16th Report - JSC Municipal Corporations and Service

Transcription

PARLIAMENT OF THE REPUBLIC OF
TRINIDAD AND TOBAGO
Fifth Session (2014/2015)
TENTH PARLIAMENT
Sixteenth (16th) Report
of the Joint Select Committee
Appointed to inquire into and report on
Municipal Corporations and Service Commissions
on a
Review of the
Administration
and Operations of the
PAPER NO:
PARL NO.
/2014
14/6/13
Ordered to be printed with the Minutes of
Proceedings
and Notes of Evidence
Sangre Grande Regional
Corporation
16th 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: jscmcsc@ttparliament.org
ii
Sixteenth 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 and Operations
of
the Sangre Grande Regional Corporation
Date Laid: HoR: November 28, 2014
Senate: November 25, 2014
iii
iv
The Committee
Mr. Anthony Vieira
Chairman
Mr. Hugh Russell Ian Roach
Vice-Chairman
Mrs. Vernella Alleyne-Toppin,
MP
Member
Mr. Prakash Ramadhar,
MP
Member
Ms. Marlene Coudray
Member
Ms. Shamfa Cudjoe
Member
Mr. Chandresh Sharma,
MP
Member
Ms. Marlene McDonald,
MP
Member
Mr. Devant Maharaj
Member
Mr. James Lambert
Member
Mrs. Joanne Thomas,
MP
Member
Mr. Rodger Samuel,
MP
Member
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Committee Mandate and Establishment
In accordance with 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 their powers and functions.
Powers of the Joint Select Committee
Standing Orders 71B of the Senate and 101 of the House of Representatives outline that inter
alia 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 , organization of the ministry or 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
 to communicate with any other Committees of Parliament on matters of common interest.
vi
Membership
The members of the Committee are as follows:

Mr. Anthony Vieira1
-
Chairman

Mr. Hugh Russell Ian Roach2
-
Vice-Chairman

Ms. Marlene Coudray3

Mr. James Lambert4

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
Secretariat Support
Secretarial assistance was provided by the following officers:
Mr. Julien Ogilvie
-
Secretary
Ms. Candice Skerrette
-
Assistant Secretary
Ms. Kimberly Mitchell
-
Graduate Research Assistant
Meetings
For the purpose of this inquiry, the Committee held one meeting with officials of the Sangre
Grande Regional Corporation on Friday May 13, 2014.
1
Mr. Anthony Vieira replaced Mr. Elton Prescott on the Committee with effect from September 23, 2013.
Mr. Hugh Russell Ian Roach replaced Mr. Subhas Ramkhelawan on the Committee with effect from May 6, 2014 following his resignation as a
Senator on 10 April, 2014
3
Ms. Marlene Coudray replaced Brig.(Ret’d) John Sandy on the Committee with effect from 16.10.12 following the termination of his Senatorial
appointment on June 25, 2012
4
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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Contents
Page
#
List of Tables and figures ........................................................................................................... iix
Table of Abbreviations ................................................................................................................. x
Executive Summary .................................................................................................................... xii
Chapter 1 ....................................................................................................................................... 2
Background of inquiry .............................................................................................................. 2
Chapter 2 ....................................................................................................................................... 8
Evidence Received ..................................................................................................................... 8
Chapter 3 ..................................................................................................................................... 32
Findings and Recommendations ............................................................................................ 32
Appendix 1 ................................................................................................................................... 51
Entities falling under the purview of the Committee .............................................................. 51
Appendix 2 ................................................................................................................................... 53
Minutes......................................................................................................................................... 53
Appendix 3 ................................................................................................................................... 70
Verbatim Notes of the public meeting held with the SFCC .................................................... 70
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List of Tables and Figures
TABLE NO
DETAILS
PAGE NO.
Table 1
Planned projects for implementation for period
2014-2016
24
Figure 1
Communities within the Region of Sangre
Grande
3
Figure 2
Electoral Districts within the Region of Sangre
Grande
4
ix
Table of Abbreviations
ABBREVIATION
MEANING
AOII
Administrative Officer II
CEO
Chief Executive Officer
CERT
Community Emergency Response Team
CPO
Chief Personnel Officer
CSL
Commission of State Lands
DMU
Disaster Management Unit
GFEU
Green Fund Environmental Unit
HRM
Human Resource Management
MOU
Memorandum of Understanding
MoLG
Ministry of Local Government
MoWI
Ministry of Works and Infrastructure
MoT
Ministry of Tourism
MTEST
Ministry of Tertiary Education and Skills Training
NUGFW
National Union of Government and Federated Workers
OSH
Occupational Health and Safety
PIRO
Personnel and Industrial Relations Officer
PHI
Public Health Inspector
PMCD
Public Management Consulting Division
PMOH
Public Medical Officer of Health
PSIP
Public Sector Investment Programme
PTSC
Public Transport Service Corporation
x
RDP
Regional Development Plan
SASC
Statutory Authorities’ Service Commission
SGMPD
Sangre Grande Municipal Police Department
SRGC
Sangre Grande Regional Corporation
SRP
Special Reserve Police
TTPS
Trinidad and Tobago Police Service
xi
Executive Summary
At its Twenty-Ninth Meeting held on March 07, 2014, the Committee agreed to conduct an
inquiry into the administration of the Sangre Grande Regional Corporation. In determining the
areas of focus on this inquiry, the Committee had noted that geographically, this Regional
Corporation was the largest of the fourteen Regional Corporations and that it was also
characterised by a high level of poverty and underdevelopment. The Committee’s decision was
driven by its interest in determining the extent to which the problems which confront other
municipal corporations throughout the country were also existent in this Corporation and, if so,
how these affected its ability to deliver services to its clients/burgesses.
To this end, the Committee sought and obtained written evidence based on certain inquiry
objectives that it determined. Subsequent to reviewing the written submissions received on
these areas, the Committee held a public hearing with officials of the Corporation on Friday
May 13th, 2014. The discussions at the hearing focused on the following areas:
a. the financial management of the Corporation;
b. the formulation and roll out of Corporate and Strategic plans;
c. the execution of projects for Infrastructural Development in the
municipality;
d. the level of Disaster Preparedness of the Corporation;
e. the Human Resource capacity of the Corporation;
f. the challenges confronting the Corporation’s Municipal Police Unit;
g. the challenges related to Public Health and Sanitation;
h. the utilization of Information and Communication Technology.
An analysis of the oral and written evidence revealed that the Corporation faced the following
challenges:
i.
human resources shortages and deficiencies due to challenges with filling vacant posts
and a lack of human resource development initiatives;
xii
ii.
an absence of Human Resource Audits and an established Employee Assistance
Programme;
iii.
inconsistencies in the prioritization of expenditure;
iv.
substance abuse and a sense of apathy amongst the employees of some departments;
v.
there was an absence of a documented status update on coastal management;
vi.
an inadequate number of Municipal Police Officers compounded with insufficient
vehicles and equipment to service the vast and rough terrain of the region;
vii.
a more structured and integrated approach to the development of the tourism potential
of the region is required;
The Committee has recognized that notwithstanding these significant shortcomings, the
Corporation has attempted to implement initiatives to enhance its operations. Some of the main
areas that the Committee considered commendable include:
i.
the use of short-term employees and OJTs to supplement the Corporation’s staff
shortages and deficiencies;
ii.
the establishment of a Health and Safety Unit;
iii.
improvements in the Corporation’s financial accounting systems and procedures;
iv.
the waste recycling initiatives of the Corporation, led by its health department;
v.
the forging of public sector partnerships with other public agencies such as VMCOTT
and PTSC with a view to addressing certain issues confronting the corporation;
vi.
the development of an Urban Generation Plan for its main commercial hub;
vii.
the on-going effort to improve the Corporation’s ability to manage disasters;
xiii
viii.
ix.
the Corporation has engaged in some strategic and regional development planning;
the Corporation’s understanding of some of the legislative adjustments which are
required to improve the manner in which it functions and by extension the way in which
all municipal corporations function.
The Committee has proffered recommendations to address some of the issues/shortcomings it
identified. These recommendations are outlined in chapter 3. We expect that the Parliament,
the SGRC, the Ministry of Local Government and other stakeholders would take into
consideration the findings and recommendations of this report, as we work towards enhancing
the operations of the Sangre Grande Regional Corporation.
xiv
1
Chapter 1
Background of inquiry
1.1
With an area of approximately 898.8 square kilometers, the municipality of Sangre
Grande is geographically the largest in Trinidad. It is fringed by the Atlantic Ocean to the
east and the Caribbean Sea to the north. Also, it is bounded on the south, south-west and
west by the Mayaro/Rio Claro, Couva/Tabaquite/Talparo and Tunapuna/Piarco Regions
respectively. This Region is largely rural in character with 41 communities (See Fig. I –
Communities within the Region of Sangre Grande). Most of the land is undeveloped,
being under either forest cover or agriculture. Eight electoral districts comprise the SGRC
including: Cumuto/Tamana; Manzanilla; Sangre Grande North East; Sangre Grande North
West; Sangre Grande South; Toco/Fishing Pond; Valencia; Vega de Oropouche 5 (See Fig.
II – Electoral District within the Region of Sangre Grande).
1.2
Agriculture is the predominant activity with the traditional cash crops of coffee and
cocoa and large acreages devoted to citrus, coconuts, bananas, vegetables and root crops as
well as rice cultivation. Furthermore, the municipality can be considered to be a base for
leisure, recreational and tourism activities, for residents and visitors, which centres on
forested lands, rivers and beaches.6
1.3
The Sangre Grande Regional Council is the local authority for the areas within the
municipality, responsible for the full range of local government services to a population of
around 65,807 people7. The Mission of the Council of the SGRC is to provide prompt
quality local government services to citizens of the region in an effective and efficient
5
Administrative Report of the Sangre Grande Regional Corporation 2010/2011
Administrative Report of the Sangre Grande Regional Corporation 2010/2011
7
Central Statistical Office Community Register, 2000
6
2
manner thereby enhancing the standard of living in our communities within the context of
national development.8
1.4
The Corporation’s Council was elected subsequent to the October 21st, 2013 Local
Government elections. However this 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;
1.5

a lack of sufficient human and financial resources;

archaic organisational structures and procedures;

overlapping of responsibilities with other community focused organisations;

