Tunapuna/Piarco Regional Corporation

PARLIAMENT OF THE REPUBLIC OF TRINIDAD AND TOBAGO

Fifth Session (2014/2015) TENTH PARLIAMENT

Seventeenth Report 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

Ordered to be printed with the Minutes of Tunapuna/Piarco Proceedings and Notes of Evidence Regional Corporation

17th Report of the JSC on Municipal Corporations and Service Commissions

An electronic copy of this report can be found on the Parliament website: www.ttparliament.org

The Joint Select Committee on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commissions)

Contact the Committee’s Secretariat Telephone: 624-7275 Extensions 2277/2288/2282, Fax: 625-4672 Email: [email protected] ii

17th Report of the JSC on Municipal Corporations and Service Commissions

Seventeenth Report

of the Joint Select Committee appointed to inquire into and report on Municipal Corporations and Service Commissions [with the exception of the Judicial and Legal Service Commission] on a

Review of the Administration of the Tunapuna/Piarco Regional Corporation

Date Laid: HoR: 08.05.2015 Senate: 12.05.2015

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The Committee

Mr. Anthony Vieira Mr. Hugh R. I. Roach Chairman Vice-Chairman

Mrs. Vernella Alleyne - Toppin , MP Ms. Marlene Coudray Ms. Shamfa Cudjoe Member Member Member

Mr. Chandresh Sharma, MP Ms. Marlene McDonald, MP Mr. Devant Maharaj Member Member Member

Mr. James Lambert Mrs. Joanne Thomas, MP Member Mr. Rodger Samuel, MP Member Member

Mr. Prakash Ramadhar, MP v Member

17th Report of the JSC on Municipal Corporations and Service Commissions 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.

17th Report of the JSC on Municipal Corporations and Service Commissions 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 Mr. Subhas Ramkhelawan was appointed to the Committee on October 12, 2010 and served as the Committee’s Chairman from October 22, 2010 until his Senatorial resignation on April 09, 2014.

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 Mr. Johnson Greenidge - Parliamentary Intern

1 Mr. Anthony Vieira replaced Mr. Elton Prescott on the Committee with effect from September 23, 2013. 2 Mr. Hugh Russell Ian Roach replaced Mr. Subhas Ramkhelawan on the Committee with effect from May 06, 2014. 3 Ms. Marlene Coudray replaced Brig. John Sandy on the Committee with effect from 16.10.12 following the termination of his Senatorial appointment on June 25, 2012 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. vii

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Contents

Page #

List of Tables ...... ix Table of Abbreviations ...... ix Executive Summary ...... xi Chapter 1 ...... 13 Background of Inquiry ...... 13 Chapter 2 ...... 16 Evidence Received ...... 16 Chapter 3 ...... 63 Findings and Recommendations ...... 63 Appendix 1 ...... 85 Entities falling under the purview of the Committee ...... 85 Appendix 2 ...... 87 Minutes ...... 87 Appendix 3 ...... 106 Verbatim Notes of the public meeting held with the SFCC ...... 106 Appendix 4 .…..…………...... …………………………….…………………………………………..155

Written submissions by the SFCC...………………………………………………..……………………157

Appendix 5 .....……………………………………………………………………………..………….... 160

Staff of the Administrative Section ……………………...……………………….………………...... 161

Appendix 6………………………………………………………………………………………….…... 163

Number of projects and accompanying costs for recruitment programme……….…………………….. 164

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List of Tables

TABLE NO. DETAILS PAGE NO.

Table 1 20 Statement of Revenue for the year ended 30.09.13

Table 2 Statement of Recurrent Expenditure for the year 21 ended 30.09.13

Table 3 Number of applications received and processed 29 and the number of approvals granted for the period October 2012-2013

49 Table 4 Analysis of TPRC’s Strengths

50 Table 5 Analysis of TPRC’s Weaknesses

Table of Abbreviations

ABBREVIATION MEANING

CEO Chief Executive Officer

CERT Community Emergency Response Team (training)

CMOH County Medical Officer of Health

CPO Chief Personnel Officer

DMU Disaster Management Unit

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EOC Emergency Operations Centre

LSA Land Settlement Agency

LPW Litter Prevention Warden

MOLG Ministry of Local Government

NEOC National Emergency Operations Centre

NGO Non-Governmental Organization

NUGFW National Union of Government and Federated Workers

OSHA Occupational Safety and Health Act

PBX Private Branch Exchange

Political, Economic, Social, Technological, Legal and PESTLE Environmental

PIRO Personnel and Industrial Relations Officer

TPRC Tunapuna/Piarco Regional Corporation

SJLRC San Juan /Laventille Regional Corporation

SWOT Strengths, Weaknesses, Opportunities, Threats

T&TEC Trinidad and Tobago Electricity Commission

TTPS Trinidad and Tobago Police Service

WASA Water and Sewerage Authority

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Executive Summary

At its Twenty-Ninth Meeting held on March 07, 2014, the Committee agreed to conduct a review of the administration of the Tunapuna/Piarco Regional Corporation for the purpose of inquiring into the state of its administration. To this end, the Committee obtained both oral and 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 March 28, 2014, to engage in further discussions on certain aspects of the Corporation’s activities. These discussions focused on the following areas:

i. the issues concerning the financial management of the Corporation; ii. the infrastructural developments that the Corporation has executed and those it intends to undertake; iii. human resource issues, in particular vacancies; iv. the corporation’s capacity to manage disasters; v. the corporation’s ability to deliver public health and sanitation services; and vi. challenges confronting the Corporation’s Municipal Police Unit.

The evidence received suggested that during the period 2010 to 2013, the Corporation attempted to address several of its operational challenges through the implementation of various initiatives/measures. However it was quite evident that in order to improve the operations of the TPRC, and by extension, other local government bodies the following issues need to be urgently addressed:

i. the lack of financial autonomy and the need for the Corporation to employ strategies to generate its own revenue;

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ii. the unsatisfactory service rendered to the Corporation, by central human resource management bodies such as the Statutory Authorities’ Service Commission and the Public Service Commission, particularly in relation to the filling of vacancies;

iii. the shortcomings of the Municipal Corporations Act;

iv. jurisdictional conflicts between the Ministry of Planning and its Divisions and the Regional Corporations as it relates to unauthorized developments on the mountainsides;

v. the inefficient and archaic organizational structure of the TPRC; and

vi. the ambiguities caused by unworkable rules and procedures applied to the administration of Municipal Police Officers, among others.

Relative to these and other issues outlined in this Report, the Committee has proffered a number of findings and recommendations that it anticipates will assist the Corporation to improve its operations.

Besides the challenges to the effective administration of the Corporation, the Committee also noted some encouraging plans and initiatives proposed by the Corporation. The Committee was particularly pleased to learn of the Corporation’s initiative in mapping the Streatham Lodge Cemetery which will aid in the generation of a reliable database regarding the capacity of the Cemetery. Also commendable was the Corporation’s outfitting of an Emergency Operating Centre Mobile Unit.

We expect that the Parliament, the TPRC, the Ministry of Local Government and other stakeholders will take into consideration the findings and recommendations of this report, as we work towards improving the manner in which the affairs of the municipality of Tunapuna/Piarco is managed.

Senator Anthony Vieira Chairman

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Chapter 1

Background of Inquiry

1.1 The Committee’s decision to pursue an inquiry into this Regional Corporation was propelled by the fact that there has been significant growth in population, businesses and commercial operations along the East-West Corridor. This has placed additional strain on the existing social infrastructure, as evidenced by the prevailing issues of flooding, and traffic congestion among others.

1.2 The Committee also noted the fact that a University town has developed within the municipality, along with a capacity for medical and business tourism. In addition, the Committee, cognizant of the various administrative challenges facing other local government authorities, felt it prudent to investigate whether the Tunapuna/Piarco Regional Corporation (TPRC) was also confronted with these challenges, namely; a lack of sufficient human and financial resources, archaic organizational structures and procedures, and issues with the rules and procedures governing the Municipal Police Officers among others.

1.3 Thus, in light of the foregoing, and in pursuance of its constitutional mandate, the Committee, at its Thirtieth Meeting held on Friday March 28, 2014, initiated a review of the administration and operations of the TPRC.

Focus of the Inquiry

1.4 The Committee agreed to focus on the following areas during the course of its inquiry into the operations of the Corporation:

i. a report on the administration of the Corporation for the period 2012 to 2013. This Report included information on activities undertaken during the respective years in areas such as:

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. human resource management/development; . financial management; . public health; . infrastructural development; . policing and security; and . disaster management among others. ii. a status report on the implementation of the Corporation’s plans and objectives outlined in the Annual Administrative Report for 2011 to 2012; iii. the most current strategic plan of the Corporation; iv. planned projects and initiatives targeted for implementation by 2015; and v. proposals for legislative and regulatory adjustments that may enhance the effectiveness of the Corporation.

1.5 The evidence gathered from the public hearing with officials of the Tunapuna/Piarco Regional Corporation is summarised in Chapter 2.

1.6 The Minutes of the meeting during which the public hearing with the TPRC was held are attached as Appendix II and the Verbatim Notes as Appendix III.

1.7 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 April 24, 2015 considered and adopted this Report.

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Ministerial Response

1.8 The provisions of Standing Orders 75(B)(13) of the Senate and 110 (6)of the House of Representatives are applicable to this Report. They state:

“(13) The Minister responsible for the Ministry/Body under review shall, not later than sixty days after a report from a Joint Select Committee, relating to the Ministry/Body, has been laid upon the Table, present a paper to the House responding to any recommendations/comments contained in the report which are addressed to it.

1.9 The sixty-day period commences on the date of tabling.

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Chapter 2

Evidence received

2.1 The Committee met with representatives of the Tunapuna/Piarco Regional Corporation at a public hearing held on March 28, 2014. The following officials represented the TPRC at the hearing:

i. Mr. Edwin Gooding - Chairman ii. Mr. Esmond Forde - Vice-Chairman of the Council iii. Mr. Michael Serrette - Chief Executive Officer (Ag.) iv. Ms. Annette Stapleton-Seaforth - Administrative Assistant v. Ms. Judy Thompson - Inspector of Police vi. Mr. Larry Seecharan - Building Inspector vii. Mr. Rishi Siew - Disaster Management Coordinator viii. Ms. Theresa Noel - Public Health Officer ix. Mr. Masud Mohammed - Engineering and Surveyor Officer x. Mr. William Best - Corporate Secretary

2.2 Hereunder is a synopsis of written and oral evidence provided to the Committee.

Review of the Administrative Report from October 01, 2012 to September 30, 2013

Historical Context

2.3 The Corporation indicated that its municipality is located in north-central Trinidad, between the municipalities of San Juan/Laventille and Sangre Grande. It encompasses an area of approximately 527.2km² and comprises 5,706 businesses and corporate bodies, with a population of approximately 203,975 persons.

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Legislative Framework

2.4 It was submitted that a municipal council is both a local general assembly and a policy making body, empowered to make policies and bye-laws in relation to its functions for the region under its jurisdiction. Bye-laws, however must not supersede existing legislation such as the:

. Public Health Ordinance; . Exchequer and Audit Act; . Statutory Authorities’ Act; . Town and Country Planning Act; . Cremation Ordinance; . Arima Savannah Regulations; . Representation of the People Act . Summary Courts Act; . Praedial Larceny Act; . Motor Vehicles Insurance (Third Party Risk); . Advertisements Regulation Ordinance; . Boundaries Commission (Local Government) Act; . Burial Grounds Act; . Valuation and Land Act; . Litter Act; . Highways Act; . Mental Health Act; . Country Market Act; . Dogs Act; . Firearms Act; . General Local Loan (Municipal Government) Act; . Malaria Abatement Ordinance; . Recreation Ground and Pastures Act; and

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. The Industrial Relation Act. 2.5 The Corporation’s strategic objectives are attached at Appendix IV.

Staffing 2.6 The TPRC indicated that it was understaffed. However, the Corporation was able to maintain its chief officers as its complement included (1) corporate secretary, one (1) engineer and one (1) survey officer. The position of Financial Officer was expected to be filled in May 2014.

2.7 It was revealed that the TPRC has: . a total of sixty-four (64) monthly paid workers; . thirty (30) contract monthly paid workers (Ministry of Local Government); . sixteen (16) contract monthly paid workers (TPRC); and . one thousand three hundred and twenty-two (1322) daily rated workers.

2.8 The Corporation wrote to the MOLG requesting monthly paid officers. However, in the interim, those duties were undertaken by daily paid employees particularly from the Accounting Unit. These daily paid officers were not granted any additional compensation for performing the duties of the monthly paid officers.

Administrative Department

2.9 The Administrative department is comprised of the Secretariat, Personnel, Registry and Office Management, and the Information Technology Section.

2.10 It was indicated that the main objective of the Administrative Department for the period October 1, 2010 to September 30, 2011 was to restructure the department to make it more efficient and effective. It was further submitted however, that the current allocation of staff assigned by the Ministry of Local Government, was inadequate to meet its needs.

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2.11 The Administrative Officer II, falls under the supervision of the CEO, and is responsible for co-ordinating and directing support services to organizations such as government offices, insurance companies and computer manufacturers.

2.12 The Administrative department is responsible for managing the secretariat and reception, payroll, administration, information and data processing, mail, printing and reproduction, conference planning and travel, telecommunications management, and supply and disposal among other services. The department’s strategy is fuelled by its corporate vision, which when accomplished, will build, strengthen and sustain client and stakeholder confidence.

2.13 The Secretariat falls under the supervision of the Corporate Secretary, who has custody of, and is responsible for the seal, charters, deeds, records and documents of the Corporation.

2.14 The Secretariat handles all matters related to the attendance of meetings of the Council as well as the provision of secretarial services to all Council meetings, the preparation of Minutes and Reports, agenda papers and issue of notices among other things.

2.15 The Information Technology (IT) Unit is comprised of two (2) IT technicians who are responsible for the computerization of the Registry Section as well as the other departments. It was indicated that the section is currently working with the IT department of the Ministry of Local Government to develop its capacity.

2.16 The Corporation submitted that its strategic plan is structured around the following perspectives:

. Provision of the highest quality service; . Effective execution of responsibilities;

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. Creation of a workplace where staff has the opportunity to grow, learn and contribute in meaningful ways.

2.17 A table depicting the required positions and the staff assigned to the Administrative Section is attached at Appendix V. The table indicates that the Administrative Section has an established position for a Clerk II, however there is currently no Clerk II assigned to the department. In addition, there are nine required positions for Clerk I’s but only two (2) temporary Clerk I’s have been assigned to the department.

Government Subventions

2.18 During the period October 01, 2012 to September 30, 2013, the Corporation received the following budget allocation:

Recurrent allocation (original) - $156,215,400 Virements - $43,420,740 Total - $199,636,140

Development Programme allocation - $15,400,000

Releases

2.19 The Corporation indicated that it received two hundred and thirteen million, one hundred and sixty-three thousand, six hundred and ninety-nine dollars ($213,163,699) from government subvention for its recurrent expenditure and development programme expenditure.

2.20 It was disclosed that this figure, ($213,163,699), was released for Personnel Expenditure, Goods and Services, Minor Equipment purchases, current transfers and subsidies and for the Development programme.

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Income

2.21 The Corporation submitted that its projected income was one million, eight hundred and sixty-two thousand dollars ($1,862,000), but the actual income that was generated amounted to one million, five hundred and eighty-one thousand, three hundred and sixty-nine dollars (1,581,369). The following table depicts the actual income collected for the fiscal year 2012 to 2013.

Table 1 Statement of revenue for the year ended 30.09.13

REVENUE COLLECTED 2013 DESCRIPTION ($)

RENT:

Markets & Abattoirs 83,225

FEES: Cemeteries 278,520

Markets & Abattoirs 321,490

Building Applications 330,950

SERVICE CHARGES:

Waste Disposal 157,875

LICENCE:

Food Badges 194,435

MISCELLANEOUS:

General Administration 214,874

TOTAL REVENUE 1,581,369

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2.22 Table 2 below provides information on the Corporation’s actual recurrent expenditure for the fiscal year 2012/2013. As indicated by the table, the TPRC recurrent expenditure for fiscal 2012/2013 amounted to two hundred and five million, three hundred and twenty thousand, five hundred and ninety dollars ($205,320,590), which is an unconfirmed figure.

Table 2 Statement of recurrent expenditure for the year ended 30.09.2013

ACTUAL EXPENDITURE DESCRIPTION 2013 (Still under Review)

PERSONNEL EXPENDITURE 122,375,072 Wages & COLA 103,784,195 Gov’t. Contr. to NIB 8,650,160 Remuneration to Council 1,385,938 Gov’t. Contr. To Grp. Health 388,570 Overtime-Daily Rated 1,672,003 Allowances-Daily Rated 6,494,206

GOODS & SERVICES 80,430,797 General Administration 7,731,126 Cemeteries 241,901 Markets & Abattoirs 949,833 Mtce.-Blgds, Grds, Pastures 1,213,004 Local Health Authority 63,989,437 Mtce.-State Traces, Etc. 6,305,497

MINOR EQUIPMENT PURCH. 2,017,766

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CURRENT TRANSFERS & SUBSIDIES 496,955 Chairman’s Fund 10,000 Celebrations Fund 486,955

GRAND TOTAL 205,320,590

Implementation of Financial Policies and Procedures – Challenges

2.23 The Corporation identified a number of challenges that hampered the operations of the Accounting department:

. staff composition in the department continues to be skewed towards daily-rated workers. There is need for more public servants to be assigned to the department as certain duties should only be carried out by public officers in compliance with financial regulations;

. the corporation has not had a Financial officer since June, 2013, which has resulted in additional responsibilities placed on senior accounting staff;

. inadequate IT – the accounts department will have to consider computerizing the cheque preparation section due to the difficulty in obtaining Clerk Typists who can type the cheques. In addition, it was identified that having a manual system was inefficient;

. it was indicated that the payroll system was increased but with the growing requirements of a large Corporation, the system will have to be reassessed to ensure that it can accommodate future needs;

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. physical work environment – there is a need for the creation of additional offsite office space for the D.M.U. Unit and the Stores Department, which will aid in alleviating the lack of space within the Corporation’s head office;

. legal work environment (union);

. although Microsoft Office 2010 training was provided for staff, and this increased overall knowledge, the full benefits in terms of improving efficiency in the delivery of goods and services are yet to be realized;

. it was also identified that training in accounting procedures and best practice needs to be provided as most of the staff have had no previous background in accounts;

. poor communication;

. no succession planning;

. roles, responsibilities, policies and procedures are not clearly documented and communicated; and

. inadequate human resources – lack of internal audit; long time-delays in processing payments/approval of Virements which require pre-auditing as Head Office auditors must be called in. No ‘real time’ assessment of internal controls and procedures, lack of procurement unit (a procurement officer has been retained on short-term contract from March 2013).

Engineering Department

2.24 The Corporation submitted that its Engineering department is responsible for developing and maintaining the physical infrastructure of the Corporation. It is organized into:

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. Roads department . Works supervisor III section . Transport . Workshop . Building inspector

Roads Section

2.25 This section is responsible for the construction of drains, vegetation control, clearing of drains, supervision of contract works, supervision and grading and levelling of roadways, paving and patching of roadways inclusive of agricultural access roads, as well the construction of box culverts, retaining walls, footpaths and causeways.

Total Annual Results/Accomplishments 2012/2013 Development Programme

2.26 Under the Development Programme, it was reported that 6552m of roadway was paved, and 38 box drains completed.

2.27 Additionally, the Corporation reported that 2775m of box drains, 1938m of kerb and slipper, 21m of box culvert, and 138m of footpath were completed. A breakdown of the number of works completed and the accompanying costs are attached at Appendix VI.

Cemeteries/Cremation site 2012/2013

2.28 The Corporation indicated that the municipality has a total of nine (9) cemeteries and one (1) cremation site. They are maintained by the Works Supervisor III Section.

2.29 Fees for the usage of these facilities are as follows:

. Adults TT$200; . Child TT$200 Burial of persons who died abroad TT$200, and cremations TT$200.

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2.30 The present fee structure was a result of the Council’s effort to increase revenue for the Corporation. Thus by Minute 1240, Finance Meeting held on 5/5/09, the fees for burial and cremation were increased to TT$200, which become effective by 1/11/2009.

2.31 It was reported that the Section undertook the paving of 255m of roadway.

2.32 The Corporation was also in the process of completing the mapping of Streatham Lodge Cemetery. It was indicated that such information will aid in establishing the capacity of the facility and formulating a reliable database. The Corporation noted however, that there needs to be a management team that can provide proper management and administration of cemeteries.

2.33 The TPRC recommended that there needs to be a policy decision and related funding, as well as a new vision for Cemeteries.

Cemeteries: Works Accomplished during the year in review

2.34 The Corporation indicated that:

. it paved 90m of roadway at the Streatham Lodge Cemetery, Tunapuna; . it paved 90m of roadway and constructed a slipper drain at the Carapo Cemetery; and . paved 172m of roadway and constructed 83m of box drain at the Lopinot Cemetery.

Tunapuna Market

2.35 The Market encompasses an area of approximately 5930m² and is divided into two main areas; the Fish Meat Section (42.7mx15.25m), and the remaining area which facilitates other vending activities.

2.36 The Corporation is currently working on improving the market’s water storage and supply and will schedule works for the refurbishing of the roof.

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2.37 The following works were accomplished during the year in review:

. construction of promenade and related drainage . repair pumps after flooding; . routine maintenance to plumbing installation; . installation of twenty-four fans; . raise to level of blowers as flood mitigation; and . construction of fence wall at sewer plant.

Recreation Grounds and Parks

2.38 The Corporation indicated that a total of forty-five recreation grounds and twenty-five parks fall under its purview, inclusive of eighteen pavilions with toilet facilities, and two parks with toilet facilities as well.

2.39 In order to ensure that recreation grounds are maintained, contractual labour is utilized to provide a level of satisfaction where optimum conditions exist at all times, especially with regards to grounds in which first class sporting activities are held.

Special Events

2.40 The Corporation indicated that it was involved in the construction of ninety-six (96) stages consisting of timber platforms on wrought iron frames as approved by the Council. These were used to facilitate various special events held by different sporting, community and religious groups and organizations.

Building Inspector’s Department

2.41 This department is responsible for:

. providing an effective and efficient service to the burgesses, while abiding by the rules and regulations of the Municipal Corporation Act 1990, and the Public Health Ordinance;

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. ensuring safe and functional structures in the region; . mitigating the use of dilapidated structures; and . controlling unauthorized development of both land and buildings.

2.42 The Building Inspector provides the following services:

. approval of building plans; . investigation and resolution of complaints; . mitigation of dilapidated structures; . issuing of completion certificates; and . approval of sub-division of lands.

2.43 The Corporation indicated that its Building Inspector’s department has a number of strengths, particularly; strong teamwork, and honest, warm and friendly staff who are willing to adapt to varying situations. It was reported that the staff are also well knowledgeable about the requirements of the office.

2.44 In addition, the Corporation revealed that it was happy with its present control and oversight of building permits. However, a big challenge arose with the enforcement of unauthorized buildings on the mountainside. The TPRC advised that it is bound by approvals from the Town and Country Planning Division which are acquired by private citizens for hillside developments.

2.45 The Corporation indicated that it works with successful applicants to ensure that there is conformity to all requirements, and all proposed hillside developments are forwarded for the review of the Ministry of Works and Infrastructure.

2.46 It was revealed that the TPRC retained the services of an Engineering and Surveying Officer who also aids in reviewing the applications. It was further revealed that each Corporation only has one (1) Building Inspector.

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2.47 The main difficulty faced by this Department stems from the fact that members of the public do not obey the law and undertake hillside developments without authorization. Once such a development has been identified, a “notice to cease work” is issued.

2.48 In instances where the notice is ignored, the Building Inspector will submit a report to the CEO (based on the Public Health Ordinance and the Municipal Corporations Act), who in turn will present the report to the Council (if seeking demolition or removal). The Council during its weekly meetings, will then decide by way of a resolution, whether to seek an injunction from the Court to cease work.

2.49 The LSA will also send a complaint of illegal structures to the TPRC. The Corporation revealed that it was in possession of approximately five hundred (500) complaints from the LSA.

2.50 In instances where the properties (the subjects of the complaints) are locked and the Corporation cannot gain entry, the matter is pursued at Court. An external Attorney will be hired to assist with processing the matters at the Courts.

2.51 It was divulged that the Corporation lacks an Enforcement Unit to conduct Court Orders. As a result, external agencies are hired to conduct demolitions.

2.52 Other challenges identified range from:

. inadequate tools to carry out the functions of the department more effectively; . inadequate number of Building Inspectors (a bottle neck is created where reports and plans completed by Compliance Officers are channelled to one Inspector, and serving of notices can only be facilitated by the Building Inspector); . no national building code, guided by small building design, published by the Bureau of Standards

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. lack of training opportunities for staff; . there is urgent need for system to plot approvals on maps and computerized approvals for more efficient record keeping; . land settlement agency – squatters; . commissioner of state lands; . town and country planning; . lack of promotional opportunities for staff; and . resolution of problems with unauthorized structures.

2.53 The Corporation put forward a number of recommendations for the improvement of the department, namely;

. training for staff; . license for builders; . sensitizing the Government to the existing problems; . increase staff of the Building Inspectorate; . proper equipment for use by staff; . enforcement unit; . inspection of structure during the stages of construction; and . a more people centred approach.

