled by the
Municipal Corporations. It is therefore imperative that all issues hampering the operations of the
Corporations are addressed so as to ensure the efficient and effective discharge of their mandate.
It appears that the PFBC in trying to meet its mandate is hampered by a number of limitations;
legal, administrative, financial and structural. The Committee is cognisant that to resolve these
issues, efforts are required not only on the part of the Corporation but also other external entities
involved in the both local and central government. Issues which concern the Municipal
Corporations Act, rules and procedures that govern Municipal Police Officers, the efficiency of
the SASC and the amount of budgetary allocation provided to the Corporations are just a few
examples of issues that are outside the span of control of the corporation.
However, despite its inherent challenges, the Committee noted that the Point Fortin Borough
Corporation has attempted to utilize innovative avenues to circumvent its difficulties. Evidence
received suggested that these innovative and contingency measures have been relatively
successful. Nevertheless, the Corporation must continue to work assiduously with the Ministry of
Local Government, the Statutory Authorities’ Service Commission, and the Public Management
Consulting Division in order to effectively address the issues confronting the Corporation.
The Committee therefore submits its 13th Report for the consideration of the Houses.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Mr. Subhas Ramkhelawan
Chairman
Sgd.
Mr. Anthony Vieira
Vice-Chairman
Sgd.
Ms. Shamfa Cudjoe
Member
Sgd.
Mr. James Lambert
Member
Sgd.
Mrs. Vernella Alleyne-Toppin, MP
Member
Sgd.
Mr. Rodger Samuel, MP
Member
Sgd.
Ms. Marlene Coudray
Member
Sgd.
Mr. Devant Maharaj
Member
Sgd.
Mr. Chandresh Sharma, MP
Member
Sgd.
Ms. Marlene McDonald, MP
Member
Sgd.
Mrs. Joanne Thomas, MP
Member
Sgd.
Mr. Prakash Ramadhar, MP
Member
Dated March 07, 2014
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
APPENDICES
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Appendix 1
Entities falling under
the purview of the
Committee
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Entities falling under the purview of the Committee:
Police Service Commission
Public Service Commission
Statutory Authorities’ Service Commission
Teaching Service Commission
Arima Borough Corporation
Chaguanas Borough Corporation
Couva/Tabaquite/Talparo Regional Corporation
Diego Martin Regional Corporation
Mayaro/Rio Claro Regional Corporation
Penal/Debe Regional Corporation
Point Fortin Borough Corporation
Port of Spain City Corporation
Princes Town Regional Corporation
San Fernando City Corporation
Sangre Grande Regional Corporation
San Juan/Laventille Regional Corporation
Siparia Regional Corporation
Tunapuna/Piarco Regional Corporation
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Appendix 2
Minutes
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
MINUTES OF THE TWENTY-FIFTH MEETING OF THE JOINT SELECT COMMITTEE APPOINTED TO INQUIRE INTO AND
REPORT TO PARLIAMENT ON MUNICIPAL CORPORATIONS AND SERVICE COMMISSIONS (WITH THE EXCEPTION OF
THE JUDICIAL AND LEGAL SERVICE COMMISSION) HELD IN THE ARNOLD THOMASOS ROOM (EAST), LEVEL 6 AND THE
J.HAMILTON MAURICE ROOM, MEZZANIE FLOOR, OFFICE OF THE PARLIAMENT, TOWER D, #1A WRIGHTSON ROAD,
PORT OF SPAIN ON FRIDAY SEPTEMBER 27, 2013 AT 9:28AM
ON FRIDAY SEPTEMBER 27, 2013 AT 9:28 A.M.
PRESENT
Members of the Committee
Mr. Subhas Ramkhelawan
Ms. Marlene Coudray
Mr. Rodger Samuel
Ms. Shamfa Cudjoe
Mr. James Lambert
Mrs. Vernella Alleyne-Toppin
Mrs. Joanne Thomas
-
Chairman
Member
Member
Member
Member
Member
Member
Secretariat
Mr. Julien Ogilvie
Ms. Candice Skerrette
Ms. Kimberly Mitchell
-
Secretary
Assistant Secretary
Graduate Research Assistant
-
Member (Excused)
Member (Excused)
Member (Excused)
Member
Member
ABSENT
Mr. Prakash Ramadhar
Mr. Anthony Vieira
Mr. Chandresh Sharma
Mr. Devant Maharaj
Ms. Marlene McDonald
REPRESENTATIVES OF THE SAN FERNANDO CITY CORPORATION
Mrs. Willa Straker
Mr. Ramesh Sookdeo
Mr. John Ramkhelawan
Ms. Yvette Rousseau
Mr. Leon Lively
-
Chief Executive Officer (Ag.)
City Engineer
Public Health Inspector IV
Administrative Assistant
Assistant Superintendent of Police (Ag.)
REPRESENTATIVES OF THE POINT FORTIN BOROUGH CORPORATION
His Worship Alderman Clyde Paul
Mrs. Donnamay Taylor
-
The Mayor of Point Fortin
Chief Executive Officer (Ag.)
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Mr. Imtiaz Hosein
Ms. Maria Smith
Mrs. Wendy Chang Fong
Mr. Mark Byam
-
Town Superintendent
Financial Officer
Accountant II Ag.
Corporate Secretary
INTRODUCTION
1.1
A quorum being established, the Chairman called the meeting to order at 9:28 a.m. and
welcomed those present.
1.2
The Chairman indicated that Mr. Prakash Ramadhar, Mr. Anthony Vieira and Mr.
Chandresh Sharma had asked to be excused from the meeting.
CONFIRMATION OF MINUTES
23rd Meeting held on June 28th, 2013
2.1
The Committee considered the Minutes of the 23rd Meeting held on June 28, 2013. The
Chairman enquired whether there were any amendments and/or omissions.
The following corrections were made under the heading “Procedural Motion”:
Insert “HOR” before “Standing Order 79(b)(4)”; and
Delete “Thus, Mr. Sharma was” and insert “At this point Mr. Sharma sought to be”.
2.3
The motion for the confirmation of the Minutes (as amended) was moved by Mr. Samuel
and seconded by Ms. Cudjoe.
24th Meeting held on July 2nd, 2013
2.4
The Committee considered the Minutes of the 24th Meeting held on July 2, 2013. The
Chairman enquired whether there were any amendments and/or omissions.
2.5
No amendments were proposed. There being no amendments, the Chairman requested
that the Minutes be confirmed.
2.6
Mrs. Alleyne-Toppin confirmed and Ms. Cudjoe seconded.
MATTERS ARISING FROM THE MINUTES
23rd Meeting held on June 28th, 2013
3.1
Additional information from the Statutory Authorities’ Service Commission was received
and circulated on August 27, 2013.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
24th Meeting held on July 2nd, 2013
3.2
The 9th Report on the Teaching Service Commission was Tabled in the House of
Representatives on July 3, 2013 and in the Senate on July 9, 2013.
3.3
By letter dated July 11, 2013, this report was forwarded to the Director of Personnel
Administration (DPA) for consideration and response by September 10, 2013. A request for an
extension dated September 16, 2013 was submitted by the DPA and the Secretary was directed to
follow-up on the status of the DPA’s response.
OTHER BUSINESS
4.1
The Chairman indicated that there are two (2) pending draft reports; the first was on the
Port of Spain City Corporation and the other on the Public Service Commission. The Chairman
sought consensus on whether the Committee can schedule an in camera meeting on either
October 8, 2013 or October 15, 2013 to consider the draft reports.
4.2
Mr. Samuel indicated that it was difficult for elected Members (on the Government
benches) to attend meetings on a Tuesday due to constituency commitments.
4.3
After some discussion, the Committee agreed to meet on October 11, 2013 at 10:30 a.m.
SUSPENSION
4.4
The meeting was suspended at 9:42am
DISCUSSIONS WITH OFFICIALS OF THE SAN FERNANDO CITY CORPORATION
[The Meeting resumed (in public) in the J. Hamilton Maurice Room at 10:00am]
5.1
The Chairman welcomed officials from the San Fernando City Corporation (SFCC) and
outlined the main areas of focus of the inquiry.
5.2
Detailed below are the issues raised and the responses which were proffered during the
hearing with representatives of the SFCC:
Strategic Plan
The current Council has recently outlined some commitments to the further development of the
SFCC for the period 2012 to 2016. However, this was done in the absence of a strategic plan for
that period. The current Council met in April 2013 but was only able to develop the mission,
vision and objectives of the Corporation. Therefore it would be the responsibility of the
incoming Council to generate a strategic plan.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Economic and physical Developments
The current Council has developed and approved a Master Plan for San Fernando. This includes
a waterfront development, converting the Old Railway Station into a museum and the
construction of a road from Kings Wharf to Vistabella.
In terms of the waterfront development, approximately seventy percent (70%) of boardwalk has
been completed, SFCC has entered into a Memorandum of Understanding (MOU) with the
National Infrastructure Development Company Limited (NIDCO) to develop a car park; and a
designated area for water sport activities has been landfilled, grubbed and cleared. Officials
admitted that it has been a challenge to remove squatters from this area.