inefficient service from associated Service Commissions, among others.
Therefore, the Committee was interested in determining whether these issues were
also adversely affecting the operations of the SGRC. Particularly due to the fact that the
municipality has been among the poorest in the country based on poverty data from the
Central Statistical Office, 2012 (8.8%, Multidimensional Poverty by Regional Corporation,
20069).
Sangre Grande Regional Corporation. “About Us”. http://sgrc.gov.tt/AboutUs.aspx
National Spatial Development Strategy for Trinidad And Tobago, Pg 15.
http://www.planning.gov.tt/OurTnTOurFuture/documents/Surveying_the_Scene_web.pdf
8
9
3
Fig 1 - Communities within the Region of Sangre Grande
4
Fig 2 - Electoral Districts within the Region of Sangre Grande
5
Focus 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 SGRC would focus around the
following documents:
i.
a Summary Report on the administration of the Corporation for the period
2011 to 2013, comprising information on activities undertaken during the
respective years in areas such as:
a. Human Resource Management/Development;
b. Financial Management;
c. Public Health;
d. Infrastructural Development;
e. Policing and Security;
f. Disaster Management, among others
ii.
a Status Report on the implementation of the Corporation’s plans and
objectives outlined in the Annual Administrative Report 2010-2011; and
iii.
the planned projects and initiatives targeted for implementation on by 2016
as per your strategic plan (2013-2016).
1.7
The oral and written evidence acquired in respect of these inquiry objectives is
summarised in Chapter 2. During the public hearing, the Corporation was asked to provide
certain responses in writing. These response were received via letter dated August 05, 2014.
1.8
In accordance with Standing Orders 75(4)(b) of the Senate and 114 of the House of
Representatives, the Committee at a meeting held on Friday October 31, 2014 considered
and adopted this Sixteenth Report.
6
Ministerial Response
1.9
The provisions of Standing Orders 71(B)(13) of the Senate and 110 (6) of the House
of Representatives are applicable to this Report. They state inter alia:
“…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…..
If a Minister is unable to provide a response referred to (in paragraph above) the
Minister shall write to the Speaker of the House providing the reason the response
could not be provided…”
1.10 The sixty-day period commences on the date the report is tabled in the second
House.
7
Chapter 2
Evidence received
2.1
The Committee met with representatives of the Sangre Grande Regional Corporation
at a public hearing held on Friday May 13th, 2014. The following officials represented the
SGRC at the hearing:
2.2
i.
Mr. Martin Rondon
Chairman
ii.
Mr. Jameel Chadee Ameeral
iii.
Mr. Raymond Seuchan
County Superintendent
iv.
Dr. Ravi Maharaj
Principal Medical & Health Officer
v.
Mrs. Haymawatie Mohammed
Administrative Officer II (Ag.)
vi.
Mr. Omatee Gajadhar
Accountant II (Ag.)
vii.
Mrs. Joleen Le Blanc-Green
Personnel & Industrial Relations Officer (Ag.)
viii. Mr. Sewak Baran
Municipal Police Inspector
ix.
Supervisor (Public Health)
Mr. Vijai Baran
Hereunder is a synopsis of written and oral evidence provided to the Committee:
8
Review of the Administrative of the Corporation from 2010-2011
2.2.1 The Corporation outlined, in its review for the above stated period, strategic
objectives that comprised initiatives and projects targeting improvement in the
administration of its affairs and service delivery.
2.2.2 These objectives were to:
i.
create a service culture within the Corporation;
ii.
acquire appropriate and ergonomic facilities and tools for staff;
iii.
preservation of the environment to foster sustainability;
iv.
maximize use of resources and optimize financial returns where possible;
v.
delivery of high quality products and services in keeping with established
standards;
vi.
initiate positive change in the organizational culture;
vii.
ensure accountability and transparency in all operations;
viii.
improve the managerial communication and information systems;
ix.
improve the current level of infrastructure to the satisfaction of all
stakeholders;
x.
develop proactive and cost effective maintenance programmes;
xi.
create sustainable partnerships with stakeholders;
xii.
secure adequate and competent human resources.
2.2.3 The Corporation identified a number of issues which were hindering the
achievement of the aforementioned strategic objectives. These issues included:
Financial
i.
inadequate financial resources to effectively satisfy the needs of stakeholders;
ii.
bureaucratic impediments affecting the timely release of funds;
iii.
bureaucratic impediments affecting the timely award of contracts;
iv.
absence of a resident auditing unit;
9
Operational
i.
inadequate office accommodation for administrative and technical staff;
ii.
over emphasis on bureaucracy and inadequate focus on delivery of goods and
services to stakeholders;
iii.
inadequate mechanical workshop and storage facilities;
iv.
inadequate plant and machinery;
Legal
i.
general ignorance by employees of the OSH Act and other legislation
relevant to the Corporation;
Human Resource
i.
inadequate monthly and daily rated personnel to satisfy the needs of
stakeholders;
ii.
inadequate number of competent public officers at the senior level;
iii.
inability of the organization to attract specialist professional staff;
iv.
relatively frequent turnover of officers through transfers, promotion, etc.;
v.
significant illiteracy and innumeracy levels among senior daily rated personnel;
vi.
poor work ethic of some employees as reflected by unpunctuality and
irregularity;
vii.
unacceptable level of productivity by employees due to substance abuse
challenges;
Strategic
i.
weak leadership and supervisory and managerial inefficiencies in some
departments;
ii.
absence of professional legal expertise to assist the Corporation;
iii.
an organizational mind-set of being reactive rather than proactive;
iv.
lack of an adequate understanding of roles and responsibilities by members of
Council;
v.
inadequate retention of institutional knowledge and planning for succession;
10
Technological
i.
inadequate and obsolete communication systems;
ii.
outdated manual data storage and report generating systems;
Marketing
i.
inadequate dissemination of information to the public;
ii.
negative perception of Local Government bodies by the general public which
discourages collaboration and the establishment of strategic partnerships;
Environmental
i.
non-compliance to environment conservation guidelines;
ii.
natural disasters;
Evidence received on the administration of the Corporation for the period 20112013
2.3.1 At the time of the inquiry, the Corporation was in the process of completing its
Annual Administrative Reports for the period 2011-2013. Nevertheless, the Committee was
provided with a summary of some of the major issues and areas of activities pertaining to
this period. The Corporation submitted that, barring some achieved goals and objectives, its
challenges listed above in its review for 2010-2011, were still applicable to the period under
review (2011-2013). The following subsections provide a synopsis of the contents of the
corporation’s Summary Report on its activities for the period 2011-2013. Focus has been
placed on the details concerning the core functional areas of the Corporation such as:
 Human Resources,
 Policing and Security
 Disaster Management
 Technical and infrastructural activities
 Public Health
 Financial Management
11
2.3.2 Relevant evidence capture during the public hearing has also be highlighted/
incorporated.
2.3.3 The Corporation stated that there are five hundred and sixty-two (562) daily rated
workers on its establishment which comprises regular, casual, permanent and
supplementary permanent workers. The daily rated establishment was developed in 1966
and is now outdated and no longer satisfies the current needs of the Corporation.
2.3.4 In light of this, the Corporation has engaged in discussions with the Ministry of
Local Government and PMCD with a view to increasing the current complement of staff.
The Corporation met with PMCD on two occasions in 2013 to justify the hiring of two (2)
HR Officers I and three (3) HR Officers II. The Corporation also made representation to
PMCD for the introduction of eighty-eight (88) additional positions. The Corporation
admitted that it was still operating with a personnel administration perspective and needed
to evolve to a more holistic approach to managing human resources.
2.3.5 The Committee was also advised that the number of monthly paid staff at the
Corporation has actually decreased from the initial sixty-Seven (67) in 1990 to Fifty-two
(52) at present.
2.3.6 From a more operational perspective, the request for more staff was premised on an
expectation that more autonomy would be granted to Municipal Corporations, as a
consequence of the proposed local government reform initiatives. To this end, the
Corporation anticipates that additional personnel would be required in support areas of
human resources and audit. The Committee was informed that at present, the PIRO
manages a group of monthly-paid and daily-rated workers who performed the core HR
Management functions.
2.3.7 In an effort to address the shortfall in manpower, the Corporation recruited through
the use of short-term contract employees and (OJT) trainees. It was reported that
approximately three thousand (3000) short-term employees and thirty-four (34) OJTs were
recruited during the period 2012-2013.
12
2.3.8 A review of vacancies within the establishment is conducted on a bi-annual basis
and the Corporation meets with the recognized trade union to discuss replacements. This is
done to ensure that there is a continuous movement of regular workers to permanent worker
status and casual workers to regular worker status.
2.3.9 Evidence received also suggested that there was a need to enhance the knowledge
and skills of its monthly and daily paid workers through targeted training interventions.
With respect to the Corporation’s performance management system, it was noted that the
rate of completion of Performance Appraisal Reports has improved significantly.
2.3.10 Moreover the Corporation highlighted the following as achievements:
i.
improved processing of retirement benefits and in the planning and organizing of
the Corporation’s Human Resource needs;
ii.
all vacancies created in the year 2013 have been filled with the exception of the
vacancy for Rodent Control Evaluator and one (1) Sanitation Worker which are
expected to be filled upon completion of training and evaluation; and
iii.
vacancies were filled on the monthly paid establishment and the daily rated
cadre.
Policing and Security
2.3.11 Similar to other Regional Corporations that the Committee has examined into the
SRGC highlighted the manpower shortage in the Corporation’s Police Unit. The strength of
the Corporation’s municipal police is 24 officers comprising: one (1) sergeant, two (2)
corporals and twenty one (21) constables. The Corporation has submitted a proposal to the
Ministry of Local Government to expand the Unit to fifty (50) Constables, four (4)
Corporals, two (2) Sergeants, two (2) Inspectors and one (1) Assistant Superintendent of
Police (ASP).
2.3.12 At present the Unit does not operate on a 24 hour basis. Therefore, the proposed
enhancement in the capacity of the Unit is intended to allow the Unit to provide a 24 hour
serve to the region.
13
2.3.13 All officers were trained at the Trinidad and Tobago Police Academy in a number of
areas including crime scene management, leadership skills, firearm and survival tactical
training, defensive driving, disaster preparedness, computer literacy, investigative
interviewing, initial damage assessment shelters, cell phone forensics, use of force and
conflict management, court and process duties, advanced investigative interviewing,
community policing and domestic violence. This training has equipped the Corporation’s
police to effectively manage crime in the Eastern Division. Further, four vehicles and a
motorcycle have been acquired for patrols.
2.3.14 The Corporation is in the process of recruiting additional municipal police,
particularly Special Reserve Police Officers, due to the loss of some officers to the central
police service. Also given that agriculture is a primary means of living in this region,
policing efforts must be tailored to address the nature of criminal activities that would
exist in a region such as Sangre Grande. There have been a number of reports of Praedial
Larceny occurring in areas within the Corporation, therefore the Corporation is working
with gardeners and has been conducting a number of patrols to alleviate this problem.
Disaster Management
2.3.15 The area of disaster management is one of the evolving responsibilities of Municipal
Corporations in general. As a region that is particularly rural in nature, this Corporation has
had to adopt a very strategic approach to developing its capacity to effectively plan for,
response to and manage the effects of disasters. As such, it was noted that the Corporation
has sought to acquire the necessary supplies and equipment. These supplies have been
placed in storage containers strategically located in the region.
2.3.16 In addition, in April 2013, a Vulnerability and Risk Assessment Survey of the region
began with a study of the Vega de Oropouche area. Several areas have since been surveyed
and data collected. CERT training was provided to persons in the region and Disaster
Response Teams have been formed.
2.3.17 In addition, regular disaster preparedness outreach programmes continue to take
place in all areas of Sangre Grande. It was also reported that for the period 2012-2013, the
Corporation has acquired: a Mobile Shelter Unit; a Disaster Management Vehicle; a Skid14
Steer; communication equipment; Handheld GPS devices; a Davis Weather Station10 and;
an ODPM relief container and DMU containers stocked with various disaster relief items.
2.3.18 However, it was noted that there are challenges/issues such as:
a. the inherent risks associated with the inaccessible nature of the region’s terrain
which may be problematic for post-disaster relief efforts;
b. there is also an urgent need for space to be designated for an office and a
warehousing;
c. there is a need for the development of standard operating procedures for the
management of units;
d. the necessity for an increase in the speed of release of disaster funds.
Technical and Works Activities
Technical Department
2.3.19 This Department’s approved establishment has not increased. It was reported that
the following positions are to be filled by the Ministry: one (1) transport foreman; drivers;
one (1) workshop foreman; workshop staff (mechanics, repair men etc.); one (1) Works
Supervisor III; one (1) Works Supervisor I.
2.3.20 Also, the need for training for personnel within the Department on their respective
roles and responsibilities was also identified as an issue in addition to inadequate
accommodation for conducting repairs on an expanding fleet of vehicles (comprising of an
estimated 70 Vehicles) and parking space. It was submitted that during the period
2012/2013, approximately 25 out of 70 vehicles were classified as inoperable.
10
Davis Weather Station http://www.davisnet.com/weather/
15
Works and Roads Department
2.3.21 With respect to the works and Roads Departments, the Committee was informed that
there is a shortage of Checkers assigned to work gangs. As a consequence, an internal
arrangement has developed whereby Road Overseers, Sanitation Overseers and Checkers
from other work gangs fill this manpower shortage.
2.3.22 The Committee was informed that in fiscal year 2013 under the Development
Programme, the Corporation was allocated $15.2 million. This included an allocation of
$3.48 million for drainage and irrigation which was utilized on seventeen (17) projects. In
addition, under the Local Roads and Bridges Programme, the Corporation was allocated
$6.12 million which was utilized to undertake sixteen (16) projects during fiscal year, 2013.
For the current fiscal year (2013/2014), the Corporation was allocated $23 million which to
date had been utilized to undertake twenty-eight (28) projects in relation to roads, bridges,
drainage and irrigation.
2.3.23 At present, the Valencia Bypass Road is being developed by the Ministry of Works
and Infrastructure and is expected to reduce traffic congestion in Valencia.
Public Health
2.3.24 The Committee was informed that the Principal Medical & Health Officer (PMHO)
provides strategic leadership to the Public Health Department.
He is assisted by a
Supervisor of Public Health and two Public Health Officers. It was noted that public health
services provided by the Corporation may be divided into ‘chargeable’ and ‘nonchargeable’ services.
2.3.25 The Public Health Department endeavors to resolve problems submitted by
members of the public and Councilors within forty-eight hours.
There is ongoing
communication among officers involved in garbage collection, rodent control and
eradication and the management of Litter Wardens. Staff report to the Principal Medical &
Health Officer on a daily basis and a continuous assessment programme for staff is in
operation.
16
2.3.26 The Committee was informed that the regulation/oversight of food preparation and
food badges are handled by the County Medical Officer of Health (CMOH). However, the
Corporation liaises with the CMOH and monthly reports are presented to the Council. In
addition, the introduction of a grading system whereby food establishments can be graded in
terms of quality and standards was also being considered.
2.3.27 The Corporation reported that there has been increased demand for public health
services due to the fourteen percent increase growth in the population of the municipality.
This has caused increased demand for services such as the provision of garbage collection,
truck borne water distribution (to areas not serviced by a pipe borne supply), Litter Wardens
and cleaning of drains. The Department is also small and requires additional staff to
achieve maximum efficiency and overcome internal weaknesses.
2.3.28 Furthermore, we were advised that substance abuse, a lack of a safety culture and
evolving work conflicts including employees is a threat to the operations of the Department.
The Corporation proposed to educate employees against this behaviour by promoting
health, safety and conflict resolution. The predicted results being enhanced job satisfaction
and quality of life for employees and an improved work environment at the SGRC.
2.3.29 The Committee also learned that contract employees, daily paid officers and trainees
are used to supplement the unit because, like other departments, the approved establishment
has not increased to match the current demand for services. With respect to the provision of
a water to residents, tanks were purchased to address the potable water shortage problem to
the residents devoid of a pipe borne water supply.
2.3.30 The following were identified as issues which required attention in order to improve
the public health services provided by the corporation: insufficient resources/finance,
insufficient staffing, insufficient equipment and limited recycling ability; equipment
failure, defacement of equipment, larceny of equipment, illegal quarrying, illegal street
vending, illegal waste disposal, illegal squatting, illegal trawling on the seas of the east
and north coast, inaccessibility of garbage trucks to the rural areas due to deplorable road
conditions, population explosion of vectors and negative environmental impacts persist
as threats to the operations of the Public Health Department.
17
Financial Management
2.3.31 Expenditure is informed by resolutions adopted by the Council. The lack of financial
autonomy and control over virement approvals continue to be a problem. The Corporation’s
operations are virtually dependent on Central Government subventions. When necessary,
the CEO as Chief Accounting Officer, would guide the Council on the amount of
expenditure the Corporation should incur relative to its budgetary allocation.
2.3.32 The Accounts Department of the SGRC has been functioning in the absence of a
Chief Financial Officer. Nonetheless, suppliers of goods and services are paid in a timely
fashion and a good credit rating is maintained for the Corporation. Also, financial
statements for the years 2009-2011 have been completed and submitted to the Auditor
General’s Office.
2.3.33 The Corporation has implemented an EZ Payroll system which has been successful
in significantly reducing time in preparing and effecting pay to both internal and external
customers. This is facilitated through electronic banking, a reduction in cheque preparation
and delivery and, easier TD4 preparation.
2.3.34 In addition, the Council has made representation for the creation of a “Business
Division” with the mandate of generating revenue.
Strategic Plan 2013 - 2016
2.4.1 The Committee requested and received the Corporation’s Strategic Plan for the
period 2013 to 2016. The Corporation reported that owing to the planning exercise in June,
2012, it had developed a disciplined approach to the management of the SGRC, which it
intended to apply over the next four years. This Plan was framed in alignment with the
Sangre Grande Municipality Regional Development Plan (RDP). This RDP proposes a
framework to accommodate and guide the development and spatial distribution of social,
economic, cultural, infrastructural and environmental activities of its burgesses and partner
agencies operating within its boundaries for the period 2011 to 2020. Hereunder are the
details of the Status updates and strategic objectives received regarding the implementation
18
pertinent to the key areas of responsibility of the corporation and the means by which they
may be achieved.
Human Resources
2.4.2 The SGRC recognizes the urgency of addressing the deficiency in its HRM
capacity and its failure to satisfy the needs of burgesses as it relates to quality customer
service. The SGRC has met with the PMCD and submitted a proposal for the requisite
Building Inspectors to be recruited to strengthen the department. At the time written
submissions on this matter were made, the Corporation was awaiting approval for
recruitment of additional staff for the Building Inspector’s Department.
2.4.3 The Corporation stated that under the responsibility of the CEO, AOII and MoLG a
Health and Safety Unit had been established in October, 2012 to encourage a safety
culture and environment. The Corporation was in the process of developing a job
description to source a Health and Safety Officer on a short-term basis.
2.4.4 With respect to employee recognition, the Corporation awarded five (5) members
of staff for adherence to the practice of certain values at its 2012 Independence Awards
function. This was done in accordance with a strategic objective geared toward encouraging
productive behaviour among employees.
2.4.5 Senior daily rated employees underwent an in-house training and assessment
exercise in relation to the Corporation’s response to a significant presence of staff illiteracy
and innumeracy. Furthermore, professional training was provided to Council Members and
specialist technical training was done in the area of the FIDIC form of contract where the
County Superintendent was an attendee.
2.4.6 The SGRC indicated that the promotion and upgrade of daily rated employees
was done in accordance with the Joint Negotiation Committee (JNC) agreement. The
system for security of tenure for contract workers has been reviewed and these workers are
given the opportunity to build service upon exhaustion of respective seniority lists.
19
2.4.7 The Corporation sought to improve HRM by scheduling compulsory monthly
meetings regarding project implementation; particularly between officers of the Technical
Department. Also an electronic database was established and commenced on January, 2013.
The PMOH and PIRO are leading the initiative to have monthly departmental status reports
prepared by all departmental heads.
2.4.8 Prompt disciplinary measures are expedited by the Corporation and cases are
referred to the Public Service Commission where necessary.
Over
five-hundred
(500) short-term workers are engaged during public holiday periods, weekends and
outside of regular working hours on weekdays. The short-term crew is utilized
intermittently to ensure that the central business districts (Valencia, Sangre Grande) are
kept clean. A database has been initiated to manage short-term employment and
correspondence. Additionally, a high performing crew was established to tackle urgent
problems. The “crew” comprises of the CEO, Municipal Police Inspector, Engineer and
Supervisor (Public Health) among others.
2.4.9 The intake of OJTs at the SGRC was totalled at 33 as at May, 2014 and these
trainees are distributed across various departments for the purpose of supplementing
deficiencies in staffing. The launch of the OJT Environmental Project saw 28 trainees
producing over 100K citrus produce at MAPA farms.
2.4.10 Nonetheless, the Committee noted that no status update was provided in with respect
to the following human resource plans/initiatives outlined in its Strategic Plan:
a. The execution of various training exercises in the areas of;