2.54 The table below depicts the number of applications received and processed by the department for the period October 2012-2013, as well as the number of approvals granted for the same period. Table 3 Number of applications received and processed and the number of approvals granted for the period October 2012-2013

Number of Applications received and Number of approvals for the period processed for the period October 2012-2013 October 2012-2013

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Building Plans - 358 310***

Subdivisions/Layouts - 93 60***

Amendments - 34 27

Completion Certificates - 160 140

No. of complaints received - 110

Stop Notices served - 28

Show Cause Notices served - 90

Demolition Notices served - 4

Labour Department

2.55 The Corporation indicated that the mission of its Labour Department is to manage the daily rated human capital by effectively providing the Human Resource guidelines necessary for the enhancement of discipline, accountability, efficiency and production at the Corporation.

2.56 The department’s responsibilities centre around its daily rated staff as it relates to the Collective Agreement on Wages and Conditions of Service of Government hourly, daily, and weekly rated employees signed between the Chief Personnel Officer (CPO) and the National Union of Government and Federated Workers (NUGFW).

2.57 The Corporation has a total of seven hundred and eighty-three (783) permanent workers, four hundred and fifty (450) regular workers, and eighty-nine (89) casual

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workers; a total of one thousand, there hundred and twenty-two (1,322) workers in total. The workforce is divided into the following areas:

. Area I; . Area II; . Area III; . Area IV; . Tunapuna Health; . Piarco Health; . Workshop and Transport; and . Work Supervisor III Section and Surveyors.

2.58 It was reported that the Kalamazoo Section of the Corporation’s Labour department has responsibility for the various areas listed above.

2.59 The Labour department is staffed with:

. One (1) Personnel and Industrial Relations Officer; . One (1) Clerk I; . One (1) Clerk/Typist I; . Twelve (12) daily rated checkers; and . One (1) On-the-Job-Trainee.

2.60 The department is headed by the Personnel and Industrial Relations Officer (P.I.R.O.), who handles all matters related to the Collective Agreement. The Officer usually meets with the President General/representative from N.U.G.F.W. on a weekly basis to discuss and resolve any issues related to the Daily rated workers.

2.61 The P.I.R.O. is also responsible for the preparation of the Permanent Establishment and Seniority Listing for permanent, regular and casual workers. The Officer attends Council meetings and handles any human resource matters affecting workers.

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2.62 The Clerk I in the Labour department handles all personnel separation matters. Usually the separation documents are received from the relevant employees, and a record of service is attached and forwarded to the Ministry for processing.

2.63 The department is currently engaged in the preparation of the following:

. Proposals for the filling of permanent positions in the permanent cadre with effect from January 1, 2013 to December 31, 2013; . Preparation of Seniority Listing for permanent, regular and casual workers as at December 31, 2013; . Preparation of arrears of travelling 2008-2012, Wages and COLA, and Overtime; and . Updating of the Record of Service as at December 31, 2013, for the entire daily rated workforce, as a result of the “Signing of the Permanent Establishment” as at December 31, 2013.

2.64 The Corporation indicated that in light of its current human capacity and the fact that the workload is too difficult to be handled by one (1) P.I.R.O, it was suggested that the P.I.R.O. should have an assistant, preferably a Clerk IV. It is expected that this assistant will contribute to a more effective management and improvement of overall performance of the department.

2.65 It was also reported that two (2) additional checkers and a Clerk II are required for the smooth functioning of the department.

Public Health Department 2.66 The following represents the services/objectives of the public health department with the corresponding achievements/constraints for the period October 2012 to September 2013.

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Services/Objectives

2.67 Solid Waste Collection – To mitigate against insect and rodent breeding and nuisance due to mal-odours and enhance aesthetics.

Achievements/Constraints

. The Department reported that all household garbage/bulky waste and cuttings were collected and taken to landfills. It was further revealed that there is a need for public education in the areas of waste reduction and recycling.

Services/Objectives

2.68 Canine Control – Reduction of orphan canine population and incidence of flea infestation /other diseases and the control of scabies.

Achievements/Constraints

. The Health Department indicated that one hundred and ninety (190) dogs were captured and taken to the TTSPCA where they were either adopted or euthanized. The Department further indicated that there is a need for a second Canine Unit which will increase the effectiveness of the service.

Services/Objectives

2.69 Rodent Control – To reduce rodent population and the risk of transmission of zoonotic diseases and leptospirosis.

Achievements/Constraints

. The Department revealed that it surveyed sixteen thousand and eight (16,008) premises with eleven thousand nine hundred and forty-five (11,945) found to be infested. These were baited and approximately ten thousand two hundred and forty-seven (10,247) rats and mice were destroyed.

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. It was further indicated that public education regarding the standard of sanitation required to reduce the rodent population and all hazards associated with them was in progress.

Services/Objectives

2.70 Supply of truck borne water – To supply potable water to residents in areas without a pipe borne water supply.

Achievements/Constraints

. It was reported that in 2012, truck-borne water was delivered to two hundred and thirty-five (235) households in the Windy Hill, Edna Hill, Caura Valley/La Plata Village/Coconut Village area.

. The Department also revealed that a new water truck was procured to provide services during the dry season. In addition, WASA provided water throughout the year, to the communal tanks in the area.

Services/Objectives

2.71 Inspection of food premises – To ensure compliance with the sale of food regulations and ensuring that safe food handling practices are adopted and maintained.

Achievements/Constraints

. The Public Health Department indicated that a total of two hundred and sixty- five (265) premises were registered, with twenty-five (25) itinerant vendors preparation area registered. In addition, the Public Health Inspectors of the County Medical Officer of Health, St. George East, conducted inspection of food premises and vendors. This activity was facilitated by the Tunapuna/Piarco Regional Corporation as they provided support staff and material.

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. The Department further indicated that it has an ongoing programme of public support and education regarding the dangers of poor sanitation in food establishments. The programme seeks to enhance existing standards/improve poor practices.

. It was also divulged that there were no figures available for the County Medical Officer of Health, St. George Central.

Services/Objectives

2.72 Processing of food badges – To ensure that food service workers are medically examined and trained in food sanitation and that food for sale is properly handled.

Achievements/Constraints

. It was reported that six thousand and seventy-nine (6,079) food badges were issued. Public Health Inspectors of the County Medical Officer of Health Department undertook inspections and lectures to food handlers. This activity was facilitated by the TPRC as they provided support staff and material.

Services/Objectives

2.73 Cleaning of drains – Reduction in the breeding of mosquitoes and the incidence of flooding. Achievements/Constraints

. Approximately eight million seven hundred and sixty thousand (8,760,000) feet of drains were cleaned with brush cutters.

. Roughly eight million seven hundred and forty-five thousand, nine hundred (8,745, 900) feet of drain were cutlassed.

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. A further seven million, eight hundred and three thousand, seven hundred (7,803,700) feet were weeded and approximately eight million, fifty-one thousand (8,051,000) feet of drain were desilted. . Additionally, about one million four hundred and seventy thousand (1,470,000) feet of drain were edged. . The Department revealed that they face difficulties in maintaining drains in a timely fashion due to insufficient personnel.

Services/Objectives

2.74 Emptying of septic tanks and cesspits – To prevent the spread of disease and reduce the incidence of helminta infestation and gastrointestinal disease.

Achievements/Constraints

. A reported five hundred and ninety-eight (498) septic tanks and eleven (11) cesspits were emptied. It was indicated that the waiting period for this service is usually two (2) to seven (7) working days. However, the waiting period increased during periods when the vacuum tankers were inoperable. Services/Objectives

2.75 Removal of derelict vehicles and equipment – To reduce the proliferation of insects/rodents and aesthetics of the environment.

Achievements/Constraints . The Department indicated that derelict vehicles and parts were removed. However, the wrecker was not operational and the Department faced procedural challenges regarding the reduction of the proliferation of insects/rodents.

Services/Objectives

2.76 Twenty-three (23) Litter Prevention Wardens (LPWs) were assigned to enforce the Litter Act.

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Achievements/Constraints

. It was reported that three hundred and thirty-seven (337) Clean up Orders and three thousand one hundred and forty-three (3,143) Litter Removal Orders were served. The Department revealed that it dealt with unsanitary premises within the region but was met with limitations and challenges.

Services/Objectives

2.77 Enforcement of the Litter Act in an effort to ensure that residents comply with the law – To prevent littering/dumping and thus improve aesthetics and control the spread of diseases.

Achievements/Constraints

. It was divulged that five thousand five hundred and eleven (5,511) Public Notices were served for minor offences and education. The Department indicated that the security of the LPWs in the performance of their duties became an issue. It was further indicated that matters that went before the Court did not always achieve the desired result.

2.78 The Public Health Department revealed that inspection of restaurants and public buildings are not undertaken by the Corporation but by the County Medical Officer of Health (CMOH). The Corporation will liaise and communicate with the CMOH on any issue that may arise during its Health Committee meetings.

2.79 It was also revealed that the Corporation did not have any Public Health Inspectors at the time but utilized Public Health Officers contracted by the MOLG.

2.80 The Department divulged that sometimes litter wardens go out to certain areas and find themselves at risk and so need the Municipal Police Officers to accompany them. However, due to the understaffing of the Municipal Police Unit, the Corporation

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indicated that it is challenged to provide the required security for the wardens to perform their duties.

Sanitation

2.81 The TPRC indicated that it has a scavenging service which is offered to burgesses. This service is fully outsourced and all related issues and complaints are usually raised in the Corporation’s meetings with its contractors.

2.82 It was divulged however, that there have been vehicle inspections due to complaints of liquid seepages. However, it was reported that there have been fewer complaints since the vehicle inspections took place.

2.83 The TPRC also revealed that there have been complaints against contractors who have been reported as charging burgesses for services.

2.84 Further, it was indicated that Litter Wardens go house to house to inform the public of the days and the times the scavenging services will be provided. The Corporation revealed that in instances where compactors do not provide full services to certain areas, it is informed through a monitoring system conducted by checkers.

2.85 Where there is incomplete work, contractors receive percentage payment. They are informed within twenty-four (24) hours of areas not serviced, and are compensated commensurately.

2.86 The Corporation undertook a Customer Satisfaction estimate regarding the scavenging services and reported that based on the level of complaints received, there was an eighty-five (85) percent satisfaction level amongst burgesses.

2.87 It was revealed that allegations were made that supervisors and checkers would take bribes from sanitation contractors in order to give a good appraisal. However, investigation undertaken by the Corporation revealed that those allegations were false.

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2.88 The TPRC confirmed that its “Clean and Beautify Curepe” programme was still active and was initially implemented due to the fact that Curepe is a thoroughfare and a transportation hub. The Corporation indicated that it will undertake surveys to see if there is a need to expand the programme.

Vacant Lot and Flood Mitigation Team

2.89 TPRC officials indicated that they had a Vacant Lot and Flood Mitigation Team in operation up to December 2013. It was revealed that the Team became inactive due to a shortage of funds. The Corporation however, indicated that it was in the process of applying for a virement to continue the programme.

2.90 Approximately two hundred (200) persons were employed on a short-term basis for a specific period to clean up empty lots. It was indicated that this service is now being performed by the Health Services Section and that demand for it lessened during the dry season.

Disaster Management Unit

2.91 The Disaster Management Unit divulged that its mission statement is to utilize all available resources when faced with the threat of an emergency, in order to preserve lives, protect property and return the Tunapuna/Piarco Region to a state of normalcy in as short a time as possible.

2.92 The Corporation revealed that the Unit commenced operations in 2013 and developed a three (3) year plan which included the establishment of a new building (completed), an Emergency Operating Centre Mobile Unit (was being outfitted), and the acquisition of an ambulance (paperwork was being prepared at the time).

2.93 The Unit’s roles and functions are centred on its responses to the different levels of emergencies. A Level 1 emergency refers to an event at the local level, and as first responder, the Unit has the primary responsibility to respond based on its proximity to the

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event. All recovery and relief efforts at this level will be in response to the severity of the event, be it natural, man-made or technological. The response effort will be dependent on the classification level of the incident.

2.94 A level 2 emergency refers to an event that overwhelms the capacity of the Corporation’s resources, but does not overwhelm the capacity of the national resources to respond and recover. In such a situation, if the Disaster Unit Coordinator, and the CEO/Chairperson of the Corporation determine that the event overwhelms their resources and ability to respond adequately, a call will be extended to the ODPM and other emergency and rescue service officials.

2.95 A level 3 emergency refers to an event that is beyond the management capability and resources of the Corporation and must be immediately reported/referred to the ODPM. Events that overwhelm the capacity of the national resources to respond and recover can be classified as a National Disaster.

2.96 Although the event may be local, it will require a national response by emergency and rescue officials. The National Emergency Operations Centre (NEOC) may be activated in such a situation and depending on the severity of the event, Disaster Units and the Emergency Operations Centres (EOC) of the Municipal Corporations will be mobilized to collaborate and assist with the administrative and operational aspects related to the event.

2.97 The Unit is composed of:

i. one (1) Disaster Coordinator; ii. one (1) Communications Technician; and iii. Four (4) Field Officers.

2.98 The Unit indicated that it has been engaged in an ongoing Disaster Mitigation Project which comprised an awareness campaign in schools, a three-day drill called

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“Project Dark Wave”(simulation of a vehicle accident as a result of an oil spill), and CERT training for communities.

2.99 In fact, the Point Fortin Borough Corporation has been utilizing the services of TPRC employees, the SJLRC and other Corporations to assist with CERT.

2.100 The Unit has also been conducting sandbag distributions, conducting damage and needs assessments, as well as identifying vulnerable areas of the communities and the capacities of those areas.

Shelters

2.101 The TPRC revealed that it has a total of thirty-eight (38) designated shelters for different relief purposes. Some of the shelters are located in flood prone areas and are designated for fire victims. Recommendations

2.102 The DMU identified a number of recommendations to improve its operations; namely: i. the need for a well-equipped EOC; ii. an alternate EOC in the event the primary EOC is inaccessible; iii. continued training for its staff and CBOs in emergency response; iv. acquisition of a vehicle to respond efficiently to any emergency; and v. the implementation of a bimonthly stakeholder meeting with NGOs, protective services, URP, Social Services, neighbouring Disaster Units, village council representatives etc. in order to develop a comprehensive disaster management strategy within the region.

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Information Technology Department

2.103 The IT Department’s role is to oversee and maintain all equipment such as laptops, printers, servers, audio visual equipment etc., as well as oversee the corporation’s entire network infrastructure to ensure reliable and secure connectivity within the corporation.

Accomplishments for the Period October 01, 2012 – September 30, 2013.

2.104 The IT Department indicated that it recorded a number of accomplishments for the above stated period. These accomplishments were:

i. the procurement/installation/maintenance of new network server specs; ii. overhaul of the website – new layout of the website to improve the look and interactivity of the website; iii. the procurement/installation of twenty-five (25) Dell OptiPlex Desktop computers within the Corporation to replace/add to the existing infrastructure. The aim was to boost productivity within the corporation; and iv. the procurement of new IP PBX Telephone Systems from TSTT – TSTT will provide Voice Over IP system utilizing Avaya IP Office PBX with sixty (60) IP phones to be installed throughout the TPRC compound and departments.

Recommendations/Critical Issues

2.105 The IT Department indicated that there were a number of challenges hampering the effective execution of its duties, in particular:

i. storage capacity and accommodation for officers currently held in closed quarters; ii. training for staff and IT officers to keep abreast of current and new application software; iii. computerization of the Payroll and Labour Department;

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iv. procurement for additional desktop computers as there are still some old malfunctioning systems within the corporation; and v. procurement of an extension of the new PBX system to the new building in the TPRC Macoya compound for the Disaster, Stores, Transport and Workshop departments to avoid the use of direct lines (leads to abuse and high maintenance costs). The Department indicated that this will facilitate effective communication between all departments in both compounds.

The Municipal Police Department

2.106 The TPRC submitted that the strategic objective of its Municipal Police Department is to fully develop its officers to be committed to the rule of law in order to provide prompt, efficient, effective and professional service to all stakeholders.

2.107 The Department indicated that its objectives are to:

. maintain law and order in the municipality and ensure the safety of staff and property of the Corporation, among other related security services in accordance with the functions and objectives of the TPRC, as well as the duties/responsibilities prescribed in Part 111 of the Municipal Corporations Act Chap. 25:04; and . enforce the Municipal Bye Laws.

2.108 The Municipal Police provide a number of services, namely: . maintaining control of illegal vending, especially in the main shopping areas around the perimeter of the Tunapuna Market; . foot patrols on the streets of Tunapuna when strength is available; . attend court; . enforce traffic laws; . participate in military parades; . visits to institutions;

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. resolve disputes and problems within the communities; . detect crimes, arrest and prosecute offenders; . mobile patrols throughout the region when strength is available; and . provide security for the Building Inspector, Litter Wardens, Accounts Department, WS 111 Department, Health Department teams and traffic duties at sites.

2.109 The TPRC indicated that the Tunapuna area has been identified as a hot spot particularly in relation to places such as Malabar, La Horquetta and Arouca. The TTPS has provided assistance with those areas.

2.110 The Unit revealed that it has no driver so that in instances where the Building Inspector or the Litter Wardens are required to provide services in hot spot areas, transportation arrangements are usually provided by a driver assigned to the Corporation.

2.111 The Corporation submitted that the Unit monitors vending in the area of the BWIA Boulevard and not the actual airport.

Staffing

2.112 According to the evidence provided by the TPRC, there was no sanctioned strength for the posts of Superintendent, Acting Superintendent and SRP. However, the sanctioned strength for the posts of Inspector and Sergeant is one (1) respectively, while that of Corporal and Constable is two (2) and ten (10) respectively.

2.113 The Department submitted that the actual strength of its Municipal Police stands at one (1) Inspector, one (1) Sergeant, two (2) Corporals and one (1) Constable. However, a recruitment exercise was underway at the point in time.

2.114 In addition, the Municipal Police Department revealed that its ideal strength will consist of one (1) Superintendent, one (1) Assistant Superintendent, two (2) Inspectors, four (4) Sergeants, eight (8) Corporals and forty-eight (48) Constables.

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2.115 It was reported that despite its staffing and other constraints, the Municipal Police Department continues to function commendably due to its commitment to duty, and the quest for excellence in the execution of duties.

Constraints

2.116 The Department revealed that there were some challenges that were hampering its operations. These were identified as:

i. lack of manpower as the Corporation never received its sanctioned strength of fourteen (14) officers; and ii. inadequate accommodations - lack of a suitable building, lack of a holding bay (cell) Interview Room, limited dormitory space facilities, lack of fingerprint room and a lunch room.

Requirements to meet objectives

2.117 The Department however, indicated that should the following requirements be met, the Department will be able to fulfil its functions and services efficiently and effectively. These requirements were identified as:

i. increase of manpower; ii. establishment of a Police Post at the Tunapuna Market; iii. collaboration with the TTPS to alleviate traffic congestion and illegal parking around the precincts of the Tunapuna Market; iv. increased surveillance equipment; and v. proper accommodation for Officers and members of the public.

2.118 The Department also divulged that for the period 2011-2012 there were eighty- eight (88) mobile and thirty-eight (38) foot patrols. Five (5) Show Cause Notices were also served for this period.

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2.119 It was also indicated that twelve (12) vending offences were detected with a total fine of two thousand four hundred dollars ($2,400.00). Further, a total of eleven (11) traffic tickets were issued with a total fine of two thousand and fifty dollars ($2,050.00) for the same period.

Critical Issues at the TPRC

2.120 The TPRC indicated that the following were its most critical issues:

i. lack of pensionable officers (had to resort to employing contract officers on short term to address the situation – one of the key areas affected is the Accounting Department); ii. staffing; iii. communication; iv. computer training (IT and Corporation Staff); v. infrastructure; vi. limited space (accommodation and storage); vii. computerizing of payroll and labour department functions; and viii. budget allocation.

Mid-Term Strategic Plan 2012-2015

Strategic Goals

2.121 The TPRC indicated that its strategic goals for the period 2012/2013 to 2014/15 are as follows:

i. building resilient communities; ii. development of a culture that embraces excellence, customer satisfaction, professionalism, and high moral and ethical standards; iii. documentation of an approved integrated Communication Plan; iv. a cadre of highly skilled and trained workers;

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v. refinement of the Corporation’s structure, systems, and processes and procedures towards achieving an integrated work team that is performance driven; vi. development of a Risk Management Plan; and vii. enhancement of Human Resource Management and Industrial Relations Management.

2.122 The Corporation divulged that a PESTLE (Political, economic, social, technological, legal and environmental) and SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis were conducted to determine the external factors that inform and impact the Corporation as well as the internal strengths, weaknesses, opportunities, and threats of the organization.

2.123 The PESTLE analysis revealed that at the political level, with the change in Government, and the New Medium-Term Policy Framework 2011-2014, there were opportunities for positive impact on public sector growth and development. The only threat identified was resistance to the New Policy Framework.

2.124 At the economic level, the analysis took the declining global economy, and the international financial crisis into consideration and found opportunities for the diversification of the economy utilizing Medium and Small Enterprises. A few threats were identified as:

i. increasing unemployment due to business failures; ii. natural disasters; iii. inflation; and iv. decline in the tourism sector.

2.125 Globalization, Migrant Labour and an increased use of contract labour were also taken into consideration and the following opportunities were discovered:

i. potential for inflows of foreign capital and new investment;

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ii. access to skills and expertise; and iii. strengthening of the labour force

2.126 However, a number of potential threats were discovered, namely:

i. local capital flight; ii. brain drain; iii. loss of jobs by locals; and iv. an increase in undesirable persons. 2.127 At the social level, the issues of increased use of contract labour, increasing demands of stakeholders and access to tertiary education were analysed. The following opportunities were revealed:

i. access to a wider skills bases; ii. larger pool for trade unions to seek membership; iii. improved methods of communications and service delivery; iv. access to qualified persons; v. improvement in quality of work; and vi. improved qualifications of work.

2.128 An associated number of potential risks were also discovered: i. increase in litigation; ii. low staff motivation; iii. staff leaving for more attractive opportunities; and iv. inadequate funding.

2.129 The analysis also took the well-being of workers into consideration and found that there can be an opportunity for an increase in staff productivity through wellness programes such as: i. healthcare; ii. education;

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iii. gym; iv. cafeteria; v. work/family life balance; vi. day care facilities; and vii. psychological and physical safety.

2.130 At the technological level, taking the improvements in technology into account, the following opportunities were discovered:

i. improved connectivity with stakeholders through re-engineered business systems and e-base processes and systems; ii. greater access to information; iii. increased productivity; and iv. flexible working arrangement.

2.131 At the legal level, the analysis identified the following opportunities:

i. incorporation of international standards in the policy framework; and ii. update in the Corporation’s legislative framework.

2.132 The analysis at the environmental level, took the issues of natural disasters and climate change into consideration and found opportunities for the following:

i. creation of employment through green jobs; ii. re-tooling of persons to respond to disasters; iii. conduct of risk assessment and training of staff in emergency management plan; and iv. development of disaster recovery and business continuity plans for the Corporation.

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2.133 As previously mentioned, the TPRC conducted a SWOT analysis at the internal level. The findings are summarized in the following tables.

Table 4– Analysis of TPRC’s Strengths

Strengths Options for sustaining or enhancing strengths

Staff with specialised training and Implement a performance management system required academic qualifications

Ensure that recruitment and promotion requirements and policies are clearly understood and linked to performance management

Provide opportunities and/or facilities for further training in necessary areas

Use a project management approach and cross- functional teams where beneficial

Increased public awareness of Continue to use print and electronic media to promote TPRC and its services the TPRC brand and its services

Host stakeholder forum in order to obtain feedback from stakeholder groups as well as to provide information

Distribution of information Publicise the availability of the Corporation’s services and provide assistance in accessing them; deliver efficient service

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Table 5 – Analysis of TPRC’s Weaknesses

Weaknesses Options for addressing Weaknesses

Implement a staff recognition system within each De-motivated Staff unit/division and at the Corporation level

Align job descriptions better with duties and performance appraisal

Finalize training policy

Inadequate training Review training plan

Lack of orientation for staff- Re-introduce orientation programme policies, rules, regulations, statutory requirements Prepare desk manuals

Use available technology to share information and improve internal systems and processes

Inadequate technical staff Advertise for contracted Labour and higher

Lobby with Corporation and Service Commissions Department for additional staff

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Units/divisions working in silos Implement orientation and induction programmes caused in part by poor Encourage collaboration between Heads of communication Units/Divisions

Promote full utilisation of Corporation’s intranet/website

Monthly management meetings

Monthly meeting between managers/supervisors and their staff

Update and (re)distribute Corporation’s informational booklets through the Corporation’s intranet

Introduce new information and communication technology (ICT), e.g. electronic bulletin board etc.

Re-introduce regular PSIP meetings between the Poor project implementation Corporation’s Council, the Chief Executive Officers, and the Technical Departments

Provide further training for project owners/managers as required

Improve project evaluation

Implement up-to-date information technology (IT) Insufficient computerization of systems and software in the most cost-effective manner services and provide related training

Develop an IT plan to support the implementation of the Strategic Plan

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Adherence to Government’s Policy for employment Job dissatisfaction Strengthen implementation of the performance management system

Provide training for succession training

Implement a staff rotation system where appropriate

Poor feedback to social partners Circulate reports of consultations/meetings on outcomes of consultations/meetings Host follow-up sessions

Insufficient action in pursuing Seek opportunities for technical assistance and opportunities for technical cooperation in implementation of the Cooperation’s cooperation goals and objectives

Troubled employees and low Introduce the employee assistance programme employee morale

Obtain the necessary documents from the technical Lack of Accommodation department, Commissioner of State Lands and town and country planning

Lobby for the construction of the administrative complex by the corporation

Ineffective communication Robust use of the intranet

Develop and implement an Integrated Communications Plan

Develop relationships through better communication at Lack of a dedicated staff all levels and update human resources practices

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Status Report on Strategic Objectives (2011-2012)

Strategic Objective 1 (Objectives are attached at Appendix XIV)

2.134 The TPRC indicated that it intended to further strengthen the region’s economic base through the collection of fees generated from building inspections, market fees, waste disposal, and food badges. The result was a marked increase in revenue by approximately five hundred thousand dollars ($500,000) or thirty (30) percent from 2008-2009 to 2009-2010.