SFCC has entered into an MOU with the Fisheries Division with respect to the relocation of the
fishermen for a fishing facilitation site. However, some of the concerns of the fishermen are still
being discussed.
Municipal Police
Although the current strength of the municipal police is thirty-three (33) officers and the capacity
is forty-one (41) officers, officials submitted that eighty-five (85) officers were required to
effectively service the City. Officials admitted that since San Fernando was given a city status in
1988, both the boundaries and population have increased whilst the strength of the municipal
police has decreased. The SFCC suffer the loss of police officers annually to the central police
service as a result of more attractive remuneration packages.
In order to alleviate the manpower shortage in municipal police, the SFCC has asked for twenty
(20) Special Reserve Police (SRPs) from the Christmas to Carnival season.
The disparity in remuneration between central and municipal police was particularly evident by
the fact that municipal police do not receive the $1000 Special Allowance received by regular
Police Officers. In addition, the salary of an officer in the central police is approximately $6,000
to $7,000 whilst the salary of a Constable in the municipal police service is $4,000. It was
recommended that in order to reduce the rapid turnover in the municipal police service the
disparity in compensation needed to be addressed urgently.
With respect to utilizing the services of SRPs as opposed to Municipal Police Officers, officials
indicated that there are statutory requirements for Municipal Police as stated in the Municipal
Corporations Act. It was also suggested that in light of the move towards local government
reform the need for Municipal Corporations to have control of their security arrangements must
be given consideration.
The Registration Recognition and Certification Board does not recognize the Municipal Police
Association as the negotiating body for municipal police officers. However, meetings have been
held with the Chief Personnel Officer (CPO) concerning terms and conditions of employment.
Public Health Issues
The Public Health Department has been monitoring the proliferation of night vending in the city.
Officers have been scheduled to perform duties at night and on the weekend. The SFCC has
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
established designated areas for food vending in Cross Crossing and Marabella which allows for
vendors to be properly registered and for food preparation to be monitored in accordance with
public health standards. Those vendors who do not comply are asked to cease vending until they
satisfy the requirements of the Public Health Department.
Similar exercises have been conducted with restaurants, and in some instances owners have been
asked to cease operations until remedial measures have been taken to upgrade their facilities.
Given the irregular working hours of Public Health Inspectors (PHIs), the council has approved
an arrangement whereby PHIs are paid for extra hours worked on a contractual basis rather than
with the normal overtime payment arrangements. Under this arrangement officers are paid a flat
rate.
The SFCC is constrained by limited resources to provide public facilities beyond the areas that
the city council operates. There are plans to establish proper toilet facilities for vendors at Cross
Crossing within the next two (2) months. However, with respect to the main thoroughfares such
as Marabella, it is inherently difficult to establish toilet facilities. Ensuring that vendors in
Marabella have a proper draw off tap, proper hand-washing detergents and hand-drying facilities
is currently engaging the attention of the Department.
Officials refuted claims expressed in a Trinidad Express article dated September 6, 2013, that
despite the “DineSafe” initiative, food vendors have been hesitant to adhere to the instructions
and the recommendations of the Corporation. It was clarified that the “DineSafe” Programme is
an initiative where restaurants that have been inspected and found to be satisfactory, are issued
the “DineSafe” certification. This programme and the vendors’ registration programme are not a
one-time initiaitves, rather they will continue throughout the year and facilities are inspected at
least once per quarter. If a facility is not up to standard, the DineSafe certificate will be
withdrawn.
Human Resources
The number of daily-rated workers on the permanent establishment is five hundred and twentythree (523) and the monthly paid is approximately three hundred (300). In addition,
approximately 250 are on duty every month.
The collective agreement between the SFCC and the Contractors and General Workers Trade
Union has a protective clause for regular workers called “guaranteed workers.” Therefore, once a
regular worker has served for three (3) effective years, the worker is guaranteed nine days’
employment. A regular worker is a worker with two effective years of service.
Recommendations are made annually to the Statutory Authorities’ Service Commission (SASC)
to fill or advertise monthly-paid vacancies. In addition, the Human Resource Department is
presently collating information for the purpose of engaging in discussions with the Contractors
and General Workers Trade Union, with respect to the filling of daily-rated vacancies.
Since 2007, recommendations were made for the creation of Human Resource Services
positions, forty two (42) police positions and engineering positions. However, in August 2013,
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
the Ministry of Local Government asked the SFCC to develop the job descriptions and duties for
those positions. These job descriptions are expected to be completed by mid-October 2013.
At present, all chief/head officer positions have been filled with the exception of the positions of
Chief Executive Officer and Principal Medical Officer.
Outstanding Annual Administrative Reports
The 2011/2012 Report is expected to be completed by mid-October 2013 and the 2012/2013
Report is estimated to be completed within the next three to four months. The delay in the
submission of the 2011/2012 administrative report was attributed to the ongoing movement of
staff that commenced in October 2012.
Vacant Lots
The Public Health Department would usually contact owners of vacant lots that are overgrown
and littered, once the owners are known.
The SFCC has encountered challenges in locating owners of vacant lots since the land and
building registrar was removed from their remit. However, in the absence of locating the owner,
the Public Health Ordinance makes provision for a notice to be served and placed on the property
that would require the owner to undertake the necessary remedial works within a specified time.
When such a notice has expired, the Corporation would approach the court and a magistrate
would make an order, whereby the lot can be cut and the charges are placed against the property.
The Corporation has sought a legal opinion on the way forward on dealing with vacant lots and
recovery of the costs incurred by cutting and clearing vacant lots.
In the absence of insufficient financial resources, the Corporation has sought the assistance of
CEPEP to maintain vacant lots. In addition, print advertisements and the use of social media are
communication method used by the Corporation to appeal to property owners. Further, a
complaints’ desk and the “211” hotline are also available to members of the public to submit
complaints about vacant lots.
Funding
The Committee was informed that Municipal Corporations presently operate within the same
fiscal period as the central government.
The Corporation is allocated funding for recurrent expenditure as well as for initiatives under the
PSIP. PSIP funding is utilized to fund projects recommended by the Council and recurrent
funding is utilized for the routine maintenance of the city. Funds are assigned under different
headings including roads and drainage, irrigation, parks and play fields among others. A new
heading called “spatial plan” has been established and basically is concerned with developmental
works.
Officials admitted that the present level of funding received is insufficient to serve the needs of
the burgesses. Further, the five supervisors presently utilized are insufficient to serve the
expanded boundaries of the city.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Street Dwellers
The Council has partnered with Court Shamrock to provide accommodation on a nightly-basis
and meals for street dwellers. In addition, the Corporation has provided the street dwellers with
the opportunity to undertake small activities to earn an income.
Disaster Management
The Corporation completed its Disaster Management Plan and Egress Plan for the city in August
2013.
5.3
The Chairman thanked the representatives of the SFCC for attending.
[Officials of the SFCC exited the J. Hamilton Maurice Room]
SUSPENSION
6.1
The Meeting was suspended at 11:12 a.m.
RESUMPTION
7.1
The Chairman reconvened the meeting at 11:19 a.m.
DISCUSSIONS WITH
CORPORATION
OFFICIALS
OF
THE
POINT
FORTIN
BOROUGH
8.1
The Chairman welcomed officials from the Point Fortin Borough Corporation (PFBC)
and outlined the main areas of focus of the inquiry.
8.2
Detailed below are the issues raised and the responses which were proffered during the
hearing with representatives of the PFBC:
Opening Statements
The Council has developed a community outreach programme called the “Community Agenda”.
The programme involves hosting statutory meetings in community centres and secondary
schools in order to educate citizens about local government. In addition, members of village
councils have also been engaged in the decision making process.
In its first year, the current Council was engaged in planning the Corporation’s agenda. During
that year, the corporation also undertook to attend to plans and initiatives of the previous Council
and the Ministry of Local Government. In the second year, the council pursued a “resurgence” of
the Borough. At this time the Borough is in “transformation mode”.
Officials admitted that the Corporation was heavily reliant on the state for the provision of
funding and employment. Part of the ‘transformation’ includes engaging businesses and state
enterprises in an effort to have them partner with the corporation in the development of the
Borough.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
In the area of human development, committees have been established to focus on the welfare of
burgesses such as “Caring Friends” and for Borough Day Celebrations.
Challenges
The Mayor indicated that the biggest challenge confronting the Corporation was the outdated
provisions of the Municipal Corporations Act Chap. 25:04. He submitted that the Act was
deficient, in that it limits local government autonomy and provided for an abundance of
ministerial control and does not encourage public participation. He proposed that the present Act
should be repealed and replaced by more relevant legislation.
Operational challenges include the quality and quantity of staffing as well as the quantity and
late release of funding.
Municipal police that are appointed by the SASC without training are assigned to the
Corporation and this created problems since these officers were not precepted and are not trained
in the use of a firearm. They are also unable to attend to matters in Court.
Security
The current strength of the municipal police is thirty (30) officers, including one Inspector and
three Sergeants. The Corporation has approached the Public Management Consulting Division
(PMCD) to increase the number of positions for the Police Unit to sixty five (65) officers.