modern supervisory skills

customer service

computer literacy

disaster management
b. Conducting of a Human Resource Audit;
c. Establishment of an Employee Assistance Programme;
Public Health Issues
20
2.4.11 The Corporation was assigned eleven (11) Litter Prevention Wardens (LPW)
recruited by the MoLG. These LPWs were trained in various aspects of their duties and
functions including "courtroom procedures". Those assigned to the SGRC have been
precepted, provided with uniforms and given the performance support necessary for
accomplishment of their tasks. Accordingly, a monthly report is submitted at the Public
Health Committee meeting of Council.
2.4.12 A recycling project commenced with the installation of fifteen (15) aluminium
recycling bins. These bins comprise of three compartments for the collection of bottles,
paper and plastic and have been strategically placed in Valencia, Sangre Grande and Toco.
The corporation has partnered with Carib Glass Works Limited (Matura) and Nature
Seekers (Matura) in this endeavour.
2.4.13 Similarly discussions regarding the promotion of composting of waste has
commenced.
Policing & Security
2.4.14 As stated earlier, the Corporation submitted that despite attempts, it still has not
been able to effectively supplement the department’s manpower shortage. At present the
SGRC provide a service from 6:00am to 8:00pm Mon-Sat and 6:00am to 2:00pm on
Sunday. The introduction of a 24/7 police service is a strategic policing objective of the
Corporation but its realisation is condition on the expansion in the size of the unit, which as
at May 2014 remained unchanged.
2.4.15 Accordingly, in order to rigidly enforce traffic regulations in the Municipality, the
SGMPD has undertaken a joint venture with the TTPS particularly in relation to traffic
management.
2.4.16 The SGRC has installed C.C.T.V. cameras in the town centre and the Corporation’s
facilities. Also GPS has been installed in all Municipal Police vehicles which ensures that
these vehicles can be monitored at all times. Furthermore, this ensures that police work is
carried out in a professional manner and prevents the unauthorized use of government
21
vehicles. To that effect, portable GPS units may be transferred from vehicle to vehicle as
may be required.
2.4.17 We noted that a status update was not provided on the following related initiatives
outlined in its Strategic Plan regarding policing and security:
a.
the deepening of preventative and community policing training; and
b.
the establishment of Joint Policing Committees.
Disaster Management
2.4.18 The Corporation stated that the proposed building to which the DMU will be
relocated was currently under construction at Turure Road. The DMU is scheduled to be
relocated by December, 2014.
2.4.19 The staff of the DMU have been trained to use Handheld GPS devices and the
MotoTrbo Portable radios11 and Base Station in order to enhance communication, especially
during disaster. Similarly, ninety (90) community personnel were trained in CERT of which
50 received their CERT kits.
2.4.20 As it relates to the procurement of necessary equipment for the DMU, a Davis
Weather Station12 has been installed and is operational. Also, three (3) containers stocked
with emergency relief supplies are strategically located in the municipality at: the SGRC
Sub-Office Compound at Toco; the North Manzanilla Community Center and; the SGRC
Administrative Compound at Ramdass Street. It was noted that a status updated was not
provided on the establishment of an early warning system.
Economic and Physical Developments
2.4.21 The Council initiated the Urban Regeneration Plan for the town of Sangre Grande
by signing an MOU with PTSC. The holistic Sangre Grande Town Centre Redevelopment
Project will commenced with the establishment of a main Administrative Complex in
Sangre Grande. The Corporation reported that: Phase 1 of the relocation process has been
11
http://www.motorolasolutions.com/US-EN/Product+Lines/MOTOTRBO#
Davis Weather Station http://www.davisnet.com/weather/
22
completed and the contract for Phase 2 was awarded and the parties are awaiting the
finalisation of an agreement between the Solicitor General’s Department and the contractor
prior to commencement of works.
2.4.22 Further to the provision of public services, the Corporation endeavours to develop,
rehabilitate and maintain central government main road surfaces and bridges. In that regard,
the extension of the Churchill Roosevelt Highway from Wallerfield to Manzanilla
continues. SGRC stated that the route selection has been completed; the design stage of the
project is being undertaken by consultants engaged by the MoWI; and a Wallerfield town
development project is under consideration. Additionally, 7.160km of local roads improved
during the period of 2012-2013 owing to an objective to improve the Municipal Secondary
Road Network. This includes the construction of the Valencia Bye-pass road with a targeted
completion date being December, 2014.
2.4.23 The Corporation provides technical aid and design guidelines to property developers
using the draft ‘small building’ code available at Bo Standards. The SGRC was optimistic
that the proposed Planning and Facilitation of Development Bill would effectively address
all property development issues.
2.4.24 Under an objective to conserve sites and structures of historic and architectural
significance in the municipality, the Corporation has initially targeted the Sangre Grande
Old Post Office for restoration/refurbishment. Additionally, refurbishment of the Toco
Lighthouse has seen the birth of a partnership initiative with the Ministry of Tourism. The
partnership commenced with a stakeholders meeting being held at the Toco Composite
School.
Environment/Eco-Tourism
2.4.25 The Corporation reported that it would be seeking funding from the Green Fund to
carry out Solar lighting of the Eastern Main Road, recreational grounds, parks etc. and
various energy harvesting projects in schools. The application is before the Green Fund
Environmental Unit (GFEU).
23
2.4.26 A Tourism Centre and Training School was constructed in Valencia by the Ministry
of Tourism. Additionally, the Corporation indicated that discussions continue with the MoT
to prioritize projects that create access and other infrastructure for identified tourism sites in
the municipality.
2.4.27 Furthermore the Corporation partnered with the Commission of State Lands (CSL)
and the Land Settlement Agency to curtail the fast growing deforestation and development
of new settlements on unauthorised land at Toco Road, Matura. The structures were
demolished by the CSL in March 2014.
2.4.28 The Corporation is seeking to effectively control coastal erosion in the municipality.
Therefore it is awaiting the recommendations of a $10M consultancy undertaken by Royal
Hasconing in 2010 for Coastal Protection works in the Toco area inclusive of: rubble
mound revetment; and building Breakwaters and coastal Groins.
Planned Areas of Implementation for the period 2014-2016
2.5.1 The following are for project initiatives to be implemented for the period 2014 to
2016.
Table 2
Planned project initiatives to be implemented for the period 2014-2016
No Planned Areas
Details
Development Program
1
Drainage and Irrigation
To construct box drains at a total distance of 4110m.
Programme
2
3
Local Roads and Bridges
To strengthen and seal roadway with Hot Asphalt Mix, at a
Program
total distance of 8419m.
Development of Cemeteries
Construction of five new cemeteries sheds.
and Cremation sites
4
Development of Recreational
Development of recreation grounds with drains, turf wickets
facilities
toilet facilities and play parks. Outfitting of the Monte
Cristo Park with Gazebo huts and Children's Play Park.
24
5
6
Local Government Building
Reconstruction of Municipal Police station Building's roof
Program
and electrical upgrade.
Procurement of major
Purchase of heavy equipment which includes: Cherry
vehicles and Equipment
picker, wreaker with slide tray, side arm cutter, and
Backhoe.
7
Tourism Development
Possible partnership project with the Ministry of Tourism to
Program
undertake the Salibay Beach facility construction or the
construction of a proper car park to facilitate turtle watching
in Matura.
8
Computerization Program
To procure related hardware and software for addition and
maintenance to the Corporation’s Network and Website
development.
9
Disaster Preparedness
To purchase relief Equipment
No Planned Areas
Details
10
Municipal Police Equipment
To procure CCTV cameras and Surveillance Equipment
11
Spatial Development Plan
To develop drainage network at the Turure site in vicinity of
the Workshop garage.
Recurrent Projects
12
Continued routine
- Roads, Bridges, Drains and Culverts
maintenance and repairs
- 22 Cemeteries
- 44 recreation Facilities
- 1 Market
- 1 Abattoir (soon to reopen after renovation works)
- Vehicle and Equipment fleet
- Corporations Buildings
13
Purchase of equipment
Purchase of 2 new vehicles as replacements for older ones
Purchase of minor equipment Drive on Mowers, brush
cutters etc. to facilitate efficient maintenance.
14
Expand the technical office
Addition of a pre-fabricated building to create more office
space.
25
Period 2015/2016
Development Program
No Planned Areas
Details
15
To construct box drains at a total distance of 4110m.
Drainage and Irrigation
Programme
16
17
Local Roads and Bridges
To strengthen and seal roadway with Hot Asphalt Mix, at a
Program
total distance of 8419m.
Development of Cemeteries
Development works to 11 Cemeteries that includes: Car
and Cremation sites
Park facilities, fencing landscaping, retaining wall and
reconstruction of Cemetery sheds
18
Development of Recreational
Development works to 14 recreation grounds with bleachers,
facilities
toilet and change room facilities, Car park, sub-soil drains,
perimeter drains, cricket practice nets, turf wicket, flood
lighting, regarding and regressing of playing surface and
installation of play parks.
19
Local Government Building
On transition of the workshop garage to Turure the space
Program
will be used to store construction materials and the stores
expended.
20
Procurement of major
Purchase of heavy equipment which includes: Rollers, Mini
vehicles and Equipment
Backhoe, Flatbed trucks, Canter Trucks Zero Turn Cutters,
Backhoes, Mini dump Truck, Cesspool Emptier.
21
Tourism Development
Expansion to the Salibay Beach facility if constructed.
Program
22
Computerization Program
To upgrade networking systems and communications within
departments and ministries.
23
Disaster Preparedness
To procure a mobile disaster response vehicle completely
outfitted with Health and Safety Equipment and emergency
tools. Portable radio system to enhance communication.
24
Municipal Police Equipment
To improve surveillance of crime hot spots with CCTV
cameras. Upgrade of equipment, 4x4 SUV and motorcycle.
Mobile radio system in vehicles and GPS monitoring
26
systems.
25
Spatial Development Plan
To construct Parking facilities, fence and equip the
mechanical workshop garage with mechanical equipment.
26
Development of nature trails.
27
Establishment of handicraft
centres.
28
Construction and
Coalmine, Nestor, Cunaripo, Cumuto and Coryal.
rehabilitation of community
centres
29
Access to utilities
Water and electricity at Ramroop Street, De Gannes Trace,
Roop Trace.
30
Construction of a major
sporting complex in
Cumuto/Manzanilla.
31
Eco-Park for social and
recreational activities.
32
Drive to curtail unauthorised
development.
33
Development of Cumana and
Tamana caves.
34
Acquisition of a quarry.
35
Introduction of green- house
technology.
36
Joint venture project to
develop a coconut processing
plant.
27
Initiatives for 2014-2016
2.5.2 The following are further initiatives identified by the SGRC for the period of 2014
to 2016.
Development
i.
To obtain GIS software and train staff in its use for mapping of the
Corporation assets i.e. Roads Bridges, Culverts, Buildings, etc.
ii.
To develop a working partnership with VMCOTT for the training of
workshop staff in modern methods of vehicle repair and maintenance.
iii.
To develop a partnership with the PTSC for outfitting vehicles to use
Compressed natural gas fuel (CNG). This will be done at the Turure site
where PTSC plans to run their fuel supply lines to the site, where both
workshops garage can be serviced.
iv.
To pursue the construction of the Sangre Grande Market
v.
To gain a Certificate of Environmental Clearance (CEC) from the EMA,
acquire lands and initiate clearing and construction at the Malay Trace
Cremation site.
vi.
To complete the construction and outfitting of the SGRC workshop garage
project
vii.
To construct the PTSC garage as a joint venture project
viii.
To design and construct the SGRC administrative Complex and the urban
regeneration project strip mall.
ix.
To continue to pursue green funded projects and encourage community
participation.
Recurrent
x. To outfit work gangs with efficient tools and Equipment.
xi.
To implement a program for converting and repairing wooden bridges and
replacing manhole covers throughout the region.
xii.
Recognition and awards function for workers.
28
xiii.
To introduce technical officers the use of various planning software
including: Auto Cad and Microsoft projects.
xiv.
To purchase equipment for better Quality control such as density testing
meter, asphalt coring machine.
xv.
To provide continuous training workshops for both technical and nontechnical staff e.g. Report writing.
xvi.
To reduce the amount of paper used at the corporation by introducing an
internal server and improved online communication.
xvii.
To provide better health and safety training for all workers both in-house
staff, construction and garage departments.
xviii.
To train supervisors in updated technology and modern methods of
construction.
xix.
To develop a committee to focus on and implement an Employee Assistance
Program
xx.
To ensure that all vehicles are sent for Board of Survey
xxi.
To develop recreation grounds with proper cambered playing surface and
turf wickets
xxii.
To focus on holistic cemetery development in creating a better ambiance and
controlling burial plots.
xxiii.
To ensure that all drivers undergo a defensive driving course
xxiv.
To develop a medical testing system for all employees to determine if their
job is having any adverse effects on them e.g. Stress in the work
environment.
Legislative and Regulatory Adjustments that can
effectiveness of the Sangre Grande Regional Corporation
enhance
the
2.6.1 The Corporation highlighted the need for legislative and regulatory reforms to
address the following issues which are adversely affecting its operations:
29
i.
The HRM functions of the SGRC is governed by the Municipal Corporations Act No.
21 of 1990, the Civil Services Act Chap. 23:01 and the Collective Agreement between
the CPO and the NUGFW. The Corporation proposed that legislation should be
extended to provide for:
a. the development of standards of performance and position descriptions for all
categories of employees;
b. a clear division of authority, line of control and unity of command between the
Ministry and the Corporation, and the Corporation and its employees;
c. the empowerment of the Corporation to recruit its own employees and operate as
an employer.
ii.
Public Health
Public Health is governed by the Public Health Act Chap. 12, No. 4. However, the only
relevant piece of Public Health legislation for which the SGRC has responsibility is the
Litter Act Chap. 30:52. It is suggested that legislation be enacted so that responsibility
for Public Health (or Environmental Health) should reside with the Ministry of Local
Government, and that appropriate staffing be put in place.
iii.
Municipal Policing / Street Vending
It is suggested that under the Municipal Corporations Act No. 21 of 1990:
a.
all vending offences be reviewed and made effective by way of a ticketing
system;
b.
that special permits should be granted to persons who desire to vend on the
road;
c.
that such a permit should be on his/her person at all times and that failure to
adhere to these requirements will constitute an offence.
iv.
Logging
The Corporation proposed that new provisions be made so that prior to being granted
permits to remove timber by the Forestry Division, an application should be made to the
respective Regional Corporation for access to any road and an access permit granted.
30
The permit would be required to be kept on the recipient’s person at all times and failure
to do so would constitute an offence.
v.
Building Inspectorate
The office of the Building Inspector operates under the Street and Building Bye-Laws of
the Public Health Ordinance Chap. 12 No. 4. This legislation is somewhat outdated,
having been last revised in 1950. As a result, the office of the Building Inspector
proposes that these provisions be updated to sustain an effective National Building Code
which will effectively result in safer buildings and a cleaner environment.
31
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 operations of the
Corporation and therefore proposes the associated recommendations for the enhancement of
the operations of the SGRC.
HUMAN RESOURCES
3.2
The Committee noted the efforts of the SGRC to address its manpower shortages
through holding discussions with MoLG and PMCD. However, given the general demand
for an increase in human resources throughout the local government system, the committee
is cognisant that an overnight solution ought not to be anticipated. Therefore, Regional
Corporations must adopt innovative approaches to recruit manpower relative to the limited
financial resource at their disposal. The SGRC has attempted to circumvent the challenges it
has experienced in respect of the vacancies and shortages in monthly paid and daily paid
employees by recruiting over 3000 short-term employees along with Thirty-Four (34) OJTs
(during the period 2012-2013).
3.3
We noted that the Sangre Grande region was one of the least developed regions in
the country and it was even submitted that the region serviced by the Corporation was the
poorest of the fourteen Municipal Corporations. Therefore, the Committee was cognisant
that a high demand would be placed on the Corporation to provide employment to
burgesses. Efforts to improve the capacity of the Corporation’s Personnel Unit (Human
Resource Management Unit) was also noted and the corporation was encouraged to
transform its Personnel Management systems and procedures to a more client oriented and
holistic Human Resource Management system. We were also encouraged by the foresight
displayed by the Corporation in planning an expansion of its staff complement to facilitate
the proposed local government reform initiatives which may place a greater demand for
services on regional Corporations.
32
3.4
The Committee also noted the Corporation’s response which suggested that the
reassignment of Checkers to perform the responsibilities of month paid workers was a
common practice and the Union was not consulted in this regard.
With respect to current and planned initiatives relative to the Corporation’s Strategic
3.5
Plan 2013-2016. We were pleased to learn that the Corporation established a Health and
Safety Unit in 2012 and was in the process of developing a job description for a Health and
Safety Officer. Also encouraging were plans to:
i.
expose daily paid workers to more training in order to raise their functional
literacy and capacity to perform at a higher standard;
ii.
initiatives to improve staff moral and motivate towards service delivery and
achieving the objectives of the Corporation;
iii.
3.6
reverse a culture of substance abuse amongst certain category of staff;
Further, there appeared to be an isolated employee recognition event, but the
Corporation must consider instituting a more permanent employee recognition programme.
Also no update was provided in respect of the execution of the Human Resource Audit and
the development of the Employee Assistance Programme which were identified as strategic
initiatives under ‘Municipal Management’.
RECOMMENDATIONS
I.
We recommend that the Corporation continue to engage the MoLG and PMCD
to ensure existing vacancies (particularly in key positions such as Chief Financial
Officer and Engineering and Survey Officer) are filled and lobby for the creation of
the estimated eighty-eight (88) positions it has identified to be established.
II.
In furtherance of recommendation (I) the corporation must conduct a Human
Resource Audit as a matter of high priority to ascertain the quality and adequacy of
human resources within the organisation.
33
III.
We also consider it essential that a structured employee recognition
programme be established as a means of motivating staff. The components of the
programme need not be monetary but the Corporation should tailor the programme
to fit the dynamics of the organisation.
IV.
We recommend that the Corporation endeavour to prepare a structured
training programme and performance monitoring programme for On-The-Job
Trainees. This may be done in collaboration with MTEST. The development of
training targets and evaluation will guard against an abuse of OJT labour and would
transparently justify the retention and or release of some trainees.
FINANCIAL MANAGEMENT
3.7
The Committee noted that funding and virement approvals remain a problem at the
Corporation as currently over 90% of the Corporation’s financial resources are derived from
Central Government subventions. Therefore, in terms of achieving greater financial
autonomy, it was encouraging to learn that income generation projects were given some
priority in the Corporation’s Strategic Plan.
3.8
Information received indicated that since 2002, the budgetary allocations received
by the Corporation for its Development Programme has consistently increased from year to
year. Incidentally, the most significant increase in these allocations was for the period
2013/2014, where in the previous year the allocation was some $15.20 Million as opposed
to $23 Million in the succeeding year.
3.9
As it relates to the Details of Expenditure received from the financial years ended
September 30, 2012 and 2013 we took note of the following:
Development Programme
i.
Actual total expenditure increase by approximately $1Million in 2013;
ii.
The most significant increase in expenditure in 2013 relative to 2012 was in the
area of ‘Local Roads and Bridges’- expenditure increased by approximately
$2,240, 000 in 2013;
34
iii.
No funds were spent on the ‘Laying of Water Mains’ in 2013;
iv.
$3, 500, 000 was spent on the development of a Spatial Development Plan;
Recurrent Expenditure
v.
Expenditure on Personnel cost associated with the Local Health Authority
increased by approximately $7Million in 2013;
vi.
Total expenditure on Personnel was $56,564, 942, an increase of over $12
Million compared to 2012;
despite the Corporation’s position that several of its daily-rate employees
vii.
required training, expenditure in this area decreased from $157, 335 in 2012 to
$58, 038 in 2013;
viii.
Expenditure on ‘Short-term Employment’ was increased by approximately $100,
000 in 2013;
ix.
Expenditure on ‘Security Services’ increased from $2, 261, 778 in 2012 to
$2572524 in 2013;
x.
Expenditure on the ‘Employee Assistance Programme was less than $3000 and
was Nil in 2013.
3.10
Moreover we are interested in acquiring clarification on what sub-items comprise
“Other Contracted Services” under the sub head 005 ‘Local Health Authority’ since for the
years 2012 and 2013 expenditure totalled approximately $28.5 Million. We also noted that
the increase in total expenditure in respect of the Corporation’s Development Programme in
2013 compared with 2012 was moderate ($834,000), whereas the increase in recurrent
expenditure was more significant over the period in question (Approximately $30 Million).
3.11
Additionally, we were pleased to find that notwithstanding the absence of a CFO,
the Corporation had developed an “EZ Payroll system” to facilitate the process of electronic
banking and had also prepared and submitted financial statements to the Auditor General’s
Department for the years 2009, 2010 and 2011.
35
RECOMMENDATIONS
I.
We recommend that a more comprehensive plan for revenue generation be
formulated by the SGRC. This plan should not only identify potential sources of
revenue but also strategies for acquiring same. In this regard, an effective taxation
regime along with Public-Private Partnerships should be pursued.
II.
We strongly recommend that, in the Ministerial Response to this report, the
Corporation provide the Parliament with the following:
a. a status update on its Public-Private collaborative initiatives;