Strategic Objective 2

2.135 The TPRC’s second objective involved improving its areas of traditional responsibility. The Corporation divulged that it partnered with regional and national organizations and ministries such as the Tourism Development Corporation and Community Groups. This led to revived interest in local tourism and business opportunities within the region. The Corporation also reported an increase in the number of visitors to the Maracas Waterfalls, Caura and Lopinot Valleys and Blanchisseuse.

2.136 However, there were some constraints that hampered the Corporation in the realization of its second objective. These were identified as:

i. inadequate manpower to enforce vending and traffic laws; and ii. more buy-in and funding was needed from stakeholders to improve facilities including security and infrastructure in the areas.

Strategic Objective 3

2.137 This objective was concerned with closing the gap between existing responsibilities. The output group identified was that of social services, which recorded achievements such as the collection of all household garbage/bulky waste and cuttings. It was reported that these materials were taken to landfills with better level of efficiency. The Corporation also received fewer complaints regarding this issue.

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2.138 There were however, a number of constraints namely:

i. burgesses were not taking personal responsibility for environmental issues such as overgrown lots etc. despite clean up campaigns and advertisements; ii. insufficient labour; and iii. it was identified that there is need for policy enforcement and public education in waste reduction and recycling.

Strategic Objective 4

2.139 Objective four (4) sought to inform stakeholders that the TPRC was committed to delivering value for money through procurement practices and by the internal labour force. The TPRC registered the following achievements:

i. award of contracts based on value for money and not merely the lowest bid; and ii. a high standard of park and other facilities for the burgesses from internal and external labour.

2.140 The Corporation suffered setbacks in achieving the objective. These constraints were identified as:

i. untimely receipt of releases from the Budget Division of the Ministry of Finance to meet financial obligations (now being addressed); ii. limited funding; iii. internal limitations re: limited accommodation and inadequate number of skilled workers; and iv. challenges with some contractors.

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Strategic Objective 5

2.141 Objective five (5) outlined the Corporation’s attempt to desist from limiting itself to the use of traditional approaches. The output group was identified as social services and the following achievements were registered: i. engagement of private contractors for services traditionally provided by the Corporation; and ii. the creation of a relatively good social network, particularly in disaster mitigation and alleviation (e.g. CERT).

2.142 The Corporation encountered a particular issue which hampered the successful realisation of objective five (5). It concerned the unfulfilled promises for more voluntary services from the private sector during disasters and national clean-up campaigns.

Strategic Objective 6

2.143 It was reported that this particular objective was pursued via business development and generated the following achievements:

i. computerization of the Corporation’s administrative and accounting records; and ii. training of office staff in computerized payroll.

2.144 The following are constraints the TPRC encountered:

i. some processes and procedures were undocumented; ii. roles were not clearly defined; iii. no control over capacity of staff assigned; iv. required staff levels were not achieved; and v. issues with staff turnover and staff replacement.

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Strategic Objective 7

2.145 The TPRC’s seventh objective was concerned with the Corporation’s ability to reap the competitive advantages from the global economy. The output group identified was community services and the following achievements were recorded:

i. provision of quality services; ii. road improvement and flood mitigation; iii. providing employment to the burgesses and a healthy environment; and iv. engagement of community in regional and stakeholder meetings.

2.146 The Corporation encountered the following constraints in striving to meet this objective. These were: i. insufficient funding for infrastructure improvement under the Development Programme; and ii. local government (regional corporations) structure is inclined to service provision and has resisted global investment.

Strategic Objective 8

2.147 The Corporation indicated that its eighth objective was to play a major role in the economic and social development of the community. The output group identified was social services and the Corporation recorded the following achievements:

i. reduction of illegal buildings; ii. enhanced environment for business development; iii. increased employment opportunities for burgesses; iv. new businesses starting up; v. increased confidence in public service institutions; vi. economic and population growth;

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vii. more staff visibility; viii. healthier communities with efficient garbage disposal; and ix. improved infrastructural, exercise and recreational facilities.

2.148 However, a number of challenges were encountered:

i. insufficient number of municipal police; ii. constant increases in number of burgesses, communities and expectations; iii. untimely stakeholder feedback; iv. poor facilities management; and v. poor inter-ministerial collaboration and co-ordination.

Strategic Objective 9

2.149 Objective nine sought to introduce monitoring tools such as a quality assurance mechanism and a marketing/customer satisfaction assessment. The output identified was improved services and the TPRC divulged that consultation was ongoing with the Ministry at the time.

2.150 The TPRC also indicated that it encountered a few constraints in the implementation of this objective, namely:

i. financing; and ii. the acquisition of suitably qualified, trained and experienced personnel.

Strategic Objective 10

2.151 The Corporation’s tenth objective sought to ensure its position as a competitor in the international order, and identified the output group as improving the quality of life, services and social well-being of its burgesses. It was reported that this led to outreach programmes/stakeholder awareness workshops.

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Strategic Objective 11

2.152 The TPRC divulged that its final objective was to provide an adequate administrative building to meet the existing needs of its employees, and so fulfil the requirements of the OSHA Act. The output was identified as the provision of adequate state of the art accommodation for the Council and Administrative staff of the Corporation with the aim of improving services.

2.153 It was indicated that consultation was ongoing with the Ministry but the TPRC was still awaiting approval from the MOLG.

Short-Term Plans to be implemented

2.154 The Corporation indicated that there were a number of plans to be implemented during the period 2012 to 2015. The following were carded for implementation during 2012 and 2013:

i. improvement of infrastructure by implementation of the development programme; ii. recruitment of a Human Resource Manager, an Information Technology Manager, a Communications Officer, Procurement Specialist, and an Executive Assistant to the Chief Executive Officer; iii. the purchase of the relevant computer hardware and software to ensure that information technology is in widespread and effective use throughout the Corporation; iv. training sessions in Team Building, Emotional Intelligence, Microsoft Office, Project Management, Change Management, Machine Operation, Customer Service Delivery, and Organizational Development; v. continued collaboration and interactive sessions with key stakeholders – representative Trade Unions, representatives of the Business Community,

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TIDCO, as well as with Ministries and other state agencies (T&TEC, WASA) etc.; vi. the promotion of a new image on the part of the TPRC, both internally, in terms of its employee relations, décor, furniture and furnishings, and outwardly, in respect of the execution of the Corporation’s mandate; vii. improvement of the systems of delivery – re solid waste collection, maintenance and improvement works; and viii. improvement in the repair and preventative-maintenance programme for the Corporation’s vehicles.

Medium-Term Plans to be implemented

2.155 The TPRC divulged its intent to implement the following in the medium term:

i. implementation of the first and second phases of the Tunapuna Town Centre Rehabilitation project during the period 2012 to 2015; ii. development of recreational complexes at strategic locations to include indoor facilities during the period 2012 to 2015; iii. rehabilitation of existing recreational grounds, carded for the period 2012 to 2015; iv. strengthening the Corporation’s Human Resources during the period 2012 to 2015; v. construction of a crematorium and chapel at the Caroni Cremation Site carded for 2013 to 2015; vi. development of a sporting facility in the heights of Aripo during 2014 to 2015; vii. construction of Emergency Operation Centres for the Disaster Unit during the period 2013 to 2015; and viii. poverty alleviation and the building of resilient communities carded for 2012 to 2015.

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Proposals for Legislative and Regulatory Adjustments

2.156 The TPRC is governed by the Municipal Corporations Act but also exercises powers conferred in its role as a Local Authority through the Public Health Ordinance. However, it was revealed that these pieces of legislation have resulted in the overlapping of functions, particularly as it regards the Health Department, health officers and internal conflicts between the officers.

2.157 The TPRC indicated that its primary legislative issue stems from the fact that Local Government Bodies are not enshrined in the Constitution and are not autonomous economic entities.

2.158 The Corporation further indicated that it was concerned with the lack of bye- laws to facilitate a clearer working of the legislation. It was submitted that the varied interpretations lead to conflict between politicians and the Administration.

2.159 The TPRC divulged that amendments to the Municipal Corporation’s Act will facilitate Local Government Reform which will improve the smooth running of the Corporation.

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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 subsequent recommendations for the enhancement of the operations of the TPRC.

REVIEW OF THE ADMINISTRATIVE REPORT FROM OCTOBER 01, 2012 TO SEPTEMBER 30, 2013

STAFFING

3.2 As it concerns the filling of senior managerial positions in the Corporation we noted that the Corporation was able to retain its Chief Officers’, with the exception of the post of the Financial Officer, which was expected to be filled by May 2014. Several of the Regional Corporations that were previously examined, lacked the support and expertise of such Officers.

3.3 However, the information provided suggested that the Corporation has shortages of monthly paid officers and thus, like its Local Government counterparts, was required to supplement its workforce with contract and daily paid workers in order to sustain its operations. However, we are quite concerned that daily paid workers assume the responsibilities associated with monthly paid positions without receiving the commensurate compensation. This is a common issue throughout the local government system.

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3.4 Notwithstanding the Corporation’s need for additional staff, as an oversight committee we were interested in determining whether burgesses/clients of this Regional Corporation are receiving a high quality of service and value for money. We noted that the Actual Expenditure of this Corporation on Personnel Expenditure in the year 2012/2013 was $122, 375,0725. The total government subvention for that year was $197, 766,7606. Thus expenditure on Personnel accounted for over 61% of all government transfers to the corporation in that particular. Thus, we expect that such a significant amount of expenditure will translate into improvements in the services provided to burgesses of the Corporation.

RECOMMENDATIONS I. We strongly recommend that the filling vacancies be set as an urgent priority. We encourage the TPRC to continuously engage the Ministry of Local Government and the Public Service Commission on the matter of filling existing vacancies and in order to formulate appropriate solutions.

II. We also recommend that the Corporation utilize short-term employment in the interim, as a means of increasing the capacity of its work force subject to the availability of funds.

ACCOUNTING DEPARTMENT

3.5 From the evidence presented, we noted that the department faced a number of issues as outlined in paragraph 2.2, but most significant was the fact that the majority of staff in the department had no previous background in accounts.

5 See Pg 340, Draft Estimate of the Revenue and Expenditure of the Statutory Boards and Similar Bodies and of the Tobago House of Assembly for the Financial Year 2015 6 Ibid Pg 339

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RECOMMENDATION We recommend that staff of the Accounting Department be exposed to regular training, local, regional and international, in courses such as Budgeting Workshops, Financial Analysis, Fundamentals of Cost Accounting, Advanced Financial Forecasting and Modeling Workshops. Such exposure to regular training will ensure that the employees are well qualified and certified to provide the required accuracy and reliability in their reporting.

TRANSFERS FROM CENTRAL GOVERNMENT AND REVENUE RAISED

3.6 With respect to the amount of funding received from central government during fiscal 2012/2013, we noted that the Corporation received $213, 163,699. This represented an increase by $66, 710,179 from the previous fiscal year (2011/2012) where the 7 Corporation would have received $146,453,520 . We also noted that the Total Actual 8 Expenditure for fiscal 2013 was $206, 223,478. As an oversight committee our primary concern is not the amount of funds a corporation received, but rather we are mainly interested in assessing how efficiently and effectively the funds received were managed. Like several other Regional Corporations the TPRC lamented a lack of sufficient funds to attend to the myriad of issues confronting it. However, we encourage the management of the corporation to seek more innovative approaches to ensure that approximately $0.21 Billion in expenditure annually translates to proper service delivery.

3.7 It was revealed that the Corporation had estimated that it would receive $1,862,000 in revenue but actually generated $1,581,369 (a shortfall of $280, 631). As evidenced from the shortfall, like most other Corporations, the amount of income generated independently of the government was minimal. We however noted that income

7 See pg. 336, Draft Estimates of the Revenue and Expenditure of the Statutory Boards and Similar Bodies and of the House of Assembly for the Financial Year 2013. 8 Ibid pg 340

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generated from building applications was the highest grossing as evidenced from Table 1 page 20.

3.8 With respect to the Corporation’s Finance and Accounts Division, the inquiry revealed a range of issues confronting this department, including inadequate staffing and IT, accommodation, poor communication, poorly documented roles and responsibilities, lack of training in accounting procedures and a lack of succession planning among others.

RECOMMENDATIONS

I. As recommended in previous Committee Reports, we strongly suggest that the Corporation devise a comprehensive Revenue Generation Plan as a means of sourcing additional income to supplement its projects and activities in instances of shortfall.

II. We suggest the complete overhaul of the manual system in place at the Finance and Accounts Division. We strongly suggest the computerisation of the system in order to make it more efficient, effective, accurate and reliable.

III. With regards to inadequate training, our recommendation is in line with the recommendation outlined under our findings pertaining to the Accounting Department.

IV. We recommend that the Corporation improve its internal and external communication strategies such as the intranet, bulletins, newsletters and quarterly staff meetings in order to improve communication within and outside of the Corporation.

V. We suggest that there be proper documentation of work processes via Process Mapping and the development of Job/Desk Manuals.

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ENGINEERING DEPARTMENT

3.9 The Committee noted the essential role played by the Engineering Department in the maintenance and development of the physical infrastructure throughout the Corporation.

3.10 We commend the Corporation on its foresight for undertaking the mapping of the Streatham Lodge Cemetery as this will aid in determining and monitoring the capacity of the cemetery. The Corporation’s recommendation that a more structured system in instituted for the proper management and administration of cemeteries was endorsed.

3.11 We noted that the Corporation was currently working on improving the Tunapuna Market’s water storage and supply and intended to start work on refurbishing the roof. However, in its submission, the Corporation failed to provide the Committee with an estimated timeframe for completion of these works.

RECOMMENDATIONS

I. In light of the numerous projects undertaken by the Engineering Department, we strongly suggest that proper systems be implemented to ensure that all projects of an infrastructural nature are properly monitored/managed. We endorse the recommendation put forth in the Draft White Paper on Local Government Reform (2013), which advocates for the establishment of spatial planning units in all Municipal Corporations.

II. We fully endorse the Corporation’s recommendation for the mapping of cemeteries and establishment of a more structured system for the management of same. As such, we expect that the Ministry of Local Government will include its comments on this recommendation in the Ministerial Response to the report.

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III. We recommend that the Corporation in its response to this Report, provide the Parliament with a status update on the projected date of completion and cost at completion of works undertaken on the Tunapuna Market.

BUILDING INSPECTOR’S DEPARTMENT

3.12 The matter of the ability of regional corporations to take immediate and decisive action against persons involved in unauthorised developments in the mountainsides has been lingering for several years. The evidence received suggested that a developer may still proceed with works despite the Corporation’s objections once approval is received from the Town and Country Planning Division. This scenario seems contradictory and counter-productive. How can one hand of the state give and the other try to take away? From our observations, Municipal Corporations are ignored because they are not vested with the authority to enforce rules and regulations.

3.13 As a committee, we were concerned that such a contrary arrangement has been allowed to prevail and are inclined to conclude that the government must eliminate the jurisdictional conflicts between the Ministry of Planning and its Divisions and Regional Corporations. Either the Municipal Corporations are provided with the legal standing or resources to enforce the law as it concerns building on mountainsides, or the responsibility should be revoked and assigned to a more competent authority.

3.14 During this 10th Parliament, this Committee has reviewed the administration of all 14 Municipal/city corporations and this issue was one of the most frequently highlighted. Thus, it is abundantly clear that a suitable and sustainable solution must be developed by the Ministries of Local Government and Planning and Sustainable Development.

3.15 The Corporation’s effort to supplement the technical capacity of the Building Unit through the recruitment of an Engineering and Surveying Officer to assist with the

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reviewing of building applications was noted. We found it untenable that most Regional Corporations, including TPRC only have one Building Inspector, given the significant responsibilities of such a unit and bearing in mind the proposed enlarged role of Regional Corporations in Planning and Development as envisioned by the Planning and Facilitation of Development Act, 2014.

3.16 Additional concern was expressed by members regarding the fact that the there was no Enforcement Unit at the Corporation to conduct Court Orders. This meant that the Corporation had to expend monies to hire external agencies to get the work done.

3.17 The Committee took note of the fact that the Building Inspector’s Department was faced with internal and external challenges as outlined in paragraph 2.53.

3.18 In it submissions to the Committee, the TPRC provided a number of recommendations to address the challenges faced by its Building Inspector’s Department and we concur with these recommendations and expect the Corporation to implement the feasible strategies within the short to medium-term. We trust that the presentation of this Report to the Parliament will assist in sensitising the government and in particular, the Ministry of Local Government about the issues of this particular nature, which have been confronting the Municipal Corporations.

3.19 We found the Corporation’s submission regarding the staff of its Building Inspector Department to be quite vague. It was indicated that the staff was quite knowledgeable but no supporting information concerning the qualifications of the employees staffing this Department were provided nor were the findings of performance reports provided.

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RECOMMENDATIONS

I. With respect to the role of Regional Corporation’s in monitoring certain building sites and developments, we strongly recommend that the Ministry of Local Government engage all Regional Corporations and the Ministry of Planning with a view to developing feasible strategies for improving the ability of Corporations to effectively enforce the relevant laws and regulations.

II. We recommend that the TPRC set SMART targets for the implementation of some of the recommendations it proffered for the improvement of the Building Inspectorate. A system for tracking and conducting periodic reviews of the implementation of same must be established and the Corporation’s Council should play an active role in monitoring the implementation of these proposals.

III. To improve record keeping and enhance the department’s efficiency, we recommend that the Corporation consider implementing a Geographical Information System that would allow the Corporation to plot the various land development sites/locations that have received, applied or was denied approval. This should be complimented by a computerized system for recording applications approvals.

IV. The Committee recommends that the Corporation consult with MOLG and the Board of Engineering of Trinidad and Tobago to enquire about the status of the draft Small Building Code.

LABOUR DEPARTMENT

3.20 It may be that one thousand, three hundred and twenty-two (1,322) daily rated workers is inadequate to support the operations of the Corporation. However, in the

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absence of the findings of a Human Resource Audit, the Committee is unable to make a justified conclusion on this matter.

3.21 The Committee took note of the various strategies that the Labour Department intended to implement, as outlined in paragraph 2.63, and found these to be quite commendable, in particular the initiative to update the Record of Service for the entire daily rated workforce as at December 31, 2013.

RECOMMENDATION

To justify an increase in the number of employees, a Human Resource Audit or another appropriate assessment must be conducted as a means of confirming that human resource and technical gaps exist and that a requests for additional employees is justified.

PUBLIC HEALTH DEPARTMENT

3.22 Further to the information received on the operation of this unit, we took note of the achievements and constraints of the Public Health Department. Areas of operations and initiatives we found commendable were:

 the acquisition of a new water truck;  the Corporation’s “Clean and Beautify Curepe” Programme;  its on-going programme of public support and education regarding the dangers of poor sanitation in food establishments; and  its public education programme regarding the reduction of rodents and the diseases and hazards associated with them.

3.23 We also took note of the fact that the TPRC indicated that there was a need for public education regarding waste reduction and recycling, a second Canine Unit, and insufficient personnel to maintain drains in a timely manner.

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3.24 The Committee found it quite alarming that security for litter wardens was compromised due to an understaffed Municipal Police Department.

3.25 We noted that in the past, there were allegations surrounding the scavenging services and hope that the Corporation has taken the necessary steps to ensure that the external providers of the service do exactly what they are required to. We were however, curious as to basis of these allegations. Unfortunately, due to a lack of evidence regarding this issue we are unable to comment.

3.26 We were concerned about the reports of liquid seepages from vehicles and expect that there will be regular vehicle inspections from now on.

3.27 We found the process for issuing payments to contractors satisfactory and fair and we will expect that the Corporation will have a standard documented policy in place regarding the recruitment, selection, termination, and payment of contractors.

3.28 The Committee was quite pleased to learn of the existence of a Vacant Lot and Flood Mitigation Team. It was unfortunate that the Team could not continue but it is our hope that the Corporation acquires the virement needed to resume the programme. We do however, support the interim measure of utilizing the Health Services Section to perform the duty.

RECOMMENDATIONS

I. We recommend that the TPRC continue to review and improve upon its existing public education programmes in order to get the support and participation of members of the various communities.

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II. We recommend that the TPRC in conjunction with the Ministry of Health, devise a waste reduction and recycling education campaign. Programmes of this nature should be a feature of all Municipal Corporations.

III. As it concerns the control of stray dogs, we encourage the Corporation to liaise with the MOLG with a view to putting the necessary arrangements in place for the implementation of the Dog Control Act.

IV. Subject to the availability of funds, the Corporation should consider hiring additional labourers on short-term contract to assist in the timely maintenance and upkeep of drains.

V. We strongly recommend regular vehicle inspections to reduce the instances of liquid seepage as this is a public health hazard to pedestrians and motorists.

VI. If not in existence we recommend that immediate action be taken to ensure that appropriate Tendering and contract administration policies are developed. There are multiple examples of such document policies throughout the state sector, therefore, we expect that a document should be developed within in the next three months.

VII. We recommend that the Corporation adopt a quantifiable/measurable performance criteria to effectively gauge the performance of its external service providers. Measures can be broadly grouped into categories of timeliness, effectiveness, efficiency, productivity, safety, quality, and customer satisfaction.

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DISASTER MANAGEMENT UNIT

3.29 From the evidence provided, the TPRC’s DMU appears to be a properly established Unit which has clear lines of authority, and responsibilities. There seems to be a proper communication system that can effectively facilitate collaboration between other bodies involved in disaster management such as the ODPM and other emergency and rescue services.

3.30 With respect to recent and pending initiatives concerning the DMU, the Committee was pleased to learn of the construction of a new building, the outfitting of an Emergency Operating Centre Mobile Unit and the acquisition of an ambulance.

3.31 We commend the TPRC’s on-going Disaster Mitigation Project and CERT training for communities. We were especially pleased with the TPRC’s sandbag distribution, its damage and needs assessments and identification of vulnerable areas in the communities.

3.32 As it concerns the designated Disaster Shelters, we were unable to confirm from the information provided whether the Corporation has a system for inspecting the conditions of these buildings from time to time to ensure that they are still suitable to be designated as shelters.

3.33 The Committee took into consideration the recommendations made by the Unit to enhance its operations and found that they had some potential to make a difference, if they are properly implemented.

3.34 We noticed that there was no mention of training for the officials of the DMU. We expect that there will be regular training for these officials to ensure best practices where applicable.

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RECOMMENDATIONS

I. We also recommend that the DMU’s distribution of sandbags to flood prone areas within the Corporation (such as Carapo, Las Lomas, Piarco, St. Helena and Valsayn North and South to name a few) and its damage and needs assessments become a regular exercise of the Unit.

II. The Committee recommends that relevant officials of the DMU receive both local and international training in Disaster Management, Emergency Management and Disaster Management for Environmental Hazards. Information Technology Department

3.35 We took note the IT Department’s contribution to the overall improvement of the Corporation’s efficiency and effectiveness. The fact that a few Departments/Units of this Corporation still rely heavily on manual records is unacceptable, given that the incorporation of information and communication technology is now considered a mandatory element of any effective organisation/enterprise.

3.36 We however took notice of the Department’s challenges which we saw from the evidence the Corporation viewed as potential recommendations. We appreciate the Corporation’s positive outlook despite the situation. However, we noted that these were very significant challenges as they concerned issues such as accommodation, storage capacity, the need for computerization of the Payroll and Labour Department, training for staff, procurement of additional desktop computers to replace old malfunctioning systems and procurement of an extension for the new PBX system at the new location.

RECOMMENDATIONS

I. We recommend that the officials of the Corporation take the necessary measures to create a suitable space within the new building for the IT Department.

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II. We also recommend that the Corporation assess the need for the computerization of departments that still rely on manual records. We also recommend that all manual records throughout the organization be digitized as far as possible.

III. We recommend that regular training be provided for IT staff and general staff in programmes/applications such as Quick Book Pro, Excel, Access 2013 Basic, Intermediate, and Advanced, Network Administration, Database Administration, Programming, and PC Repair and Support as well other relevant programmes/applications

IV. We also recommend that the Corporation procure an extension of the new PBX to facilitate effective communication within its departments.

MUNICIPAL POLICE DEPARTMENT

3.37 We noted the diverse responsibilities and services required of Municipal Police Officers and lamented the fact that the issue of inadequate staffing continues to plague the Municipal Police Departments of the Regional Corporations. This is particularly alarming in this instance as the Tunapuna area has been identified as a hot spot.

3.38 We also took note of the fact that the Department has no driver and instead relied on a driver assigned to the Corporation. This is worrying as the driver assigned to the Corporation may not have the necessary training and skills to deal with matters and threat a police officer may encounter in the performance of his/her duties.

3.39 We noticed from the figures provided that the Municipal Police Department is woefully understaffed as evidenced by its actual strength of five (5) officers versus an ideal strength of sixty-four (64) officers in total. We are inclined to agree with the Corporation’s suggested figure for the ideal strength of the Unit given the crime rate, population density and distribution of the Corporation.

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Members of the Committee were concerned to learn that the MPU was housed in such poor conditions with limited dormitory space facilities, no holding bay (cell), or a finger print room.Even more disappointing and perhaps demotivating was the fact that the Department lacked basic amenities such as a lunch room for the officers.