However, to lend support to the work of the police in the interim, the Corporation spent
approximately $3 million on a Closed-circuit television (CCTV) surveillance system and has also
engaged the services of SRPs.
Modification of the Corporation’s Organizational Structure
Officials expressed dissatisfaction with the present organizational structure in that it does not
fully support the delivery objectives of the Corporation. For instance, the Corporation is
attempting to harness the tourism potential of the Borough, but there is no events management
professional on the establishment. Nevertheless, a proposed new structure for the corporation
was not included in the 2012-2015 Strategic Plan.
In order to fill Human Resource gaps within the Corporation, persons have been employed on
contract. Occupational health and safety, Information Technology and project management
professionals are among those employees hired on contract.
The positions of Engineer and Medical Officer are currently vacant. As it concerns the lack of a
medical professional, the Corporation would normally engage the services of the hospital in the
district (the area hospital). In the absence of events planning and management professionals, a
secretariat has been established and this unit is responsible for organizing most of the
Corporation’s events.
Sanitation
The Committee was informed that ninety percent (90%) of the land mass (totaling18 square
miles) within the Borough is owned by Petrotrin. Therefore discussions have been held with
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Petrotrin about the existence of overgrown bushes on lands on which the company has an
interest.
Officials also outlined that Petrotrin does not clean the main municipal drain that has oil flows.
As a consequence, the Corporation has had to collaborate with Atlantic LNG in an attempt to
clean the drain.
It was submitted that the Corporation does not have problems in relation to illegal vending, night
vending or food vendors not adhering to public health standards. There is an ongoing programme
where restaurants, establishments and supermarkets are checked continuously.
The PFBC has an ongoing public education programme targeting primary and secondary schools
within Point Fortin. In addition, a booth is set-up by the Public Health Department to educate the
public during exhibitions and other outdoor public events. Further, there are active complaints
lines at the Public Health and at Engineering Services Departments.
The Corporation shares a landfill site with the Siparia Regional Corporation. The Siparia
Corporation accounts for approximately 60% of the waste that enters the landfill.
Infrastructural projects
The Mahaica Oval is fully functional in terms of playing surface utilized for football.
Officials indicated that it is proposed that the old tennis court be replaced with a multi-storey,
multi-purpose carpark to serve Mahaica Oval and the civic centre. However, provisions for this
car park were not included in the current budget. The Civic Centre is expected to be converted
into to a Performing Arts Centre with a seat capacity of 500.These project proposals are still at
the spatial planning stage.
The PFBC was approached by the Sport Company of Trinidad and Tobago to construct a 10,000
seat stadium at Coronation Park. However, to date it has not materialized.
The Borough was promised the Water Taxi Service however, the current position of the
government is that this service may be too costly to subsidize.
Interim Strategic Plan 2012/2013
The Interim Strategic Plan represents a revision the Strategic Plan that was previously approved.
Status of Disaster Management
The Corporation has development and tested its disaster response strategy. In fact, the
Corporation has assisted the Chaguanas and Penal-Debe Borough Corporations in developing
their disaster management plans.
In conjunction with Atlantic LNG and Petrotrin, disasters simulations/drills have been staged in
past months. Officials admitted that the Corporation does not have the equipment to clean oil
residue from drains and would seek the assistance of TRINMAR’s Health and Safety personnel
in this regard.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
The EMA is the competent authority for testing and determining the environmental safe
standards of petroleum effluents and residue. The Borough Corporation is not equipment both
technical and legally to deal with such matters.
8.3
The Chairman thanked the representatives of the PFBC for attending and indicated that
the Commission was required to respond in writing to certain inquiries raised by the Committee
during the meeting.
REQUESTED INFORMATION
9.1
During the discussions, the Point Fortin Borough Corporation was asked to provide
written responses to the following issues/concerns:
The current active strength of Municipal Police;
Recommendations for the amendment of the Municipal Corporations Act Chap. 25:04;
The establishment of the borough as it relates to daily-rated workers; and
The status of the disaster management programme and unit.
ADJOURNMENT
10.1
There being no other business, the Chairman adjourned the meeting.
10.2
The adjournment was taken at 12:24 p.m.
I certify that the Minutes are true and correct.
Chairman
Secretary
October 15, 2013
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Appendix 3
Verbatim Notes of the
Public Meeting
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
VERBATIM NOTES OF TWENTY-FIFTH MEETING OF THE JOINT SELECT
COMMITTEE APPOINTED TO ENQUIRE INTO AND REPORT TO PARLIAMENT
ON MUNICIPAL CORPORATIONS AND SERVICE COMMISSIONS, WITH THE
EXCEPTION OF THE JUDICIAL AND LEGAL SERVICE COMMISSION HELD IN
THE ARNOLD THOMASOS ROOM (WEST), LEVEL 6, AND THE J. HAMILTON
MAURICE ROOM, MEZZANINE FLOOR OFFICE OF THE PARLIAMENT, TOWER
D, THE PORT OF SPAIN INTERNATIONAL WATERFRONT CENTER, #1A WRIGHTSON
ROAD, PORT OF SPAIN, ON FRIDAY SEPTEMBER 27, 2013 AT 9.28 A.M.
PRESENT
Mr. Subhas Ramkhelawan
Mrs. Vernella Alleyne-Toppin Mr. Rodger Samuel
Mr. James Lambert
Mrs. Joanne Thomas
Miss Shamfa Cudjoe
Ms. Marlene Coudray
Mr. Julien Ogilvie
Miss Candice Skerrette
Miss Kimberly Mitchell
ABSENT
Mr. Anthony Vieira
Mr. Prakash Ramadhar
Mr. Chandresh Sharma
Mr. Devant Maharaj
Miss Marlene Mc Donald
-
Chairman
Member
Member
Member
Member
Member
Member
Secretary
Assistant Secretary
Graduate Research Assistant
Member [Excused]
Member [Excused]
Member
Member
Member
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
11.19 a.m.: Meeting resumed.
[Ms. Marlene Coudray enters committee room]
OFFICIALS OF THE POINT FORTIN BOROUGH CORPORATION
Mrs. Donnamay Taylor
Chief Executive Officer Ag.
Alderman Clyde Paul His Worship The Mayor
Mr. Imtiaz Hosein
Town Superintendent
Ms. Maria Smith
Financial Officer
Mrs. Wendy Chang Fong
Accountant II Ag.
Mr. Mark Byam
Corporate Secretary
Mr. Chairman: Welcome to the Point Fortin Corporation, to this, the 25th meeting of the Joint
Select Committee appointed to enquire into and report on Municipal Corporations and Service
Commissions with the exception of the Judicial and Legal Service Commission.
We just had an interview with officials of the San Fernando Corporation and I want, on behalf of
the members of this committee, to extend to you, officials, of the Point Fortin Corporation, our
heartiest welcome.
I welcome as well, who has just joined us, Ms. Marlene Coudray who chose to sit out the last
discussion, probably because of her previous engagement with that corporation.
I take the opportunity now to welcome you, Your Worship, Clyde Paul, Mayor of Point Fortin;
Mrs. Donnamay Taylor, Chief Executive Officer, Acting; Mr. Imtiaz Hosein, Town
Superintendent; Ms. Maria Smith, Financial Officer; Ms. Wendy Chang Fong, Accountant II;
and Mr. Mark Byam, Corporate Secretary.
Let me start by making a few comments and then we will proceed to this particular engagement.
Over the past couple weeks, the committee has reached out to the Point Fortin Corporation,
raising a number of queries and getting information with regard to the operations of the
corporation and plans of the corporation going forward for the next two to three years. We have
been able to collate this information and pass it on to our members. Accordingly, the questions
would revolve around some of the areas that we have already communicated with you and
further to which, while our list was not exhaustive at the time, you would find additional
questions will come from members.
Having said that, I welcome you again and I ask His Worship the Mayor to make some opening
remarks before we enter into questions.
Mr. Paul: Thank you very much, Mr. Chairman and members of this committee. It is a
pleasure to be here this morning with my chief officers to account for what we have been doing
in the Borough of Point Fortin, in particular the last three years. I may not be able to say
anything beyond 2010, or at least during the period 2005—2010. I can tell you that we have
served our people quite faithfully. We have done quite a lot, as you will hear when you ask the
questions. There is so much to tell that I prefer that you ask the questions and we will reply.
And, you will hear, of course, in fact, our ambitious plans for the Borough of Point Fortin, for
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
the next three years. There is no doubt that we will be able to carry out the mandate given to us
for the next three years.
What has happened is that when we came into office, we adopted what we call the community
agenda. It is an outreach programme, going out to the public. We have taken our statutory
meetings to the various community centres in the various electoral districts. We have also gone
on to the secondary schools, with our statutory meetings, educating the young ones who are the
people who are going to replace us. Let them understand what local government is all about, or
at least our version of local government.
I have had a long, long experience in local government. In fact, most of my public service life
was in local government and, therefore, I have sought to bring that kind of experience to the
Point Fortin Borough Council in this role of leadership.
And so, we have engaged our people in the village councils, and so on, in our decision-making
process and we relied on our strength as a borough in sports and culture to motivate our people.