b. details regarding arrangements in place to execute the Spatial
Development Plans for the region;
c. details of the expenditure items which constitute “Other Contracted
Services” under the sub head 005 ‘Local Health Authority’.
III.
We suggest that the Corporation direct more financial resources towards the
provision of a comprehensive Employee Assistance Programme since it appeared that
only a meagre sum was spent on this area, notwithstanding the fact that staff morale
and motivation was reported as low.
IV.
We recommend that the Corporation seek an audience with the PMCD toward
filling the position of CFO. If this specialist managerial position is filled, the
Committee is of the firm belief that the efficiency of financial processes at the SGRC
will be improved further.
PUBLIC HEALTH
3.12
The Corporation stated in its submission that “Ensuring that proper Health and
Safety standards in accordance with the OSH Act for the well-being of all Daily Workers
are maintained by the Corporation on of its objectives.” However, it appeared that the
corporation’s adherence to this objective was limited to the provision of clothing and safety
equipment to workers. Moreover, the Committee was concerned to learn that Corporation
was not in a state of infrastructural readiness or high compliance with the OSH Act.
36
3.13
We thought it commendable that eleven (11) Litter Prevention Wardens (LPW) were
precepted and assigned to the SGRC and were trained in the various aspects of their roles
and responsibilities. In its submission, the Corporation indicated that “the growing
population of Sangre Grande presents numerous challenges to the Public Health
Department within the near future.” It was also axiomatic that the rural nature of the region
coupled with underdeveloped utilities in some communities/villages has increased the
probability of infections (or outbreaks) of insect-vector bourne diseases in the Sangre
Grande Region. The gross poverty within the region (8.8%, Multidimensional Poverty by
Regional Corporation, 200613) would also be a contributor to the increasing strain on public
health services.
3.14
Given the significant demands on the Health Department, the employees assigned to
this department must be enthusiastic and motivated to execute their responsibilities.
Therefore, substance abuse and apathy within the department must addressed expeditiously.
3.15
We were encouraged that the Corporation had identified it Public Health
Department as a potentially self-sustaining entity and that it had proposed recycling as a
means of generating revenue. The placement of aluminium recycling bins in strategic areas
throughout the municipality was a commendable initiative.
3.16
The Committee had also noted the Corporation’s need for a policy to be developed
by the Ministry of Transport and vehicle manufacturers on the disposal of derelict vehicles
toward realizing the SGRC’s strategic objective of a “Green Economy”. However, it
concerned the Committee that no evidence was provided that suggested that the corporation
was making strides towards implementing such a policy.
RECOMMENDATIONS
I.
We recommend that the infrastructural changes needed to effectively
implement OSH standards be expedited by the Corporation as a part of its strategic
objectives for the remainder of the period 2014/2015. These changes will assist in
addressing the “need for a safety culture” at the Public Health Department
13
National Spatial Development Strategy for Trinidad and Tobago, Pg 15.
http://www.planning.gov.tt/OurTnTOurFuture/documents/Surveying_the_Scene_web.pdf
37
II.
We recommend that the Corporation continue to train and monitor the
performance of LPWs assigned to it. Setting training objectives and performance
targets for LPWs will maximize the use of these recently appointed officers thereby
guarding against the underutilisation of human resources within the Corporation.
III.
We recommend that the Corporation seek to further supplement the specialist
positions of Public Health Supervisor and Public Health Officer by recruiting support
staff including Public Health Inspectors and Environmental Sanitation Patrolmen. It
is anticipated that such an increase in manpower in this department would allow the
corporation to better serve the large municipality (898.8 km2).
IV.
We recommend that, in the Ministerial Response to this report, the
Corporation confirm whether the necessary feasibility studies and stakeholder
consultants and analyses were conducted to determine the plausibility of it proposed
Recycling Initiative. The Corporation must also submit its plan and implementation
schedule for this project to justify how the recycling of waste may be used to generate
resource for the Corporation.
V.
We recommend that the Corporation in collaboration with the MoLG pursue a
consultation with the Ministry of Transport with respect to the development of a
policy regarding the disposal of derelict vehicles in the municipality. During these
consultations, consideration should be given to the feasibility potential of this process
as an income generator.
INFRASTRUCTURAL DEVELOPMENT
3.17
In its submission the Corporation listed the many achievements of its Technical
Department in undertaking infrastructural development and maintenance projects. In
particular, the Committee was satisfied to note the number of projects funded by unspent
balances in the period 2012/2013. However, the Committee was dissatisfied with the failure
of the Corporation to produce a timetable for execution of road repairs and the construction
of new roads within the Corporation. Although, we conceded that some road repairs may be
unplanned and unpredictable, on the other hand, there would be standing requests for road
38
works which ought to be properly timetabled to allow for a more efficient allocation of
resources and to avoid the duplication of efforts relative to other government entities with
the mandate and capacity to carryout similar projects.
3.18
It was noted that the Corporation was still in need of adequate space and resources
to proceed with the repair of numerous vehicles that are out of commission. However, there
appeared to be an effort to alleviate this situation through a partnership with VMCOTT to
combat the ongoing issue. It was reported that the MoU between VMCOTT and itself had
not yet been drafted and signed.
3.19
Based on the data submitted regarding expenditure during fiscal 2012 and 2013, it
was noted that the most significant increase in development expenditure over the two year
period was in the area of ‘Local Roads and Bridges’. Development expenditure increased
by less than $1 Million in 2013 in comparison with 2012. In terms of current and future
activities we were encouraged to learn that the Corporation has initiated an Urban
Generation Plan for its main commercial hub.
The Corporation’s Draft Municipal
Development Plan (2010-2020) identified the main infrastructural shortcomings of the
region and it is commendable that the Corporation has begun to conceptualise some of the
major infrastructural interventions that are required.
3.20
However, it was unclear whether it has already completed the ‘blueprints’ for its
proposed new Administrative Complex, which was identified as part of its “Sangre Grande
Town Centre Redevelopment Project”. However, it was clear that the Corporation has
commenced the preliminary work for the execution of this project by signing a MoU with
PTSC to relocate its Bus Garage to accommodate the construction of its Administrative
Complex. Efforts to restore heritage buildings/sites and to undertake renovations at the
Market were also favourably considered.
3.21
We were also pleased to note that the Corporation has been monitoring recently
legislative reforms in the area of Planning and Development and appeared to have
considered the impact the implementation of this piece of legislation would have on the
Corporation. However, there was little to no reference to the Draft White Paper on Local
39
Government Reform (2013), which advocates for the establishment of spatial planning
units in each Municipal Corporations.
RECOMMENDATIONS
I.
We strongly recommend that the Corporation prioritize the signing of an MOU
between itself and VMCOTT to formalise the partnership between the two entities.
II.
Additionally, a collaborative effort with the MoLG to procure a space for
repair and storage of vehicles and equipment should be pursued within the period
2014/2015.
III.
It was noted that in 2013, the Corporation spent approximately $3.5 Million on
developing a Spatial Development Plan. We therefore recommend that in the
Ministerial Response to this Report, the Corporation indicate; what are the
timeframes associated with some of the initiatives and or objectives of this plan and
confirm whether its development initiatives are still being informed by the Draft
Municipal Development Plan (2010-2020).
DISASTER MANAGEMENT
3.22
During the public hearing, the Committee expressed particular concern with the
Disaster Management capabilities of this Corporation relative to its typography/terrain,
population distribution, road networks, and its level of infrastructural development, among
other characteristics. The Committee has noted that in recently years there has been an
expansion in the role of Municipal Corporations in planning and responding to disasters
(natural disasters in particular). Thus, we sought to determine whether the SGRC had
assessed the region’s vulnerability to disasters and natural events and had developed the
relevant plans, logistical systems and contingencies to deal with same.
3.23
Evidence received indicated that the Corporation has undertaking a number of
initiatives in this area including vulnerability assessments; CERT Training; the acquisition
of relevant supplies and equipment including a Mobile Shelter Unit, Hand Held GPS mobile
devices, a weather station among others.
40
3.24
In the Corporation’s Strategic Plan 2013-2016, it described disaster management
objectives for the region and in particular a strategy to effectively control coastal erosion.
However the Committee noted the need for a status report on the coastal erosion prevention
strategy. With respect to current challenges in this area, we noted that the Corporation was
in need of space for an office and a warehouse, Standard Operating Procedures and
additional funds to effectively deliver the services associated with this area of
responsibility.
RECOMMENDATIONS
I.
We recommend that the Corporation frequently engage 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 specifically tailored
to suit the needs of the Corporation are regularly tested, monitored and updated. This
is critical, as Regional Corporations are required to act as first responders in the event
of certain disasters.
II.
We endorse the recommendation set out in the Corporation’s Final Draft
Municipal Development Plan (2010-2020) that suggested strategies/initiatives for
strengthening
the
Corporations
Disaster
Management
System.
The
plans
recommended the development of a Municipal Disaster Management Plan, Shelter
Management and an Early Warning System. Given the fact that road networks are not
as developed as they ought to be in some areas, we suggest that particular focus be
placed on developing secondary access roads or alternative means of accessing certain
“disaster prone” communities so that in the event that roads becomes blocked or
inaccessible as a result of a disaster, alternative access points may be available.
III.
We recommend that in the Ministerial Response to this report, the Corporation
provide the Parliament with a status on interventions to alleviate coastal erosion.
41
MUNICIPAL POLICE
3.25
The Committee was particularly concerned with the recurring issues regarding
municipal police officers. The loss of municipal police officers to the Central Police
Service, due primarily to the disparity in remuneration is a common problem confronting
Municipal Corporations. It was noted that the Corporation’s Police Unit comprises twentysix (25) Officers of which sixteen (16) Special Reserve Police Constables are working on
contract. We also learned that the Unit does not provide a 24/7 service. The Corporation
indicated that its police force needed to be increased to fifty-nine (59) in order to establish a
24/7 service.
3.26
In addition, as a committee, we concluded that given the physical features of the
Region, the provision of police vehicles and communication equipment was essential to
ensure that the already limited police officers are able to traverse the expansive area that
encompasses this Regional Corporation.
3.27
On a more positive note, we learned that all members of the Corporation’s police
unit were precepted and received training in a number of areas which in our opinion were
quite relevant to modern policing. Also, the introduction of GPS in police vehicles and the
installment of CCTV cameras in strategic locations throughout the corporation,
complemented by a more integrated approach to policing has further empowered municipal
police officers to make a more notable contribution to the overall safety and security in the
region. Notwithstanding this, it appeared that Praedial Larceny was an offence frequently
committed in this region and has challenged Sangre Grande Law enforcement officers.
3.28
Finally, we noted that in the Corporation’s status report on the implementation of
strategic initiatives, no information was provided regarding the deepening of preventative
and community policing and the establishment of a Joint Policing Committee.
RECOMMENDATIONS
I.
We recommend that in the Ministerial Response to this report the Corporation
provide the Parliament with a report on the status of initiatives identified at
paragraph 3.28.
42
II.
Given that the majority of issues affecting the operation of Municipal Police
Units throughout the Local Government System are shared, 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.
III.
On the matter of compensation arrangements regarding Municipal Police
Officers, it is acknowledged that this is subject to government policy. Therefore, we
recommend that consideration be given to harmonizing the compensation of
Municipal Police Officers with that of regular Police officers. An administrative
arrangement, through the payment of a special allowance, is one possible option to be
explored with the relevant authorities.
IV.
Additionally, there should be a harmonization of duties and responsibilities in
respect of the two categories of Police Officers. This should be considered in the
context of Municipal Corporation reform.
THE ENVIRONMENT AND TOURISM
3.29
With respect to environmental issues and the tourism prospects of the region, it was
quite clear from the evidence received that given the ecological diversity and richness of the
region, both environmental preservation and tourism development can be married and
capitalized as a driver of economic development within the Region. This assertion was
clearly articulated in the Corporation’s Final Draft Municipal Development Plan (20102020), that identified Tourism/Ecotourism/Community-Based Tourism as a primary
economic driver for Sangre Grande. Other drivers identified included; agriculture;
Fisheries; Fish and Agro-processing. All of these proposed economic drivers are dependent
on the sustainability of the environment. The Municipal Development Plan also cited the
Cabinet approved National Action Programme to Combat Land Degradation (2006-2020)
43
and a Land-related Education and Awareness Programme (LEAP) as policy documents
which may inform the region’s environmental management and sustainability initiatives.
3.30
The potential of this region to be a much sort after and recognised eco-tourism
destination is well documented and undisputed. However, perhaps there is a need for a more
integrated and coordinated approach to identifying, developing and marketing potential
tourist attractions in the region. A disaggregated approach would reap little rewards,
stakeholder collaboration must be pursued.
3.31
From the information received, we noted a few laudable initiatives such as, the
harnessing of solar energy, the management of coastal erosion and an Eco-park for social
and recreation activities; and a collaboration with the PTSC regarding the outfitting of buses
with Compress Natural Gas (CNG) fuel. The status of the Eco-Park was not provided in
submissions made to the Committee. However, we are cognisant that illegal quarrying has
caused a significant amount of land degradation and continue to be an activity that require
close and constant monitoring. We were concerned that the limited policing resources
available to the Corporation was inadequate to aid the Central Police and Environment
Police of the EMA in executing oversight of quarrying activities in the Region.
RECOMMENDATIONS
I.
We recommend that a comprehensive review of tourism development plans and
initiatives be undertaken in consultations with all stakeholders involved to encourage a
greater integration of efforts in order to harness the optimum potential from the
region in this area. To this end, consideration should be given to establishing a multisectorial committee on Tourism Development in Sangre-Grande for the purpose of
making recommendations to the Corporation and the Ministry of Tourism regarding
tourism initiatives for the region.
II.
The natural and ecological richness of the region must be owned, shared and
preserved by the residence of Sangre Grande. Therefore, it is imperative that the
Corporation seek to engage its burgesses with a view to enlightening them about the
44
tourism potential of the region and their role as protectors and ambassadors of the
environmental and cultural heritage of the region.
III.
In furtherance of the recommendation at (II) above, consideration should be
given to the establishment of a Youth Environmental Ambassador Programme, that
aims to enlighten young persons about the environmental feature of the region and
motivate them to enlighten others and promote the protection and sustainability of
same.
IV.
We endorse the development and application of solar energy solutions within
schools, recreation grounds and parks and suggest that the Corporation lead by
example by including the use of solar energy as a source of electricity with it proposed
new Administrative Complex. Moreover, consideration should also be given to
promoting the integration of renewable energy sources in the design and construction
of all new buildings within the region. These initiatives can generate further marketing
potential for the region as the most ecologically pristine or “Green Region” in the
country and a place everyone should visit.
V.
We believe that the Corporation must adopt a greater role in the monitoring
and regulation of quarrying activities in the region. As the organisation at the local
level, the Corporation ought to be the main and first line of oversight of activities that
pose a risk to the environment. Moreover, the Corporation should establish proper
communication links with the Environmental Management Authority (EMA), the
Ministry of Energy, the Ministry of the Environment and Water Resources and
Central Police with a view to ensuring that information regarding illegal quarrying
and logging activities is expeditiously and accurately disseminated.
STRATEGIC PLANNING
3.32
The Committee was encouraged to learn that the Corporation has been
engaged in strategic planning exercises. It was noted that in June 14-16, 2012 the
Corporation had sought to review its strategic objectives with a view to updating/aligning
them with the Sangre Grande Regional Development Plan (RDP).
45
3.33
The Corporation’s “Strategic Plan 2013-2016” 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.
3.34
With respect to the objectives outlined in the Strategic Plan, it was noted that several
of these initiatives were at their conceptualisation and design stage, and no proposed or
project timeframe for completion was provided.
RECOMMENDATIONS
I.
We recommend that the Corporation move with alacrity to develop
a comprehensive Implementation Schedule/Road Map by January, 2015 that would
accompany its Strategic Plan. This implementation road must identify (in detail):
 the various objectives/initiatives that comprise the Strategic Plan;
 the person/entity and resources required to achieve it; and
 the proposed timeframe for the completion of objectives/initiative.
PROPOSED LEGISLATIVE AND REGULATORY CHANGES
3.35
We are cognisant that many of the challenges experienced during the day-to-day
operations of the Corporation can be alleviated by making the necessary modifications to
the Laws, Regulations, Bye-Laws and procedures which govern the operations of
Municipalities. We were pleased to receive the Corporation’s recommended adjustments to
certain pieces of legislation that impact its operations.
3.36
In particular, we found merit in the following proposals submitted by the
corporation:
i.
establishing clear divisions of authority, line of control and unity of
command between the Ministry and the Corporation and the Corporation and
its employees;
46
ii.
delegating the authority to employ persons to regional Corporations;
Public Health
iii.
the introduction of a ticketing system as a means of ascribing penalties for
illegal vending;
Building Inspectorate
iv.
modifications to the legislation relevant to the activities of the Building
Inspector, which must be in concurrence with the National Building Code.
RECOMMENDATION
I.
We suggest that the Corporation communicate its recommended legislative
adjustments to the Ministry of Local Government and the Law Reform
Commission (Ministry of the Attorney General).
II.
We recommend that the Ministry of Local Government relative to its local
government reform efforts, conduct a comprehensive review of existing
legislation pertinent to the operation of municipal and city corporations with a
view to instituting the necessary modifications which would promote a more
efficient and effective functioning of these bodies.
If an exercise of this nature has been completed, kindly update the Parliament
on progress made in the drafting/formulation of the necessary legislative
adjustments.
47
Conclusion
The Sangre Grande Regional Corporation plays an important and strategic role in
developing, managing and maintaining our largest municipality. The areas comprising this
region are largely rural in character but make up an agricultural axis in Trinidad and Tobago
with a large potential for diversification into Tourism activity. It is therefore imperative that
the municipality is nurtured and managed by an effective and efficient Corporation.
However, it appears that the Corporation in trying to meet its mandate is hampered by a
number of internal and external constraints inclusive of insufficient staffing and an outdated
legislative and regulatory framework. As evidenced above, these constraints have impacted
negatively on the efficiency and effectiveness of the operations of the Corporation.
Nevertheless, the Corporation must be commended for its implementation of innovative and
strategic approaches in the face of its limitations. These approaches were able to provide
some measure of success for the Corporation, and the SGRC must therefore continue to
implement these and other new approaches to improve its operations.
It is imperative that the Corporation forge strong partnerships, and enhance avenues for
dialogue with other key stakeholders; namely, the Ministry of Local Government, the
Statutory Authorities’ Service Commission, the Commissioner of Police, the Ministry of
Health and the Public Management Consulting Division in the Ministry of Public
Administration in order to enhance its efficiency and effectiveness.
The Committee therefore submits its 17th Report for the consideration of the Houses.
48
Sgd.
Mr. Anthony Vieira
Chairman
Sgd.
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: October 31, 2014
49
APPENDICES
50
Appendix 1
Entities falling under
the purview of the
Committee
51
Entities falling under the purview of the Committee are as follows:
Service Commissions
1. Police Service Commission
2. Public Service Commission
3. Statutory Authorities’ Service Commission
4. Teaching Service Commission
Municipal and City Corporations
5. Arima Borough Corporation
6. Chaguanas Borough Corporation
7. Couva/Tabaquite/Talparo Regional Corporation
8. Diego Martin Regional Corporation
9. Mayaro/Rio Claro Regional Corporation
10. Penal/Debe Regional Corporation
11. Point Fortin Borough Corporation
12. Port of Spain City Corporation
13. Princes Town Regional Corporation