3.40 We concur with the Corporation that additional resources were required in the areas of manpower, accommodation, and surveillance equipment. Based on our review of other corporations, we have concluded that MPUs are severely challenged to make a valuable input into the police regime of the region under its purview due to aforementioned challenges. Until this situation can be properly addressed forging collaboration with the central police (TTPS) is imperative.

3.41 Whilst we are cognizant of the staffing issues facing the Department and the Corporation as a whole, the eighty-eight (88) mobile patrols and thirty-eight (38) foot patrols were inadequate for such a hot spot area.

RECOMMENDATIONS

I. As has been recommended in previous reports of this Committee, we suggest that Multi-stakeholder consultations be pursued with the Heads of all Municipal Corporations, the Commissioner of Police, Minister of Local Government, and the Minister of National Security among others, to determine the most appropriate and feasible strategies for addressing the issues that hinder the effective administration of municipal police.

II. Based on our review of the operations of several other regional corporations it appears that there is a strong case for the incorporation of all municipal police officers into the TTPS. This may address the ambiguities which exist regarding “who has jurisdiction over Municipal Police Officers; the disparity in compensation between Municipal Police Officers and Regular Police Officers, the high turnover rates within Municipal Police Units, among others.

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MEDIUM-TERM STRATEGIC PLAN 2012-2015-STRATEGIC GOALS

3.42 We noted the TPRC’s Strategic Goals and commend the Corporation for undertaking a PESTLE and SWOT analysis.

3.43 The PESTLE analysis took into consideration factors of political, economic, social, technological, legal and environmental nature and presented various opportunities and threats that the Corporation can explore and deal with as necessary.

3.44 Of particular interest to the committee were the Corporation’s Medium Term or Strategic Goals for the period 2012/2013 to 2014/2015. The information provide was void of any strategies for actually implementing these goals. Thus, to us, they are simply items on a “wish list”. Goals as “Building Resilient Communities” and “developing a culture that embraces excellence” may well be long term rather than medium term goals.

RECOMMENDATION

Medium Term Goals cannot be achieved without a documented strategy for the attainment of same, as such, we recommend that the Corporation in it response to this report (and through its line Ministry) indicate the strategies and mechanism it will be implementing for the purpose of achieving its medium term goals. The Corporation must also develop an Implementation Road Map (if this has not been done) to methodically track its progress in the implementation and or achievement of its strategic goals.

STATUS REPORT ON STRATEGIC OBJECTIVCES (2011-2012)

3.45 The Committee reflexed on your submission regarding the status update on the implementation of the Corporation’s Strategic Objectives for the period 2011-2012. In order to evaluate whether the Corporation was successful in this regard, we sought to

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identify real/tangible evidence of progress. As such, we were particularly pleased to note the following improvements:

 the Corporation was able to realise increased in income generated on annual basis.;  increased interest in tourist and recreational sites within the corporation;

 improvements in the efficiency of scavenging services were recorded;

 the modification of the tender evaluation process to include “Value for money anticipated” as a criterion rather than only the price of bids; and

 the computerisation of the administrative and accounting units of the Corporation.

3.46 Notwithstanding, some evidence of improvements in the corporation’s activities during the period 2011-2012, we did learn that several goals were not achieved due to various constraints. Some of these were generated by factors outside the sphere of control of the Corporation.

RECOMMENDATIONS

I. Given the various constraints which have been militating the attainment of certain strategic objectives, we recommend that the Corporation update its strategic goals of 2011-2012 to bring them in line with the realities of 2015. Thereafter, appropriate strategies for alleviating the constraints identified should be developed based on consultations with relevant stakeholders. This document (be it a Revised Strategic Plan) must guide the Corporation’s efforts in its quest for improving its operations.

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II. We also recommend that the Corporation consult with the relevant authorities at the MOLG, the PMCD and the Public Service Commission in order to take the necessary steps towards procuring an adequate administrative building.

PROPOSALS FOR LEGISLATIVE AND REGULATORY ADJUSTMENTS

3.47 We noted the Corporation’s observations that the pieces of legislation governing the operations of Municipal Corporations resulted in the overlapping of functions especially with regards to the Health Department and Health officers and also led to internal conflicts between officers.

3.48 We are in total agreement with this observation and as stated in previous reports of the Committee, we renew our call upon the Cabinet, in particular the Attorney General, to pursue the drafting and subsequent introduction of the necessary legislative amendments needed to enhance the operation of the Local Government system. Appendix III of the Draft White Paper on Local Government Reform (2013) outlined several suggestions for the amendment of the Municipal Corporations Act.

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Conclusion

The Committee has examined a number of Municipal Corporations for the Tenth Parliament and discovered that they have all been plagued and continue to be plagued by many of the same internal and external constraints for many years. Some of these constraints have been identified as insufficient staffing, inadequate accommodation, outdated legislative and regulatory framework, and archaic rules and procedures governing Municipal Police Officers.

The Tunapuna Regional Corporation is no different as it faces a number of challenges similar to the other Regional Corporations examined thus far. These challenges range from insufficient staffing, inadequate accommodation and an outdated legislative and regulatory framework to name a few. It is imperative that the Corporation forge strong partnerships and enhance existing ones, as well as explore and embrace new avenues for dialogue with other key agencies; namely, the Ministry of Local Government, the Public Service Commission, the Commissioner of Police, the Ministry of Health, Civil Society Groups and the Office of Disaster Preparedness among others, in order to enhance its efficiency and effectiveness.

The Committee therefore submits its 17th Report for the consideration of the Houses.

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Mr. Anthony Vieira Mr. Hugh Russell Ian Roach Chairman Vice-Chairman

Ms. Shamfa Cudjoe Mr. James Lambert Member Member

Mrs. Vernella Alleyne-Toppin, MP Mr. Rodger Samuel, MP Member Member

Ms. Marlene Coudray Mr. Devant Maharaj Member Member

Mr. Chandresh Sharma, MP Ms. Marlene McDonald, MP Member Member

Mrs. Joanne Thomas, MP Mr. Prakash Ramadhar, MP Member Member

Dated April 24, 2015

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APPENDICES

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Appendix 1

Entities falling under the purview of the Committee

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Entities falling under the purview of the Committee are as follows:

 Police Service Commission

 Public Service Commission

 Statutory Authorities’ Service Commission

 Teaching Service Commission

 Arima Borough Corporation

 Chaguanas Borough Corporation

 Couva/Tabaquite/Talparo Regional Corporation

 Diego Martin Regional Corporation

 Mayaro/Rio Claro Regional Corporation

 Penal/Debe Regional Corporation

 Point Fortin Borough Corporation

 Port of Spain City Corporation

 Princes Town Regional Corporation

 San Fernando City Corporation

 Sangre Grande Regional Corporation

 San Juan/Laventille Regional Corporation

 Siparia Regional Corporation

 Tunapuna/Piarco Regional Corporation

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Appendix 2

Minutes

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MINUTES OF THE THIRTIETH MEETING OF THE JOINT SELECT COMMITTEE APPOINTED TO INQUIRE INTO AND REPORT TO PARLIAMENT ON MUNICIPAL CORPORATIONS AND SERVICE COMMISSIONS (WITH THE EXCEPTION OF THE JUDICIAL AND LEGAL SERVICE COMMISSION) HELD IN THE ARNOLD THOMASOS ROOM (EAST), OFFICE OF THE PARLIAMENT, TOWER D, #1A WRIGHTSONs ROAD, PORT OF SPAIN ON FRIDAY MARCH 28, 2014 AT 9:16 A.M.

PRESENT

Members of the Committee Mr. Subhas Ramkhelawan - Chairman Mr. Anthony Vieira - Vice-Chairman Mrs. Joanne Thomas - Member Ms. Marlene Coudray - Member Ms. Shamfa Cudjoe - Member Mr. Devant Maharaj - Member Mr. Chandresh Sharma - Member Mrs. Vernella Alleyne-Toppin - Member

Secretariat Ms. Candice Skerrette - Assistant Secretary Ms. Kimberly Mitchell - Graduate Research Assistant

ABSENT Mr. Rodger Samuel - Member (Excused) Mr. James Lambert - Member (Excused) Mr. Prakash Ramadhar - Member (Excused) Ms. Marlene McDonald - Member (Excused)

OFFICIALS OF THE SAN JUAN/LAVENTILLE REGIONAL CORPORATION Mr. Anthony Roberts Chairman of Council Mr. Kenwyn Pantin Chief Executive Officer Mr. Akiel Audain Chairman Finance Planning and Allocation of Resources Committee Mr. Derrick Dhanoosingh Financial Officer Dr. Raphael How Chung Principal Medical and Health Officer Mr. Reiaz Ali Personnel and Industrial Relations Officer Mr. Fyzool Ali Road Officer III Mr. Wendell Guzman Municipal Police Inspector Ms. Gail Bacchus-Parris Disaster Manager Coordinator Mr. Brian Baig Corporate Secretary

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OFFICIALS OF THE TUNAPUNA/PIARCO REGIONAL CORPORATION Mr. Edwin Gooding Chairman Mr. Esmond Forde Vice-Chairman of the Council Mr. Michael Serrette Chief Executive Officer (Ag.) Ms. Annette Stapleton-Seaforth Planning Officer Ms. Judy Thompson Inspector of Police Mr. Larry Seecharan Building Inspector Mr. Rishi Siew Disaster Management Coordinator Ms. Theresa Noel Public Health Officer Mr. Masud Mohammed Engineering and Surveyor Officer Mr. William Best Corporate Secretary

INTRODUCTION

1.1 A quorum being established, the Chairman called the meeting to order at 9:16 a.m. and there was confirmation that proper notice was given.

1.2 The Chairman indicated that Mr. Rodger Samuel, Mr. James Lambert, Mr. Prakash Ramadhar and Ms. Marlene McDonald had asked to be excused from the meeting.

1.3 The Chairman briefly outlined the agenda. He noted that Ms. Coudray had agreed to submit comments on the Report on the San Fernando Borough Corporation after it was laid and in her capacity as Minister of Local Government rather than as a Member of the Committee.

1.4 Mr. Maharaj inquired whether an attendance record for the Committee was maintained. The Chairman responded in the affirmative. Mr. Maharaj expressed concern that the persistent absence of some members has denied the Committee of potential input and queried if a replacement can be sourced from the associated benches. The Chairman suggested that the matter should be raised with the members concerned.

SUSPENSION

1.5 The meeting was suspended at 9:42 a.m.

DISCUSSIONS WITH OFFICIALS OF THE SAN JUAN/LAVENTILLE REGIONAL CORPORATION

[The Meeting resumed (in public) in the J. Hamilton Maurice Room at 9:30 a.m.]

2.1 The Chairman welcomed officials from the San Juan/Laventille Regional Corporation (SJLRC) and outlined the main areas of focus of the inquiry.

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2.2 The Chairman advised that the Corporation’s administrative reports submitted to the Committee for the period 2009/2010, 2010/2011, 2011/2012 and 2012/2013 were recently submitted to His Excellency, the President and have not been laid in the Parliament. He therefore advised that members of the committee would not be referring to those reports during the hearing.

2.3 During the proceedings Ms. Coudray declared her ministerial interest as the Minister with responsibility for all municipalities.

2.4 Detailed below are the issues raised and the responses which were proffered during the hearing with representatives of the SJLRC:

i. Opening Statements by the Chairman of the Council He expressed gratitude for the opportunity to participate in such a forum and committed to communicate as much information as possible about the Corporation. He further submitted that the members of the Council were new and that the meeting was providing the Council with an opportunity to reflect on its performance and improve on its future plans of the Corporation.

ii. Audited Financial Statements Officials stated that the last report of the Auditor General on the audited financial statements of the Corporation was for the year 2005. However, audited financial statements have been submitted up to September 30, 2013 to the Office of the Auditor General.

iii. Corporate Plan 2009/2012 – June 2009 Officials clarified that the Corporation had used the term “starved for funds” in its Corporate Plan because it had received less than forty percent of the requested funding relative to its draft estimates of the Development Programme and Recurrent Expenditure. For example, the draft estimates which were submitted to the Ministry of Finance and the Economy for fiscal 2011/2012 requested approximately $186 million, but the Corporation received $18 million.

iv. 2013/2014 Budgetary Allocation a. The Committee was informed that for the financial year 2013/2014 the Corporation requested approximately $123 million and received $18 million.

b. The request for $123 million was intended to provide funding for a Croisee Renaissance Project which was anticipated to boost the internal and external tourism prospects of the town. The scope of the project encompasses the San Juan Market Project and extends southward to the Aranguez Savannah and northward to the Maracas/Las Cuevas area.

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v. The San Juan Market Project a. The cost of the construction of the New San Juan Market Complex was estimated at $53 million. It was submitted that the new market was part of the renaissance of the San Juan/Laventille region and was expected to attract people and business to the region.

b. The market complex would include three (3) two-storey structures housing market goods, a food court, an abattoir, mall-type booths for other types of business and would allow for the pedestrianization of the area. The works are expected to be completed in the next two (2) months at a cost of $12 million. c. The Market Project is expected to have 156 stalls for market produce, 30 stalls for fresh produce and 50 booths.

vi. Duplication of responsibilities and efforts relative to other ministries and agencies a. Officials explained that there have been instances where the Corporation had acquired approval and funding for projects only to be informed that another entity such as the Unemployment Relief Programme (URP) and the Community-based Environmental Protection and Enhancement Programme (CEPEP) had already completed some of the roadway works.

b. The Corporation has tried to alleviate this situation by inviting these agencies to its Regional Coordinating Committee (RCC) meetings to facilitate an exchange of information on programmes of works to ensure that they do not overlap with the Corporation. However, not all agencies attend these meetings.

c. It was suggested that the Corporation is by law, required to consult with the Minister with respect to the composition of its Regional Coordinating Committee.9

vii. Geographical Coverage The geographic area of the SJLRC is approximately 220sqkm and has a population of approximately 157,000. The Corporation is bound by Warner Village, Uriah Butler Highway on the south; by Sea Lots to the north; by Maracas, Las Cuevas, La Fillette on the west and by the boundaries of the Tunapuna/ Piarco Regional Corporation to the east.

9 See Section 253 of the Municipal Corporations Act Chapter 25:04

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viii. Strategic Plan The Committee was informed that the current Council is reviewing the strategic plan of the former Council. ix. Disaster Preparedness Unit The Committee commended the Corporation on the introduction of the Community Outreach Programme. x. Staffing a. The Committee noted that issues regarding compensation may arise if daily-paid staff continues to make-up for the shortfall in monthly paid officers.

b. Officials explained that since certain weaknesses were outlined in the SWOT Analysis documented in the Corporation’s Corporate Plan of June 2009, a financial officer was assigned, aspects of its human resource function have been computerized, and there has been improvement in its financial systems. xi. Dog Catching Unit a. The Committee was informed that training will be required for the existing Dog Catching Unit to be in compliance with the Dog Control Act. It was reported that a meeting was held a week before with the Permanent Secretary as well as the Advisor to the Minister of Local Government with a view to improving the arrangements at the Corporation in this area of responsibility.

b. At present one (1) vehicle is assigned to the Dog Catching Unit. This vehicle is equipped with a mobile cage for the capture of stray dogs. When caught, the dogs are taken to the Trinidad and Tobago Society for the Prevention of Cruelty to Animals (TSPCA). xii. Municipal Police Unit a. Officials indicated that the current strength of the municipal police at the SJLRC is twenty-four (24) officers. This comprises of one (1) police inspector, one (1) sergeant and two (2) corporals hired by the MoLG as well as twenty (20) constables. The twenty (20) constables are Special Reserve Police Officers (SRPs). The Municipal Police Unit has three (3) vehicles.

b. According to the Municipal Corporation Act, Chap. 25:04, the Corporation is required to have a complement of ten (10) constables, two (2) corporals, one (1) sergeant and one (1) inspector. At present the stipulated complement is not satisfied since the persons serving as

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constables are SRPs. The Committee was informed that the SRPs can leave the Corporation at any point because they were employed on contract.

c. An Intelligence and Enforcement Unit was established to assist with dealing with crime primarily in and around the San Juan market. This Unit has collaborated with central police to conduct exercises and several arrests have been made.

d. Officials confirmed that there is a high crime rate in the municipality which poses a threat to the provision of services. At times, a police escort is required to facilitate the execution of routine municipal services within the Laventille area, which diverts policing resources from other policing activities.

e. The Corporation also lacks wireless communication with central police, which poses a threat to officers in cases of emergency. The low caliber of weapons available to the officers is also a deterrent to the proper operation of the Unit.

f. A recent policing exercise conducted in San Juan resulted in the arrest of six (6) illegal immigrants. One (1) of the persons detained was deported. The Corporation indicated that intelligence data suggests that there are a large number of immigrants, primarily from Jamaica and Guyana involved in illegal activities.

xiii. Public Health and Sanitation a. Officials conveyed that fifteen (15) areas within the Corporation are serviced by private scavenging contractors. Nine (9) private contractors offer open tray and compactor services on a daily basis, five (5) days per week. In addition, the San Juan Market is scavenged in three (3) periods.

b. Daily monitoring of scavenging contractors is done by checkers on the field who are supervised by Public Health Inspectors.

c. In the area of public health, the Corporation submitted that it offers a good level of service [estimated that eighty-five percent (85 %) of burgesses are satisfied]. However, there are constraints in terms of staffing and training. The Corporation also has obligations under the Occupational Safety and Health Act, Chap. 88:08.

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d. There are three (3) rodent gangs with a response time of twenty four (24) to forty eight (48) hours. They place bait, return to check the number of dead carcasses and the number of bait taken in order to effectively estimate the rodent population. The training of these gangs is ongoing.

e. The Corporation indicated that complaints regarding scavenging services are not very common. Feedback and reports from Burgesses act as a check and balance which works in tandem with monitoring by the Public Health Offices. However, there are certain areas in San Juan/Laventille, that contractors may be unwilling to service due to the high level of crime and social unrest. Additionally, persons are threatened when labour is not recruited from within a specific area of the Corporation.

f. The Committee was informed that the Corporation is working on this problem and assistance has been received from the police and social workers of Trinidad and Tobago Police Service (TTPS).

xiv. Employment The SJLRC at this time cannot provide opportunities for employment to its burgesses. However, prospective employees are scrutinized whereby résumés are examined and then candidates are recommended to the Chief Executive Officer for approval.

xv. Website The Corporation is presently developing a website. The website is expected to be completed within two (2) months. It was further detailed that the website will facilitate the submission of complaints in electronic form.

2.5 The Chairman thanked the representatives of the SJLRC for attending.

REQUESTED INFORMATION

2.6 During the discussions, the SJLRC was asked to provide written responses to the following issues/concerns:

a. with respect to the Croisee Renaissance Project: a. details of the concept of the project; b. design details (layout, scope, distribution across the Corporation) of the required infrastructure; c. the geographical area in terms of square metres; d. the means by which this project is anticipated to attract investors/businesses; e. the amount budgeted and the major items that comprise the estimated budgeted figure;

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f. the number of persons expected to be employed; g. the estimated monthly maintenance cost;

b. the area occupied by the San Juan Market;

c. plan projects and initiatives targeted for implementation by 2015; and

d. proposals for legislative and regulatory changes which may enhance the effectiveness of the Corporation.

SUSPENSION

3.1 The Meeting was suspended at 10:59 a.m.

[Officials of the SJLRC exited the J. Hamilton Maurice Room]

RESUMPTION

4.1 The Chairman reconvened the meeting at 11:05 a.m. (at the same venue)

DISCUSSIONS WITH OFFICIALS OF THE TUNAPUNA/PIARCO REGIONAL CORPORATION

5.1 The Chairman welcomed officials from the Tunapuna/Piarco Regional Corporation (TPRC) and outlined the main areas of focus of the inquiry.

5.2 The Chairman later advised that the Corporation’s administrative report submitted to the Committee for the period 2011/2012 had only recently been submitted to His Excellency, the President and was not laid in the Parliament. He, therefore advised that members of the committee would not be referring to this report during the meeting.

5.3 Detailed below are the issues raised and the responses which were proffered during the hearing with representatives of the TPRC:

i. Opening Statements by the Chairman of the Council a. The Chairman expressed gratitude for being provided the opportunity to account for the stewardship of TPRC. He advised that the current Council was sworn in on November 5, 2013 and is comprised of fifteen (15) councilors and four (4) aldermen.

b. A review of performance has indicated improvements in the quality of drainage and infrastructure in the Corporation. TPRC has worked well

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with other agencies such as Trinidad and Tobago Electricity Commission (T&TEC), the Water and Sewerage Authority (WASA), the MoLG and Members of Parliament in the area.

c. The Corporation has excelled in the area of disaster management under the present coordinator and has a self-contained mobile disaster unit to respond to emergencies.

d. TPRC has examined issues such as employment and has pursued collaborations with Metal Industries Company Limited (MIC) and the Tunapuna Chamber of Industry and Commerce to develop sustainable employment.

e. The Corporation has considered new techniques of garbage disposal through recycling, flood mitigation, greater use of technology for records management and ways to improve the security of burgesses through the use of CCTV cameras.

f. Challenges emanate from issues such as unauthorized buildings, vending, abandoned lots and an understaffed municipal police unit. ii. Geographical Coverage The area of the Corporation is approximately 527 square kilometers and as at the year 2000, had a population of 200, 000 burgesses. It is bounded by the Blanchisseuse coastline in the north, the Uriah Butler Highway in the west and by Munroe Road, Bejucal in the south. iii. Disaster Management Unit a. The Disaster Management Unit commenced operations in 2013 and later appointed a Disaster Coordinator. This Unit developed a three-year plan. This plan included the establishment of a new building which has been completed. It also included the Emergency Operating Centre Mobile Unit which is presently being outfitted. Thirdly, it included the acquisition of an ambulance for which the paperwork is currently being prepared.

b. There is an ongoing Disaster Mitigation Project which includes; awareness campaigns in schools, a three-day drill called “Project Dark Wave” which entailed the simulation of a vehicular accident as a result of an oil spill. The project also includes training communities in Community Emergency Response Training (CERT). TPRC employees are being used by the Point Fortin Borough Corporation, SJLRC and other corporations to assist with CERT.

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c. The Unit has been conducting sandbag distributions, conducting damage and needs assessments. Another project in the area of Vulnerability Capacity Assessment (VCA), identifies vulnerable areas of the community and capacities of these vulnerable areas. iv. Building Permits a. The Corporation indicated that it was happy with the present control and oversight of building permits. However, the Corporation has been challenged by the enforcement of unauthorized buildings on the mountainside. The Committee was advised that the Corporation was bound by approvals from Town and Country Planning Division acquired by private citizens for hillside developments.

b. TPRC has been working with successful applicants to ensure that there is conformity to all requirements. All proposed hillside developments are also forwarded for the review of the Ministry of Works and Infrastructure. The Corporation has engaged the services of an Engineering and Surveying Officer who also reviews these applications. At present each Corporation only has one (1) Building Inspector.

c. Officials admitted the major difficulty is that there are members of the public who do not obey the law and undertake developments on the hillside without authorization.

d. Once an unauthorized development has been identified a “notice to cease work” is issued. In cases where the offender ignores this notice, the Building Inspector would submit a report to the CEO (based on the Public Health Ordinance and the Municipal Corporation Act) who would then present a report to the Council (when seeking demolition or removal). The Council (during its weekly meeting) would decide by way of resolution, whether to seek an injunction from the Court to cease work.

e. In addition, the Land Settlement Agency (LSA) also sends complaints of illegal structures to the TPRC. The Corporation indicated that it was in possession of approximately five hundred (500) complaints from LSA. In cases where these properties are locked and the Corporation cannot gain entry, the Corporation pursues the matter in the Court. An external attorney will be hired to assist with processing these matters in the Courts. The Corporation also lacks an Enforcement Unit to conduct Court Orders and therefore the Corporation hires agencies to conduct demolitions.