Really, the first year was one of planning because we had, in fact, when we came into office, we
met certain things in place because the budget of the previous year was enforced and we had to
go along with some of the things that were already approved and some of the plans that came
from the Ministry of Local Government. In particular, we have had to go along with some of
those.
11.25 a.m.
In doing so, we realized some of the errors that were made by previous administrations and in
other councils and we sought to avoid those. Therefore, we planned the committee’s agenda and
in the second year we started to do our resurgence of the Borough of Point Fortin, and now we
are in transformation mode. That transformation mode is exemplified by our sporting activities.
If you saw yesterday’s sports page: “Mahaica madness” is part of the transformation, where our
legendary footballers, their children are now taking up the role of putting Point Fortin back on
the map.
We have not done much in terms of economics, because we rely heavily on the State to give us
our grant. We have not been able to provide the kind of employment that we would wish to
provide, because again, we rely heavily on the State to do that. I am happy that Sen. Lambert is
here, he knows about the fight we have been having for years to get the State to increase the
cadre of workers in the Borough of Point Fortin after so long. I am sure he will go along with
our views.
In terms of human development: we have undertaken to do a lot of that. The Acting CEO will
tell you a whole lot more about the various committees we have that deal with the welfare for the
young, the old and so on. In fact, in staff there is a group called—what are they called? Caring
Hands?
Mrs. Taylor: Caring Friends.
Mr. Paul: Caring Friends. There is a group of our officers called Caring Friends and they usual
give their—they raise funds to give scholarships to some of the young people in the area, as well
as looking after the elderly and so on.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
With respect to the transformation: another aspect of that is to engage the business people,
corporate entity. We have had some difficulty in dealing with or getting assistance from state
enterprises. We are trying to find a way to get through that right now as I speak, but we have
had private enterprise coming on the board with some of our plans to help us push forward. Of
course, you know our borough day celebrations has grown internationally now. It is no longer a
Point Fortin celebration. Our nationals from outside, they come and celebrate with us for
Borough Day. We expect to get some help from the State on that. We have been trying for a
long time to get the Tourist Board to put that on the calendar of events. We have not been
successful.
Mr. Chairman: Now, let me take the opportunity on behalf of the Committee to thank you for
this publication, and to congratulate on the celebration of your 33rd anniversary which was
dubbed “Revival Transformation”, for the benefit of our citizens. Now, while we—[Desk
thumping]—I would like to hear from you on behalf of the Committee, what are the specific
successes and indeed challenges that you have been able to achieve in terms of successes? And
what are your challenges going forward that you think need to be addressed at this particular
Committee, before we open it up for questions?
Mr. Paul: All right. Let me deal with the challenges first. The biggest challenge is this [Mr.
Paul lifts a booklet] Act 21 of 1990. It is a deficient piece of legislation. It does not allow a
local government authority to proceed as it will want. In fact, it does not encourage people’s
participation and we are all about that.
Mr. Chairman: What specific aspects?
Mr. Paul: Well, when you look at this, with the greatest respect for the Minister, there is an
abundance of too much ministerial control in this thing. It does not provide for the kind of
autonomy that any meaningful local government authority will want.
I was part of a transformation exercise with the Association of Local Government Authorities,
meaning the other chairpersons and mayors and so on, and we made some recommendations
with respect to this. To my mind, I think we should do away with this and come up with a new
Act. In fact, the previous Act, the one under which corporations were created is a more potent
Act than this. In fact—so I think with San Fernando and Port of Spain and Arima, those Acts
and so on were more powerful than this one.
Mr. Chairman: So legislative challenges, what about operational challenges?
Mr. Paul: Well, operational challenges have to do with staffing, quality and quantity, funding,
of course, in terms of quantity in funding and, of course, the late releases of funds, the control of
the Ministry of Local Government in terms of our submission. Most times—if I could get into
some detail I will give you an example, is that we might want do a particular project and we are
asked to submit estimates to the Ministry, and we will say okay, the project will cost $100,000,
and they will find some way to break it down to $99,999.90, you know, after so much time, time
elapsed and then they come back to you and say okay, do it for 10 cent less. That is the kind of
thing that is real, that is factual, alright.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Another thing is the whole question of security, policing. We are given municipal police who
SASC will appoint without training, that has been a sore point for years. They hire somebody
like they will hire a clerical officer, and say you are a municipal police; not precepted or unable
to use a firearm; unable to go to court, and that poses a problem. Many times you find when
some people sick-out, they are on holiday and you have these people there, they are of no use.
They are like telephone operators and even so, they are not effective telephone operators.
Mr. Chairman: I get the sense that Miss Coudray may want to jump in and join in this
discussion, but before she does; Mr. Samuel you had a question?
Mr. Samuel: Yes, Sir. Seeing that the mayor brought up the issue of municipal policing. I
have been quite concerned with the effect of municipal policing throughout the region. I looked
at your 2009/2010 report, and while I would have liked to see as most corporations would do,
they would bring to sit before the committee, the person responsible for security. I guess I would
have to throw all the questions at you as the mayor, which I do not like to put you on a spot for
that. But what really is your capacity in the Point Fortin Corporation? What have been, to you,
the strengths of your municipal police? You have spoken about the weaknesses and the
shortcomings. What have you been able to do to be an effective security unit even within your
limitations in the Borough of Point Fortin? I will probably—[Interruption]
Mr. Paul: Let me start with the strength.
Mr. Samuel: Okay. Go ahead.
Mr. Paul: We have 30 officers, one inspector, three sergeants?
Mrs. Taylor: Two.
Mr. Paul: Two sergeants, three corporals and rank? Well, a few SRPs who show up now and
then, because they are under the control of the adjutant. To help out with that, we spend close
to—$3 million? [Mr. Paul confers with Mrs. Taylor] We spend close to $3 million on a CCTV
system, surveillance system. If you hear that crime is on the decline in Point Fortin, it is because
we are assisting the national police with that.
Mr. Samuel: You did not answer me with regards to what is the capacity—what is supposed to
be your stipulated strength or your complement in the Point Fortin Corporation?—if the Acting
CEO could probably address that for me?
Mrs. Taylor: What had happened—and good morning to the committee. Our strength should
be—I think it is about 65, however, we started off with an amount, we approached the Statutory
Authorities’ Service Commission to have the strength increased to I think about 65. What they
did, they gave us 19 additional officers. Those officers we were supposed to work with them and
review sometime after a year or two it would be reviewed. The review was never actually done.
The result of that is a situation of officers having a lot of compensatory leave gained, because
they have to work double and triple shifts because of the shortage in manpower. What has
happened also, we have set up a substation which negates it, in fact, it augments the need for
additional officers.
Mr. Chairman: So what, 65 is the current complement or this was the proposed compliment?
Mrs. Taylor: No, no, no. It is proposed.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Mr. Chairman: And what is your current compliment, 30?
Mrs. Taylor: Yes, somewhere around 30.
Mr. Chairman: So all the positions are filled?
Mrs. Taylor: Yes, they are filled.
Mr. Chairman: Okay.
Miss Coudray: Mr. Chairman, for clarification, the CEO said that they asked the SASC to
increase the strength—sorry?
Mrs. Taylor: Go ahead.
Miss Coudray: But I think maybe that is where they went wrong, because the creation of
positions is not done—
Mrs. Taylor: PMCD.
Miss Coudray:—by the SASC.
Mrs. Taylor: It went through the process.
Miss Coudray: You got the positions created?
Mrs. Taylor: Yes, the positions were created.
Miss Coudray: Well, I think this is what the Chairman is asking, what is your establishment?
Mrs. Taylor: Okay. I thought he referred to the municipal police, but the establishment as it
relates to the monthly paid officers.
Miss Coudray: No, the police establishment?
Mrs. Taylor: Oh, the police establishment.
Miss Coudray: That is what he is asking; what is the approved establishment?
Mrs. Taylor: Okay, I think it is about 30.
Miss Coudray: Okay, and what is 65 then?
Mrs. Taylor: It is the proposed.
Miss Coudray: That was the question I think the Minister asked. The issue is that you have an
approved establishment, and you are saying that is 31 and you requested an establishment of 65.
Mrs. Taylor: Correct, “yeah”.
Miss Coudray: Okay, and you approached someone?
Mrs. Taylor: PMCD.
Miss Coudray: PMCD, not the SASC?
Mrs. Taylor: Yes. Yes.
Miss Coudray: And that is still pending?
Mrs. Taylor: Yes, it is still pending.
Miss Coudray: As an interim measure what was done in terms of—
Mrs. Taylor: As an interim measure what we would have done, is sought services of SRPs, so
they complement our existing strength. We also used the CCTV as an aid to assist where there is
a lack of officers.
Mr. Chairman: Mr. Samuel, do you have a follow up question, then we would go to Mrs.
Thomas.
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Mr. Samuel: Chair, and to you again, at the end of 2010 you had an active strength of only 17.
Can you tell me now what is your active strength?
Mrs. Taylor: Yes. [Mr. Paul confers with Mrs. Taylor]
Mr. Paul: Well, we have had people going on leave, you know. I met a situation there where a
lot of people are enjoying a lot of leave. One officer when I got there had about almost four
years in compensatory leave. All right. Now, this CEO is now acting as from April?