14. San Fernando City Corporation
15. Sangre Grande Regional Corporation
16. San Juan/Laventille Regional Corporation
17. Siparia Regional Corporation
18. Tunapuna/Piarco Regional Corporation
52
Appendix 2
Minutes
53
MINUTES OF THE THIRTY-FIRST 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
s
JUDICIAL AND LEGAL SERVICE COMMISSION) HELD IN THE ARNOLD THOMASOS
ROOM (EAST), OFFICE OF THE PARLIAMENT, TOWER D, #1A WRIGHTSON ROAD,
PORT OF SPAIN
ON FRIDAY MAY 13, 2014 AT 9:10 A.M.
PRESENT
Members of the Committee
Mr. Anthony Vieira
Mrs. Joanne Thomas
Ms. Marlene Coudray
Ms. Shamfa Cudjoe
Mr. Chandresh Sharma
Mrs. Vernella Alleyne-Toppin
Mr. Rodger Samuel
Mr. James Lambert
-
Chairman
Vice-Chairman
Member
Member
Member
Member
Member
Member
Member
Secretariat
Ms. Kimberly Mitchell
-
Assistant Secretary
Mr. Devant Maharaj
Mr. Prakash Ramadhar
Ms. Marlene McDonald
ABSENT
Member (Excused)
Member (Excused)
Member
OFFICIALS OF THE SANGRE GRANDE REGIONAL CORPORATION
Mr. Martin Rondon
Chairman
Mr. Jameel Chadee Ameeral
Mr. Raymond Seuchan
Dr. Ravi Maharaj
Mrs. Haymawatie Mohammed
Administrative Officer II (Ag.)
Mr. Omatee Gajadhar
Accountant II (Ag.)
Mrs. Joleen Le Blanc-Green
Personnel & Industrial Relations
Officer (Ag.)
Mr. Sewak Baran
Mr. Vijai Baran
OFFICIALS OF THE MAYARO/RIO CLARO REGIONAL CORPORATION
Mr. Hazarie Ramdeen
Chairman
Mr. Motilal Ramsingh
54
Mr. Thackoor Ramoutar
Dr. Kamaludin Amin
Mr. William Kitson
Ms. Roma Felmine
Mr. Rabindranath Gookool
Mr. Balliram Chote
Ms. Joanne Williams
Mr. Bharath Heeraman
Clerk IV (Ag.)
Principal Medical Officer of Health
Public Health Inspector (Contract)
Accountant II (Ag.)
Building Inspector
Personnel & Industrial Relations
Mr. Emerson Sahibdeen
Disaster
Ms. Vedawatie Sookoo
Financial Officer
Officer
Management
Unit,
Field
Officer
INTRODUCTION
1.1
A quorum being established, the Vice-Chairman, Mr. Anthony Vieira called the
meeting to order at 9:10 am and acknowledged the presence of Mr. Roach who was
attending his first meeting as a member of the Committee.
ELECTION OF CHAIRMAN
2.1
The Vice-Chairman indicated that Mr. Subhas Ramkhelawan who was elected
Chairman of the Committee on October 12, 2010, had ceased to be a Member of Parliament
and as a consequence, the position of Chairman was now vacant. The Vice-Chairman
invited nominations for the position of Chairman.
2.2
Mrs. Thomas nominated Mr. Vieira for the position. The nomination was seconded
by Mrs. Alleyne-Toppin. There were no further nominations; therefore Mr. Vieira thanked
Members for allowing him the opportunity to serve as Chairman.
ELECTION OF VICE-CHAIRMAN
3.1
Mr. Vieira informed Members that because he was elected Chairman, the position of
Vice-Chairman was now vacant. Accordingly, the Chairman invited nominations for the
post of Vice-Chairman.
3.2
Mr. Samuel nominated Mr. Roach to the position and Mr. Lambert seconded the
nomination. There were no further nominations; therefore Mr. Roach was declared the duly
elected Vice-Chairman of the Committee.
ANNOUNCEMENTS
4.1
The Chairman indicated that Mr. Devant Maharaj and Mr. Prakash Ramadhar had
asked to be excused from the meeting.
CONFIRMATION OF MINUTES
55
30th Meeting held on March 28th, 2014
5.1
The Committee deferred consideration of the Minutes in the interest of time.
CHANGE OF QUORUM
6.1
The Chairman reminded Members that at its meeting held on March 28, 2014, it was
requested that the issue of changing the Quorum for meetings be placed on the agenda. He
reminded members that the current quorum was five members, inclusive of one
Government member, one Opposition member and the Vice Chairman or Chairman.
6.2
The Committee was also informed that Standing Order 71(2) of the Senate and
Standing Order 79(2) of the House of Representatives states that “A quorum of a Joint
Select Committee shall be such as the Committee may decide.”
6.3
After much discussion, the question was put to a vote and the Committee by
majority decision agreed that its quorum would not be changed.
SUSPENSION
7.1
The meeting was suspended at 9:29 a.m.
DISCUSSIONS WITH OFFICIALS OF THE SANGRE GRANDE REGIONAL
CORPORATION
[The Meeting resumed (in public) in the J. Hamilton Maurice Room at 9:37 a.m.]
8.1
The Chairman welcomed officials from the Sangre Grande Regional Corporation
(SGRC) and outlined the main areas of focus of the inquiry.
8.2
During the proceedings Ms. Coudray declared her interest in the proceedings as the
Minister with responsibility for Local Government.
8.3
Detailed below are the issues raised and the responses which were proffered during
the hearing with representatives of the SGRC:
i. Opening Statements by the Chairman of the Council
The Chairman expressed gratitude for the opportunity to account for the
stewardship of the SGRC. He advised that the current Council was sworn into
office on October 31, 2013 and consists of eight (8) Councilors and four (4)
aldermen. A review of the performance of SGRC indicates a focus on
improvements to drainage and infrastructure achieved through collaborations
with other agencies such as the Trinidad and Tobago Electricity Commission
(T&TEC), the Water and Sewerage Authority (WASA) and the Institute of
Marine Affairs. The population of Sangre Grande is approximately 65,807
persons, whose livelihood depends on agriculture, fishing and the CEPEP.
56
ii. Opening Statements by the Chief Executive Officer
a. The Corporation is guided by many documents such as the Municipal
Development Plan, the Municipal Investment Plan, the Medium-Term Policy
Framework and the Policy for Sustainable Development of Trinidad and
Tobago. In addition, the Corporation is guided by all relevant rules and
regulations and management is conducted with respect for the rule of law
and fundamental rights and freedoms.
b. It was conveyed that the Corporation recently lost its engineer to the private
sector who had a sound understanding of the infrastructural development
needs of the Corporation. He submitted that the Corporation had provided
all requested submissions to the Committee and commended an on-the-job
trainee for preparing the Corporation’s submissions. He further expressed
appreciation to the Sangre Grande OJT Office for partnering with the
Corporation to provide thirty-four (34) OJTs.
iii. Collective Agreement with Daily-Rated Employees
a. The Corporation stated that there are five hundred and sixty-two (562) daily
rated workers on its establishment which comprises regular, casual,
permanent and supplementary permanent workers.
The daily rated
establishment was developed in 1966 and is now outdated and no longer
satisfies the current needs of the Corporation.
b. In order to supplement staff shortages, the Corporation has requested and
received funding under the short-term employment vote.
iv. Eco-Tourism
a. The Corporation in consultation with the Ministry has recruited young
persons to work on the MAPA farm.
b. With respect to the promotion of eco-tourism, the necessary infrastructural
improvements (such as upgrade to roads and street lights) have been done in
respect of the turtle nesting sites at Grande Riviere, pawi and waterfalls. In
addition, municipal police officers have been assigned to these sites. Also,
schools and communities are being educated on the importance of tourism to
the region.
v. Strategic Plan
The administration of the Corporation would meet to develop innovative ideas to
get funding for the execution of projects and initiatives contained in its strategic
plan. To this end, the Corporation would collaborate with the Ministry of Local
Government and has recently acquired assistance from the Ministry of Food
Production to develop Fishing Depots. The Corporation intends to collaborate
57
with the Trinidad and Tobago Electricity Commission (T&TEC) to install the
necessary lights at its recreational grounds.
vi. Absence of Chief Financial Officer
a. In the absence of a Chief Financial Officer, the Accounts Department is
managed by an Accountant II. Additionally, a person was engaged on shortterm employment to work with the Accountant II to produce financial
statements for submission to the Council and the Auditor General.
b. The Corporation’s last financial statements were laid in Parliament in 2006.
Financial statements for the years 2009 to 2011 were completed and
submitted to the Office of the Auditor General. The Committee was
informed that the Corporation’s unaudited financial statements for the fiscal
years ending 2012 and 2013 were included in its submission to the
Committee.
c. The Corporation indicated that if it had a Chief Financial Officer, the
Corporation would have had the capacity to develop an asset management
register, formulate plans and projections and its draft estimates would have
been more detailed.
vii. Disaster Management
a. In 2011/2012 and 2013 the Disaster Management Unit of the Corporation
trained approximately ninety (90) persons from communities in Matelot,
Manzanilla, Valencia and environs in Community Emergency Response
Teams (CERT). The training of Councilors was expected to commence
within 2 weeks following the meeting.
b. There are also community outreach/sensitisation programmes, where Council
members spoke to their electoral district on disaster preparedness.
viii.
Vehicle Maintenance
a. The Corporation admitted that it struggles to maintain its vehicle fleet. At
present, the Corporation does not have a Workshop Foreman, therefore a
Road Officer and the County Superintendent performs these functions.
b. At present, the Corporation is in the process of collecting information on
vehicles identified for Board of Survey. The Corporation has been
consistently submitting requests for funds for the repair of these vehicles as a
recurrent expenditure item.
c. The Corporation has partnered with VMCOTT to work, develop an
arrangement for the maintenance of heavy weight vehicles and was in the
process of establishing a Memorandum of Understanding (MOU) with
VMCOTT.
58
d. With respect to simple/routine maintenance, the Corporation has Diesel
Mechanics who can undertake in-house repairs. Funding for this is available
in the Maintenance of Vehicles vote.
ix. Municipal Police
a. The strength of the Corporation’s municipal police is one (1) sergeant, two
(2) corporals and twenty one (21) constables. The Corporation has submitted
a proposal to the Ministry of Local Government to expand the Unit to fifty
(50) constables, four (4) corporals, two (2) sergeants, two (2) inspectors and
one (1) assistant superintendent of police (ASP).
b. All municipal police were trained at the Trinidad and Tobago Police
Academy in a number of areas including crime scene management,
leadership skills, firearm and survival tactical training, defensive driving,
disaster preparedness, computer literacy, investigative interviewing, initial
damage assessment shelters, cell phone forensics, use of force and conflict
management, court and process duties, advanced investigative interviewing,
community policing and domestic violence. This training has equipped the
Corporation’s police to effectively manage crime in the Eastern Division.
Further, four vehicles and a motorcycle have been acquired for patrols.
c. The Corporation is in the process of recruiting additional municipal police,
particularly Special Reserve Police Officers, due to the loss of some officers
to the central police service.
d. There have been a number of reports of Praedial Larceny occurring in areas
within the Corporation, therefore the Corporation is working with gardeners
and has been conducting a number of patrols to alleviate this problem.
x. Staffing
a. The Committee was informed that there was no guarantee that OJTs would
be offered a short-term contract or a permanent position, since such decisions
are dependent on the availability of funds. In accordance with collective
bargaining and industrial relations, only casual and regular workers are given
priority for vacancies within its permanent establishment.
b. The Corporation is not satisfied with its current complement of staff and has
met with the Public Management Consulting Division (PMCD) of the
Ministry of Public Administration with respect to a proposal for the
introduction of eighty-eight (88) additional positions in the Corporation.
This request was premised on the assumption that greater autonomy was
expected to be given to Regional Corporations.
59
c. The Corporation is desirous of establishing Human Resource and Internal
Audit departments. In addition, the Council has made representation for the
creation of a “Business Division” for the purpose of generating revenue.
xi. Health and Safety
a. The Corporation satisfies the needs under the Occupational Safety and
Health Act, Chap. 88:08 with respect to attire, gears and safety equipment
within certain limitations. However, the Corporation admitted that it would
not rank itself as in a state of high readiness under OSHA.
b. Recently the Council adopted a resolution to recruit a Safety Officer on
short-term basis. Further, there have been discussions with the Public
Medical Officer II to set-up an OSHA Committee at the Corporation to have
persons trained to meet the requirements of the Act.
c. The Corporation plans to write to the Occupational Safety and Health
Authority as well as the Fire Services Department to request the performance
of safety audits.
xii. Permanent Establishment
The Committee was informed that the permanent establishment/personnel
establishment comprises of permanent, regular, casual and supplementary
permanent workers. A review of vacancies within the establishment is
conducted on a bi-annual basis and the Corporation meets with the recognized
trade union to discuss replacements. This is done to ensure that there is a
continuous movement of regular workers to permanent worker status and casual
workers to regular worker status.
xiii.
Absence of certain officers assigned to work gangs
The Committee was informed that there is a shortage of Checkers assigned to
work gangs. As a consequence, an internal arrangement has developed whereby
Road Overseers, Sanitation Overseers and Checkers from other work gangs fill
this manpower shortage.
xiv.
Functioning of CCTV Cameras
The Corporation has approximately forty (40) CCTV cameras installed at
strategic locations. Footage from the CCTV cameras is utilized by the TTPS and
has been effective in solving numerous crimes.
xv. Use of Private Security Officers to augment the shortage of Municipal Police
Officers
The Corporation has procured the services of private security to augment the
strength of the municipal police particularly at night. This extra manpower
allows the municipal police to function on a twenty-four hour basis.
60
xvi.
Public Complaints made to the Corporation
a. The Corporation clarified that many complaints concerning drainage, do not
fall under the purview of the Corporation. Further, there are also a number
of issues that have been generated by the squatter settlements within the
Corporation. The Corporation acknowledged that it was challenged to
address some of these issues associated with squatters.
b. The Corporation further indicated that there is a problem with birds roosting
from 6:00 a.m. to 6:00 p.m. in the central commercial area of the
Corporation.
xvii.
Financial Management
Expenditure is informed by resolutions adopted by the Council.
The
Corporation has introduced the ‘EasyPay’ System which has resulted in a more
expeditious production of financial statements and TD4 slips. This system has
also resulted in a reduction of the number of cheques required to be printed and
hand delivered by Messengers. When necessary, CEO as Chief Accounting
Officer, would guide the Council on the amount of expenditure the Corporation
should incur relative to its budgetary allocation.
xviii. Public Health
a. The Committee was informed that the Principal Medical & Health Officer
(PMHO) provides strategic leadership to the Public Health Department. He
is assisted by a Supervisor of Public Health and two Public Health Officers.
b. The Public Health Department endeavors to resolve problems submitted by
members of the public and Councilors within forty-eight hours.
c. There is ongoing communication among officers involved in garbage
collection, rodent control and eradication and the management of Litter
Wardens. Staff report to the Principal Medical & Health Officer on a daily
basis and a continuous assessment programme for staff is in operation.
d. The Committee was informed that the regulation/oversight of food
preparation and food badges are handled by the County Medical Officer of
Health (CMOH). However, the Corporation liaises with the CMOH and
monthly reports are presented to the Council. In addition, the introduction of
a grading system whereby food establishment can be graded in terms of
quality and standards is also being considered.
e. The Committee was informed that there has been increased demand for
public health services due to the fourteen percent growth of the municipality.
This has caused increased demand for services such as the provision of
garbage collection, truck borne water distribution to areas not serviced by a
pipe borne supply, Litter Wardens and cleaning of drains. The Department is
also a small unit and requires additional staff to achieve maximum efficiency
and overcome internal weaknesses.
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xix.
Road, Drainage and Irrigation Infrastructure
a. The Committee was informed that in fiscal year 2013 under the
Development Programme, the Corporation was allocated $15.2 million. This
included an allocation of $3.48 million for drainage and irrigation which was
utilized on seventeen (17) projects.
b. In addition, under the Local Roads and Bridges Programme, the Corporation
was allocated $6.12 million which was utilized to undertake sixteen (16)
projects during fiscal year, 2013.
c. For the current fiscal year (2013/2014), the Corporation was allocated $23
million which to date had been utilized to undertake twenty-eight (28)
projects in relation to roads, bridges, drainage and irrigation.
d. At present, the Valencia Bypass Road is being developed by the Ministry of
Works and Infrastructure and is expected to reduce traffic congestion in
Valencia.
xx. Budgetary Allocation
The Committee was informed that to date, seventy-seven percent (77%) of the
Corporation’s 2014 fiscal allocation, which amounts to$23 million, has been
released.
xxi.
Other Initiatives
a. In terms of other initiatives, the Corporation gathers also food items and
clothes from members of the public on a monthly basis. It has undertaken to
provide vehicles to transport students who attends steel pan practice and
launched its website in October 2013.
b. The Corporation has signed an MOU with the Public Transport Service
Corporation (PTSC) to acquire a site presently utilized as a Maxi Taxi Hub
for the construction of an administrative complex. PTSC will be given land
in Turure in exchange. Phase 1 of this project, which involved the relocation
of PTSC’s garage and transport facility, cost approximately $2 million.
While, the contract for Phase 2 of the project was awarded in September
2013 and was subject to an agreement that was being formulated by the
Chief State Solicitor’s Department between the contractor and the
Corporation. However, to date, this agreement has not been signed.
8.4
The Chairman thanked the representatives of the SGRC for attending.
REQUESTED INFORMATION
8.5
During the discussions, the SGRC was asked to provide written responses to the
following issues/concerns:
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a. Whether there has been consultation and collaboration with the majority trade union
regarding the reassignment of thirty-six (36) checkers to supplement monthly paid
staff?
b. Who is responsible for the training of OJTs at the Corporation?
c. Is there a structured training programme for the training of OJTs? If the answer is in
the affirmative, kindly outline the details of this programme.
d. The Corporation was allocated $11.5 million in 2010 and $23 million in 2014 for
recurrent expenditure, what were the main expenditure items to which the additional
$11.5 Million was allocated?
e. What is the timetable for carrying out road repairs and the construction of new roads
within the Corporation?
SUSPENSION
9.1
The Meeting was suspended at 10:55 a.m.
[Officials of the SGRC exited the J. Hamilton Maurice Room]
RESUMPTION
10.1
The Chairman reconvened the meeting at 11:01 a.m. (at the same venue)
DISCUSSIONS WITH OFFICIALS OF THE MAYARO/RIO CLARO REGIONAL
CORPORATION
11.1 The Chairman welcomed officials of the Mayaro/Rio Claro Regional Corporation
(MRCRC) and outlined the main areas of focus of the inquiry.
11.2 During the proceedings Ms. Coudray declared her interest in the proceedings as the
Minister with responsibility for Local Government.
11.3 Detailed below are the issues raised and the responses which were proffered during
the hearing with representatives of the MRCRC:
i. Opening Statements by the Chairman of the Council
The Chairman expressed his delight to participate in the meeting. He submitted
that the Corporation has a shared vision and works as a team. The Corporation
is the second largest corporation and has approximately 36,000 population.
ii. Opening Statements by the Chief Executive Officer
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The Corporation was created twenty-two years ago through the amalgamation of
the Mayaro Regional Corporation and the Rio Claro Regional Corporation. In
terms of geography, the Corporation is bordered by 17 miles of beach,
encompasses the Nariva Swamp and fifty percent of its landscape is natural
reserve.
This diverse landscape provides opportunities for sustainable
development and various economic activities but also generate certain
challenges.
iii. Staff
a. In 2013, the Corporation had a staff complement of 1,186 inclusive of dailypaid employees, short term workers and sixty two (62) public officers. Over
the past three years, only two (2) chief officer positions were filled and at
present chief office positions such as Engineer and Corporate Secretary
remain vacant. There is also a challenge with filling vacancies in monthly
paid positions.
b. The Committee was informed that the filling of all vacancies with the
exception of daily paid and short term positions are done by the Ministry of
Local Government. The Corporation indicated that the vacancies in the chief
offices have been advertised, but due to the Corporation’s location, it has
been difficult to attract persons to come Mayaro with the exception of the
positions of Medical Officer of Health and Financial Officer.
c. The Corporation recommended that scholarships be awarded to junior
officers within the public service such as clerks. These scholarship should
include an attachment to a public service department. It was also suggested
that the location of posts be included in advertisements of vacancies. It was
further recommended that the remuneration of professional staff should be
improved in order to retain qualified and skilled staff within the Corporation.
d. The Corporation utilizes trainees of the OJT programme. In addition, it
recruits tertiary education graduates and external professionals on a shortterm basis for projects. The Committee was informed that external
professionals are engaged on the condition that there is knowledge transfer to
the Corporation’s counterpart team.
e. Approximately eighty-eight percent of daily paid staff do not have any
qualifications or training due to the low level of qualifications required to
assume these positions. However, the Corporation has had a number of
training initiatives for daily paid employees through its partnership with
National Energy Skills Centre (NESC). NESC has designed a three month
programme that entails 320 hours in construction technology. The
Corporation is in the third cycle of this programme in which approximately
twenty-one (21) daily paid employees are involved.
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f. The Corporation acknowledges that in spite of these measures, the
Corporation requires full-time professionals to lead departments and to
realize its strategic plan.
iv. Municipal Police
The Committee was informed that municipal police perform two functions,
service delivery and regulations. As a result of the inadequate number of
municipal police at the Corporation, regulation has become difficult and the
Corporation may not have adequately trained municipal police for Law
Enforcement Purposes.
v. Public Health
In terms of the illegal disposal of garbage and bulk waste, rather than focusing
on enforcement of sanitary standards, the Corporation has tried to reduce the