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v. Vacant Lots and Flood Mitigation Team a. Officials confirmed that a Vacant Lot and Flood Mitigation Team was operational at the Corporation up to December 2013, but was presently inactive due to a shortage of funds. The Corporation is in the process of applying for a virement to continue this programme two (2) weeks from the date of the meeting.

b. Approximately two hundred (200) workers were employed on a short-term basis for a specific period to clean-up empty lots. The Health Services Section is presently performing this role; however, the demand for this service has lessened during the dry season. vi. Public Education a. The Corporation plans to meet and enlighten burgesses (through its councilors) on the long term impact of burning and flooding on the hillside.

b. The Committee was informed that on April 2, 2014, the Corporation will be holding discussions with the Institute of Marine Affairs regarding the issue of coastal erosion in Blanchisseuse. There are also plans to have ongoing educational forums with the councilors as well as the hosting of statutory meetings outside the Corporation. The last Council held town meetings in Maloney, La Horquetta and Blanchisseuse. vii. Shelters The Corporation has thirty-eight (38) designated shelters for different relief purposes. Some shelters are actually located in flood prone areas and are therefore designated for fire victims. viii. Staff Complement a. The Corporation is presently understaffed. In terms of its chief officers, there is only one (1) corporate secretary, one (1) engineer and one (1) survey officer. The position of Financial Officer is expected to be filed in May of this year.

b. TPRC has written to the MoLG requesting monthly-paid officers. In the absence of these monthly-paid officers, these duties have been performed by daily-paid employees especially in the accounting unit. The municipal police only have four (4) out of the required fourteen (14) officer complement.

c. There are presently sixty-four (64) monthly-paid staff and thirty (30) contract officers from the MoLG. There are also sixteen (16) short-term

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contracted employees and one thousand, three hundred and twenty-two (1,322) daily-paid employees.

d. The Committee was informed that daily-paid workers are not granted additional compensation for performing the duties of month-paid officers. ix. Budgetary Allocation The Corporation’s budgetary allocations for 2011/2012 for recurrent and the development programme were $154,389,000 and $15,400,000 respectively. For fiscal 2013/2014, the Corporation’s allocation did not increase under the development programme whereas $156,215,400 was received for recurrent expenditure. x. Employment Opportunities a. In addional to working with the Tunapuna Chamber of Industry and Commerce, the Corporation has relationships with MIC Institute of Technology (formerly Metal Industries Company Limited) to channel young persons through the Multi-Sector Skills Training Programme (MuST) and Helping Youth Prepare for Employment (HYPE) programmes. The Corporation is also seeking to attach apprentices to businesses within the Tunpuna Chamber of Commerce.

b. The Committee was informed that most persons approach the Corporation for primarily short-term employment. xi. Sanitation a. A scavenging service is offered to the burgesses and related issues and complaints are raised in its meetings with contractors. In the last month, there have been vehicle inspections due to complaints of liquid seepages. Since the inspection, there have been fewer complaints. There have also been complaints of contractors charging money for its services.

b. Litter wardens go house-to-house to inform members of the public of the days and times the area would be serviced. In addition, when compactors do not provide a full service to certain areas, the Corporation is informed through a monitoring system conducted by checkers. Where work was not completed, contractors receive percentage-payment. They are informed within twenty-four (24) hours of areas not serviced and compensated commensurately.

c. The Committee was informed that one hundred percent of the Corporation’s scavenging services were outsourced. Based on the level

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of complaints received, the Corporation estimates that there is an eight- five (85) percent satisfaction level amongst burgesses.

d. The Corporation confirmed that the “Clean and Beautify Curepe” programme was still active. This programme was implemented in the town of Curepe because it is a thoroughfare and a transportation hub. The Committee was given the assurance that surveys would be conducted to see if there is a need to expand this programme. e. The Committee was informed that although there were allegations that supervisors and checkers were given bribes to give good appraisals to sanitation contractors, the Corporation’s investigations have proven that these allegations were false. xii. Public Health a. The Committee was informed that the inspection of restaurants and public building are conducted by the County Medical Officer of Health (CMOH) and not the Corporation.

b. The Corporation liaises and communicates with the CMOH on any issues that arises in its Health Committee meetings. At present the Corporation does not have any Public Health Inspectors, but has Public Health Officers contracted by the MoLG.

c. When litter wardens go out to certain areas they are at risk and as such Municipal Police Officers are required to accompany them. However, because the Municipal Police Unit is understaffed, the Corporation is challenged to provide security to the wardens as they perform their duties. xiii. Municipal Police a. The Committee was informed that Tunapuna is a hot spot particularly in relation to areas such as Malabar, La Horquetta and Arouca. The TTPS has provided assistance within these areas.

b. The TPRC has never had its sanctioned strength of fourteen (14) officers and at present has only four (4) officers inclusive of one (1) Inspector, one (1) Sergeant and two (2) Corporals. However, a recruitment exercise is currently taking place.

c. There is no driver for this Unit, therefore, when the Building Inspector or Litter Wardens are required to service hot spots to serve a notice, arrangements are made for transportation to be provided by a driver assigned to the Corporation.

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d. The Corporation submitted that ideal strength for the Unit was forty-eight (48) to cater for the large catchment area the Corporation is required to service. The Corporation clarified that it monitors vending in the area of the BWIA Boulevard and not the actual airport. xiv. Projects under the Development Programme- 2013/2014

Estimate Head Actual Funds Released allocation to date 1. Local roads and Bridges $10.6 Million $5 Million 2. Drainage and Irrigation $8 million $5 Million 3. Recreational Facilities $2.3 million $1 million 4. Market and Abattoirs $300, 000 Nil 5. Local Government Buildings $500 000 Nil 6. Cemeteries and Cremation Sites $500 000 $500 000 7. Procurement of major vehicles $2.5 million Nil 8. Disaster Preparedness $2.5 million Nil xv. Relationship with other ministries and state agencies a. TPRC has experienced challenges arising out of lack of communication between itself and certain agencies with respect to initiatives such as the Programme for Upgrading Roads Efficiency (PURE) (Under the Ministry of Works and Infrastructure) who may conduct restoration works on the same roads as the Corporation. Although, these agencies are invited to its RCC meetings, they do not attend these meetings. In instances where agency representatives do not attend RCC meetings, these agencies are written to and reminded of their obligation to attend as per the Municipal Corporations Act.

b. In an attempt to improve this situation, the Corporation intends to explore other strategies to enhance its communication and relationship with other state agencies. xvi. Capacity to complete projects in the current fiscal year The CEO submitted that given his track record of completing projects within time and budget, he was confident that the Corporation will complete the projects scheduled for this fiscal year. xvii. Total Releases Officials indicated that approximately fifty percent of its releases have been requested to date.

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REQUESTED INFORMATION

6.1 During the discussions, the TPRC was asked to provide written responses in respect of the following:

i. the period of the last audited financial statements of the Corporation;

ii. suggestions to expedite enforcement of cease and desist orders in relation to the erection of illegal structures; and iii. the Corporation’s plans and programmes to address matters such as the lack of an Internal Audit function, poor communication systems, and the lack of proper documentation of policies and procedures.

SUSPENSION 7.1 The Meeting was suspended at 12:18 p.m.

[Officials of the TPRC exited the J. Hamilton Maurice Room]

RESUMPTION

8.1 The Chairman reconvened the meeting at 12:25 a.m. (at the same venue)

CONFIRMATION OF MINUTES

29th Meeting held on March 07th, 2014

9.1 The Committee considered the Minutes of the 29th Meeting held on March 07, 2014. The Chairman enquired whether there were any amendments and/or omissions.

9.2 There being no amendments, the Chairman requested that the Minutes be confirmed.

9.3 Mr. Maharaj confirmed and Mrs. Thomas seconded.

MATTERS ARISING FROM THE MINUTES

10.1 The Chairman updated members on the following matters:

 As per item 4.3, discussions were held with Ms. Coudray after the 29th Meeting and it was agreed that Ms. Coudray would only submit comments as Minister of Local Government rather than as a Member of the Committee

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 As per item 7.4, by letter dated March 12, 2014, the Secretary wrote to the Director of Personnel Administration regarding the delay in the submission of outstanding responses to five Reports of the Committee. The DPA was asked to submit the responses by April 7, 2014.

 By letter dated March 12, 2014, the Secretary also wrote to the Executive Officer of the SASC regarding outstanding responses to two reports of the Committee. The SASC was asked to submit its responses by March 24, 2014. The SASC, via letters dated March 25 and 26, 2014, submitted the outstanding responses.

CONSIDERATION OF THE DRAFT THIRTEENTH REPORT ON A REVIEW OF THE ADMINISTRATION OF THE SAN FERNANDO CITY CORPORATION

11.1 The Chairman indicated that this item of business would be deferred until the next meeting scheduled for April 25, 2014.

CONSIDERATION OF WORK PROGRAMME FOR FOURTH SESSION (2013/2014)

12.1 The Committee discussed its existing rotation of meetings with Service Commissions and Municipal Corporations.

12.2 After lengthy discussion, the Committee agreed to continue its meetings with Municipal Corporations as agreed to on March 07, 2014.

OTHER BUSINESS

13.1 Members expressed concern that the work of the Committee may have been delayed by either the late arrival or sometimes the lack of attendance by members from both sides.

13.2 The Secretary was directed to research whether the Committee has powers of self- regulation to change its quorum. In addition, “Change in quorum” would be placed on the agenda of its next meeting and all members would be requested to be present.

ADJOURNMENT

14.1 There being no other business, the Chairman adjourned the meeting to Friday April 25, 2014.

14.2 The adjournment was taken at 12:33 p.m.

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I certify that the Minutes are true and correct.

Chairman

Secretary

April 16, 2014

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Appendix 3 Verbatim Notes of the Public hearing held on March 28, 2014

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VERBATIM NOTES OF THIRTIETH 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 FRIDAY, MARCH 28, 2014 AT 9.16 A.M. PRESENT Mr. Subhas Ramkhelawan Chairman Mr. Anthony Vieira Vice-Chairman Mr. Chandresh Sharma Member Mr. Devant Maharaj Member Ms. Marlene Coudray Member Mrs. Vernella Alleyne-Toppin Member Miss Shamfa Cudjoe Member Mrs. Joanne Thomas Member

Ms. Candice Skerrette Assistant Secretary Miss Kimberly Mitchell Graduate Research Assistant

ABSENT Mr. Rodger Samuel Member [Excused]

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Mr. Prakash Ramadhar Member [Excused] Mr. James Lambert Member [Excused] Ms. Marlene Mc Donald Member [Excused]

9.30 a.m.: Meeting resumed. OFFICIALS OF THE SAN JUAN/LAVENTILLE REGIONAL CORPORATION

Mr. Kenwyn Pantin Chief Executive Officer Mr. Anthony Roberts Chairman of Council Mr. Akiel Audain Chairman Finance Planning and Allocation of Resources Committee Mr. Derrick Dhanoosingh Financial Officer Dr Raphael How Chung Principal Medical and Health Officer Mr. Reiaz Ali Personnel and Industrial Relations Officer Mr. Fyzool Ali Road Officer III Mr. Wendell Guzman Municipal Police Inspector Ms. Gail Bacchus-Parris Disaster Manager Co-ordinator Mr. Brian Baig Corporate Secretary Mr. Chairman: Good morning, ladies and gentlemen and welcome to this the 30th meeting of the Joint Select Committee Appointed to Enquire into and Report to Parliament on Municipal Corporations and Service Commissions. Today, we are pleased to have with us the San Juan/Laventille Regional Corporation. Welcome gentleman. I notice that there are no ladies among you today. Welcome to you. Our deliberations will focus on information and reports that you would have presented and forwarded to us, up to and inclusive of March 26. What I would caution, however, I am advised some of these reports, the 2009/2010; the 2010/2011, 2011/2012; and 2012/2013 reports of the corporation have only recently been submitted to His Excellency the President, in accordance with section 66(d) of the Constitution and as such, they have not been laid in the Parliament. Therefore, members of the committee ought not to refer to these reports during this meeting, as they have not been, in a sense, properly cleared in the parliamentary process. However, these reports maybe utilized at a subsequent meeting.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Without further ado then, I would ask Chairman Roberts, first of all to introduce your team and then make some opening remarks, in respect of the corporation. Mr. Roberts: Thank you very much Chairman. [Introductions made] At this time this is our team. I want to, on behalf of the team, express our sincere gratitude for inviting us to these discussions, because we consider these deliberations to be extremely important. Scrutiny, as far as we are concerned, is an important aspect of governance and we are here today to bring as much information as possible before you, so that you could understand what has been taking place in San Juan/Laventille. Notwithstanding, the members of council who are pretty new, it gives us an opportunity to take a glance back, to see what transpired while we were in there and I am certain it would assist us as we forge forward, in terms of putting plans for the corporation and the people of San Juan/Laventille. Thank you, chairman. Mr. Chairman: Thank you, Mr. Roberts. As I would have mentioned, off camera, our deliberations today with your corporation will run until 11.00 a.m. So we would want to get in as much as possible, in terms of questions and information about the corporation’s work and projects and plans, as we go along. Before I do, let me ask members to quickly introduce and then we will take it forward from there. [Introductions made] Mr. Chairman: Of course, I chairman of these deliberations. May I ask, before we go into our full deliberations, what is your last audited report that has been approved or receipted by the Auditor General? Mr. Dhanoosingh: Chairman, the last audited report is for 2005. Mr. Chairman: 2005. Mr. Dhanoosingh: Yes. Mr. Chairman: And what are the reasons for this very lengthy delay in having your other financial reports, that are audited? Mr. Dhanoosingh: Chairman, we have submitted to the Auditor General our reports up to 30th September, 2013. So it is entirely in their hands at their scheduling to come across to us and continue the audit. Mr. Chairman: These are things will have to enquire as a committee what is the reason for the delay from that other source. So I open the floor now to members for any questions that you may have. Anyone?

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Vieira: Mr. Chairman, through you, I have a number of questions and I would like to get some clarifications. I am looking at the corporate plan 2009/2012. At page 141 it says: Most sectors of the corporation are starved for supplies and equipment and unable to perform at maximum. I wonder if you could elaborate on that for me, please? Mr. Pantin: Can you repeat the page number for us, please? Mr. Vieira: Page 141. It is the last sentence on that page. The corporate plan 2009/ 2012, and I will be asking a number of questions, with respect to this plan. Mr. Pantin: The copy that we have before us though carries 119 pages. I am wondering whether— Mr. Maharaj: Chair, if I could add to the confusion, I have two copies of corporate plan 2009 to 2012. One is dated June 2009 and one is dated November 2008. So I do not know if you could advise which is the correct one. Mr. Vieira: I am looking at June. Mr. Maharaj: And then how they have two corporate plans. Mr. Vieira: I am looking at the corporate plan saying June 2009, for 2009/2012. Mr. Chairman: Let us, while we try to sort that other one out, just focus on what your question is. Could you ask the question again: What is the issue at hand? 9.40 a.m. Mr. Vieira: Reading though the plan, there are lots of lofty goals, there are lots of high sounding objectives and goals, but I also see throughout, a mantra to the effect, that you know, the corporation is starved for supplies, the corporation is starved for equipment, it is unable to perform at maximum. I was trying to find out a bit more about that position. Why are you saying this? Mr. Pantin: We have over the reporting period, made requests through our draft estimates for funding, which we believed would have taken the corporation to the place that we wanted it to be. However, we received less than 40 per cent of that requested funding, and that is what would have encouraged that statement, that we have been “starved for funds” throughout the period Mr. Maharaj: Related point, Chair. Is this funding overall, or that is the developmental programme? Mr. Pantin: Overall, both development and recurrent. Mr. Maharaj: But when I look at your 2010—2013 developmental programme allocations, you would have gotten significantly more after 2010, compared to the period before 2010. For example, 2011/2012, you got $18.829 million compared to 2009/2010 fiscal, where you got $8.7

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) million. So your allocations under the developmental programme in the years that followed 2010, showed a substantial increase of allocation made. So it does not match with what you are saying, that you got a reduction at least in the developmental allocation. I do not have before me the figures for the overall. Do you want to explain? Mr. Pantin: Yes. There is the draft estimates that we would have taken to the Ministry of Finance and the Economy. Where in some cases we would have been asking for in the region of $186 million, and only getting, let us say, $18 million out of that, one can understand what we meant when we said that we were “starved for funds”. Mr. Maharaj: I want to take issue with the terminology “starved for funds”. Is it that it is the expectation and legitimate expectation of the corporation, that what you asked for you will get 100 per cent of it, or 90 per cent of it? If so, as in the past you have ever gotten the allocation that you have requested of central government? Mr. Pantin: No. Mr. Maharaj: So there is no difference between what obtains now, and what were the historical realities of the allocation being sent? Mr. Pantin: No, but the history does not leave us without what in a different place from what we have said. What we said is that we are “starved for funds” based on our request. Whether we got more than what we got in 2009, is not different in terms of being “starved for funds”. Because if we asked for $10—and I am just using that—if we have asked for $10.00, and we only got $2.00 in 2009, and in 2013, we would have asked for $10.00 and we got $4.00, it does not mean that we are still not “starved for funds”. What it means is that we got more than 2009, but we are still starved. Mr. Chairman: Let us turn a bit to where you are now, and what you plan to do in the future. What have you received for the current year, against what you would have put in your draft estimates? And what is your intent in terms of what are the development projects that you have planned going forward, that you wish to realize for the corporation and for your burgesses? Mr. Pantin: In 2014/2015, we have proposed thus far a $53 million budget. In this budget we— Ms. Coudray: 2014, yes— Mr. Chairman: 2014/2015? I am speaking of September 2014. I am talking about this current year. Ms. Coudray: 2013/2014. Mr. Maharaj: Chair, it seems the corporation is not prepared to answer or at least— Mr. Chairman: Let us give them half a minute to tell us what the numbers are. Mr. Maharaj: I am disappointed.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Pantin: Mr. Chairman, the 2014 budget is $18 million, that— Mr. Chairman: What did you ask for? Mr. Pantin: In 2014 we would have asked for $223 million thereabouts, and I do not have exact figure. We would have asked for about $123 million to take us where we thought we should be, or where we think we should be at the end of 2014. Mr. Chairman: Okay, and that is my take off point. What is it you had intended or planned for this $123 million, as opposed to the $18 million that you got? Mr. Pantin: We had projects, one called the Croisee Renaissance Project that we sought to introduce to the various sectors, including our Minister of Planning and Sustainable Development. That is a project that we believe would have taken the San Juan region—if I might use the term “on the map”, so to speak—where we would have increased our tourism both internal and external. That would have been the major project and around it, all the other projects would have emanated. Mr. Chairman: What did this project comprise? Was it some sort of complex or, what was it? Mr. Pantin: It began with the San Juan market project and that would have extended to the Aranguez savannah, to the south. It would have extended north into the Maracas/Las Cuevas area, and well, to the south-east, would have been the Aranguez savannah, and using the river, the San Juan river, as part of that project as well. Mr. Maharaj: You said it began with the San Juan market, through you, Chair, has that market project been completed? Mr. Pantin: We are nigh completion. We should be completed sometime within the next two months or so. Mr. Maharaj: Next two months? What is the total cost? Because I see under the 2010/2011 development, you have $9.6 million as compared to the 2009/2010, where you only got $632,000 and in 2011/2012, $340,000 and 2012/2013, $761,000. So you would have spent over $11 million to $12 million on that market already, and it is not completed? Mr. Pantin: No. The total budget was $53 million. Mr. Maharaj: $53 million? What are you all selling in that market so? Mr. Pantin: Not what is being sold; what we are preparing for. As I said, it is part of the entire renaissance project. So the—what we want to attract— Mr. Maharaj: Now I have some concerns that you are spending $53 million, the San Juan/Laventille Regional Corporation on one single market, and I am not seeing that compared to the other competing needs of the corporation, which you have identified and numerated in all these texts, as something to be justified. Could you explain a bit about this Taj Mahal of the markets

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) before us? Mr. Pantin: It is part of the renaissance of the San Juan/Laventille region. This project is expected to bring to the San Juan region our—what has been our—I do not want to use the word “mantra”, but the vision to attract people, business, into the San Juan region, and thus increase our economy and provide better things for the people of the region. Mr. Maharaj: Chair, I hear what you are saying, and in my respectful view CEO, it is not much. I am hearing buzz words of renaissance and attracting business. What does this $53 million structure or concept of the market, what does it represent? Help me to visualize this renaissance which to me means nothing, how does it intend to attract business? What is the structure? How is it set up to be this great revival, focal point of the San Juan corporation? What does the $53 million—what is it being spent on? Mr. Pantin: It is a market complex. It houses what we—the conventional market goods, there is the proposal for food courts, booths for other types of business, you have the meat, et cetera, and a place where—how should I put it—where people would want to come to. So there is the pedestrianization of the area as well, a place where people can come to find some form of relaxation and other activities, that will create a buzz. Mr. Maharaj: I want to get in some specifics, because these generalities, I am not comfortable with them. So you are saying it is a market with a food court, with other activities and relaxation. What are the other activities and relaxation that people would come to a market to do? Mr. Pantin: Including a sort of mall-type environment, where you would have these booths that you can come and sell clothes, you would have maybe a barber. In fact, every type of business, you can come to the market as a one-stop-shop and get all these things at that locality. 9.55 a.m. Mrs. Thomas: Thank you, Mr. Chairman. Mr. CEO, I am just looking at the numbers that you call; $53 million. This allocation that we are seeing here, the $9.6, the 340, the 761, is it then that this really just relates to the market alone and not necessarily the complex? I know in 2010 I would have been with the Minister and we would have gone on tour, and I know that whole complex that you talk about, that was the plan, but is it then—because the Minister is trying to get a breakdown of what this $53 million would have entailed as compared to the small allocations that you would have been given, and you are saying that you are just a couple months away. So is it then that just the market portion is what is being noted here and that whole complex really has not been addressed as yet? When you compare the figures, it looks as $53 million and you only got $12 million, and

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) then you say you are almost finished. I do not know if may be it is a misunderstanding because he is trying to focus on $53 million; what it is you have so for $53 million. So maybe if you could just bring it down to what is the market, and maybe these figures may just be for the market and not the entire complex that you referred to. Mr. Pantin: The market complex—and you are correct—as we envisaged it is inclusive not only of the three two-storey structures that we have put down, but it also includes the abattoir, and that area where the market square is—all the works pertaining to that would include the $53 million, and it is in that context that I would have said that the market—because my vision of it is that whole area—complex is the $53 million project. The market, if we are thinking in terms of the market itself, we would look at those three two-storey structures that have been put down and some of the pedestrianization walks that we have put in there that $12 million or so, we are bringing to completion within the next two months. Mr. Vieira: I would like to come back to the remark that was made that the corporation is unable to perform at maximum, and I am going to refer to certain elements that you have identified in your SWOT analysis and to ask you to elaborate on it for me. One of the elements say, under “organization”: Due to changes in policy directives from central government, the organization is sometimes confused about its roles and responsibilities as other Ministries and agencies perform the same functions. Could you explain? Mr. Pantin: We would have had, let us say, in our development programmes things like to rehabilitate particular roadways, and we would have included that in our draft estimates and sometimes receive the funding for it only to discover that through another agency, the works may have been completed before we started. Other areas would be like in our recurrent expenditure, for example, our responsibility for the maintenance of roads and traces, we may find that people like URP, CEPEP and some of these other agencies would have gone in and done some of the works. Mr. Vieira: Is there a solution? Do you have a remedy as to how this can be alleviated or improved? Mr. Pantin: We have been working on the remedy through our coordinating meeting trying to invite these agencies to the coordinating meeting to get a sense of which direction they are going, and the places that they have to maintain or plan to maintain and giving them a sense of what we are doing as well to try to alleviate that problem.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Maharaj: Mr. Chairman, on that same issue of changes in policy direction from central government leading to the confusion of the corporation as regards to its role that does not appear to be congruous to the point below under “strengths” which speaks to the operations—Sen. Vieira, if you could look to that—it says that the fact that all the MPs who represent the constituencies fall under the jurisdiction of the corporation belong to the same political party creates an opportunity for a closer working relationship, which conflicts directly with the confusion that you have. If you are saying in one breath that: “All ah we is one family”—the corporation is PNM; the two MPs close by is PNM and so on”, how could you then write that there is a change in policy directive by the same party that all of us belong to, and confusing the corporation in the process. Is it that, at this point in time, there was no kind of communications by your own admission and the state agencies, under the remit of these various Ministers and so on, were doing what they want oblivious to the needs of the corporation? Mr. Pantin: I do not think that is what is meant in that statement. Mr. Maharaj: But how can you explain the difference? Mr. Pantin: Let me say, I joined the corporation in 2012. I would have inherited some of these statements, but I can only go on certain assumptions and little bits and pieces of information that would have been made available to me in that in pre-2010, we would have had a particular party in Government, post-2010—[Interruption] Mr. Maharaj: No, no, I do not want you to go down that road at all, Mr. CEO. This report is dated 2009, so I do not want to hear nothing about change in party about 2010. This speaks to 2009. How could you then extrapolate to 2010? Mr. Pantin: Even then, Mr. Chairman, the 2009 would not have seen all the representatives impacting on the San Juan region being of the same party. As I understood it, there were other members who were not of the ruling party at that particular point in time. Mr. Maharaj: So the statement in our report here that all MPs represent the constituencies that fall under belong to the same political party is incorrect. Mr. Pantin: It may well be. Mr. Maharaj: So what else is incorrect in this document here? Mr. Chairman: Let us try to bring things back into the present, which is 2013/2014, if I may. I realize that other members have some question. In 2013/2014 you got $18 million, several words seem to be recurring here today, one is confusion/confused, and the other is coordination or the lack thereof. What are you doing now? You spoke about roads being paved even though you had plans to pave those roads—those roads are being paved within the area, and you find out about it at

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) some later time. What are you doing to improve the level of coordination even with the $18 million which you would have gotten for 2013/2014? Answer that and then we will turn it over to some other questions. Mr. Pantin: As I said before, we are using the Coordinating Committee meeting, inviting these other agencies to these meetings and trying to get from them their programme of works so that it does not conflict with ours. That is the main means by which we are trying to bring some resolve to that situation. However, we still find that there are some agencies that might come in, still unknowing to us doing works that not necessarily would have been planned at the particular time, but works that we had projected to be done. Mr. Chairman: Before I turn it over to Ms. Cudjoe, I have a question for the benefit of the general public. What is the area that you cover and what is the population of the region? Mr. Pantin: The area is about 220 square kilometres and the population is approximately 157,000 or thereabouts. Mr. Chairman: Covering what area, bounded by what boundaries? Mr. Pantin: On the south we are bounded by the Warner Village, Uriah Butler Highway; on the north we are bounded by Sea Lots and a line that runs almost north up into Maracas, Las Cuevas, La Fillette—that would be the west sorry; on the north by Las Cuevas, La Fillette; on the east by the boundaries of the Tunapuna Regional Corporation which is the Uriah Butler Highway and up to Hutton Street on the main road. Mr. Chairman: Ms. Cudjoe, you had a question. Ms. Cudjoe: Thank you, Mr. Chairman. I wanted to ask a question in relation to the market before we run off on the market topic to something else. My question is, in last year July the Siparia Market was completed at $56 million, but this thing boast of 170 stalls, a sort of one-stop shop operation like what you are talking about, and I wanted to know in comparison to what currently exists in Siparia because you are coming in roughly in the same bracket, $53 million while in Siparia it is $56 million, but Siparia boasts of 170 stalls. How many stalls do you have now? How many more does this new market intent to provide? Also I see in the Siparia Market there is like hairdressing, administrative offices, conference room, caterers’ room and so on. What are we getting in comparison or in relation to Siparia for the $53 million? How many people you intend to employ and what would be your maintenance cost? For instance, Siparia’s maintenance cost is around $30,000 per month. Mr. Pantin: We would have in the various categories of stalls at the market which totals around about 156 stalls. In addition, outside of those stalls that deals with dry goods and the normal