Mrs. Taylor: Yeah.
Mr. Paul: April/May, so what occurred before, I mean at least when you take up the position,
then you have to accept the liability of the job. But what took place before, was a problem that
she could not deal with. I met people on leave and I had to send them on leave. Right now the
inspector is on two years leave.
11.40 a.m.
Mr. Samuel: Chair, I am just asking a particular question so that I can understand what your
problems are and your deficiencies are. That is why I am asking you, at the end of 2010, you
had 17 active persons. Your active strength based upon your report was 17. What is your
present active strength?
Mr. Paul: Thirty.
Mr. Samuel: So you are 30 active?
Mr. Paul: Thirty active, yes. If you are saying that somebody on vacation leave is active, 30.
Mr. Samuel: Well, I am saying this because your report of 2010 says, “Proposed sanctioned
strength, 31; present strength, 20; active strength, 17”.
Mr. Paul: That is 2010.
Mr. Samuel: That is 2010. So I am just trying to see where you are now in comparison to 2010.
If you do not have it, then you can always submit it to us later.
Mrs. Taylor: No, we do not have it. We will provide it to the Committee.
Mr. Paul: By the way, one person died out of that 31, “eh”.
Mr. Samuel: I do not want you to guess, “eh”. We are live, so I do not want to give the wrong
impression of anything.
Mr. Chairman: Can we ask—Miss Thomas you had a question?
Miss Thomas: Thank you, Mr. Chair. Mr. Mayor—or maybe the Acting CEO can help me—I
was looking at the report here and I am looking at the human resource management and it spoke
to—that you all found the structure was a bit outdated and lacks functionality. Of course, I
rushed to the strategic plan up to 2015, looking to see if maybe there was a proposed structure
that you would have in place that would deal with something more updated that allows for you to
function better. I do not know if maybe I have not seen it here yet, or maybe it is not detailed in
here.
Secondly, I know there is a structure for all public service staff and for all the regional
corporations. Is it that the structure that is set out for all public servants, all corporations, that
you all do not want that structure; it is not suiting you as compared to other regional
corporations?
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Mr. Paul: I am not familiar—I guess the CEO is not familiar with that structure that you are
talking about, but this is something that is given—as far as I know—because I was a CEO before
and you are told this is your structure.
Sometimes you go and you try to negotiate your way through and say that you would like to have
two or more persons; you would like to strengthen human resource; you would like to strengthen
public health, you do not usually get that. But I personally am not satisfied with the kind of
structure that we have. In fact, our vision, we would have to do away with the present structure
or add to it to make them functional. For instance, we are thinking about getting deeply into
local tourism and there is no position on the structure to take care of that. You will have to use
an ordinary officer, who is untrained, to get involved with that. Events management, we do not
have anybody in events planning and management.
Miss Thomas: If I could just ask, Mr. Chairman, another question—of course, I know you said
you have been involved in this kind of operation for quite some time, so I am just looking at, as I
asked before, if in the strategic plan, was a structure done up as regards what you see the Point
Fortin Borough Corporation, an ideal staff structure, was that included in this strategic plan
2012—2015?
Mr. Paul: No.
Mrs. Taylor: No.
Miss Thomas: Okay, because I looked and I did not—so I was saying, knowing that is one of
the things—
Mr. Paul: We have to work on.
Miss Thomas:—that you highlighted. Okay, thanks.
Miss Cudjoe: On that same note, what are your recommendations to see that the structure is
changed? Do you have anything planned, any planned consultations, anything that you are
working on to bring a plan to the fore that could be considered?
Mrs. Taylor: All right. What had happened, within the past, the Corporation, we actually had
consultation and workshops with staff where we brainstormed; each department head provided
information and they proposed what would be the ideal structure for their particular department.
Now that was a few years ago. The information was sent I think to PMCD. It would have been
under the previous CEO but, of course, with the whole transformation initiative, which keeps
kind of changing ever so often, we never got any feedback on it, but the challenge now is,
because of the environment that we operate in based on the legislation, there are areas where, in
order to fill the gap, what we have done is contracted persons to provide provision of services in
the case of occupational health and safety, which is a legal requirement.
We have advertised and we actually sourced someone who performs that kind of function to
ensure that there is compliance. We also have an occupational and health trainee working with
that person, so they provide that oversight where that is concerned as it relates to Information
Technology, which is a new area. I guess based on the whole environment, we saw the need for
that department. Again we went through the same process. So we have a department which is
quite small but they are able to guide the IT needs of the organization.
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Another area is there are some projects that we undertake that are kind of large, so we need the
services of a project manager and sometimes consultants as the case might be, so we engage
those services. What we do not have at the corporation is an engineer and, of course, a medical
officer of health. We had gotten an engineer for a short while, but he did not stay with us.
The medical officer, we were never able to secure that kind of services. So, for instance, where
there is that lack, what we do, we make arrangements with the hospital in the district, the area
hospital, and they actually provide the services of medical for the workers and that kind of thing.
So where there is lack, we try to fill it by engaging services external to the corporation.
Miss Thomas: If I can just add to what she said, now I know the mayor highlighted, for
example, an events person, that is not on the structure. Now, I myself, having come through the
local government, served as both councillor and alderman at Laventille/San Juan. I myself was
the Chair for both the events committee and the HR committee so what we did, we created an
events committee and we co-opted some of the staff that would handle. I am just going back to
what he said—it is not on the structure—but are you doing things in place to make sure that at
least the function is done in the interim whilst this structure is being—because we know that may
not come now, but you do not want the operations of the corporation to be at a lag because of—
kind of like thinking out of the box and okay, let me create this to fix this here. Is something like
that being done?
Mrs. Taylor: All right. The mayor made reference to an event manager. In the absence of that,
what we have done is set up a secretariat which actually—and it comprises of members of staff.
It is actually headed by a retiree, who is a person that was the Secretary to the CEO, who has the
experience of dealing with the protocol aspect of it and doing all the letters. She is part of the
Secretariat and they actually handle all the functions that the corporation has except for a
retirement function that is handled by HR and the office of the Deputy CEO. Yes, in the interim,
we have a Secretariat set up that deals with functions.
Mr. Paul: May I add that that Secretariat is paramount to our Borough Day celebrations. I think
we are doing a better job than the Carnival Development Committee, NCC.
Mr. Chairman: I want to turn attention to the question—Miss Coudray, you wanted to
continue? I wanted to turn attention to this matter of sanitation in the borough—18 square miles
and 25,000 persons to be serviced in the area. What is the level of effectiveness and what are the
challenges that you are having in this particular area?
Mr. Paul: I do not know, Sir, but I thought you might have been advised that we are the
cleanest community in Trinidad and Tobago.
Mrs. Alleyne-Toppin: Trinidad and Tobago?
Mr. Paul: In Trinidad, beg your pardon.
Mr. Chairman: Are you claiming success in this area?
Mr. Paul: Oh “yeah”; not now, long time, but I will tell you what. Our challenge there is the
state company called Petrotrin. Petrotrin owns about 90 per cent of the land mass of that 18
square miles, a lot of which—unproductive land. Where they have their oil installations and so
on, they look after that.
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We have had to take up their cause because at one time I tried to serve them, when I was the
CEO, with a sanitary notice to clean up and people thought it was unethical; you are taking a
state company to court and that type of thing. So we have been having to discuss with Petrotrin
time and time again—it is bush and around where Petrotrin has this land mass of heavy growth,
we have had cases of dengue fever. They do not care and we have had to go in there, get our
people and cut as much as we can and clean up. That is where our big challenge is.
Another big challenge is our main municipal drain which has flows of oil. They do not clean it.
Together with Atlantic, we get together and try to take care of that. The biggest problem is
Petrotrin.
Sanitation, our gangs are well-trained. We have a history of good workers and so that is
continuing. They know what they have to do. Their duties are well defined and they work well.
I think the union is part of it, the trade union—I think it is NUGFW—they work together with us
to see that Point Fortin is well kept as far as sanitation is concerned.
Mr. Chairman: Miss Coudray, you had a question?
Miss Coudray: Chairman, what I was going to ask, I think MP Thomas more or less alluded to
it in terms of handling certain issues through committees of the council mandated in section 68
of the Act to so do.
My concern is the statement made by the mayor in terms of Act 21 of ‘90 being a deficient piece
of legislation that should be more or less—what were the words?—done away with. And that
really concerns me a lot because Act 21 of ‘90, over the years, we are saying it is a good piece of
legislation if certain amendments are made to ensure effectiveness. One thing that he said again
which troubles me is that it does not encourage people’s participation and I do not know that we
have to do that by legislation because the whole nature of local government in terms of the
interfacing with your communities—and the Act has a whole lot of things that are good and
some that need a little tweaking to make it workable.
Over the years several recommendations have been made and not taken on board. So that I want
to ask a question, whether you have seen the document, The Transformation and Modernization
of Local Government.
Mr. Paul: We discussed that. I had a meeting with TALGA on that. In fact, if you talk to the
TALGA people, they should have recommended to the Minister that they do away with the Act.