cause of the problem. Over the years, the Corporation has worked closely with
the Public Health Department of the Ministry of Health and the Regional Health
Authority to introduce programmes to improve public health. For example, the
position of Environmental Evaluation Officer was established on a temporary
basis, to promote proper sanitation and to assist households with the removal of
waste items.
vi. Disposal of Unserviceable Articles
a. The Committee was informed that the disposal of items purchased by the
Corporation is required to be done through a Board of Survey. Unlike the
Ministry of Local Government, the Corporation does not have the authority
to dispose of items. However, the Medical Officer of Health issues a health
notice to the Corporation which allows for the disposal of items at the dump
at a cost.
b. The Corporation recommended that the provisions of the Central Tenders
Board Act be amended to delegate to Corporations the power to dispose of
articles up to a certain monetary value.
vii. Inadequate Financial Resources
Officials indicated that given its infrastructural status and the developmental
needs of the region, the amount of financial resources required to adequately
support the Corporation could not be granted. The Committee was informed that
fifty four percent of the Corporation’s allocation is spent on personnel expenses.
viii.
Use of Technology
The Committee was informed that one hundred percent (100%) of the personnel
in the Corporation’s office are computer literate, new software to manage
payrolls has been introduced which has resulted in a ninety-nine percent of
payments being made accurately and on-time. However, the use of technology
needs to be extended to the area of road management and requisite personnel
should be trained accordingly.
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ix. Contractual Arrangements
a. Contractual Arrangements are done in accordance with the Central Tenders
Board Act, Chap. 71:91. As a result of the inadequate records of meetings
held with contractors, the Corporation was challenged to bring a contractor
to task for not fulfilling his contractual obligations.
b. However, steps have been taken to ensure that all projects have job-site
diaries and cost clerks assigned, to ensure that proper records such as
minutes of meetings with contractors are maintained. These records would
in turn be utilized to prepare contract completion reports for the Central
Tenders Board. These records may also assist with determining how a
contractor is dealt with under future contracts.
x. SWOT Analysis
a. The Committee was informed that during the preparation of its strategic plan,
a SWOT Analysis was done which identified the high crime rate, political
victimization, political nepotism and the misuse of state resources as threats.
b. With reference to the threat of nepotism during staff recruitment, steps have
been taken to ensure that persons are aware of the formal recruitment
process.
xi. Education
a. The Committee was informed that the statistics regarding educational
attainment of persons between the ages of 15 and 64 years were derived from
the 2011 Trinidad and Tobago Demographic Report. It was also noted that
due to the geographic location of the Corporation, access to transportation to
attend educational programmes conducted after regular working hours was a
challenge.
b. The Corporation is aware of numerous programmes which have commenced
and was optimistic that young persons in the region would benefit from them.
The Corporation also provides training to young persons in specialist areas
over a five day period. It has partnered with Vehicle Management
Corporation of Trinidad and Tobago (VMCOTT) to develop a modern garage
facility and VMCOTT will also be training employees of the Corporation to
operate/manage the facility.
xii. Disaster Management
In 2013, the Corporation was chosen to participate in a pilot project
commissioned by United Nations Development Programme (UNDP) to establish
risk reduction management centres in Rio Claro as well as two (2) communitybased early warning points in Biche and Mayaro. These projects would have
geographic information systems (GIS) technology to map events and assist with
the evaluation of a disaster.
66
xiii.
Achievements
The Committee was informed that the Corporation’s best achievements were its
employees and the opportunities for the development of its employees. This
achievement has positively impacted its service delivery and has increased
employee confidence to undertake larger projects. The Corporation has agreed
to strategically focus on community projects such as the Town Centre
Development project, the Mafeking Cremation Site project and the Rio Claro
Recreation Ground. These projects were done with in-house staff, OJTs and
external professionals.
xiv.
Managing risks
With respect to risk reduction, the Corporation has implemented programmes for
the inspection of its premises. The number of vehicle accidents recorded against
the Corporation’s risk premium is used as a risk indicator. In that regard, the
Corporation would be guided by the report of its insurers.
xv. Draft 2014-2018 Strategic Plan
The Corporation has completed its draft 2014-2018 strategic plan with the aide
of an external consultant which will be forwarded for the Council’s approval.
This plan will facilitate greater strategic alliances with all stakeholders and a
more holistic approach to the development of the area covered by the
Corporation. Also, a five-year capital budget for the achievement of short,
medium and long term programmes is being formulated.
xvi.
Aging Workforce
The Committee was informed that sixty-six (66) percent of the Corporation’s
daily paid workforce were older than forty (40) years. Therefore, the
Corporation has conducted special training programmes with NESC. In
addition, as a contingency measure, casual workers are exposed to training so
that they in turn would be able to fill vacancies in the permanent workforce
when necessary.
xvii.
Collective Agreement
The Committee was informed that there are a number of areas within the
collective agreement which needed to be modified. For instance, there are job
descriptions which restrict the movement of persons and the reclassification of
positions. In addition, the Corporation has received circulars indicated that a
Checker should not be doing the work of a public officer, but the Corporation
continues to use these Checkers in the absence of public officers.
11.4
The Chairman thanked the representatives of the MRCRC for attending.
REQUESTED INFORMATION
12.1 During the discussions, the Corporation was asked to provide written responses in
respect of the following:
67
i.
What proposals/requests have been made to central government for increasing the
number of permanent employees in the Corporation?
ii.
What measure have the Corporation implemented to retain staff?
iii.
What interventions have the Corporation pursued for the purpose of increasing the
manpower of its police unit?
iv.
How many shelters are there within the Corporation and how often are these shelters
inspected?
v.
What is the status of the Mayaro Government Primary School which was shutdown?
SUSPENSION
13.1
The Meeting was suspended at 12:11 p.m.
[Officials of the MRCRC exited the J. Hamilton Maurice Room]
RESUMPTION
14.1
The Chairman reconvened the meeting at 12:15 a.m. (at the same venue)
CONFIRMATION OF MINUTES
30th Meeting held on March 28th, 2014
15.1
The Committee considered the Minutes of the 30th Meeting held on March 28, 2014.
15.2 There were no proposed amendments to the Minutes. The motion for the
confirmation of the Minutes was moved by Mrs. Alleyne-Toppin and seconded by Mr.
Lambert.
MATTERS ARISING FROM THE MINUTES
16.1 As per item 2.6, the Committee was advised that additional information requested
from the San Juan/Laventille Regional Corporation was received via letter dated April 25,
2014 and that this document would be circulated subsequent to the meeting.
16.2 As per item 6.1, the Chairman advised that additional information requested from
the Tunapuna/Piarco Regional Corporation was received via letter dated April 24, 2014 and
that this document would also be circulated subsequent to the meeting.
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CONSIDERATION OF THE DRAFT THIRTEENTH REPORT ON A REVIEW OF
THE ADMINISTRATION OF THE SAN FERNANDO CITY CORPORATION
17.1 The Chairman indicated that the Draft Report was circulated via email for review
and comments on February 14, February 24 and March 18, 2014. To date, no corrections
were received. In addition, he reminded members that at a meeting held on March 07, 201,
the Committee agreed to defer its review of the draft pending the receipt of comments from
Ms. Coudray. However, at a meeting held on March 28, 2014, Ms. Coudray agreed to
submit comments on the report after the report was presented to Parliament in her capacity
as the Minister of Local Government.
17.2 There being no proposed amendments, the motion for the confirmation of the draft
report was moved by Mrs. Thomas and seconded by Mr. Samuel.
17.3 The Committee agreed that it would be presented by Mr. Vieira in the Senate and by
Mrs. Thomas in the House of Representatives.
OTHER BUSINESS
18.1 The Chairman indicated that the next meeting of the Committee was scheduled for
Friday May 23, 2014 with the Penal/Debe Regional Corporation and the Siparia Regional
Corporation.
18. 2 After some discussion, the Committee agreed to re-schedule its next meeting to
Friday June 6, 2014.
ADJOURNMENT
19.1 There being no other business, the Chairman adjourned the meeting to Friday June
06, 2014.
19.2
The adjournment was taken at 12:23 p.m.
I certify that the Minutes are true and correct.
Chairman
Secretary
July 03, 2014
69
Appendix 3
Excerpt of Verbatim
Notes of the Public
hearing held on
May 13th, 2014
70
EXCERPT OF VERBATIM NOTES OF THIRTY-FIRST 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 (EAST),
LEVEL 6, (IN CAMERA) AND J HAMILTON MAURICE ROOM (MEZZANINE
FLOOR) (IN PUBLIC), OFFICE OF THE PARLIAMENT, TOWER D, THE PORT
OF SPAIN INTERNATIONAL WATERFRONT CENTER, #1A WRIGHTSON ROAD,
PORT OF SPAIN, ON TUESDAY, MAY 13, 2014 AT 9.10 A.M.
PRESENT
Mr. Anthony Vieira
Chairman
Mr. HRI Roach
Vice-Chairman
Mr. James Lambert
Member
Mr. Chandresh Sharma
Member
Ms. Marlene Coudray
Member
Mrs. Vernella Alleyne-Toppin
Member
Miss Shamfa Cudjoe
Member
Mrs. Joanne Thomas
Member
Mr. Rodger Samuel
Member
Assistant Secretary
Miss Kimberly Mitchell
ABSENT
Mr. Devant Maharaj
Member [Excused]
Mr. Prakash Ramadhar
Member [Excused]
Ms. Marlene Mc Donald
Member [Excused]
OFFICIALS OF THE
SANGRE GRANDE REGIONAL CORPORATION
71
Mr. Martin Rondon
Chairman
Mr. Jameel Chadee Ameeral Chief Executive Officer
Mr. Raymond Seuchan
Dr. Ravi Maharaj
Mrs Haymawatie MohammedAdministrative Officer II
Mr. Omatee Gajadhar
Accountant II
Mrs. Joleen Le Blanc-Green Personnel & Industrial Relations Officer (Ag.)
Mr. Sewak Baran
Mr. Vijai Baran
Mr. Terrance Maxime
Disaster Management Co-ordinator
Mr. Chairman: Good morning, the time is now 9.37 a.m. and I would like to call this 31st
Meeting of the Joint Select Committee on Municipal Corporations and Service
Commissions to order.
Ladies and gentlemen my name is Anthony Vieira and I would like to extend a very warm
welcome to you all. I really appreciate your attendance here today.
Before I ask the other Members of the committee to introduce themselves, may I just
indicate for the record that the following Members have asked to be excused; Minister
Devant Maharaj and Mr. Prakash Ramadhar. I will now ask the other committee Members
to please introduce themselves.
[Introductions]
Mr. Chairman:
Officers and representatives of the municipality, please introduce
yourselves.
Mr. Rondon: A pleasant morning, ladies and gentlemen. Terry Rondon, Chairman of the
Sangre Grande Regional Corporation, I will now ask members of the administration headed
by the CEO to introduce themselves.
Mr. Ameeral: Pleasant morning, Mr. Chairman, and a pleasant morning to all members of
the panel.
Please forgive me for specially recognizing our hon. Minister of Local
Government, Sen. The Hon. Marlene Coudray. My name is Jameel Chadee Ameeral, Chief
Executive Officer of the Sangre Grande Regional Corporation.
[Introductions]
72
Mr. Chairman: Thank you very much and welcome all. Before we start the official
proceedings, some preliminaries and some housekeeping matters. First off, I would be
grateful if all cell phones could be turned off or put on silent mode. Secondly, as you would
have realized that when you are going to speak you need to turn on the microphone and
after having spoken to turn it off. I would also wish to remind everyone that time is limited.
We have to conclude by 10.45 a.m. and there is a lot we would want to cover. Accordingly,
I would ask participants to keep questions and answers as brief and as focused as possible
so that we could maximize the number of persons who have a chance to contribute.
I would also remind everyone that this Joint Select Committee is a creature of the
Constitution. Our mandate is to enquire into and report to both Houses of Parliament in
respect of municipal corporations in relation to their administration, the manner and the
exercise of their powers, their methods of functioning and any criteria adopted by the
corporation in the exercise of its powers and functions.
In other words, these sessions are a means towards making corporations accountable for
their actions. In addition to our oversight function, sessions may also serve as a bridge
between the corporation, their constituents and the public. Open public hearings provide a
unique opportunity for participants to voice concerns and to have their suggestions heard.
Now, this committee requested submissions from the corporation in respect of the
following: a summary report on the administration of the corporation for the period 2011—
2013, including information on activities undertaken during the respective years in areas
such as: human resource, management development, financial management, public health,
infrastructural development, policing and security, disaster management, among others. A
status report on the implementation of the corporation’s plans and objectives outlined in the
annual administrative report for 2010/ 2011; the most current strategic plan of the
corporation, and planned projects and initiatives targeted for implementation by 2016 as per
your strategic plan 2013—2016.
With a view to getting the ball rolling, can I just indicate for the record some salient
information about the municipality? The region of Sangre Grande is situated in north-east
Trinidad and covers approximately 898.9 square kilometres. Geographically it is the largest
in Trinidad and according to the 2000 CSO community register, the population was at
65,807 persons spread over four administrative districts: Manzanilla, Matura, Tamana,
Valencia, Toco, and Turure. The region is situated at the north-east of Trinidad, bounded
73
on the north by the Caribbean Sea, on the south by the Mayaro/Rio Claro region, on the east
by the Atlantic Ocean and on the west by the Tunapuna/Piarco region and the
Couva/Tabaquite/Talparo region.
The importance of the Sangre Grande region lies in its vast natural resources and its
potential for the establishment of sustainable resource-based development, and yet you say
you are the poorest region in the country and a great percentage of persons live below the
poverty line in your region.
9.45 a.m.
I would like now to invite the Chairman, Mr. Martin Rondon and then Mr. Jameel Chadee
Ameeral, the Chief Executive Officer to make some brief opening remarks.
Mr. Rondon: Thank you, Mr. Chairman. First, let me say thanks to this Committee for
providing this forum for the stewardship of the Sangre Grande Regional Corporation. I
believe that good governance demands this and we welcome this opportunity.
This council was sworn in October 31, 2013, and we have since settled down to focusing on
improving the lives of our burgesses, which I think is the main focus of the council. The
council comprises of eight councillors and four aldermen. We are supported by a very,
very, very, committed management team. And, Mr. Chairman, let me say this up front, my
task as the chairman, when I came in, was to foster a good working relationship with the
management, the administration, because as you look around and you see how councils
operate, at the end of that is the people. When you have a pulling and tugging, the people
are the ones that suffer.
A review of our performance over the period will indicate that in all areas we have focused
on the improvement of drainage, infrastructure and basically work with other agencies such
as: T&TEC, WASA and the Ministry of Marine Affairs. We cannot do it alone.
Mr. Chairman, the population of Sangre Grande is 65,807. We are three times the size of
Tobago, and we make whatever resources we get through the competence of the
administrative staff headed by the CEO—work for us. We are really and truly the poorest
in this area because we depend on agriculture, fishing, CEPEP and work at the regional
corporation, but we make it through because of the love and the care for our people.
So, Mr. Chairman, with these few words, I am so happy that we are called in here to let you
all know what Sangre Grande is doing. Thank you.
Mr. Chairman: Thank you.
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Mr. Ameeral:
Mr. Chairman, it is really refreshing to know that local government
practitioners are called upon to answer for their stewardship, the administration,
management and operations of municipal corporations.
The Sangre Grande Regional
Corporation is guided by many documents with respect to its leadership, management and
operations, namely: the Municipal Development Plan; the Municipal Investment Plan; the
Medium-Term Policy Framework; the Policy for Sustainable Development of Trinidad and
Tobago and many other documents with respect to the development of the Sangre Grande
Regional Corporation. In addition to that, we are guided by all the rules and regulations,
and Sangre Grande Regional Corporation is managed and administered in accordance with
the rule of law in accordance with the equality of treatment and in accordance with freedom
of expression at the Sangre Grande Corporation.
Mr. Chairman, the Sangre Grande Regional Corporation recently lost its engineer. I must
mention on April 30 we lost our engineer, to the private sector, who would have served
Sangre Grande Regional Corporation for over three years, and command a sound
understanding of the infrastructural development and the needs of the Sangre Grande
Regional Corporation. And to deputise for that position, we have at short notice our county
superintendent, Mr. Raymond Seuchan.
Mr. Chairman, in your opening remarks you indicated that this Committee would have
called for documents with respect to the municipal management of the corporation; finance,
policing and many other items which we at the Sangre Grande Regional Corporation would
have complied and submitted to this Committee, Secretariat, the status report, our planned
projects and also additional information so that you can in fact have a good understanding
of the operations of the Sangre Grande Regional Corporation.
I want to indicate to this committee that the person at the Sangre Grande Corporation, while
all leaders of the various departments would have contributed, the person that was charged
with the responsibility to put this document together for this Committee is in fact an OJT of
the Sangre Grande Regional Corporation. I want to publicly commend the OJT office of the
Sangre Grande Regional Corporation for partnering with the Sangre Grande Regional
Corporation and having on our staff about 34 OJTs to supplement our workforce in order to
meet our challenges of today’s municipal governance.
I thank you very much, Mr.
Chairman.
Mr. Chairman: Thank you. Members, ladies and gentlemen, the floor is now open.
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Mr. Sharma: Chairman, since I am the first speaker, I want to make sure that I do not
appear bias in any way, which would be as the former Minister of Local Government. But
in looking through this report submitted to us and for which we are considering, the Sangre
Grande Regional Corporation must be congratulated for excellent work.
Mr. Chairman, on page 23, it will also note, one of the cries of the regional corporations for
the last 50 years has been the cry of not having financial resources. If you look at the
budget—as indicated DP moneys from 2002 to 2014, you would see the vast improvement
in terms of moneys being made available. More money means more resources, means more
employment, means that the manpower increases automatically and the machinery and the
aid to do work obtains.
The Chairman and the CEO did indicate, as many others would indicate that there is always
a question of the full budget that is requested not being available, and this obtains all over
the country, perhaps all over the world today. But when you look at the ability of the
corporation to get the job done, it is perhaps very instructive that we note it and they must
be congratulated and be encouraged. This is one of the corporations that has also engaged a
large number of OJTs at the last count I think it was close to 40. It means to say the policy
of introducing OJTs is very instructive, but more than that, the corporation’s ability to work
with the other agencies for which the government lends support.
So previously, regional corporations may have appeared to be all alone in executing its
work, but today there is a partnership with the different Ministries, which means the
resources, the equipment, the manpower and the ability to work. I have also noted, in
looking at the spread of work, that there seems to be a close relationship with the
community, including the business community and the other agencies that exist under the
watch of the Sangre Grande Regional Corporation. That too must be noted, because it
means that once the work of the corporation is in keeping with partnership, with all the
other players, so much more could be achieved, while there may be some claim of the
community being poor, but it does not reflect when one drive through that area. You see
businesses very much functioning, you see the tourist in February of this year, during that
Carnival period, there was a huge flow of traffic going there. So the corporation must be
doing something very well including the turtle watch which I understand, if you Google
“turtle watch”, one of the first places of invitation to visit is in Sangre Grande.
So, I personally wish as a member of this Committee, to congratulate the Sangre Grande
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Regional Corporation for its excellent work.
Mr. Ameeral: Thank you, Sir.
Mr. Chairman: Mr. Lambert.
Mr. Lambert: Thank you, Mr. Chairman. I want to say once more a pleasant good
morning to my brothers and sisters from Sangre Grande Regional Corporation. You have
indicated in your response, based on the questions asked, that there are 562 daily rated
employees. But because of the woeful shortage as you have identified, relative to monthly
paid, some of the daily rated checkers have to be utilized.
Therefore, it tells me
immediately, it is a breach of the collective agreement relative to that if you have not
replaced those that you have removed to carry out the functions of the monthly paid.
The point remain is, that in accordance with the collective agreement there is an
establishment as you have identified. The establishment comprises of 446 permanent, you
indicate, I think, that a few for regular and the others are casuals. So therefore with the
removal of those checkers to supplement what you are doing as it relates to the monthly
paid, what are you doing then with the depletion as it relates to the establishment of the
daily rated workers, and how is it being done? That is a question, first of all, I would like
be answered.
Mr. Ameeral: Mr. Chairman, 562 daily rated workers in accordance with the personal
establishment of the Sangre Grande Regional Corporation comprise: regular, casual,
permanent and supplementary permanent workers. This cadre was in fact established in
1966, which is outdated and it cannot satisfy the needs of the corporation at this time. To
answer the question we would have received and made a request for funding under shortterm employment, and it is in this vote that we would try to assist in creating short-term