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) market produce, there is the fish and meat section of the market and in that area we have about 30 stalls. Then there are the booths, 51 booths. What was the other part of the question? Ms. Cudjoe: So it is 150 stalls, 30 fresh produce areas and 50 booths. Mr. Pantin: No, 51 booths in terms of the fresh produce, you are looking somewhere in the region of—[Interruption] Ms. Cudjoe: Rather than that, what is the area in square metres that we are working with here? Mr. Pantin: I will have to get that information. Ms. Cudjoe: You will get that information for the committee. Okay, thank you. Mr. Chairman: What are you trying to get at Ms. Cudjoe? Ms. Cudjoe: I am not very familiar with the area, so I am trying to see what are we working with if $53 million in comparison to the $56 million in Siparia, if we are getting 170 booths and so on, you are spending $53 million but we are getting something less, I am trying to figure it out because I am not familiar with the processes. Mr. Chairman: Ms. Coudray might help in the contribution. Ms. Coudray: Yes, and my apologizes, I was upstairs, but I want to say a very good morning to the chairman and representatives of the San Juan/Laventille Regional Corporation and Mr. Chair to declare that I am the Minister of Local Government with responsibilities for all municipalities. I was a bit alarmed hearing the presentation from the CEO about, first of all, the budget. I think my colleague member dealt with it adequately in terms of if you have been in local government or in the service, you will know that you will never get the ideal and, therefore, when the budget is passed in Parliament then you go and realign your expectations and treat with the budget you have with you. 10.10 a.m. But, Chairman, the same question—and I pulled out my document on the Siparia market, because my colleague here, Sen. Cudjoe, was asking, you know, some very pertinent questions in terms of the area, because Siparia market—and may I correct you, that contract was $49 million. The estimated cost was $56 million, but the contract came in at like $49-point-something million. Right. So I was trying to compare within that context what, you know, we have 190 stalls in Siparia, at the Siparia market, in terms of what you are achieving in that corporation. The thing about it is the CEO was talking about the usurpation of responsibilities by central government, and my question then is how long have you been a CEO? Because this is something that local government, indeed, not other Ministries, but local government has lived with and it has been on the table, and I think Member Joanne Thomas will tell you, as a former councillor, those

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) were some of the issues that local government practitioners have raised on the table. And as you rightly said, one of the mechanisms to deal with that issue is through the regional coordinating committee, but you were saying you invited them, but if you go back to the law you are required to ask the Minister to speak with the colleague who is responsible and that is how you get the authority for the representation on the committee. So if that was not done, you will have this real loose arrangement where people may decide if they want to come because there was not that mandate. So I just want to throw that on the table, but that is something that we have dealt with over the years in terms of the URP, and what I would want to advise you to do is to develop working relationship with the area managers to find out, because they all have programmes that they work with. So that you have to either do it yourself or have your technical people work with them, because it is for all the good of the community. I want to tell you that when I was in another place in local government and we found another agency paving the road we used to be quite happy, because you never get what you asked for so all you did when that was happening was replace it with another project, and you had gains right around. So I do not see it as the kind of negative you are portraying to be, but you have to be on your toes in terms of what is happening within our region and take appropriate action to just replace that with another project. So, you know, you are painting a sad picture, and I want to tell you it is really not like that if you really work the system as it ought to be, because everything cannot be black and white and you really need to have your technical people and you yourself as CEO, on your toes. I am sure the members of council would be also aware because they are on the ground, and they see and they know, and they will quickly come to you and say, “Well put in this other road for me”. So I just want to clear that, but in terms of the market project, what I found—Chairman, let me take the opportunity now to comment that you are not really talking about the core functions of local government, nor are you addressing those issues in the documents and even in your summary, because you were talking about the Croisee project, which is what we call ancillary because this is a heritage-type project. But what I have to deal with, what we all are concerned about, is the service delivery to your constituents out there, to your burgesses, in terms of the core functions of local government, the roads, you know, and I, Chairman, will tell you, he is new but I have been bombarding him, and all chairman and mayors, in terms the people out there, the burgesses who you service have long outstanding complaints, very dated complains, and I am asking for those to be addressed, those are the core functions of the corporation: your public health issues, your stray

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) dogs, your drains where water is not flowing, and issues like that are key local government issues which we are coming here to hear about and to find out what this committee can recommend to make life easier for citizens out there. So I just want to point out to you that is a major project that you would perhaps want to partner with people like the private sector agencies, those are big things that will benefit the community because, Chairman, while the functions of local government in law are very hardcore issues, there is something called the socio-economic benefits of the community that we would want projects like these to deal with. But I want to encourage the corporation to focus on your responsibility in law, your direct responsibility, which is to relieve the daily suffering your people within your communities, and I am not seeing that focus here. Mr. Chairman: Yes, Mr. Roberts, you want to respond? Mr. Roberts: I want to indicate here that this current council is reviewing the strategic plan of the former council, and I want to assure the Minister that the areas that she has identified are the areas that we are focusing on at this time. The market, certainly that is part of our responsibility, and it is a facility that we are ensuring that we complete and complete as quickly as possible so as to upgrade the standard of living for the people in San Juan/Laventille in terms of being able to sell their produce, and to be able to shop in a more comfortable environment. So we accept that as part of our responsibility, but in terms of the relationship with the coordinating committee I want to assure you that we really have no problem with the coordinating committee. We are functioning properly with the coordinating committee because we know that they can add to what we are doing within the region. So that is not a concern for us at this time. Mr. Chairman: Mrs. Thomas, you had a question? Mrs. Thomas: Thank you, Mr. Chair. To stay in that same mode of encouragement as given by the Minister, I just wanted to make two comments and, firstly, I want to talk about your Disaster Preparedness Unit. I see you all have done a lot of work. As a matter of fact, a community outreach programme, I believe you all have begun which I attended one of them. I think this is quite a good initiative on your part as the council, and then I want to look at the human resource side, because you did mention in your summary that—I think is the last report that we got about the shortfall in staff and so. I saw in the report you did say that you lost two chief officers, an engineering and survey officer and a corporate secretary, but I see you have gotten Mr. Brian Baig. You have gotten that position filled at the corporate secretary. I also take note of—you said that officers appointed by the Service Commissions are generally slow incoming and you have to have the daily-paid staff assist in some of these duties.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) So with the Minister being hear maybe we could just—maybe the Minister could even help you out as regards to the fulfiling of those duties, because what could tend to come in there with daily-paid staff assisting with some of those duties, you know, you may have there, they may require compensation and other issues may come up. So I just wanted to make that point, and well the Minister is here so she will be able to say exactly as regards to you getting that cadre of staff, because any service that you have to give to the burgess you require human resource. I think some focus should be given to that as well. Again, I just do not want to be like everything bad, bad, but to commend you on that disaster preparedness initiative and your approach to dealing with that, especially as the raining season is coming up on us. So stick on that and really work hard with that? Mr. Chairman: Okay. Well, I want us to in the time that we have to focus on some of the specific areas: health and sanitation, security and so on, but I will ask Mr. Vieira to raise his question. Mr. Vieira: In similar vein to Member Thomas, my focus really is on the corporation’s ability to deliver the core services and getting value for money. So I am coming back to your SWOT analysis, and I am looking: The corporation is understaffed in certain areas, the quality of some staff is poor as they do not possess the necessary basic qualifications but are employed as a social service. The HR system is not fully computerized and records are kept manually. Corporation does not use modern accounting practices and there is no formal training in line with financial regulations. These seem to me to be structural deficiencies, and I am interested in hearing, since you have identified these, what you were doing in terms of improving these aspects? Mr. Pantin: Mr. Chair, you would agree with us that the plan would have been one that was in 2009, written in 2009 or thereabout—[Interruption] Mr. Chairman: Yeah, but what are you doing about it now? I think that is the question. Mr. Pantin: Yes. Since then we have had a financial officer assigned to the corporation. We have had inputs or injection into the computerization of the HR functions, so that there are a lot more computers being used in that function now. Even in the financial area, because we have had the financial officer coming on board, we have been able to improve our systems in that area as well. So that step by step we are moving towards improving the systems and the type of delivery that we give to the burgesses of the region. Chair, if I may, just to let the hon. Minister know that I take all the advice that has been

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) given onto me, but at the same time just to indicate that my statements were as a direct response to questions that were raised, and I had taken them within a particular context and time frame that was spoken about. Mr. Chairman: Ms. Cudjoe and then Mr. Sharma. Ms. Cudjoe: Thank you, Chair. I wanted to raise this question on the delivery of services to the people you serve, your burgesses. Now Member Coudray would have raised the issue of stray dogs, public health, public safety, and so on. I am concerned about your ability to treat with that issue of stray dogs, and the corporation’s readiness at it relates to resources and training to deal with dangerous dogs, and this whole issue, because most of that responsibility rest on the corporation. So I am concerned about your readiness in treating with this dangerous dogs issues and the stray dog problem. Mr. Pantin: At present, and I will give way to the doctor in a bit to respond, at present we have what is called a Dog Catching Unit at the corporation and, as you have rightly said, there is an aspect of training with regard to the Dangerous Dogs Act that has been passed that we have to get into. We had a meeting on Wednesday last with the Permanent Secretary and the Minister’s advisor, and we are making some progress towards improving our systems in terms of the Dangerous Dogs Act, and getting things in place to deal with that. 10.25 a.m. Miss Cudjoe: Tell me a bit about your current capacity as it relates to the number of—what you call it—the police officers, municipal police? I want to know the strength of your force, and the transportation, the vehicles to transport these dangerous dogs? How many do you have and the function ability? Mr. Pantin: Again, I might want to ask the municipal inspector to respond or to give a sense in terms of the police aspect of it. But before I do, we have one vehicle assigned to the Dog Catching Unit with what we call a cage-type mobile part of that unit that the stray dogs are caught, put into that unit and taken to, in our case, the TSPCA for whatever means they can to dispose or otherwise. Mr. Chairman: Mr. Sharma, you had a question? Mr. Sharma: Only one question I am allowed? Thank you. Mr. Chairman: Welcome, Mr. Sharma. Mr. Sharma: Thank you very much. Chair, I think in the discussions thus far, a number of things need to be reemphasized and revisited. The CEO indicated the challenges he faced, and one of the things that the—and when you go to the period before this particular Government, you would have

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) seen, for instance, that chief officers were not available to the majority of corporations. Immediately upon assuming office the then Minister of Local Government caused to be [Laughter] installed in every regional corporation, in keeping with Act No. 21 of 1990, the chief officers, meaning the doctor, the attorney-at-law, the accountant and the engineer but, more than that, on previous occasions the question was funding. On page 7 of the document provided by the CEO, the administrative, you would see the increase. And if you look at drainage for instance, you would see it moved from less than $2 million to $2.8 in 2010—2011, $3.8 plus, 2011—2012, and $4.8. So capacity immediately increased by couple hundred per cent. If you look at development of recreational facilities you would also see that increase more than 100 per cent. Cremation and cemeteries also increased by more than 100 per cent. Markets, from a meagre $632,000 under the previous administration, to $9 million on one occasion; so immediately capacity increased. It is your ability to manage and to pool the resources under your very experienced chairman. When you go to local roads and bridges, again you see from $2.7, immediately $2.8, $4.6 followed by $3.9 million. Local government buildings under the then Government $1 million moving to 1.3 and going up to $4.9 million. Equipment; same, $980,000, exceeding a million dollars and on every occasion, increasing. Disaster preparedness; somebody raised. And I remember as Minister then, and followed by current Minister, and previous Minister, improvement in every area of disaster preparedness. In fact, in many Caribbean countries we have become the leader. And if you look at the quantum of money again, it increased enormously. Under the special development fund the only moneys ever located was under the current administration of $1.7 million. So, Chairman, if you look at 2009, the then administration provided for the San Juan/Laventille Regional Corporation, which is a huge geographic area of 200,000-plus people of $8.7 million. Under the first Minister of Local Government under this current administration, we immediately moved it to— Mr. Chairman: This is a self-assessment then. Mr. Sharma: These are the documents and figures provided by the CEO and it has been audited and passed— Mr. Chairman: I believe the point is very well made, Mr. Sharma. Mr. Sharma:—and as accurate as allowed. And it moved to $19 million. Mr. Chairman: Who was the Minister then? Mr. Sharma: The current Minister of Tourism. [Laughter] So, Chairman, in the last three years it

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) moved to $50 million. And when you go to the next page, page 8, table number 2, if look under the heading, again you see the ability of the corporation to deliver and they can continue, as Minister Marlene Coudray indicated. Under Head 169, it moved from 15 projects to 21 to 27 to 34. So what made that happen? Money, of course and the ability to increase the resources, including the first Minister started the ball. Under Head 170, again you see that increase. And in every single Head, for instance, Head number 184, it again increased. So that I think what has to happen in keeping with the submissions of the current Minister, is that really the corporation needs to continue to look at how to pool the resources. One of the things we encourage very much is partnership with all the other agencies that may have resources from time to time; Self-Help, WASA, T&TEC, with Ministry of Works and Infrastructure, and any other line Ministry, Ministry of Agriculture, for instance, or Ministry of Food Production, so that kind of increase in the delivery of goods and services will obtain. Of course, funding has always been a challenge, but the evidence shows an enormous increase, so that the citizens of Trinidad and Tobago, across the board, can only benefit more by working closer and in co-operation with each other. Mr. Chairman: Mr. Sharma, thanks for your contribution. I think you made a sterling contribution. Mr. Sharma: Thank you, Sir. Mr. Chairman: But I would like to go back. A question was raised, but not answered, in respect of security, the complement in terms of the security forces within the regional corporation, and may I ask the inspector to give some answers as far as that is concerned? Mr. Guzman: Well, good day, Mr. Chairman. Presently the strength of the municipal police is 24 officers. This comprises of one police inspector, one sergeant, two corporals, 20 constables; 20 constables comprising of SRP, special reserve police officers. Okay. The four mentioned, the hierarchy, actually the municipal police officers hired by Ministry of Local Government. All right. We have three vehicles; that is basically the complement. Mr. Chairman: Well what we have been hearing from other corporations would be, one, the issue of recruitment and retention of constables as they move out of the municipal corporation into the police force. What is your experience now? What is happening with your unit? Mr. Guzman: Well actually my unit, the officers there, as I have said, two corporals, a sergeant and an inspector. So they are already seasoned officers, so they are not moving to go anywhere. Mr. Chairman: But what about the constables? Mr. Guzman: Because they are special reserve officers they can leave at any point in time.

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There are no constables attached to my department. They are from special reserve police officers on contract. Mr. Chairman: So you have your full complement in accordance with the roster? Mr. Guzman: According to the Act, the complement would be 10 constables, two corporals, a sergeant and an inspector. That is the sanctioned strength according to the Act. But we do not have, as I said, special reserve officers that is making up the complement, because we do not have any municipal police from local government constables attached to the department. Mr. Chairman: What are the issues in terms of security in the area of the corporation? What are your concerns? What are the programmes you have in place? Mr. Guzman: Presently, I have established an intelligence and enforcement unit within the department to help deal with the crime in the area, more so surrounding the Croisee area or the market—with this new market coming on stream, there is a lot of, in the local parlance, “piping” and activities taking place around the area. So we have since coordinated several exercises in conjunction with the central police and made several arrests and stuff like that. So things are getting on stream. Mr. Chairman: Any questions on security, because we have the inspector here with us? Mr. Vieira: At page 114 it is said that there is a high rate of crime in the municipality which poses threats for services to be provided. Mr. Guzman: Yes. That is a challenge. Mr. Vieira: That is one. Next you talked about immigrant populations being involved in criminal activity. Then the last thing, at page 146—community leaders being involved in crime and how that is affecting the youth. I would be interested in hearing on those aspects, please. Mr. Guzman: Yes, sir. Yes, definitely there is a problem in relation to delivery of services in areas such as Laventille and places like that. And oftentimes you have to provide police escort to get the daily chores done. This takes away from routine patrols and stuff like that, you know. So another problem we are having there is that communication with the central police, wireless communication, in case of emergency. We do not have any wireless communication to the central police, so things may be happening while we are out there, or happening around us and we are not aware and this poses a lot of threat to the officers. So, sometimes the officers are reluctant to even go themselves into the high risk area to work, the police officers, because of communication and firearms—because all we have are pistols and shotguns available to us. Mr. Chairman: Meaning what? That there are more sophisticated firearms arms on the inside?

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Mr. Guzman: Yes. Definitely, yes. And the central police do not go in there with any pistol and shotgun, they go in there with MP5 and Galley and stuff like that when they go into those areas. Mr. Chairman: Okay. This is something Mr. Maharaj seems to know a little about. You had some questions, Mr. Maharaj? Mr. Vieira: No. No. No. You had also mentioned about the immigrant population and the economic challenges posed by the arrival of the deportees? Mr. Guzman: Yes. Yes. Yes, sir. Because just recently in an exercise we conducted in the San Juan area, we arrested something like six illegal immigrants in a house where illegal activities were taking place. One was subsequently deported coming out of that exercise. Mr. Vieira: So they are undermining the communities; the arrival of these deportees? I am just trying to figure out you are— Mr. Guzman: There is a large number of intelligence, based on the information, there is a lot, there is a large number. Right. There is a large number of immigrants that are involved in illegal activities. Mr. Chairman: Mr. Maharaj. Mr. Maharaj: I am just interested in that last—where are these immigrants primarily from? Mr. Guzman: Primarily? Mr. Maharaj: Where are these? Mr. Guzman: Jamaica, Guyana. Mr. Maharaj: Jamaica and Guyana. Coming back to what you said earlier, is it that you are suggesting that if these work crews are not accompanied by armed police, that work will not be allowed in those areas? And when are those works normally conducted? During the day? During the night? Well, during the evening? Mr. Guzman: During the day. The gangs usually work during the day, and the officers they literally refuse to come to work in the areas up there, unless they are escorted. Mr. Maharaj: What areas specifically are you talking about? It cannot be the whole area. Mr. Guzman: In the Laventille area. In places like Mango Alley, Thomasine Street, Wharton Street, those places. Mr. Maharaj: But surely there are councillors from those particular areas that would be able to mediate some sort of—I think— Ms. Coudray: Mr. Chairman, that is more a social issue. I have had, since assuming as Minister of Local Government, and I have had cause to write the Minister of National Security, asking for

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) assistance to corporations, two in particular—I think Diego Martin was one and it was San Juan/Laventille—in terms of this kind of problem. The thing is that one has to be sensitive as a corporation, you have a high level of unemployment in a lot of catchment areas and therefore, contractors are sent in there with their own workers. They come in with their vans and their workers in the face of these people sitting on the curbs with nothing to do, and that is part of the problem. So that has to be analyzed carefully by the council at some time and dealt with in that particular way. I am not saying we encouraging that kind of conduct, but the Minister of National Security is aware and some measures have been taken to assist. But the corporation itself has to deal with, you know, the social issues within communities, and try as far as possible to have people from those communities undertake work in the communities. In terms of the police, all corporations, it is not specific to this particular corporation. 10.40 a.m. All corporations have issues and challenges with shortage of staff and, more particularly the police, but I want to assure the corporation that I have a draft Note to Cabinet to address some of these issues and, again, you would be contacted soon in terms of your own input on that. But, the whole issue of staffing in the regional corporations, particularly, that is a real concern to me as Minister and we are dealing with it, but the corporations themselves are empowered to bring people on board, following correct procedures, to help through your strategic plan, once you are focused you would be able instead of hiring, like, daily paid to create employment as someone suggested, that same money could be diverted to hire the requisite people to do to undertake certain functions. So, those are two of the issues but those things are being addressed at the level of the Ministry in collaboration with these corporations. But the issue of the policing, that is on the front burner more or less. You are using SRPs and this is done throughout in terms of the shortage and that is one way of addressing it, but you have other issues as well in terms of there are no constables and when municipalities train persons as constables, as soon as they complete that training they migrate to the regular police because there is no parity. That has been put to the CPO in terms of creating that parity so that you can retain your people—and the corporation spent money on these people, but because of lower remuneration package they migrate. So, that is the other issue. My colleague asked about the dog control and right now all corporations are required to have the capacity under the original Dogs Act, Chap. 67:54, to deal with stray dogs. What we are

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) looking at and only yesterday Cabinet addressed some measures to deal with the concerns and issues people have now with the passage of the Dog Control Act as amended recently in the Senate. So, a proposal was put before Cabinet yesterday, and you will soon hear about it, but what I want to advise and encourage, and to the general public, the law has not yet been proclaimed so there is no need to panic and dump your stray dogs on the streets. We are going to build capacity in every corporation and in every region to be able to address the eventuality that when the law is proclaimed people would—there would be a whole lot of persons just letting these dogs go. So, I want to assure the public that people should not panic and you need to tell your burgesses that. That meeting started yesterday with the 14 corporations with the Ministry of Food Production on board with us, the TSPCA and other stakeholders, they are all part of this steering committee and Cabinet has been asked to put certain things in place on behalf of the Ministry and by next week we shall come out with those proposals. So, that all you do now is continue to work under the current legislation and all you need now is some additional training and perhaps use your contract capability to immediately hire people to beef up your current arrangements pending whatever notice you will get from the Permanent Secretary. So, what we have heard basically is a lot of internal management issues and structural deficiencies as said by my colleague and these are things that, I am sure with your chairman and his experience and the team on board, I think you now have all your chief officers in place. Mr. Chairman: Thank you Ms. Coudray. In the limited time that we have I want to address the question of public health and sanitation and, secondly, how are you addressing the matter of complaints by burgesses? Do you have a system of receiving such complaints and addressing such complaints? So, public health and sanitation first. Mr. Chung: Through the Chair, we have a system that is provided by the private contractors, the scavenging contractors and they are responsible in various areas. We are 15 areas within the corporation. We have systems in place to do monitoring in respect of checkers who work out of the office and public health officers who in turn now would supervise these checkers based on a daily basis. There are open tray and compactor services being offered, and the nine contractors privately are the ones involved in the provision of these services. It is done on a daily basis, five days a week rather, week days; and in the market area we have three—and in these area there is three periods that we scavenge the area. Mr. Chairman: Are you satisfied with the sanitation levels and the public health issues within the region?