That was the decision that was taken at TALGA’s last meeting in Tobago at Coco Reef.
Miss Coudray: Yes, but what parts of the Act specifically—
Mr. Paul: The whole Act.
Miss Coudray: No, it cannot be the whole Act.
Mr. Paul: And build a new Act.
Miss Coudray: No, it cannot be the whole Act. I think we are being a little—and you say too
much ministerial control and if you can point me the sections in the Act that provide for too
much—I wonder if you are understanding the role where local government is in terms of the
Constitution and the role of the Minister of Local Government. Show me sections of the Act—
please point out—
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Mr. Paul: I have a view—
Miss Coudray: No, before you have your view, let me see—we need to document the sections
of the Act that perhaps you might find too much ministerial control and how it impacts on the
work to be done by corporations.
Mr. Chairman: May I suggest that if there are specific aspects—what is TALGA again, your
association.
Mr. Paul: Yeah, the association of local government practitioners.
Mr. Chairman: May I suggest that you translate your decision into specific recommendations
that can be studied and taken up because—
Mr. Paul: To this Committee?
11.55 a.m.
Miss Coudray: Mr. Chairman, I have been an executive Member of TALGA two years prior to
taking office as a Minister, and we have made certain recommendations to have amendments
done to Act No. 21 of 1990. This is why I am asking, and this is why I was so alarmed at the
statement. I needed him to be specific in terms of where exactly in the Act because this is the
same Act that we are proposing to amend.
Mr. Chairman: Well, may I suggest in the interest of time, that you put forward those
recommendations, if they have not been put forward before, for the benefit of the committee and
for—we are privileged to have on our committee the Minister of Local Government—so if you
can forward that to us in writing, it would be deeply appreciated because a dissertation on the
legislation, at this point in time, may not be as productive within the next 35 minutes or so.
Miss Coudray: Yes, Mr. Chairman, I was coming to the point in terms of the legislation
because the corporations are mandated to operate under Act 21 of 90 that specifies functions to
be undertaken, but my general comment on the documents—the general comment is that we
were dealing with ancillary issues rather than the functions as stimulated in the Act, based on
what Parliament allocates funding for and how that funding was spent.
Mr. Chairman: Yes. I propose to redirect to that area in the time that we but, Miss Cudjoe, you
had a question?
Miss Cudjoe: Thank you, Mr. Chairman. I wanted to recommend the same. I think that is a
kind of complicated issue to get into right now. Before the time expires, I wanted to just get in
my question on public health. When we interviewed the previous group—they would have been
San Fernando—they had issue with the proliferation of illegal vending and night vendors and
food vendors in the street not adhering to health standards, public health standards. I want to
know, do you have that same problem in San Fernando as it relates to legal vending and food
vending? I am wondering if there is something that you could learn in Point Fortin from San
Fernando if you do have that problem.
Mr. Paul: We do not have that problem, and I think San Fernando could learn from us because,
in the first place, as a Mayor, I am not going to go with health inspectors in restaurants and
inspect food. San Fernando Mayor was out of place. He does not have an authority to enter
premises, and I would not do that. So that I would not want to learn that from him and, plus, our
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situation, we have everything under control. Everything you could think about, we have under
control. Of course, public health is an enduring thing. Day after day you have little issues
coming up that you would not know about, but our response is very rapid.
Miss Cudjoe: Okay, a follow-up question. What kind of mechanisms do you employ that San
Fernando could probably learn from since you have everything under control?
Mr. Paul: Well, as I said, the duties of the health inspector are very defined, and these people
know what they have to do. The objectives and so on are well laid out, and although the staff is
small, the people love what they do and they go out there. As a matter of fact, I have an interest
in public health, that is my forte, and so I take a great interest and I coach them and advise and so
on on how to go about doing it. The CEO wants to say something on this.
Mr. Chairman: Go ahead and then Sen. Lambert.
Mrs. Taylor: Okay, sure. If I may just add to what the mayor has said, what we have done in
Point Fortin, we an ongoing public education programme. We would have gotten permission
from the Ministry of Education. So the intention is to target the impressionable minds, the
younger ones. Often enough, it is a child that would correct a parent, in terms of conformance to
the public health standards. So that we are in the primary schools and secondary schools in Point
Fortin.
In addition to that, any opportunity we get—at the Victor Chinket Park, which is the main
gathering area, there are a lot of fairs and exhibitions—one of the things we try to do is align our
public health department and emergency response with them, so that we have a booth where we
can provide the education to the public. We have a very active and efficient complaint line, both
at the public health department and at engineering services. What we do, once complaints come
in; a month report is done, that is what we use to guide the activities of the department.
One of the benefits with us in Point Fortin, in terms of public health, we have our own landfill
site, which is a little challenge because, in terms of the funding, to maintain the site. It is used by
both Point Fortin and the Siparia Regional Corporation and they account for, let us say, more
than 60 per cent of what goes into the site. However, we have workers within the department. It
is really, really commendable, you do not hear people getting sick from food and that kind of
thing. What we have is an ongoing programme where the restaurants, establishments,
supermarkets are checked continuously. So we do not leave it to go bad and then try to make it
better. We have a continuous programme where those things are dealt with.
Sen. Lambert: Thank you, Mr. Chairman. Mr. Chairman, I sit here and I have been perusing
the document, and I am just saying that this committee is blessed to really have so many local
government practitioners here. We could go all day discussing the matters relative to local
government.
Mr. Chairman, firstly, I really want to commend the Point Fortin Borough Corporation, through
its leadership, Mayor and acting CEO and the predecessors, in the manner in which they have
documented all that is necessary and, most importantly, the frankness of the Mayor.
Mr. Chairman, whilst true and in fact, I will not totally agree—because I was involved from day
one when Act 21 of 1990 came into being—I will not say that the entire Act should be thrown in
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the trash or somewhere, but that is the reason why several amendments have been made. The
Mayor is quite correct, as it relates to some of the things there because, at the time, when the Act
came into being, I recalled being a councillor at the time and also a unionist, we had to take
objection with some of the things that were inserted in that.
I am saying it is now good that the Minister of Local Government is here, and you are now
having the reform and transformation of local government, which will be legislated and debated
in Parliament which I am anxiously awaiting. There are several things here from the Act that is
no good really to the operations of the burgesses in the various boroughs.
Mr. Chairman, I want to take the opportunity—I have seen that the Borough has made some
public concerns, and I want to know then, the concerns that they have, if there is any remedy that
came towards that aspiration where it has been done, what mechanism have been put in place to
relief the borough of some of the requests as it relates to the public concerns here. I do not
know.
Outside of that, Mr. Chairman, I would want to ask: what is the establishment of the borough as
it relates to daily-rated workers? Because where the Point Fortin Borough is situated—I said it
in Parliament in the debate in the budget—there is woeful shortage of the manpower aspect as it
relates, particularly, with daily-rated workers in all the corporations, in all and, therefore, that is
the reason why I am taking the opportunity to compliment the Point Fortin Borough. That is the
point I have been making that, even the Ministry of Local Government, through the CPO, is not
doing exactly what is supposed to have done as it relates to ensuring the manpower and all the
facilities that is necessary to enable the various corporations to operate, and hence the reason
why we are having this kind of problems that they are encountering.
So, therefore, I really sincerely want to commend them. It is the first that that I have seen since I
have been here, that you would have a comprehensive detailed reports of all the documentation,
and what is needed for the smooth running and operations of the corporation. Thank you.
Mr. Chairman: Can we turn our attention now to a statement that was made by the Mayor in
his initial remarks which was that the corporation is pursuing efforts in the area of sport, and you
also mentioned culture, and you spoke to the sons of the iconic footballers that you had from that
era. What is the state of the Mahaica Oval?
Mr. Paul: I am pleased to inform you the Mahaica Oval is fully functional in terms of playing
football and, right now, if you ask the people at the professional league, it is the best playing
surface in the country, even better Hasely Crawford.
Mr. Chairman: And in a previous report, you had spoken to the question of public car parks.
Have you made any progress as far as that is concerned?
Mr. Paul: Yes, we have proposed replacing the old tennis court with a multistorey,
multipurpose car park that will service the Mahaica Oval and next door—well, the now start and
stop civic centre. We expect that to be a performing art centre that will seat about 500 people
and, therefore, we need parking space. This parking space that we have, the top floor, we expect
to use that for socioeconomic activities. We expect that at every month we will have a Point
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Fortin day where people can come and sell their goods and so on, and you could even have a
place for the young people to enjoy themselves in a decent way.
Mr. Chairman: Has that been budgeted in the—
Mr. Paul: It has not been budgeted. It is something that we have drawn up. We have the
drawings and the estimates and so on, and we will go to the spatial planning people. As a matter
of fact, it was part of the spatial planning.
Mr. Chairman: But it also takes us nicely into the question of strategic planning.
Mr. Paul: Yes.
Mr. Chairman: I believe Mr. Samuel wanted to ask some questions on the strategic plan.