employment for the burgesses of the Sangre Grande Regional Corporation who would have
satisfied eligibility criteria to come into the organization on a short-term basis in order to
supplement our workforce to achieve our goal and objectives.
Mr. Lambert: Mr. Chairman, if I may continue, because this is a domain that I am very
familiar with, and hence the reason why I am saying that the Sangre Grande Regional
Corporation continues to breach, based on the collective agreement.
The collective agreement is a contract for the terms and conditions of daily rated workers
between the employer and the majority union. Nowhere in your report have I seen that you
mentioned anything pertaining as it relates to your personnel relations officer, that he has to
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really deal or to discuss certain matters that you want to do, that you want to interfere with.
The mere idea that you are removing 36 checkers to supplement the monthly paid you ought
to have a discussion, as it relates to the majority union, because it interferes with the
operations of the daily rated structure. And if you have not done that—and you are not the
only one where daily rated employees are being asked to supplement but in other areas I am
aware fully that you would have a discussion because you are interfering with the terms and
conditions. That is one.
And in light of that, you also mentioned that, it is good as my learned Member of
Parliament have said, to go into partnership as it relates to the Ministry of Tertiary
Education and Skills Training. But, therefore, this report that has been given tells me that
the OJTs are carrying on full-time functions, and the mere idea of OJT is job training.
Who it is, you have not identified, that is training the very said OJTs that you got into
partnership with. So therefore you ought to explain, how are they being trained? Is it then
that you are calling on the OJTs, come into my municipal corporation, and allow them to
carry out full-time functions. And therefore, we ought to look at that very seriously as it
relates to the checkers that you have removed, because I briefly went through and as I
would want to go along with the Chairman, as he rightly says, let us try to be precise.
The point remains, that the very said workers that you have this woeful shortage, you are
interfering by not consulting and collaborating with the majority union.
Because the
functions that those short-term workers are carrying out are the functions that fall under the
majority union. To enable a majority union to get a certificate of recognition they have to
identify, very seriously, to the recognition and registration board, the categories of work that
is supposed to be done to enable you to get a certificate.
So if I happen to get a certificate to build the table, you cannot breach it by taking shortterm workers without consultation and collaboration with the majority union to carry out the
functions of which the majority union has a certificate. We are having difficulty as it relates
to having this kind of cooperation and so forth, as it relates to Sangre Grande Regional
Corporation. Yes, you have a responsibility to ensure that the burgesses are taken care of,
but there is a process, and you are not following the process from Sangre Grande, you are
not.
10.00 a.m.
Therefore, whilst you come here and you write and make it look good to the committee that
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everything seems to be well, there are breaches as it relates to the processes that are
supposed to be followed. Therefore, there are several things that I could speak about but I
will allow someone else to speak. Thank you, Mr. Chairman.
Mr. Chairman: Thank you. Well, I am sure you will give due consideration to those
comments. I want to join with Mr. Sharma, though. I very much liked what I saw in your
presentation. A lot of things resonated with me, things that are dear to my own heart. The
protection of important vistas you speak about at page 32; the regulation of quarrying; the
idea of developing ecotourism and revitalizing agriculture, I thought are all very important
things and I was wondering if, perhaps, the committee Members have no questions you
could expand on some of them for us, and also the development objectives you indicated—
your core objectives.
Mr. Rondon: Mr. Chairman, as you are aware, Toco/Sangre Grande is agriculture. They
depend on agriculture and fishing, and we are looking at getting into the mega farm. But
before we do that, in consultation with the Ministry, MAPA farm is one of the farms that we
have, taking the youths off the streets and going into MAPA farm. So this is one of the
areas we are looking at seriously. The eco-tourist, well, we have Grande Riviere with the
nestling of the turtles; we have the PAWI; we have the waterfalls. So we are putting some
resources in developing the roads to these places, making sure that we have street lights;
making sure that our municipal police are there. But most of all we reach out to the schools
and the community, educating them on the importance of the tourist; educating the people,
letting the people know that we depend on the tourist to do what will carry the region
forward.
Mr. Chairman: Your strategic plan was very well formulated but I was wondering how do
you intend to make it happen?
Mr. Rondon: Well, again, we depend on the administration but in our meetings, we come
up with some unique ideas where we can get the funding. We start at the Ministry, where I
want to thank Mr. Devant Maharaj for developing our fishing depots. A fantastic job was
done in Grande Riviere, Matelot, Balandra and Salybia, Matura, and we are looking now at
T&TEC to develop our recreation grounds in lighting. All our aim is to keep the youths off
the streets.
Mr. Lambert: Mr. Chairman, if there are no more questions, I would really like to
further—Oh, I will give way to the Minister.
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Miss Coudray: I prefer to be last, Mr. Chairman. As the Minister of Local Government, I
so declare my interest and therefore I would give way to Members and maybe at the end I
will make a statement.
Mr. Chairman: Could I just let Miss Thomas ask her questions and you will come after.
Mrs. Thomas: Thank you, Mr. Chairman. I, too, want to commend the Sangre Grande
Regional Corporation for the reports that we have received, very detailed and specific. In
reading the report under “Human Resources” I recognize that you have been without a chief
financial officer from since quite 2012, and I was just wondering if you can just give us a
sense of how you have been operating. That is a critical position as regards to finances of
the regional corporation, so if you can give me a little answer on that. And then, secondly,
if the disaster management person can just give me a little sense because Toco is always in
the news when we have any serious rains and so. So I just want to get a sense of how
citizens are appraised and given information. I am aware of another corporation that has
embarked on an outreach programme. So I just want to get a sense of how the citizenry of
Sangre Grande and Toco, in particular, how they are alerted and what measures have been
put in place as regards disaster preparedness in that area. So just those two questions.
Mr. Ameeral: Okay, Mr. Chairman, I will take the first one with respect to the operations
of the accounts department in the absence of a chief financial officer. Mr. Chairman, the
accounts department of the Sangre Grande Corporation is directly headed by an Accountant
II and an accounting assistant and other staff that is outlined in our document submitted.
We do not have the chief financial officer. However, we do not allow that to be an excuse
for not submitting our reports and our financial statements on time.
As you would have observed in the documents, we would have our unaudited financial
statements for the fiscal year 2012 and also 2013.
Our last financial statement was
submitted to the Parliament in 2006. In addition to that, we would have had a person
engaged on short-term employment—short-term contract—who works alongside, directly
under the supervision of the Accountant II in order to provide the council with our financial
statements promptly for our finance meeting, and also, in preparation of our yearly financial
statement for submission to the Auditor General’s department. We would have already
completed our 2012 financial statement. It is there to be vetted and reviewed by the
Accountant II for submission of our 2012 financial statements.
On page 21 of our submission, you would see on paragraph 2, the graph that shows our
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releases between the years 2003—2014, and it went on to indicate in the third-to-last
paragraph the status of our finances and the submission of our reports to the Auditor
General’s department, and also to the President of the Republic of Trinidad and Tobago in
accordance with section 66 of the Constitution. So we do not use it as an excuse that we do
not have. Yes, we can do much more if we have our chief financial officer, and we will get
into the whole area of our asset management register, and we will do a lot more in terms of
our projection and planning and coming up with our balance sheets and making projections
and submission. Our draft estimates will probably be a little more detailed and more
information if we would have that kind of resource attached to the Sangre Grande
Corporation.
The question with respect to the disaster management, I think that would be better answered
if I refer that to our disaster management coordinator, Mr. Terrence Maxime.
Mr. Maxime: Mr. Chairman, the disaster management unit at Sangre Grande Regional
Corporation has trained approximately 90 persons in what we refer to as CERT,
Communities Emergency Response Teams, and that training has been taking place since
2011/2012. Some of it was done in 2013 and we propose to do some presently this year.
The communities that were involved are from Matelot to Manzanilla, straight down to
Valencia. We propose to do some more training. We are looking at training right now
within the next two weeks, the councillors who have indicated their intentions and by
training the councillors and some members of the community, we expect that this training
can be passed on to the members of the community.
Also, the sensitization of the community would be done through community outreach
programmes when the members of council go out to speak to their community, their
constituency members, or in their electoral districts. We propose to also partner with them
and go out and provide that disaster preparedness information at the same time. In that way
we will ensure that they have knowledge of what is to be expected and how to prepare
themselves in times of an emergency. I do not know if that answers the question, Mr.
Chair.
Mr. Chairman: Thank you. Minister Samuel?
Mr. Samuel: Chair, through you, in your summary, out of the 70 or so, vehicles listed in
your summary, you have quite a number of vehicles for your operations, defective. I know
the summary was up to 2013. What is the status thus far with those defective vehicles and
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what is being done to either repair them or replace them so that you could be fully
operational? I recognize that quite a few of your dumpsters and stuff like that, are down,
and your wheel tractors are down and your backhoes and stuff like that, and would probably
limit your capacity, and for a corporation that is primarily surrounded by the kind of terrain
that you have to deal with, it is necessary for your equipment to be up-to-date. What are
you doing to either repair them or replace them, and what is the status of them so far? That
is the first question.
I want to speak to the municipal police inspector with regards to the strength of your staff
and what are some of the challenges that you face dealing with such a terrain. We know
that it is a primarily agricultural sector and the issues around other sectors of praedial
larceny are high. And if you are faced with the same situation how have you been dealing
with such in your area? So you could probably share that with us.
Mr. Ameeral: Mr. Chairman, with respect to the vehicle, I would be the first to agree that
the Sangre Grande Regional Corporation struggles with the whole issue of maintenance of
our fleet. The Sangre Grande Regional Corporation does not have a workshop foreman on
our cadre and we deploy that responsibility to a road officer and the county superintendent
in order to manage that. What we do presently, there are a number of vehicles that have
been identified for board of survey.
We are now in the process of collecting that
information and have the forms filled out so that we can have those vehicles board of
surveyed. They are many years old, if you look at the report, and it is not economically
feasible to repair these vehicles. So we are going to board of survey those vehicles and
have them replaced. As fiscal year come time and again, we will make submission under
our recurrent expenditure to replace those vehicles.
With respect to the routine maintenance of our vehicles, only recently we would have
partnered with VMCOTT to try and see if we could work out an arrangement with the
maintenance of our heavy equipment, which would be our backhoes and trucks and water
tender and so on. We are now in the process of trying to establish an MOU, but in the
interim, the Sangre Grande Regional Corporation, have, in fact, three vehicles down at
VMCOTT that they are doing a proper technical analysis, because it is not feasible to really
repair something that is old and as you repair one item the other item goes, and then you
just keep maintaining. So they are doing, as a first try, three of our vehicles, which is the
water tender and cesspool trucks. We have one by them; a water truck at VMCOTT also
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and we have already received quotations and funding is available to repair those vehicles
and bring them back into service.
With respect to simple maintenance, like your routine belts and other minor maintenance,
the corporation has a staff of diesel mechanics that we would undertake those repairs inhouse with our existing votes under maintenance of vehicles.
Mr. Chairman: Thank you. Sen. Lambert?
Mr. Samuel: Chair, one other question for the Police Inspector.
Mr. Chairman: Oh, I am sorry.
Mr. S. Baran: Yes, Mr. Chairman. The strength of the Sangre Grande municipal police is:
one inspector; one sergeant; two corporals; 21 constables. We are fortunate enough to work
together with the council and administration to achieve this objective. It is not ideal,
however we have submitted a proposal to the Ministry which is working on it presently to
achieve 50 constables, four corporals, two sergeants, two inspectors and one ASP.
10.15 a.m.
Mr. Baran: In addition, what we did at Sangre Grande, we have trained all the municipal
police officers with the Trinidad and Tobago Police Academy in crime scene management,
leadership skills, firearm and survival tactical training, defensive driving, disaster
preparedness, computer literacy, investigative interviewing, initial damage assessment
shelters, cell phone forensic, use of force and conflict management, court and process
duties, advanced investigative interviewing, community policing and domestic violence.
This has achieved a lot for the Sangre Grande Municipal Police in minimizing crime in the
Eastern Division.
Mr. Chairman: Thank you. Minister Samuel.
Mr. Samuel: The question of praedial larceny—seeing it is a highly agricultural area—that
has plagued other areas, I want to know what is the situation in your area. And two, if you
trained your officers so well, are you losing your officers to the TTPS? Because when you
have a well-trained guy, he goes where the money is.
Mr. Baran: Yes, we have lost some. However, we are in the process of recruitment and
they are being replaced accordingly by absorbing some of the SRPs into the municipal
police and also training them. We also acquired four police vehicles and a motorcycle, and
this has been an asset to the municipal police by patrolling all those areas, which include
some four by four vehicles.
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Mr. Chairman: I believe there was a question about praedial larceny and whether it affects
you.
Mr. Baran: Yes, there are a number of praedial larceny reports because it is an agricultural
area, but with the resources we have, we are working on that with a number of patrols and
working with the gardeners.
Mr. Chairman: Thank you. Mrs. Alleyne-Toppin.
Mrs. Alleyne-Toppin: Thank you very much, Mr. Chairman. I also want to add my
congratulations to the voices of my colleagues on this side for the projections that you have
and for ways that you have gone about implementing those.
I want to ask, in light of the question that Sen. Lambert raised about the OJTs and about
process, how do you go about making your OJTs permanent, seeing that we are trying to
ensure that young people are empowered and can earn a decent living? I see that you have
some interaction with the PMCD and I would like to know how you are staffing. Are you
able to get those OJTs on board having trained them? And I want to encourage you to do
that.
Mr. Ameeral: Mr. Chairman, the Sangre Grande Regional Corporation recognizes that
there are competencies outside there. If you should be given the opportunity to come to the
Sangre Grande Corporation in a controlled environment and perform at expected levels,
possess the necessary common skills, personality traits and character, to be on the staff of
the Sangre Grande Regional Corporation, then the department head would submit a
recommendation, and if the funds are available, then the recommendation will be given due
consideration.
But, I want to make the point that we do not really make anybody permanent with respect to
the OJTs and those people come on contracts. What we would probably do is that if there is
an opportunity under short-term, we will continue to retain their services under short-term,
and we will give priority to, in accordance with good collective bargaining and industrial
relations, the casual and regular workers of the corporation to become under our permanent
establishment as against taking people from the OJTs and as against short-term
employment.
Mrs. Alleyne-Toppin: If I may, Mr. Chairman? Therefore, I should ask: what is the status
then of your staffing? Are you satisfied that you have the complement that you need to
carry out your duties?
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Mr. Ameeral:
To answer the question is no, we are not satisfied.
Our submission
indicated that we would have met with the PMCD and we would have made submissions
for 88 additional positions at the Sangre Grande Corporation, against the background of the
vision that the Local Government as a whole will be giving more autonomy to regional
corporations, and you will be required to set up, as against your PRO department which is
probably old and archaic, you now replace that with an HR department where you will have
HR Officer I, II, who will now be performing the function of, more or less, the strategic, I
would say, human resource development as against your day-to-day Kalamazoo records and
so on.
Also, in that whole concept is the idea of an audit department. Also, I am hearing my
counsel making representation to have what is called “a business division” at the Sangre
Grande Regional Corporation with their entire mandate of trying to see if we can raise
revenue and come up with ideas to develop revenue, and have that department called “the
business division” of the Sangre Grande Regional Corporation. So, we are thinking along
the line of reform modernization as against just maintaining the existing status quo of the
Sangre Grande Corporation.
We are seeing ourselves as a leader in terms of the future of local Government and basically
because of the fact that we see and we encourage our local government practitioners to
engage in community efforts and also tap on the resources of many of the other state
agencies that provide services for the communities as against coming to counsel and saying
that we are depending on the revenue at the corporation in order to get activities going in
my various electoral districts. So, we are thinking along the line of really an organization
that is independent, it might be hard to achieve but we are not thinking along the line of
maintaining the existing status quo of municipal corporations.
Mrs. Alleyne-Toppin: Mr. Chairman, I want to thank you very much, Mr. Ameeral, for
that answer and I want to also offer the services of the Ministry of the People and Social
Development in your area and you can tell us what you need. I do congratulate you on your
efforts in Sangre Grande.
Mr. Ameeral: Thank you very much.
Mr. Chairman: Thank you. Sen. Lambert.
Mr. Lambert: Thank you once more, Mr. Chairman. It would be remiss of me not to echo
the sentiments as the other colleagues have done relative to a comprehensive detailed
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preparation of the summary. But, also it is my responsibility to identify the shortcomings of
the very said detailed report and I will focus primarily on the daily-rated aspect of it because
I am very au courant as it relates to that aspect.
I want to pose the question as it relates on page 4, you said you are ensuring proper health
and safety standards for OSH Act for the well-being of the daily-rated workers. Is that a
fact? So from duties and also all in place operated as it relates to the Act.
Mr. Ameeral: Mr. Chairman, it is a fact with certain limitations. The Sangre Grande
Regional Corporation tries, within our own limitation, to satisfy the needs of OSHA with
respect to the attire and gears and safety equipment, and, I would say, a more safe
environment for its workers. But I would also be the first to agree that Sangre Grande
Regional Corporation is not in a state of, I would say, high readiness or high recognition of
the OSH Act.
Our counsel has recently adopted a resolution to engage under short-term employment a
Safety Officer at the corporation which we propose to do within the not too distant future. I
have already had discussions with our PMA II, our doctor, Dr. Ravi Maraj, to start setting
up the OSHA committee at the Sangre Grande Regional Corporation and let us have people
trained so that we can, in fact, try to see if we could meet the requirements of the OSH Act.
Within the not too distant future, I propose to spend a letter to the OSHA agency to come
into the Sangre Grande Regional Corporation and do an audit of the Sangre Grande
Corporation. Also, I propose to write the fire department to come in and do a safety audit of
the Sangre Grande Corporation. These two documents will, in fact, inform the leaders of
the corporation, both political arm and administrative arm, as to the requirements in order to
try to the best of our ability within our limitations to be OSHA compliant.
Mr. Lambert: Thank you, CEO. On page 7, you indicated here proper maintenance of
your permanent establishment of daily-rated workers. Is your permanent establishment
being maintained properly as indicated and how is it being done?
Mr. Ameeral: Mr. Chairman, our personnel establishment, I tend to refer to it as the
personnel establishment.
I think people get the message when we say permanent
establishment and permanent establishment tend to give the notion that it is only permanent
people attached to that establishment so I tend to refer it as the personnel establishment that
comprise a series of permanent workers, regular workers, casual workers and
supplementary permanent workers.
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Yes, to the answer the question, we do everything in our authority and power to ensure that
we maintain the permanence of all our workers in the corporation consistent with the
personnel establishment. What we do on a bi-annual basis, we would undertake a review of
the vacancies that would exist over that period of time and sit with the recognized majority
union and discuss replacement in accordance with good industrial practices, so that we
could continuously have a consequential movement of the regular workers into the
permanent fold, and also bring the casual workers into regular. And if we should have
funds available, then you may probably want to replace the casual workers so that you could