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Chung: Sorry? Mr. Chairman: Are you satisfied that sanitation meets requirements as well as public health? Mr. Chung: There is always room for improvement, Mr. Chair, but I think we have come a long way and I would put us at a very good level of delivery at this point in time. I would say about as much as 80 per cent delivery, 85 per cent. We have some constraints which we continue to deal with and the staffing and the training and the ability to—because we have systems that we have put in place since we came and some of the things with the new OSHA Act as well too, there are checks and balances that we need to put in place to monitor the scavenging contract to ensure that they are doing their part and, also now, our checkers are doing their part on behalf of the corporation so that we can satisfy needs of the burgesses. Mr. Chairman: Let us hear Mrs. Alleyne-Toppin, she has a question. Mrs. Alleyne-Toppin: Not just a question. Thank you, Chairman. I am hearing a lot of social issues and the Ministry of the People and Social Development can help in the areas that you have challenges with, because if we do not really do some kind of sustainable economic development plan or have, you will find that the crime, and the delinquency, and the deviant behaviours will not go away, and the problems that the police will have—municipal police or the police in general will have—will be magnified. So, I am offering that when we collaborate with all of the different Ministries that you have that you collaborate especially with the Ministry of the People and Social Development so that we could offer the kind of social support or the kind of developmental plans, economic structures we have. We have a lot of courses and classes and things like that, that we support people with, especially we have a deportees programme, we have places to house such people, we also have places to house street dwellers, and if we elaborate very closely with your corporation and all of the corporations, I think we will make Trinidad and Tobago a better place, and that is just what I am contributing here. Thank you, Sir. Mr. Chairman: Okay. No problem. Mr. Maharaj and then Mrs. Thomas and then we will go back to Ms. Coudray. Mr. Maharaj: Thank you very much, Chairman. Can you give us an idea of the number of complaints for scavenging services that you receive, because I understand that your corporation, perhaps, received the highest number of complaints regarding that particular service? Do you have health gangs in existence in the corporation and an idea of the number of rodents control units? Is that something that you have in existence there? I am aware that when a particular area is baited that data is supposed to be collected on the number of rodents that we eradicated, do you have an

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) idea of the data and where this data could be found? Mr. Chung: Through the Chair, what I can say at this point in time is that as far as rodent gangs are concerned, we have three rodent gangs and actually they provide, I think we deal with it as it comes on a daily basis and a response wait is about 24 hours, maximum 48 hours. Bait, they go back and recheck, they check the dead carcasses, what they find and the number of bait taken, and that is in order to establish the population and whatever rodents we are dealing with, and I think that is fairly effective. As far as the training programmes, there are ongoing training programmes for them which are coming on. Mr. Maharaj: What about the scavenging complaints? Mr. Chung: As far as scavenging complaints, they are not very common as far as I am concerned because now and again we get them because our checks and balances are the burgesses who would call us, the councillors at certain meetings and if the public will call us and when we pass and monitor through the public health offices. Some of our constraints are in certain areas of San Juan/Laventille region because it is the crime areas we have problems with the contractor not willing to go in the area because we have had some deaths in the areas and some people are not going to work based on the social unrest. Mr. Maharaj: This relates to a question I have similar to—to the officer in the back. When jobs are given out in these areas that are deemed to be dangerous, is consideration given to recruiting people from the community themselves so as a factor to mitigate against any kind of criminal activity preventing the work from going forward? Mr. R. Ali: I cannot vouch for help but I understand as far as in another area of the corporation people have been threatened that they do not provide labour from within their area, other outside areas are allowed to work, but these are all hearsay I am sorry I cannot say anymore. Mr. Maharaj: Perhaps the CEO or Chair could elucidate on that? Mr. Roberts: Chairman, the issue of crime in San Juan/Laventille is a serious one and it is sensitive, so I want to suggest that we do not really pursue it in this forum. I am prepared or the CEO as well, we are prepared to meet with the Minister to discuss that issue. We are pursuing a particular line at this time in terms of initiative with the police and the community and it would be best dealt with outside of the cameras. Mr. Chairman: But what you are saying is that you are dealing with it? You have some strategies in place and are being implemented? Mr. Roberts: We are working on it and we are getting some help with the police and social

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) workers from the police department, so we are working on it. I am prepared to explain but it is a sensitive issue. Mr. Chairman: Okay. Well, I think we probably need to wrap up and I think Mrs. Thomas had one burning question which I will entertain. Mrs. Thomas: Thank you, Mr. Chair. I am looking at the SWOT analysis, item No. 6, under human resources. I do not know if it should go to the PIRO or the CEO, where it says, the SLRC is called upon to provide employment for its burgesses, some of whom may be mental, ex-convicts or recovering addicts, and you are saying the supervisory staff are not trained to handle these kinds of cases and there is no EAP programme, now I am just wondering how does that impact the productivity of the corporation? I do not know if the PIRO or CEO— Mr. R. Ali: Mrs. Thomas, through the Chair, with respect to employment at the regional corporation at this point in time we are not affording the opportunity for employment. I heard you mentioned that persons who are ex-convicts and so on, with respect to employment, before employment is done all recommendations for employment are well sorted out. We look at a person’s resume and then recommendations go to the CEO for approval for employment. 10.55 a.m. Yes, we have challenges with the persons who may be appearing or presenting themselves for employment. Like I said earlier, we go through the process of scrutiny to ensure that the persons who we may or are prospective employees are of the quality of persons that we would like to have within the corporation to ensure effective and efficient delivery of services to the burgesses of the corporation, and in no way try to harm or bring fear to the other employees of the Corporation so as to cause any problems. Mr. Chairman: Well, I think we—I want to thank the members of your team, Mr. Roberts, for joining with us to seek to respond to some of the questions that we would have had. I did not get from the deliberations whether or not you have a website or an electronic complaints desk to respond to your burgesses in terms of immediate matters. So maybe you could just quickly answer that before we wrap up. Mr. Pantin: A website is at present being developed. We should be up and running with it within the next two months or so, and through that system,—the complaints—we will be able to accept complaints as a result of what will be going into the website for us. Mr. Chairman: Okay. There are some questions that we would have posed in writing to the corporation for which we have not received answers as yet and I look forward to receiving those in the near future, and that has to do with planned projects and initiatives targeted for implementation

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) in 2015. So, we, not having time for oral answers, I will look forward to receiving on behalf of the committee, written answers about those plan projects and initiatives. We would have also asked for your—based on the experience of the corporation, we would have asked for proposals in terms of legislative and regulatory adjustments that may enhance the effectiveness of the corporation and indeed it would enhance probably the effectiveness of other corporations, and we look forward to your feedback on that area as well. So, in concluding, I would like to thank members of the corporation, the chairman, the CEO and other members, for joining us today in terms of getting a sense, not only for the committee, but for the benefit of the public and for your own burgesses as to what are the plans and programmes of the corporation and what is the level of effectiveness and concerns that you may have otherwise. So on behalf of the members of the committee I want to thank you for joining with us and we look forward to meeting with you the next time around and to receiving answers, written answers to some of the outstanding questions, today, and to which we have put forward beforehand. So I am going to suspend the deliberations—“oh”, you wanted to make a comment, Mr. Roberts? Mr. Roberts: I just want to enquire, is there a timeframe to submit the information in writing to you? Mr. Chairman: The secretary will—[Interruption] Mr. Roberts: Communicate? Mr. Chairman:—convey that to you in the communication. Mr. Roberts: Well, I just want to thank you and the members of committee for having us and we look forward to working with you. Mr. Chairman: Okay. So let us hope the next time around the word “confusion” does not come up that much in our deliberation. So thank you all gentlemen. This meeting is suspended for 10 minutes. 10.59 a.m.: Meeting suspended. 11.05 a.m.: Meeting resumed.

OFFICIALS OF THE TUNAPUNA/PIARCO REGIONAL CORPORATION Mr. Edwin Gooding Chairman Mr. Michael Serrette Chief Executive Officer (Ag.)

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Ms. Annette Stapleton-Seaforth Planning Officer Ms. Judy Thompson Inspector of Police Mr. Larry Seecharan Building Inspector Mr. Rishi Siew Disaster Management Cord. Ms. Theresa Noel Public Health Officer Mr. Masud Mohammed Engineering and Survey Officer Mr. William Best Corporate Secretary Mr. Esmond Forde Vice Chairman/Councillor (Auzonville) Mr. Chairman: Good morning ladies and gentlemen. As we continue with the 30th 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, I want to welcome the chairman and staff of the Tunapuna/Piarco Regional Corporation. Over the next hour or so, we intend to raise some questions as well as to get some responses to questions that have already been put to you in writing about the operations and the administration of the Tunapuna/Piarco Regional Corporation. I will start first by asking Chairman Gooding to introduce his members and to make some short opening remarks with regards to the corporation. Mr. Gooding? Mr. Gooding: Thank you, Chairman, and good morning to the other hon. Members of the Joint Select Committee. My name is Edwin Gooding and I am the Chairman of the Tunapuna/Piarco Regional Corporation. I will ask the members of the team to introduce themselves starting on my left with the CEO. [Introductions made] Mr. Chairman: Mr. Gooding. Mr. Gooding: Yes, Chairman. Firstly, let me thank the committee for providing this forum to account for the stewardship of the Tunapuna/Piarco Regional Corporation. I believe that good governance demands this and we welcome this opportunity. This council was sworn in on November 5, 2013 and we have since settled down to focusing on improving the lives of our burgesses which I think is what is the main focus of the council. The council is made up of 15 councillors and four aldermen. We are supported by a very committed management team. A review of the performance over that period will indicate that in all areas we have focused on improving drainage, improving infrastructure, basically improving the lot of our burgesses. We have worked well with other agencies, with other governmental agencies because we recognize that as the corporation we cannot get everything done by ourselves, but we need the support of

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) people like T&TEC, WASA, the Ministry, the MPs in the area and we have worked well with them so far. One of the areas that I feel that we have really excelled in is, disaster management. We have an able coordinator, very experienced and right now we have the only self-contained mobile disaster unit that can be mobilized at a moment’s notice to respond to any emergencies. So again we have focused on dealing with our burgesses, but we have also looked at how we can improve and we are looking at some longer term issues in terms of employment—that is a big problem, but we recognize that the 10-days syndrome is debilitating and need to move beyond that. We have also commenced relationship with MIC and the Tunapuna Chamber to see how we develop sustainable employment as opposed to temporary employment. We are also considering new ways of garbage disposal through recycling. We have looked at flood mitigation. In our area it is prone to flooding and a lot of the work that we are doing now in the dry season is looking at how we can correct situations in terms of drainage so when the rain comes we will not have that problem. The corporation is also looking at how we can make greater use of technology. A lot of our records are now hard copy, we are looking to see how we can computerize those. 11.15 a.m. We are also looking at improving the safety and security of our burgesses through CCTV cameras and so on, and also—which is very critical—through the strengthening of our municipal police. Some of the challenges we face, Chairman, are enforcement in the areas of unauthorized buildings, vending, garages being set up on streets, abandoned lots; a major issue in terms of health. I mentioned the municipal police in terms of strengthening. They are very badly undermanned. We have a complement of 14; we have four officers on board. So those are the areas that we looked at. Those are the challenges and those are what we are going to be looking at in the future. Thank you. Mr. Chairman: Thank you, Chairman Gooding. Let me first set the stage for the questions that will follow. First of all, we had raised a number of questions in writing from your team relating to, not only your previous reports, but to the current position and, indeed, looking for your programmes for the future, and these would have involved human resource management, financial management, public health, infrastructure. You would have also mentioned policing and security, as well as disaster management. In setting the stage, I would like to ask you, first of all, what is the geographical coverage of the corporation and, secondly, what is the population that is serviced by the corporation? Mr. Gooding: Chairman, as at 2000, the population is just over 200,000 burgesses and we have

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) an area of approximately 527 square kilometres of area. We are located between the regional corporations of San Juan/Laventille and Sangre Grande and the borough of Arima sits smack in the centre of our corporation—our region. Mr. Chairman: What are your boundaries then, to the south, north and so on? Mr. Gooding: Our boundaries, we are, the coastline in Blanchisseuse; we go to the Uriah Butler in the west and we go as far in the south—we are Munroe Road, Bejucal and Uriah Butler on the western boundary. Mr. Chairman: And the audited accounts of the corporation, what was the last audited accounts? Mr. Serrette: Good morning, again. Unfortunately, we do not have the municipal accountant or financial officer with us here today, but the last audited account should be about 2010. Mr. Chairman: Should be? Mr. Serrette: Yes. I stand corrected. I have to get back information on that. Mr. Chairman: Well, you would need to find that out and respond to us. Mr. Serrette: Yes. Mr. Chairman: Now, I am advised that there is an administrative report for the period 2011 to 2012, but this report has only been recently submitted to his Excellency the President in accordance with section 66(d) of the Constitution, and as such, has not as yet been laid in the Parliament. Therefore, Members of the committee should be aware that they cannot necessarily refer to the report as though it has been tabled and accepted in the Parliament. So without further ado, I want to open up the floor for questions. My first question, if I am permitted, would really be with regard to the whole question of—take us forward on what you consider to be your strong point, which is disaster preparedness. Mr. Gooding: Mr. Chairman, I say this based on my experience with the unit in terms of the work that they have done. During my short tenure we have had to deal with a number of emergencies which I was very heartened by the response of the unit, and I have today the coordinator of that unit who may be able to give a little more detail as to what kinds of work we do and how we respond. So I will ask Mr. Rishi Siew if he could just expand on that a little bit. Mr. Siew: Good morning, Chair, good morning to the committee again. When the unit came on board last year—well, I am newly appointed as the disaster coordinator. We came on board last year. We came into the corporation with a three-year plan. We sat with the unit and we decided this is what we are going to do for the next three years as we are there. One of the things that were supposed to be established was a new building, which we have done. It is being outfitted at this point in time—the emergency operating centre mobile unit, which

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) is already being used in different scenarios as well as mitigation projects in schools, and another is an ambulance which we are now putting things in place for the paperwork. This has been done before the three-year period and we still have two years to go. Some of the things we are doing are awareness campaigns in schools through the same mitigation project, with the buses going into the schools with our disaster truck, informing the kids of what we do, letting them know how they need to respond. We recently finished a drill called Project Dark Wave, which was three days, from March 25th to March 27th. That was successfully done. We simulated a vehicular accident on the highway in the vicinity of the Caroni Bridge. That took the forum of an oil spill. We had real trucks. Everything was simulated real time where the fire services left from where they were based; the Red Cross left from Port of Spain, Tunapuna/Piarco left from—everybody left from where they were. The simulation was excellently done. We are in the process now of putting in place other simulations. We are training communities in terms of disaster response, a project called the CERT, (Community Emergency Response Training). What we are looking at doing is building resilient communities in our region as well as other regions. The Tunapuna Corporation is now being used in the borough of Point Fortin, San Juan/Laventille and other corporations to assist with their CERT training. They are utilizing the members and the staff of the Tunapuna Corporation to assist with training them. We have that capacity now. Other things we are doing are sandbag distributions. We are collecting damage and needs assessments before the actual incident happens, so we will know where we target the upcoming hurricane season. These are all projects that we are doing under the Disaster Management Unit. We are conducting a VCA project as well, which is a Vulnerability Capacity Assessment. We are identifying the vulnerable areas in the community, looking at the capacities and basically looking at the capacities to fix the vulnerable areas. This is another project we have ongoing. Mr. Chairman: Let me just connect the dots with regard to disaster preparedness and building permits. We have seen recently the developments in some part of the US with regard to a mudslide and the impact it would have had on the hilly mountainous areas and so on. Are you satisfied that in the corporation, Chair, that there is sufficient control and oversight in the matter of building permits and so on, above a certain level up the mountainside? Mr. Chairman: Chairman, I am happy with the work that we are doing in that area. In terms of the mountainside, I would not be able to speak that much, but I know about in terms of buildings, that we visit where we need to get permits and so on, and the concern that I raised as a challenge, is

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) where we identify buildings that are built unauthorized. The problem is really enforcement. That has been the problem. But the building inspector is here and he can speak to the mountainside dwellings. Mr. Chairman: Yes, well, let us hear from the building inspector. Mr. Seecharan: Good morning, Mr. Chairman. What we have is a portion of the northern range that we consider as very vulnerable, but just like the other corporations we are bound by prior approval from Town and Country Planning for development along the hillsides. Once, as a private citizen you apply for permission to develop and Town and Country grants you permission, the application is forwarded to the regional corporation. My tenure at Tunapuna, what I have been trying to do is work with the applicants to ensure that they conform with all the requirements, and one of them has to deal with the engineering aspect. What we do is that we forward their applications to the designs branch of the Ministry of Works, once it is hillside development. We also engage the services of the engineering and surveying officer. He is at the corporation, so he reviews those applications also. So we are starting to get this process in order and to, sort of ensure that the general public is aware of what they should and should not do once they get approval. The challenge, Mr. Chairman, is the general public who do not obey the law and who just go about the business of doing their own developments on hillsides. It is a challenge at the corporation and at all the other corporations. Unfortunately, we have one building inspector attached to every corporation. Mr. Chairman: Well, what are you authorized to do in law and what are you doing? Mr. Seecharan: Well, once we identify an unauthorized development, we issue notices to cease work. If the offender refuses to stop the work, I do my reports to my CEO who now presents it to council. Council now decides, by way of resolution, to go for an injunction before the courts to cease the work. We have successfully done that on the Maracas Valley in the last couple years— not under Mr. Gooding’s charge, but the prior chairman—where we ceased a big development that tried to develop the riverside bed and we got the injunction and they have stopped. So, generally, that is where we tend to go because even though we serve the notices out there, we find that the general public just does not take us on. Generally, they just go about their business, and it is not only in Tunapuna. We have had that situation throughout the country. Mr. Chairman: Okay. Well we will come back to regulatory and legislative suggestions for greater enforcement. Mr. Maharaj, you had a question? Mr. Maharaj: Yes. Thank you very much, Chair.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) I am advised that there may have been the existence of a vacant lot and flood mitigation team in existence at the corporation. Is that team still in existence and how have they been working so far? Mr. Serrette: May I respond to that? That team is not in operation at present, but it was operational up to December 2013 and it worked well because at that time you had a lot of rainy season there, a lot of floods, and they were responsible for cleaning up empty lots. But that programme is still to be revitalized. Mr. Maharaj: So it was working well and you stopped it? Mr. Serrette: It was working well but due to a lack of funding right now—we are in the process of getting a virement to continue the programme. Mr. Maharaj: So all the worker are fired—how many workers are affected there? Mr. Serrette: Well, remember they were on short-term contract, and originally short-term contract is for a specified period. So you are not obligated to have them employed continuously. Mr. Maharaj: Sure. Mr. Serrette: They were short-term employed, and based on funding, you either continue or you stop the programme for a while until you could assess those available funding. Mr. Maharaj: And the service they were providing now that you said was working, what is being implemented to try and— Mr. Serrette: Well, right now we have the health section. Well, they normally will be the ones who are responsible for doing that, seeing that we had that, you know, that increase in rainfall and so on, and flooding at that point in time, but we are in the dry season now so it would not be so much of an issue now. So the health section would fill in the gap at this point in time. Mr. Chairman: Mr. Vieira and then Miss Thomas. Mr. Vieira: Thank you, Chair. Well, I am very pleased to hear about your disaster management plan and I commend the corporation on this. I am concerned about the plague of bush fires and I was wondering whether the members of the community really appreciate the link between the burning of the hills and the flooding that follows, and I was wondering whether you all were doing anything in terms of raising consciousness or awareness in that regard, or re-afforestation projects. Mr. Gooding: Chairman, that is a very good observation. We are now embarking—we feel that one of the plans that we need to use is education, not only in that area but in other areas, to inform people as to how they can assist in the longer term, because what happens in the short term comes back to bite you down the road. So education and meeting the burgesses through the councillors, that is going to be a big plan that we would be using, going forward.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Maharaj: In line with the same education thrust as articulated by the Chairman, and given the size of this corporation reaching the east and the west, it is clear that for this education to be effective and the outreach, have the council had any town meetings at all in places like, say, La Fillette, Blanchisseuse and other parts of the corporation that may not necessarily interact with them? 11.30 a.m. Because if you live in, let us say Blanchisseuse or so, the corporation that you more likely might have interaction with, though they may not have jurisdiction over you, is Arima Borough Corporation. Have your council had any town meetings to reach out to these communities since assuming office? Mr. Gooding: The councillors have been working very hard meeting the burgesses. We have met with burgesses dealing with career development and so on. But on April 02, there will be a consultation with the Institute of Marine Affairs to deal with Blanchisseuse and that consultation will deal with erosion of the coastal sector and so on, and that will be one of the formal approaches that we would have. But ongoing, we intend to have those educational forums with the councillors. Mr. Maharaj: That appears to be the councillor doing part of his regular duty serving his catchment or his constituency. I am speaking directly here about the council in total going to Blanchisseuse or La Fillette or Wallerfield and so on, and having any kind of discussion with the constituents there as opposed to the councillor’s regular duty of meeting his constituents. Mr. Gooding: Well, the fact is that the councillors have been doing this. This is part of what they do. You are right. One of the initiatives that the council has committed to is to host statutory meetings outside of the corporation, and we hope that by going out to those areas that the burgesses will be better able to come in, because right now at our statutory meetings we invite the public to come and have their say. So we expect that as we go out to have these meetings that we will able to achieve what you are asking about. Mr. Maharaj: Well, I surely would recognize the difficulty of a resident of Fillette travelling down to Tunapuna on the main road there with the kind of time and expenditure required. So I mean, has this ever been done or is this a new initiative of your corporation, this reaching out programme? Mr. Gooding: As far for this council, this is the first time we will be going out to have the meetings there. But the point I want to make is that the councillors are committed to working with their burgesses within their communities, and I am very confident and I am heartened by the level

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) of work that is being done by councillors in this regard throughout the corporation. Mr. Chairman: Mrs. Thomas. Mrs. Thomas: Thank you, Mr. Chair. I divert my question to the Disaster Coordinator. Firstly, I want to ask if there are any shelters in your area. One of my reasons for asking that, I know there was a fire in Maracas Valley yesterday and one of the problems the councillor indicated is that there were no shelters to accommodate this family that suffered this loss. And then my next question is to follow up on what the Minister just said, Mr. Chairman, about the community outreach. I am aware, I think San Juan/Laventille—because I went to a meeting recently where they go out on different nights when the burgesses are home, and they go to like schools or so and they actually host a disaster preparedness and have members from the disaster preparedness come and talk and then the citizens raise questions. So, I like the initiative of the statutory meetings, but I also want to probably suggest that could be another means of reaching out to the community and getting word out, and getting a feedback from them. As you know, the statutory meetings tend to be more formal as compared to if you have like these community town meetings which are hosted in the night when people are from work. One other thing, the building inspector. I heard the Minister—when you look at your process for approval of building—say the process seem so long that time you get the approval, having to go to council, the building is built. I mean it is a real fact and I am wondering, is there not like a process where you, as the building inspector, can either go to the chairman or CEO, get the necessary disapproval or whatever it is; you indicate to the person building their property and when you meet that council for your building community meeting you just advice that certain things were done, certain properties were not approved, certain were approved. But at least it would not delay in going through that long process and then when the person already reach halfway in building the house, you come and say—before reaching that stage then, if something can be done with the internal staff there, the CEO or the chairman, and you get whatever authorization and then you move forward and just advise the council after because they too would understand how critical it is to have an urgent response. So those are my three things that I have raised. Mr. Serrette: I just want to respond to the second question with the outreach programme. Now this council, it newly came into being and then we are in transmission. So it has not gotten around to the town meetings, but the last council had a great deal of town meetings. I myself accompanied them sometimes after hours in the afternoon. We went to Maloney, we went to La Horquetta, these different areas, where people would come and voice their concerns, but, you know, in voicing their

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) concerns most of the concerns were employment. But still we were there and we went out to certain communities. I believe we too went to Blanchisseuse once. That was in the last council. So this council is still in transmission, so I guess they will be coming around to that sooner or later. Mr. Maharaj: Refresh my memory. How long ago was this council sworn in? Mr. Serrette: November 2013. Mr. Maharaj: And we are in March now. Okay. Mr. Chairman: Well I am interested in the answer to the third question. When you provide a cease and desist order or whatever the equivalent is, why it is under the current law that you cannot enforce that cease and desist order in terms of building and so on? Mr. Seecharan: Well to begin with, generally it is the urgent matters. Councill meets every week. So once there is an urgent matter that deals with sometime that is creating a nuisance out there, I would approach the CEO and we will go to council for resolution. So it is not like it will wait for a month or two months. The issue of— Mr. Chairman: No, what I am asking: is that the shortest possible process? That is what I am asking. Or do you have anything else under the law? Mr. Seecharan: Precedence in the past has been that, and because of the Municipal Corporations Act is that, we must get council’s resolution to do certain things, and the law is clear when it comes to that to actually take action. But to stop, we can in discussion with the CEO—I would apprise the CEO of the situation and we would go ahead and issue out the notices to stop. Once we revisit and we realize the person is not stopping, generally I would liaise with the Corporate Secretary so that legally we can see where we are going with this as to what action could go forward. Mr. Chairman: So your position is you have to go to council? Mr. Seecharan: Yes. Mr. Maharaj: But, Chair, it was said earlier by Mr. Seecharan that council in the past stopped a major development on the river bank. So we know that council has the authority and capacity to stop it. So we just have to find a way to accelerate. Mr. Seecharan: I just want to remind hon. Members that that matter had to go before the courts. So it is a cost to the corporation when we go to the courts and that— Mr. Maharaj: Well, it is a cost to the country if you do not. Mr. Seecharan: Yes, it is. That has been the major factor of the corporations with when you have to expend this amount of money to go before the courts to actually get somebody who is doing something wrong to get that person to actually stop.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Maharaj: Your report to the councillor, to your CEO, is based on a legal authority that you have? Mr. Seecharan: My report is based on the guidelines for which I was hired under and forward to the portfolio of the building inspector for which I follow based on the Public Health Ordinance and the Municipal Corporations Act. Mr. Chairman: All right. Let us get some thoughts from Ms. Coudray on this, and then we still have to answer the question about the shelters. Ms. Coudray. Ms. Coudray: Thank you, Chairman. I am not clear, Mr. Seecharan, in terms of what do you go to council for; at what stage do you go to council. I was not clear on that. Mr. Seecharan: The stage we go to council is for action, for demolition, for removal, if the council—generally, I was advised by the Corporate Secretary back then that if you have to extend funds to hire an external attorney to go before the courts, you have to go to council for that aspect. Ms. Coudray: Okay. But I think we all got the impression here that in order to serve a notice that you have to go to council. That is what you said initially. So I am saying at the expiration of that notice is when you go— Mr. Seecharan: Go to council. Ms. Coudray:—but you do not wait until the expiration. I guess your timing will be important. Mr. Chairman: Sorry. So you do not have any methods of enforcement in that you have to go to council and you have to wait for a process to go through the court. Is that what you are saying? The corporation does not have any enforcement powers at all to stop, to cease and desist? Because I take it somebody is breaking the law. If you give an instruction to cease and desist, what do you do about that? May be Mr. Vieira can help before you answer. Mr. Vieira: Thank you, Chair. Well it would seem to me that the current laws and procedures may have to be revisited because they are not achieving the objections that we need to achieve, and I think we really would need to look at the expedited procedures and perhaps expanding the range of available sanctions and penalties and this is something that could come up in the Land Development and Facilitation Bill, perhaps. Ms. Coudray: But you know, in terms of operationalizing the law, I am aware of a particular corporation that had a standing arrangement with the council that because of how chronic the unauthorized buildings had been, that once a notice has expired you have council’s blessings to take it to the next stage and you come back at the first meeting, subsequently, and have it ratified, and that was expediting it. I do not think any law was being breached.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Vieira: But I am also thinking in terms of the courts, and I am even wondering perhaps whether this is an area that should not be put before the environmental commission as a specialized court to deal with all these types of matters. Ms. Coudray: Under the new Bill that is coming up, but— Mr. Chairman: What about the question of the shelters that Mrs. Thomas raised? Mr. Siew: Presently, we have 38 shelters designated as shelters for different scenarios. Not every shelter is deemed fit for hurricane or probably a flood or whatever. Some of these shelters are actually in flood zones so we used them for fire victims. Yesterday we were on site while the fire was actually blazing in Maracas St. Joseph. It was approximately 200 feet into the mountain. So, fire services had problems getting in, so therefore the house was totally lost. In terms of opening a shelter for the family of five, that would not have worked for them because they did not have anything at all. So what we did is try to expedite the procedure in terms of getting somewhere for them that would have a stove, proper facilities for them to use. It is not that we did not have a shelter. The shelter would have had to be outfitted for the victims, and in order to avoid that—because they are already distraught by what they lost. So we try to make them as comfortable as possible by opening up probably an avenue for them to get a place to rent where we can that out sort and that is the ground that we took. Mr. Chairman: Okay, let us talk a bit about the question of human resources. Is the corporation adequately staffed; what is its complement on paper; and what is the staffing that is available; and talk to me about your chief officers as well. Mr. Serrette: With the staff we are understaffed. Starting with the chief officers, we have one corporate secretary, an engineer and survey officer. We have no financial officer, but hopefully we should get one by May. The person was already appointed to Tunapuna but they are unable to assume until May, and the last financial officer was there up to July 2013. So right now we have one corporate secretary, an engineer and survey officer. We are still missing the financial officer. 11.45 a.m. Mr. Serrette: With regard to monthly paid officers, we have been writing the Ministry constantly to get monthly paid officers. Most of the positions now are held by daily paids, daily-rated employees, like checkers and so on, who would be in the accounting section. In the municipal police, as the Chairman suggested earlier, the complement is supposed to be 14, right now we only have four, and you all saw the large area that they have to man. We are short of monthly paid officers in the different sections. The accounting unit is supposed to be staffed by monthly paid officers, that is for succession planning and for reporting purposes, but