Mr. Samuel: Just by way of trying to understand your document, I know that there are draft
strategic plans—there are strategic plans–it is the first time I have heard about an interim
strategic plan and I want to know, what do you mean by that? Because you have a document that
says it is an interim strategic plan, 2012/2013. That kind of sends a strange kind of message, so I
would really like to understand from you, what do you mean by an interim strategic plan if there
is not an approved strategic plan? Is this a draft? What is it?
Mr. Paul: Well, it is in between the one that was previously approved that had some
deficiencies—I like the word “deficiency”—and what we intend to do. But you just cannot stay
static, you have to move on, and that is why it is interim.
Mr. Samuel: So are you saying to me that you have been reviewing the past plan.
Mr. Paul: Yes.
Mr. Samuel: And that these are the reviews. Is this a review of the strategic plan?
Mr. Paul: In part, yes, a review of the plan. There are some things that are in the old plan—
Mr. Samuel: But why the strategic plan was not amended and brought forward as opposed to
setting forth a document that is called an interim strategic plan—I am not too sure if I am
understanding you—as opposed to an amended strategic plan.
Mr. Paul: Well, we think that the better way to go is interim. That is our style of management.
It works for us, and if something works for you, you go ahead. It works for us. While Mahaica
Oval was not in the old plan, the approved plan nor was the car parks—
Mr. Samuel: Those would be amendments.
Mr. Paul: No, I do not think so, they are new ideas, not amendments. Those are new ideas to
collide with our local tourism thing. We have, at the time, the beach facility was not part of it.
So it is a shift away from how we are proceeding to go wholly dependent on the Ministry of
Local Government to give you money. This is a money making thing. Let me give you an idea
of what is happening.
Tomorrow we expect 3,000 people at the Mahaica Oval, each paying $30, you do the maths, that
is $90,000. If we get 10 games—I sure we will have of the calibre—that is $900,000. The plan
for Mahaica Oval is big. It is based on what is done at the Barcelona Football Club. I was there.
I went, I looked at it, and we taking those ideas, big ideas, and that is why I am this; we need
new legislation to take us into a new mode of thinking and activity.
12.10 p.m.
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Mr. Chairman: Well, on the theme of big ideas, you have spoken to Mahaica Oval being in
better condition than the Hasely Crawford Stadium.
Mr. Paul: Playing condition.
Mr. Chairman: Playing condition.
Mr. Paul: “Um-hmm.”
Mr. Chairman: You have spoken in terms of infrastructural development, the need for a
multistory car park.
Mr. Paul: Yes.
Mr. Chairman: You said very little about this, what you consider to be this long outstanding
development works on the Point Fortin Civic Centre, and could you tell me what are the other
elements of infrastructure development that you have in mind over the next two to three years in
the corporation?
Mr. Paul: Okay. We had a couple of meetings with the Sports Company to introduce a 10,000seater stadium at the now Coronation Park. In fact, they came to us.
Mr. Chairman: In what park?
Mr. Paul: Coronation Park in Point Fortin. They said to us that they were establishing about 16
regional parks all over the country, and that Point Fortin was selected and they needed a park for
something like 13 acres or something like that, space, and they needed something to put an
indoor court, swimming pool, so and I said, “Here it is”. We already have an existing swimming
pool, built for us by Atlantic, and an indoor court that is there, and right now we are in a position
where we are completing a tennis court facility, four courts. So all we need now is the football
ground—already exist in Coronation Park, in fact when it was developed it was developed for
that in mind—the drainage is there, and all we need now is for the Sports Company to come in,
put the seating arrangements, rooms and so on, and a track, a Mondo track. That has not
materialized. I have not seen them yet. My information is that our concept of the stadium was
taken from us and they want to build that same thing in Penal. That is my information, it might
be wrong. Okay. The next thing is the water taxi. We were promised the water taxi, and my
understanding is that it is too heavy, it is too much to subsidize, and you know.
Mrs. Coudray: Mr. Chairman, I think we are here to deal with local government—
[Interruption]
Mr. Paul: Well that is the infrastructure.
Mrs. Coudray:—it functions as, you know, in terms of the Act, Act 21 of ’90, and in terms of
the budget for development programme and recurrent. We may talk about other aspirations, but
I think we are straying way, way of course here. Mahaica Oval, I am not sure if it is under the
corporation, or if that is part of the development list in terms of—I am not sure if it was vested in
the corporation, and we are talking about everything except, you know, what we are here about
in terms of the report, and based on the mandate we have under section 66(A).
Mr. Chairman: Well, I think it was reasonably good information, whether it fits into your
remit, Mister Mayor, or whether it fits outside of the remit; that might be a conversation in
another place.
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Mrs. Coudray: Yeah, but in terms of, you know, the people may get a little confused in terms
of what the report entails.
Mr. Chairman: Okay. Well, let us ask a specific question then. Is Coronation Park part of the
remit of the Point Fortin Corporation?
Mr. Paul: It is.
Mr. Chairman: It is?
Mr. Paul: It is.
Mr. Chairman: The Point Fortin Civil Centre—[Interruption]
Mr. Paul: Mahaica is not yet, but Mahaica is what you would want to call orphaned.
Mr. Chairman: Okay, so—[Interruption]
Mrs. Coudray: Is it under the Civic Centre?
Mr. Paul: No, never under the Civic Centre.
Mr. Chairman: Ms. Toppin, you had a question.
Mrs. Alleyne-Toppin: Thank you, Mr. Chairman. I am quite interested in what you saying,
Mayor, and I do congratulate you on our initiatives and your work. I will take your concerns on
board, legitimate concerns about what you can do, and without going—straying—I want to
recommend that you do—when you do that Coronation Park build up, that you do some
accommodation like some hostels or something, because I came to your Borough Day
celebrations this year, but I slept in Guapo in a community centre.
Mr. Paul: Huh!
Mrs. Alleyne-Toppin: That was the accommodation they set out for—[Interruption]
Mr. Paul: Guapo.
Mrs. Alleyne-Toppin: Guapo.
Mr. Paul: Yeah.
Mrs. Alleyne-Toppin:—in a community centre on a cot. That is what they set out for me, and I
think at the time I was Minister still. So, you know, I thought maybe, you know, you need more
build out of accommodation for your beautiful—[Interruption]
Mr. Paul: I was going to get there.
Mrs. Alleyne-Toppin:—Borough Day.
Mrs. Alleyne-Toppin: You saw me that day.
Mr. Paul: “Yeah.”
Mrs. Alleyne-Toppin: And I wish that you could also—and I commend you also for extending
to that monthly exposition that you all say you are going to have, and I suppose I might be off
track here, but I do think that all of this is important to the question of the effectiveness of the
Point Fortin Borough Corporation.
Mr. Paul: Thank you.
Mrs. Alleyne-Toppin: Yes.
Mr. Paul: Thank you.
Mr. Chairman: Mr. Samuel, you had a question on disaster management?
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Mr. Samuel: Yeah. I would really like to know what is your state, or do you have a state of
readiness to deal with disaster? I mean, we are dealing with a lot of global and climate change.
And what is the status of your disaster management programme and unit, and if you are in a state
of readiness?
Mr. Paul: Right now we are perhaps about the best in the country. Only yesterday I received a
letter from the Chaguanas Corporation congratulating us on the assistance that we gave them.
We also had letters last month from Penal, Debe, because we assist everybody around us; we are
ready, we have people right there all the time. We have had for last month, the month before, we
usually in conjunction with Atlantic and Petrotrin, and the other industrial people there, we have
like—we stage mock disasters, and so on. All right. I mean if I—emergency situations and so
on. All right. I myself and the CEO will go into the command centre at Atlantic, Atlantic will
stage that there is a leak and move out people, you know, without advising them “eh”. We try to
make it as real as possible, so are always ready.
Mr. Samuel: Just an additional question to that. In your earlier conversation you talked about
the support from Petrotrin for the clean-up of the residue of oil in your drains and stuff like that,
are you equipped, besides that, with the kinds of tools and equipment? Because this would
demand specialized equipment for the removal of oil residues in your main drains and stuff like
that, are you equipped as a borough with that kind of equipment to do that even on your own if
you do not get the support of the oil company?
Mr. Paul: No, we are not well equipped. We do as much as we can, but we could also rely on
personnel who have the experience in doing that. We have a very good relationship with
Trinmar with the HSE people, and they advise and they come out and help.
Mr. Samuel: But the after testing of the drains to determine if the residual effect of the oils,
how do you test those things to ensure that they are being done to the standard that they should
be done as a borough? Because anything goes on in the borough, if people are affected they
come to blame you, I would want to know what mechanisms are in place to deal with things like
that to ensure that the standards for that type of cleaning takes place?
Mr. Paul: Well, for my part it is zero tolerance. What happen we never had complaints of
anyone falling ill as a result of that residue you are talking about. Of course that is the function
of the EMA, in terms of standard of effluent, how much of what gets into the environment and so
on; that is for the EMA, and we have a good relationship again with the EMA, and we will call
them down. But most times that these things happen is really during heavy showers, during
heavy showers, and Petrotrin over the years, they have been able to contain these type of effluent
coming out of their operations.
Mr. Samuel: But I am not hearing from you as if you are certain that the kind of testing is done,
and has been done in the past, even though you may be declaring that there had not been an
impact on the health situation, but somebody does not have to become ill for there to be problem.