have your full complement of 562 at the Sangre Grande Regional Corporation comprising
our full personnel establishment.
Mr. Lambert: Mr. Chairman, I am happy to hear that the CEO has, for the first time,
mentioned, as it relates that I have extracted from him in collaboration with the union as it
relates to the permanent establishment. Because no single person could interfere with the
permanent establishment without the collaboration of both in accordance with the collective
agreement. I am happy that he has mentioned it.
But, a major observation here, Mr. Chairman, whilst mention has been made of the woeful
shortages as they relate to the 36 positions that they have there, I have not seen a
recommendation of what has been done by the Sangre Grande Regional Corporation in
accordance to a request that was made for a needs assessment as it relates to the shortages
that you are encountering.
And one and final thing here before—because I could take all the Mr. Chairman for true.
[Laughter] I could do that because there are breaches and I know I could do that, but to
avoid having that sort of long discourse. You mentioned here on page 6, I would want to
find out from the corporation: what is the position of supervisors that you are referring to?
You mentioned on page 6:
“As a result, the gang strength is depleted in many of the gangs in all Districts/Wards who
do not have an assigned Checker. Other Checkers or even Supervisors are relied upon to
bridge the gap…”
Is it then that checkers are being asked, at certain times, along with supervisors to carry out
that function?
Mr. Ameeral: Mr. Chairman, may I refer that question to the Personnel and Industrial
Relations Officer, Mrs. Joleen Le Blanc-Green, please?
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Mrs. Le-Blanc-Green: Okay, Mr. Chairman, to answer the question, the shortfall where
the checkers are concerned, there would be an internal arrangement more or less with the
gangs where the supervisors that are discussed here are the road overseers or the sanitation
overseers that would pick up on the shortfall. All right. Other checkers, probably, from
within the districts, we have other checkers may hold on for another gang; that is the
problem we have been encountering. So they would more or less hold on, so to speak.
Although, it is not to say I am encouraging it because I have identified here that it needs to
be addressed.
Mr. Lambert: But how does that happen? Does it happen in collaboration or consultation
with the majority union? That is the difficulty that I am having. Because, you see, you do
not have to be a permanent worker to supervise a gang. A regular worker could supervise
based on the problems that you encountered or the circumstances, but you ought not to
unilaterally discuss amongst yourselves and say—and that is what has been happening in
Grande—a sort of an attitude that I say so and that has to be done—and it ought to be in
collaboration with the majority union before you have any movement of the daily-rated
workers being interfered with by unilaterally putting people to supervise.
10.30 a.m.
I am aware of the good intent I must say, to ensure that the work is being done, but there is
a lack of communication and consultation as it relates to the Sangre Grande Regional
Corporation.
Thank you, Mr. Chairman.
Mr. Chairman: Thank you, Senator. I believe I have Mr. Sharma and then Mrs. Thomas,
and—
Ms. Coudray: Chairman, first of all, I want to join Members in congratulating the Sangre
Grande Corporation and both the past council, in terms of the groundwork they have done,
and the current council for continuing with those policies and programmes. It is clear that a
lot of, you know—there are a lot of dedicated and committed workers in Sangre Grande, but
I am concerned about the issues. And as I said, as Minister of Local Government, I am
concerned about some of the issues raised by Mr. Lambert. I am not sure which hat he was
wearing [Laughter] but, certainly, it is something to be concerned about, and I would want
the council and the corporation to address same, with respect to the process and the
breaches, the so called breaches in the process.
88
I understand the CEO talked about business development and I was wondering whether you
all are on the CARILED Programme, which is undertaken by the Ministry of Local
Government. Whether you are on board, because we have some consultants here from
Canada promoting this programme, and I would encourage you to get on board, because
some of the proposals you have, both in your strategic plan and based on what you have
said, those would be very relevant to give you the kind of assistance you need.
Mr. Rondon: I am on board.
Ms. Coudray: You are on board?
Mr. Rondon: Yes.
Ms. Coudray: Yes. But, Mr. Chairman, what I am a little concerned about—the document
as someone mentioned, is very nicely laid out, and you know, we are seeing a lot of the
positives, but as Minister of Local Government particularly, I am concerned about the
public and the responsiveness of the corporation to complaints from the public.
I would certainly—I saw the police, and I want to congratulate the Inspector for making
recommendations within his report, in terms of what you need to enable you to perform
better, and to deliver to the public. Therefore, we need to find out about your core functions
which, you know, they were just scanned in here. But in terms of the persons who are
writing the Minister of Local Government or the Ministry, complaining about drains, about
roads, about issues, local government issues that they have raised, and I am not singling out
Sangre Grande here, but Sangre Grande is among them, in terms of complaints being raised
over the years and not being addressed. I think under section 66(d) of the Constitution, this
Committee was set up to enquire into the operations, and to make recommendations for
improvement of the system that will enable the public to be better served.
So I would want to suggest and—for the other corporations as well, that you focus on—
while we love the reports and how they are set out, but we need to find out as a
Committee—the public, we must find out whether the public is being adequately served,
and what is preventing the corporation from serving the public and responding in a timely
manner to some of the complaints? Things that are coming to my desk as Minister, I mean,
is really to me disgraceful, for want of a better word, and when you look, some of them are
very simple and what you will call nagging, community problems that are not being
addressed.
So that I would—you know, I looked at the financial report, and in 2010 the corporation
89
was getting $11.5 million in recurrent expenditure, and in 2014, you are—$23 million. So
you are talking about 100 per cent increase in your allocation, and we are not seeing, well,
how you were able—I heard the CEO talk about vehicles, that are non-functional and all of
that, and it will be interesting to find out what items the additional funds were expended on,
this is what the Committee is looking at, to see where you were. You were—back there in
2010, you got $23 million now, and we expect you to say well, we have been able to
address all these outstanding complaints, buying new vehicles, but we are not seeing that.
So we need to get a sense of how you are—is injecting more money going to solve the
problems of the people in the region? And we are very people-focused in terms of you are
addressing those needs.
As I said, I pulled out some the issues the police officers raised, and I want to say that at the
Ministry, we are looking at the establishment across the board, in the police divisions
particularly in the light of the prevailing environmental circumstances. I would just put it at
that. We would be consulting your Inspector and CEO soon, with respect to, you know,
their collaboration on those issues. But the problem seems to be one of structure in terms of
your human resource management, financial management and asset management.
Now, I noticed you do not have a corporate secretary among you. I do not know if you
have one on board, but these are things you can, you know, I did not see the corporate
secretary here.
So, Chairman, I do not want to take up—I know we are constrained, but I just wanted to
find out how your CCTV cameras are operating. You did not mention it in your oral
submission, but I wondered whether it is a good investment for—I know one or two
corporations have them, but I am not hearing that. I am not hearing about private security
in terms of augmenting your establishment and dealing with some of your human resource
deficiencies. Because there are several things you can do, particularly based on your
increased allocation that you can do internally. It is really management issues we see
coming out of these reports, that the corporation could perhaps focus on, that they are not
being addressed. So I just needed a response in terms of whether the CCTV cameras are
helpful? Whether they are functional, and whether it was a good investment?
Mr. Ameeral: Mr. Chairman, that question could be better answered if I should redirect it
to the municipal police inspector, Mr. Sewak Baran.
Mr. Baran: Thank you, Mr. Chairman. Yes, at the Sangre Grande Municipal Police, we
90
have approximately 40 CCTV cameras, located at strategic locations. This has been very,
very, very successful with regards to the Trinidad and Tobago Police Service coming to the
Municipal Police for footage in solving numerous crimes: larceny of cars, murders,
kidnapping, et cetera. So it is a very good investment. It is up and running. It is working
effectively at the Municipal Police Station.
With regards to private security: we have a private security on board which augments the
Municipal Police when we are not there. So they work at night to augment our strength.
We also have breathalyser kits with which we do road checks and we have trained officers.
We have GPS systems in all the police vehicles, so that they are being monitored at any
location, we can call upon them and any reports, we dispatch them immediately. We have
sufficient arms and ammunition for the amount of staff presently at our location. We have
numerous hand sets and wireless sets, communication is very good. Well, we have a
number of equipment at the Municipal Police Station. It is just that we need the extra
manpower so that we can be functioning a 24-hour service.
Mr. Rondon: Mr. Chair, I would just like to address the concerns of Minister Coudray.
Minister, I know your concerns. I got letters from you and every Monday I am seeing the
burgesses. We have a lot of them. But what I discovered was that a lot of drains do not
belong to the regional corporation. Right? We are faced—we are challenged, ladies and
gentlemen, with two most important, burning issues in Sangre Grande, both in the air and
on the ground.
We have thousands of birds that roost from 6.00 p.m.—6.00 a.m. and causing real problems
in the heart of Sangre Grande, with squatters. We have endless squatters from Valencia to
Matura, and they make a demand on us. Under humanitarian, I stretch out, I reach out to
them, but it is very, very, very hard to really and truly get down to whatever they want. So
Madam Minister, we are writing, they are coming in, and we try our best under
humanitarian.
Ms. Coudray: The point I was making, Chairman, is that sometimes you cannot—no
corporation or no organization can fix 100 per cent problems, but in order to appease
people, you have to visit them, you have to talk with them, explain to them and put them on
a schedule perhaps, but people must have responses when they approach a regional or a
municipal corporation. This is what we are saying, that you could have someone visit, look
at the problem, sometimes the problem might be over exaggerated, in terms of what people
91
are reporting, but at least we must attend to people’s needs outside there, and this is all that
we are asking in terms of responsiveness out there. So I take it, I know that you are trying
your best, but we must have a system where the public is satisfied that at least their needs
are being looked into. Chairman.
Mr. Chairman: Thank you. Now, time is getting condensed. I have a couple quick
questions. One is, I would like to get a brief report on what has been going on in terms of
financial management, and then about public health?
Mr. Ameeral: With respect to the financial management of the corporation, all expenditure
of the corporation that we would embark upon, will benefit from a resolution of council. So
it is not that expenditure is incurred in an ad hoc manner. There is a system in place and
resolutions are adopted by council for any expenditure within our allocation.
In terms of the management itself, the Sangre Grande Regional Corporation as our report
would indicate, we have introduced the EasyPay system at the Sangre Grande Regional
Corporation, which is an electronic system that we use, that is quite capable of producing
financial statements at a short notice, a short time. Also it is assists in the preparation of the
TD4 slips in a short space of time. And also it reduces the amount of cheques that have to
be printed and hand delivered by our messengers. It is embodied in the financial aspect of
our submissions, with respect to the electronic system we use in order to manage the finance
of the corporation.
From time to time, as Chief Executive Officer, I would advise my council that we must
exercise economy of our spending, because if you give them the opportunity, they will want
to just spend all the money, and ask for much more, because there are so many demands on
the corporation. And local government politicians will, in fact, want to do all they can with
the corporation, but from time to time as the chief accounting officer of the corporation, I
will guide my council at times when we are required to exercise economy in our spending,
in order to stay within our budgetary allocation for both recurrent and development
programme. Thank you.
Mr. Chairman: Public health?
Dr. Maharaj: Thank you, Mr. Chairman. On behalf of the corporation, I am the doctor,
Dr. Ravi Maharaj who is assuming a strategic leadership role in the public health
department. Under my stewardship, I have the supervisor of public health, two public
health officers who communicate frequently on issues of public health.
92
We receive a number of complaints from the public, via letters through the council and the
councillors directly to us, where we endeavour to solve these problems within 48 hours.
Nevertheless, there are a number of challenges that face the department and basically, we
try our best to see what we can resolve at short notice.
Nevertheless, on an ongoing basis, we have a lot of communication with respect to garbage
collection, with respect to rodent control and eradication, with respect to management and
deployment of litter wardens under my jurisdiction.
My staff reports to me on a daily basis and we have a continuous assessment programme
available.
Ms. Coudray: Chairman, could I ask—I know it is time, but can we ask the doctor about
food surveillance in the Sangre Grande region? Food surveillance and how—
Dr. Maharaj: That issue with respect to food preparation and the issue of food badges is
presently handled through the CMOH’s office.
So we do not directly deal with it.
Nevertheless, I liaise basically with the CMOH office in all issues. And we get reports on a
monthly basis presented to council.
Ms. Coudray: The public needs to be assured that when they buy beef in Sangre Grande, it
is beef—Toco/Sangre Grande area, and I think we need to say that. We need to say whether
you are up to date, up to speed in terms of the quality of food places in the municipality. So
I think that is an area that you need to come out and say a little more on.
10.45 a.m.
Dr. Maharaj: Thank you, Ma’am. A grading system, similar to what is in the US, has
been proposed, whereby food places can be graded in terms of quality and standards. That
is being looked at presently.
Mr. Chairman: We are going to go over by five minutes. I know that Sen. Roach has a
question, so we will defer to him.
Mr. Roach: I must endorse fellow Members of the Committee’s observations with respect
to strategic planning and so forth of the regional corporation. It seems very impressive to
me, but in reviewing some of it, I paid some attention to your road, drainage and irrigation,
on page 65.
transportation.
To me, fundamental to the overall development of the municipality, is
What budgetary allocation has been made for the infrastructure, road
93
infrastructure in particular, and is there a timetable for carrying out repairs of roads, in
addition to building new roads in the municipality?
Dr. Maharaj: The budgetary allocation under Development Programme, for the last fiscal
year 2013, would have been $15.2 million and you would see, on page 64, Drainage and
Irrigation, the allocation was $3.48 million, of which 17 projects were undertaken, totalling
1,671 metres of box drain constructed. And if we go down to 240, Local Roads and Bridges
Programme, you will see the budgetary allocation under that vote would have been $6.12
million, of which 16 projects were undertaken, totalling 7.16 kilometres of roadway
refurbished at the Sangre Grande Regional Corporation during the last fiscal year.
During the current fiscal year, our allocation is $23 million, of which 28 projects were
already awarded and are, in fact, in an advanced stage of completion at this time, with
respect to roads and bridges, drainage and irrigation. Also, with respect to the other areas of
the development of the Corporation, we would have $2.5 million in our present allocation,
for which we propose to purchase certain vehicles, namely an articulating man lift, a
backhoe and also some turn mowers and other minor equipment to be current.
We are in an advanced stage with respect to the 2014 fiscal year. We can account for 77 per
cent of our allocation, $23 million, both in terms of money that was actually released to the
corporation and money that we would have received confirmation of funds, for which we
are in the process of procuring projects with the RTC Regional Tenders Committee and also
the SMTC, a Special Ministerial Tenders Committee. So we can, in fact, account for it.
With respect to development of new roads, the new road that is being developed within the
Sangre Grande Regional Corporation at this time is the Valencia Bypass Road, which is
being done by the Ministry of Works, which is in fact a long outstanding project and will
really go a long way in reducing the traffic jam at Valencia. I think it is a very, very
important project, but the corporation more or less uses our allocation to maintain our
existing infrastructure, rather than trying to develop new roads. Thank you very much, Mr.
Chair.
Mr. Chairman: Before I invite you to make your closing remarks, I just have just one
question.
In your submission, you stated weaknesses such as insufficient resources,
insufficient staffing, insufficient equipment, limited recycling ability, lack of safety culture,
evolving work conflicts, and I was wondering what efforts have been made to alleviate
these weaknesses and concerns.
94
Mr. Ameeral: Mr. Chairman, please, I crave your indulgence in referring it to the PMHO.
Dr. Maharaj: Thank you, Mr. Chairman. As the head of public health, we are looking at
the largest municipality in Trinidad and Tobago and, basically, if I want to quote the hon.
Minister of Planning and Sustainable Development’s statistics for 2013, he said that the
Sangre Grande municipality has grown by 14 per cent, possibly from an influx from other
areas of inhabitants. As a result of that, this puts an increased demand on public health
delivery of services. For example, we have to provide more garbage collection, more truck
borne water distribution to areas not serviced by a pipe borne supply inside. There will be
an increased demand for litter wardens and cleaning of drains. So this is basically one of
the reasons why we said we have these weaknesses.
The staffing: although it is a small unit, we get maximum efficiency from our unit.
Nevertheless, we welcome additional staff. In addition to that, the safety culture, I have
mandated to introduce and implement a safety culture in the corporation.
Since my
appointment, I have endeavoured to do so with training my staff in-house. Nevertheless, I
look forward to formulating an independent occupational safety and health committee, with
the strategic objective of having a functional occupational safety and health department at
this corporation in the near future.
Mr. Chairman: Thank you. May I invite you, Mr. Chairman and Mr. CEO, to please
make your closing comments and submissions?
Mr. Rondon: Thank you, Mr. Chairman. Before I close, I would like to highlight some of
the things that we are doing in Sangre Grande. We are trying to foster, as I mentioned
before, a relationship between the politician and administration, so we ask the
administration, in the holiday time, if they could bring their children to work where we
provide bouncy castles, meals and have the kid there with us.
We also, every month, gather foodstuff and clothes and we invite members of the public—
our councillors look for people who are in need and they come to the regional corporation.
We are addressing, now, the violence in school. We have Miss Sampson-Browne who is up
there with us, going out to the schools. We notice that the kids are into the playing of pan,
but because of the geography of our area, transportation is the problem. We send vehicles
to pick up the kids at night, take them to their homes and also assist the pan in our area.
Most of all, we are addressing that illegal vending and quarrying that are taking place in our
region.
95
With these few words, I want to say many thanks to you all and may God bless each and
every one of you and any time you can come to Toco and I assure you, you will have a
sumptuous meal. Thank you.
Mr. Ameeral: Mr. Chairman, I want especially to thank you and all Members of your
Committee for recognizing the contribution that Sangre Grande Regional Corporation has
made before this public hearing. I want to assure you that this will go a long way in trying
to motivate our demotivated workforce because we are not working in the best kind of
environment where we would have the best kind of facilities to function in.
Our major project that we would want to focus on in the future is the administrative
complex of the Sangre Grande Regional Corporation, where the Sangre Grande Regional
Corporation would have partnered and signed an MOU with the Public Service Transport
Service Corporation, Ministry of Transport, for the site that they presently have at the maxi
hub in Sangre Grande, in exchange, more or less, for a parcel of land vested in the
corporation at Turure.
The Sangre Grande Regional Corporation has completed Phase 1 of that project, which
would have been approximately $2 million, for the relocation of our garage and transport
facility. Phase 2 of that project was awarded in September of last year with a condition that
the agreement between the contractor and the corporation be drawn up by the Chief State
Solicitor’s Department and, to date, I regrettably inform you that we have not been able to
have that agreement signed off after seven months.
I have been liaising with that
department and I think it should happen probably in the next two or three weeks so that we
can get the second phase of that project completed.
I am pleased also to inform this Committee that Sangre Grande Regional Corporation has
launched our website in October of last year. You can feel free to log on, sgrc.gov.tt, and
listen to our first interdepartmental calypso competition for this year’s carnival. Listen to
our first place calypso, through the YouTube, from the Sangre Grande Regional
Corporation.
Mr. Chairman, I just would have one question, if you permit me, please. Let me ask you
and Members of your Committee to take a second and imagine the best possible outcome of
this meeting. What will that be? Thank you very much.
Mr. Chairman: Thank you. I think we have come to the end of our allocated time and
there being no further business, I would like to declare this meeting closed. Thank you very
96
much for your attendance. I know you have travelled far and we very much appreciate you
presentations, this morning.
I am going to suspend this meeting for five minutes.
10.55 a.m.: Meeting suspended.
97

16th Report - JSC Municipal Corporations and Service

Transcription

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