And I am asking if—or you could consider it—that you can now put on the agenda the idea of
looking to see if the standards are maintained in your borough with regards to the total removal
of the residues and ensure that it is to the standards that you expect.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Mr. Paul: Well, the question of ensuring that has to do with what I was talking about the
legislation. It does not allow us to do that. It is not under our remit. It is for Petrotrin, Petrotrin
is the landowner, and it is very difficult under the circumstances do deal with Petrotrin. So, as a
matter of fact, we have to go to the EMA; that is where we have to rely on for action.
Mr. Samuel: Well, if Petrotrin was dumping garbage or leaving garbage in the communities—
[Interruption]
Mr. Paul: They do it.
Mr. Samuel:—then it would be—[Interruption]
Mr. Paul: They do it.
Mr. Samuel:—your remit to deal with it. Well, this is a different type of garbage.
Mr. Paul: Well, yes, Chap, 12(4), is—you know what it is, we know that. We know that it is
potent, but it is limited, in that it does not take on industrial waste to the extent that you are
dealing with oil, that is for the EMA. And we do not have—for instance, you talk about testing;
there is no laboratory in Point Fortin for that testing in the borough. Who is to say what is in
there. We know what crude oil is, but we do not know what else is in the crude oil, and we do
not have the capacity to define what is in there; that is for the laboratory purpose.
Mr. Chairman: Okay, well we are getting close to that time when we must conclude our
session. Are they any remaining burning questions from the Members of this Committee? Well,
there are no burning questions, so I would like to conclude with a few remarks. I believe that the
matter of legislation, if there are any particular concerns, I would suggest that you bring that
forward to the attention of the Minister of Local Government.
Mr. Paul: Yeah.
Mr. Chairman: But the one thing that stood out with me, is the matter of—I thought I heard
you said that 90 per cent of the land area was under the control of Petrotrin, and there is dumping
of garbage to some extent, and the over growth that has caused, in your view, some elements of
dengue and other illnesses, and I would ask you then, because it seems to be a major point, that
you send to the Committee a short succinct report about these concerns and we would, if you
cannot, take it to the various Ministries to ensure that there is proper compliance with health and
environmental issues.
From the presentation that has been made by you, your worship, and your team, it seems that you
have a fairly well-run corporation with very few complaints, except for the legislation. You
operate well without an engineer. You have managed to apply initiatives for a medical officer,
even though you have none. You have no sanitation problems, according to you, and the only
thing as I said is the matter Petrotrin. So I would like to extend on behalf of the Committee and
add to the congratulations that have already been given, our own congratulations with regard to
the operations of Point Fortin.
I have heard you speak to the matter of tourism in Point Fortin, and I believe that if it is
something that you want to expand you can either through us or go directly to the Ministry of
Tourism, who I expect would be a fairly willing partner, as far as you are concerned, but if not,
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
put something to us in writing with regard to your tourism initiatives that we can pass on to the
relative Ministries.
Having said that, again, on behalf of the Committee, I want to thank you and our team for your
very forthright presentation in a number of areas, and we hope that we will have you back soon
here when some of your concerns that you have can be addressed if we push the pencil forward.
Thank you, and I want to thank the media, I want to thank the members of the public for their
attendance, and you for your participation.
Mr. Paul: Thank you very much, Sir, delighted.
Mr. Chairman: So, I now declare this meeting closed.
Mr. Paul: Thank you.
Meeting adjourned at 12:25 p.m.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Appendix 4
Status of Disaster
Management Unit
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
POINT FORTIN BOROUGH CORPORATION
DISASTER MANAGEMENT UNIT
In response to the Joint Select Committee’s request for additional information on the ‘Status of
the Disaster Management Programme and Unit’, the following is submitted for your information.
Unit/Programme
Status
The Unit is staffed according to the Fully staffed with 4 persons (Coordinator, 2 Field Officers
Cabinet Note 1347
and 1 Communication Technician).
The Unit is also comprised of 2 Ministry of Science
Technology & Tertiary Education OJT and 2 Corporation
Trainees.
The Unit has trained Community 96 persons were trained and given Identification Cards.
Emergency
Response
Team
members (CERT). They have The CERT Team was formed into a Committee. Street
remained actively involved in the Captains were identified for each electoral district.
affairs of the community.
Meetings are held on a quarterly basis. There was a CERT
Launch in the Community at Victor Chin Kit Park. In this
event Luminous Safety vests, bags, were acquired for the
CERT.
The CERT Team also assisted in the Evacuation Drills,
Public Awareness programs exhibitions.
The CERT team also calls in to report inclement weather in
their area.
Shelter Inspection and Shelter The Unit has held work-shops for persons trained in Shelter
management. The Unit has held Management.
work-shops for persons trained in
Shelter Management
Shelter Managers also assist in the setting up of shelters
during Evacuation Drill exercises.
Shelter Inspections are carried out twice every year in
collaboration with the Fire Service, Public Health and the
Town Superintendent.
Core Services - Communication
The Disaster Management Unit is equipped with functional
radios (Internal device, O.D.P.M. and M.O.LG. and Atlantic
LNG).
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
9 day weather alert were sent to all departments via
Microsoft Outlook as an intranet update to guide work
assignments.
The weather alert is also sent to the Fire Service on a
weekly basis.
The C/B, VHF and Crashcraft antennas were installed an
operational. The C/B radio is used on a a daily basis.
Stakeholders meetings are conducted on a quarterly basis.
Equipment
Mutual Aid Scheme meeting were attended with other
Stakeholders.
This Unit is equipped with operational vehicles (an
Omnibus, Ambulance, and a designated Emergency
Response Van).
The Omnibus is used between 20-25 times on a monthly
basis, while the ambulance is used during cases of
emergency and the Emergency Response Vehicle is used on
a daily basis.
The Unit is also equipped with Disaster Relief Equipment.
Disaster Relief
Social
Public Awareness
Based upon necessity, the Corporation provides additional
equipment
Assistance is rendered to Disaster Stricken Victims in the
form of referral letters and disaster relief supplies.
The statistics show fire to be our greatest vulnerability.
Updated the Special Needs and Volunteer lists, School
intake, Business Community, and Geriatric Homes.
The unit participates in public awareness programmes in
collaboration with other agencies within Point Fortin.
Lectures are also conducted on a regular basis within
Schools and the community at large.
The unit also hosts a Vacation Camp on a yearly basis
sensitizing and educating the young population on the
importance of being ready for a disaster.
Public Awareness (cont’d)
In collaboration with the Office of Disaster Preparedness
and Management, Core walk about within the Point Fortin
area were under-taken in Guapo, Egypt and Point Ligoure to
sensitize the persons in the vulnerable areas of flooding on
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
safe practices, shelters and the standard operating procedure
for impact victims and sheltering.
Emergency Operations
When weather bulleting is received, the persons in
vulnerable areas are alerted to secure their property.
The Unit has formulated an Emergency Operations Plan
booklet that has been given to all departments within the
Corporation.
Emergency Signs were erected at strategic points along
Point Fortin showing the Evacuation Route.
Evacuation Plans were also drawn for the 9 Primary
schools.
The Drawings were approved by Point Fortin Fire Service.
Drawings for the 2 Secondary Schools are ongoing.
Full Scale Evacuation Drills were conducted within the
community (Sunset Beach) where the residents were
evacuated to the New Village Community Centre (Shelter).
Another was conducted at the Atlantic LNG. The DMU
participated in various capacities.
Achievements
Fire Drills were carried out in Primary schools with the
active involvement of the DMU.
This Unit has received many commendations for its
competency within its line of duties. The most recent award
that this Unit was given was for the Overall Engagement
with the O.D.P.M.
The Unit has been highly recognized by the stakeholders
both in the private (Atlantic) and public sector (Schools,
Hospital).
Mitigation
Consultations for evacuation drills from both sectors have
become the norm; the Emergency Operation Centre is
usually used as the Command Centre on these occasions.
We have been successfully working with the oil-based
industries in monitoring the environment of Point Fortin to
ensure safe practices are maintain in remedial work carried
out in populated areas.
Relevant agencies and departments were informed of
clogged drains/watercourses, water leaks, oil spills, leaking
sewers, pavements, dangerous roofs.
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13th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission)
Projections
The DMU has undertaken the cutting or trimming of
Threatening trees in all electoral districts.
The acquisition and installation of the 1st phase of a Early
Warning system in the Point Fortin business centre.
To construct and install community emergency response
bins (containers) in 6 electoral districts.
Full scale evacuation drill of the Tank farm residents, this is
in collaboration with Petrotrin/ Trinmar operations in June
2014.
Camp Survival 2014 for children between the ages of 10-18
years.
Public Awareness – exhibition in June 2014 with Schools
and Health Centres in keeping with Disaster Preparedness
week.
Evacuation exercises involving 2 Secondary Schools and
Primary Schools. Meetings were held, the date is to be
decided upon.
CERT and Shelter Management Training.
Emergency Response Vehicle expected to arrive early 2014.
Environmental Monitoring will be an on going exercise
CHIEF EXECUTIVE OFFICER
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