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) right now we have four daily-paid officers in order to man those stations. But we are still going before the Ministry of Local Government trying to get extra staffing. Right now with the present staffing monthly paids, we have 64. We have contract officers with the Ministry of Local Government, 30. Contract officers with the Tunapuna/Piarco Regional Corporation short-term contract, 16, and our daily rated persons employed at present is 1,322. That will be in different categories of permanent, casual and regular employees. Basically we are trying our best to see if we could get another building inspector, because right now one building inspector to man all these areas is really, really a challenge. I wanted to add just now while we were speaking about the matters with the building inspector, the Land Settlement Agency is constantly sending complaints to us of illegal structures. They would go, do the site visits, take pictures and send them to us. Right now we have a pile nearly about 500, and our hands are tied even to deal with the ones we have. Sometimes we are faced with challenges, where you go to a building and it is locked, and we cannot gain entry by breaking the padlock; so for most of those we have hired an external attorney. Those matters will be coming up soon at the courts, and once the court gives a decision then we could probably enforce that. We also need to have an enforcement unit in order to do these enforcements. Since in Tunapuna—I came there in October 2012—we did one demolition, and that was in Farm Road where a guy used a muster point, blocked it around and was claiming—he had a pit bull and so in there. That was the only enforcement I did since my tenure at Tunapuna/Piarco. So we need an enforcement unit separate and apart from the building inspectors unit in order to do these enforcements, because you give notices, you go to the council after a while for a demolition and people are not taking you on. So right now a lot of matters are before the court, and what the court decides, we will see how best we can hire some agency to do the demolition, once the court gives that order. Basically your hands are tied most of the time. Mr. Chairman: So what are you suggesting? We did ask you some questions about the legislative and regulatory adjustments that would be useful and helpful to the corporation. I am not sure that you answered those questions. With regard to this specific matter, I would ask the corporation to consider and provide some suggestions that we can look at, with regard to expediting enforcement on cease and desist orders for building illegal structures. Any other questions with regard to the human resources? Mr. Maharaj: Your allocation the last fiscal year and this fiscal year, how does it compare? Mr. Serrette: This is 2011/2012, the releases—this is the releases—let me just tell you the allocation. [Interruption] The releases that we got, recurrent and DP was $213,163,699. Under DP

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) the allocation was $15,400,000. I do not have a figure for the recurrent, but those are the releases. Releases, $230— and DP $213,163,699. Mr. Maharaj: Did your allocation increase from the last year compared to this year or did it go down or stayed the same? Mr. Serrette: The allocation increased, especially in the development programme. Mr. Maharaj: So you are getting an increase in funding, but you seem not to have the funding to hire people, because you said you closed down this flood and vacant lot mitigation team. How many people were affected, who had to be released from employment? Mr. Serrette: It would vary. The amount might be about 200. Mr. Maharaj: So 200 people— Mr. Serrette: Who were rotated at different times. Mr. Maharaj: And you said they were working well, and you have an increase in funding; it is kind of a little confusing that you would have had this increase— Mr. Serrette: Now recurrent funding—and this is short-term as I said before. Short-term funding is for a specific period and a specific project; once that project has been completed, that is supposed to be the end of that project. But as I said before, based on the flooding and all that, we had that problem ongoing and running. Now that we are in the dry season—if we have to bring those people back now it might be just for empty lots, to clean up empty lots. There is supposed to be a charge to the persons having these empty lots just running away, but normally we will go and clean them because of health issues and all that. Mr. Chairman: Are you saying that you do not know what your allocation is for recurrent expenditures? Mr. Serrette: Not that I do not know; I will give you that in a while. Mr. Chairman: Yes, please. While you are working on that, Mrs. Thomas has one more question on the human resource side. Mrs. Thomas: Thank you, Mr. Chair. I realized in the CEO’s comments and even in the report that most corporation just like yourself have this shortfall of staff, and for monthly paid positions they have to utilize the daily paid to really get the job done. Are these daily paid people compensated? I am aware of a situation where the daily paids were not compensated adequately because of some regulation in the bargaining unit about doing the function of a monthly paid. Of course, it is causing a little rift with the union intervening and so on. Are these daily paid employees compensated so as to avoid any sort of intervention by the

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) union, and allow for a smooth flow of the operations of the corporation? Mr. Serrette: They are not compensated in any way. Mrs. Thomas: They are not? Mr. Serrette: Only to perform the duties of the monthly paid officers. Mrs. Thomas: But they are doing the functions of the monthly paid? Mr. Serrette: Yes, and very well too. Chairman, getting back to the allocation, the recurrent allocation for 2011/2012 was $154,389,000; under recurrent expenditure 2013/2014— Mr. Chairman: I want to know 2013/2014, the current year. Mr. Serrette: The current year—recurrent allocation, $156,215,400. Mr. Chairman: One more question from Mr. Maharaj about the flood. Mr. Maharaj: I have an observation with the flood issue. I mean, I am getting to know about this flood issue through the Ministry I am in. You said they were occupied during the rainy season and so on, but it seems to me that the practice is you prepare for flood in the dry season, not in when the floods are upon you. So your argument there has me a little confused. Mr. Serrette: That programme that you are speaking about, it would be initiated very, very soon, maybe in the next week or two. As I said before, we were trying to get a virement to see if we could boost up the vote and to continue— Mr. Maharaj: I have an interest in floods, because it will affect the farmers in the area. Mr. Serrette: In a week or two that will be back on track, but only for a short while really. Mr. Vieira: Thank you, Chair. Mr. Serrette, earlier on you had mentioned about when people come to these town hall meetings often they are looking for employment, unemployment is a biggest issue, and your region, you have access to universities: UTT and UWI; there is CARIRI nearby; you have the airport. There is ecotourism like with Asa Wright; you have agriculture areas, farms, forests. So my question is, with all of these potential support systems in place, what efforts have been made regarding strengthening this economic base in your area? Mr. Gooding: I think in my opening remarks I said that we were working with the Tunapuna Chamber, and we also began a relationship with MIC through their MuST and HYPE programmes, where we are taking young burgesses to channel them through those programmes. It is just about to start, so you would expect to see the benefit of that down the road. Similarly with the Tunapuna Chamber, we are also looking to see where we can attach apprentices to their operations, because they have a large number of businesses. However, in my short experience in the corporation, I have found that when people come for employment they are coming specifically for the short-term employment, and if you were to

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) suggest to them, because we have relationships with companies in the area, and you would tell them, “Well listen, you can get a job down at KFC or you could get a job somewhere else”, they are not particularly interested in going for those kinds of jobs. They are prepared to sign their names on the register once a month, so that when short-term employment comes up, they would be in line for being hired. So our midterm to long-term view really is to see how we can encourage people into more sustainable employment through the kinds of relationships that we are trying to build now. Mr. Vieira: Have you looked at things like Nedco and business incubators and that sort of thing as well? Mr. Gooding: We are now starting up, and the first step was really the MIC, because we were very much aware of those, and the Tunapuna Chamber who represents a large number of businesses, but surely we would want to look at those other opportunities that you just mentioned. We have to look at a wide range, because the number of unemployed in our area will be significant. Mr. Chairman: Tell us a little about the public health and sanitation issues in the corporation. Ms. Noel: Good day, Mr. Chairman and members. The public health issues: I will start with the scavenging service. We have a relatively good scavenging service in the area. We certainly had meetings with the contractors as well to keep them abreast with our findings or any complaints, et cetera. Recently, within the month, we had inspection of the vehicles, because sometimes we get complaints such as seepage of liquid from the compactors and the charging of money too. Sometimes the contractors may ask for money for the services, et cetera, so we had some visits to the contractors’ premises inspecting the vehicles and liaising one to one with them. So far we have seen some improvements and we are not getting as much complaints since that recent inspection. We have complaints concerning scavenging such as, sometimes people may complain that an area or the truck did not pass, and when we do investigate, sometimes, yes, there might be some mechanical problems or sometimes the truck passes and the resident did not put out their waste on time, so in that case we would normally go. The litter wardens would go house-to-house and inform the public, the members, of the days and times that the area would be serviced. In addition, whenever the compactors or the trucks do not perform their services, and we are aware of it through the monitoring of the checkers, we do what we call a percentage payment, in that, if they leave out any areas we inform them. They are supposed to be informed in writing within 24 hours, and this we do, and we work out the percentage that was not completed and we

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) pay them accordingly, what we call a percentage payment. Mr. Chairman: Are your sanitation services fully contracting out for the corporation? Ms. Noel: Yes, 100 per cent, yes. Mr. Chairman: What is your assessment in terms of the level of satisfaction of your burgesses. Ms. Noel: Based on the level of complaints we have, I would say about 85 per cent, because we really do not get much. In a particular area we may tend to get complaints; in that way we will know to zero in on the contractor, but we do not really get very much complaints on scavenging presently. Mr. Chairman: Mr. Maharaj, you had a question? Mr. Maharaj: Chair, through you. There was a programme called Clean and Beautify Curepe; I understand that was working very well. Is that still ongoing? Ms. Noel: Yes, we still have a programme. 12.00 p.m. Mr. Maharaj: If it is working well, is there any intention to replicate that in some of the other hubs in the corporation’s jurisdiction? Ms. Noel: You see, because of the location of that Curepe hub, that is why we implemented it. It is a thoroughfare, a transportation hub so that is why we implemented that project in that area. Mr. Maharaj: All right. Ms. Noel: Now, however, we can survey and if there is need to expand that programme, we will look into it and do accordingly. Mr. Maharaj: There were some serious allegations being made against the supervisors and checkers taking bribes to give good appraisals to these contractors, sanitation contractors in particular. Have any investigations been initiated to check the veracity of these claims that there was some kind of underhand activity taking place to ensure that these contractors continue to benefit from these contracts being awarded to them? Ms. Noel: I do not know if the CEO wants to comment on that. Mr. Serrette: I have learnt one thing at the corporation, there are a lot of hearsay and “them say”. All right. There are times when you hear an allegation made against someone and when you investigate it, it is not so; people like to talk. Mr. Maharaj: But by that model there, we should, in Government, adopt the same thing. If we hear something, just ignore it too. Mr. Serrette: No, no, we investigate as I said, but after investigation, you find that it is not true. We have heard the talk, we investigated it and there is no truth to it.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Maharaj: So it is false allegations? Mr. Serrette: It is false. Mr. Chairman: I want to further the matter of public health, what is happening in terms of—apart from sanitation—inspection of restaurants and those public buildings and so on which require the inspection—public health inspection? What is the status in the corporation? Ms. Noel: That aspect of public health is done by the County Medical Officer of Health department. We are the Tunapuna/Piarco Regional Corporation, we really do not do that aspect of public health. Mr. Chairman: Okay. Ms. Noel: If you have any issue or any problem, they come to our health committee meetings. In addition, we liaise with one another and coordinate so that we communicate with them on the issues and follow up from there. Mr. Serrette: If I may add, Chairman? Right now, we do not have any public health inspectors on board. We had one and she retired some time ago and we have no public health inspectors here, so most of those undertakings are done by the CMOH. We have public health officers who are contracted with the Ministry of Local Government, like Ms. Noel here, and they would just do public health issues, but like restaurants and so on, the County Medical Officer of Health. Mr. Chairman: You had given an answer with regard to litter wardens and security issues for litter wardens. Can you expand on that? Mr. Serrette: Well, more or less, the litter wardens now, when they go out to certain areas, they have no security. They are at risk going out there open to the wolves and in certain areas, it is very detrimental, even in the building inspector’s office. Well, obviously when they have to go out, sometimes, to certain areas, the municipal police would accompany them. But the litter wardens, in extreme cases, we could ask the municipal police but they are severely understaffed presently so there would be a little challenge there. But really, there is no security for them when they go out there to perform their duties. Mr. Chairman: Okay, well that will take us naturally into the area of security. What are the hot spots in the corporation and what is being done about it? The Inspector of Police can answer. Ms. Thompson: To start with, Mr. Chairman, Tunapuna itself is a hot spot. We have the housing communities like Malabar, La Horquetta and some of these areas north of Tunapuna and Arouca area, on that side, also are hot spots. What happens, when we do encounter problems, we ask the Trinidad and Tobago Police Service to give some assistance where necessary. They, too, are understaffed.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Chairman: Okay. What is the reason for your shortage in terms of complement? Ms. Thompson: The complement, we never got the sanctioned strength to start with. I came in 2010 where I met only seven officers and then we had three estate police. They are since be out of the system. Right now, we have four officers, one pregnant person, no driver, the inspector, the sergeant and two corporals—corporals to supervisor nobody. There is, in fact, that I am aware, a recruitment process taking place because I came off vacation to start the first phase of the recruitment. I do not know at this point how far it has reached. So, that is from my aspect I will be able to answer you, Sir. Mr. Chairman: So you could hardly be effective in terms of the question of policing and so on in the corporation and you really have to rely much more on the national police. Ms. Thompson: Yes, Sir, but I try with the little staff that I have to accompany the Building Inspector, to accompany the litter wardens. What I do, the Building Inspector will inform me when he has to go to any hot spot, we get a corporation driver—which I do not think it is safe—and police officers to accompany him to go and serve notices. With the litter wardens, that is also the process at this point in time. Ms. Cudjoe: My question also is in regard to policing and security. I am dealing with pages 59 to 61 of your report. So your full complement right now is—well, the previous report says 14 members of your police department. How many do you have now in total? Ms. Thompson: The sanctioned strength is supposed to be 14, we never got the complement of 14. Ms. Cudjoe: Right. The previous report which I know this current committee would not be responsible for but it says your actual strength is five. Ms. Thompson: Yes, please. Ms. Cudjoe: Right. Your ideal strength, though, is 48 and I know this would have been the previous body, but why 48? Do you still believe that it is 48 and if so, why? Because the sanctioned strength is 14 and you are saying your ideal strength is 48. Ms. Thompson: To cover all the areas that we have presently, Ma’am, because we have the university town, we have the airport, we have lots of schools in the area, plus the housing estates. We could start off with the base of 48 as sanctioned strength and build on capacity from that. Mr. Chairman: Let us turn now to the question of—[Interruption] Ms. Coudray: Mr. Chairman, I have one question on police. Why would the municipal police be covering the airport? Ms. Thompson: Now, vending takes place also at the BWIA Boulevard, around that area, the

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Factory Road area coming across to the Oropune Housing Development. Ms. Coudray: So you are not talking about the airport itself? Ms. Thompson: No, not the airport itself. Ms. Coudray: Okay. Ms. Thompson: Because we have vending issues which we cover under our by-laws and it is becoming a sore point on the highways and in those areas also. Mr. Chairman: Okay, you spoke a bit about your development allocation. What are the main projects that you are pursuing under infrastructure? Mr. Serrette: Presently, our development programme 2013/2014, under local roads and bridges, the allocation is $10.6 million, and to date, we have received, through releases, $5 million. There is a Phase I of the project, a total of 41 paving projects. Tenders were awarded and that is currently on the way. Phase II of the project, well, estimates are being prepared as we speak. Under drainage and irrigation, the allocation is $8 million. To date, we have received, through releases, $5 million. Phase I of the project is 37 projects comprising of box drains, curb and slipper drains and culvert. Phase II of the project, well, estimates are being prepared as well. Recreational facilities, allocation, $2.3 million; to date, $1 million was released. Phase I of the project, 15 projects are underway, and this will comprise of installation of exercising equipment. I think that should be completed—most of it—fencing to recreational grounds, lighting to pavilions, installation of concrete bleachers, refurbishment of netball and basketball courts. Under market and abattoirs, the allocation is $300,000, we have not received any release to date, but that project will involve or the refurbishment of the fish and meat section and general upgrade of the roof. Local government buildings, allocation $500,000; no release to date. Project to be— extension to workshop and transport office buildings at Macoya compound. Provision of car park for employees at the transport and workshop compound. Under cemeteries and cremation sites, allocation $500,000; released to date in the sum of $500,000, project to be implemented. Paving of Lopinot Cemetery, paving of roads at Industry Cemetery and Streatham Lodge Cemetery. We also have procurement of major vehicles, allocation of $2.5 million, no releases to date, but we are hoping to procure one hydraulic bucket lift truck, two dump trucks, one 10 tonne truck, another 10 tonne flat tray and one five-tonne half-canopy flatbed truck. Under disaster preparedness, allocation $300,000; no releases to date; project to be implemented: the outfitting of the Disaster Management Emergency Operating Centre at the Macoya compound. So those are most of the projects— some almost completed in 2012.

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) Mr. Chairman: Okay, very quickly. You have heard from other corporations about the level of coordination with other agencies, local authorities and central government and so on. How well coordinated are you with these other authorities, central government, et cetera? What are the challenges, if any, you are having in that regard? Mr. Serrette: Like requesting releases, it is a process. They have to send the request to the Ministry of Local Government and from there, they will forward it to the Ministry of Works and Infrastructure. Mr. Chairman: I am not talking about infrastructure, I am talking about coordinating roads and other things in terms of development side. Mr. Serrette: Well, there is a big problem with certain agencies like PURE. For instance, we might programme a road to be paved and when we go through all the process of tendering and all of that, when we actually start the project, we realize that PURE already did the project. Those are cases that we will have because there is no communication, there is no relation between the agency. Mr. Chairman: Why not? Why is there no communication and coordination? Mr. Serrette: Well, we would invite them to our regional coordinating meetings but they do not always turn up. CISL, on the other hand, they would send a list of all their projects, we would send a list of all our projects so we could relate to one another about what are the projects that they will be doing, what are the projects that we will be doing. Oftentimes, there will be overlaps but not on a regular basis. Mr. Chairman: What do you intend to do to improve that level of coordination then? Mr. Serrette: Well, develop more communication; have a better rapport with these agencies in order to find out what their plans are. Mr. Gooding: Mr. Chairman, if I may? At the regional coordinating meeting, that is where we really have contact with these various agencies, and to date we have had good response from some of them. Where we have not seen people attending meetings, we have written to the relevant authorities setting out that according to the Act, they are supposed to have a representative at these meetings, so we are trying to get them to come. Because what happens, it is just as the CEO says, there is lack of coordination so that we begin a project or we just finish patch a road and then they come and pave the whole road, so that is wasting our resources. So we need to get the coordination right but the regional coordinating meeting is where we are able to achieve that, and we are working with the relevant people to get better attendance at those meetings. Mr. Chairman: Okay, we are getting very close to 12.15 and I will allow one last question—

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) short—from Mr. Maharaj. Mr. Maharaj: I do not have a short one but I have a couple, but I will try to see how much I could squeeze in. Given the state of in-betweenity you have with these various projects that you have on and given the fact that we are already six months into the fiscal year, do you have the ability and capacity to complete these projects that is before you right now? Mr. Serrette: I could boast about that. I came into office here in October 2012 and every single project between that fiscal year, they were completed on time and within budget. We could boast about that, so I know for a fact that these will be completed on time without a doubt. Ms. Coudray: Have you requested all your releases so far? What percentage have you requested? Mr. Serrette: Well, as I said, in phases. The first phase, we got all the money. Second phase, we are in the process of doing the estimates so that is a next—[Interruption] Ms. Coudray: How much do you have to apply for still? What is your total allocation and how much have you requested to date? Mr. Serrette: I do not have that figure but 2013/2014, that is the current. Ms. Seaforth, do you have it there? Okay. 12.15 p.m. Mrs. Seaforth: I will say about fifty per cent of the releases were requested and outstanding ones will be 50 per cent. Mr. Chairman: I want to wrap up because we are more or less out of time. There are some areas that I would like to still bring to the attention of the Chairman and the executive. In your submissions you spoke to some matters such as lack of internal audit, poor communication in terms of roles, responsibilities, policies and procedures not clearly documented and communicated. Given the background of the Chairman, I would expect that he would move very swiftly to resolve some of these matters so that we would like to hear what are your plans and programmes for resolving lack of internal audit, poor communications, and policies and procedures properly documented. And hopefully—not hopefully—we would request that you write us on your programmes to solve these outstanding matters, but I will leave a moment for Chairman Gooding to make some concluded remarks. Mr. Gooding: In terms of the strategic plan, we have more or less had some time to review what is in that plan and a lot of what you just spoke about is in there. So we now have to take the next step of developing those systems and procedures, and that is the governance part of it. Internal audit—that is one that we are dependent on the Solicitor General—Auditor, sorry, Auditor

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17th Report of the JSC on Municipal Corporations and Service Commissions (with the exception of the Judicial and Legal Service Commission) General, so we are dependent on that but we would do whatever we need to do to ensure that we are ready. In terms of bank reconciliations and cheques reconciliations, we want to make sure that all of those things are in place. So in answer to that, we are following the strategic plan to follow through in terms of execution. But the closing remarks really are to thank the Joint Select Committee for inviting us to have this meeting. It has also worked to give us an indication of where we are, where we are falling short and what we need to go back and do. But generally I am satisfied with the level of work, and I am amazed with the level of work that the workers, the management and workers are able to achieve with the resources that we have. So in terms of roads and drainage and cleaning up areas and recreational parks, cemeteries, I am very happy with how we have responded. I think we need to strengthen certain areas in terms of governance, in terms of the systems and procedures and so on. Security is a big one for us and I know that we have been constantly following up. There have been recruitment processes that perhaps the time it takes from recruiting to actually having the people available takes too long. So by the time we are ready to get the people, they have moved on to somewhere else. But the security part of it is critical and we need to get help for our Inspector here to be able to do the kind of work that she wants to do. As I said, I am happy with the team. We need to also strengthen our management team and the staff in terms of development and so on and we will—I will give you the undertaking that we will be working towards that so the next time we meet we will be able to give you maybe more answers and better answers than we gave this morning. Mr. Chairman: Okay, well I think you did most of my wrapping up. [Laughter] So all that is left to do is to thank you and your team for responding, as you have, to the questions. There are still some unanswered questions and the Secretary will communicate with you in writing so that we could get some of those questions answered over the next couple weeks. So thank you all very much for spending the time with us and we hope to meet with you soon again when some of these issues and challenges, we would like to hear, are fully resolved. So without further ado, I suspend the meeting for five minutes, when we will continue thereafter. 12.18 p.m.: Meeting suspended.

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Appendix 4

Strategic objectives of the Corporation

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STRATEGIC OBJECTIVES OF THE CORPORATION

1. As one of the most diversified areas of the country, the TPRC seeks to capitalize on such an opportunity by further strengthening economic base thereby allowing the TPRC to secure its fiscal support outside of transfers from the Central Government on which it is currently reliant for more than 90 percent of its funding.

2. To improve on its areas of traditional responsibility, while building new planks by becoming the stimulus for a range of economic activities in sectors that have the capacity to be competitive locally and internationally, supported by a facilitative physical, social and institutional infrastructure.

3. The closing of the gap between existing responsibilities and the level and quality of delivery in such areas as waste management and environmental maintenance.

4. To produce a strong sense of urgency from both the Central Government and the burgesses that the TPRC is, in the main, delivering value for money, thereby showcasing by extension the efficacy of Local Government.

5. To desist from limiting itself to the use of traditional approaches, but to seek more private sector involvement in service delivery in respect of its traditional functions and roles and in the new areas it now charts for itself.

6. To reorganize its internal structure, foster greater efficiency among its staff through training, upgrading and enlist a close and continuing collaboration among a range of external stakeholders; to create the spurt of energy which will allow the entire area to be competitive in the global economy.

7. To be sensitive to be able to reap the competitive advantages with the global economy since it is as much part of the competitive world as firms and enterprises and it is duty bound to hold and remain responsive to its vision, mission and core values if it is to remain responsible to the thousands of burgesses resident in the area.

8. To play a major role in the economic and social development of the community in accordance with plans approved by the Minister with responsibility for development and planning and with far more inputs from the people in their own communities.

9. The introduction of monitoring tools such as the quality assurance mechanism and the marketing/ customer satisfaction assessment that will ensure that the TPRC has an intimate knowledge of the impact of its services on clients and key stakeholders, thereby producing quick responses in addressing concerns.

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10. To see itself as a competitor in the international order seeking to attract and retain burgesses as residents and corporate citizens in its area of responsibility, in competition with other Corporations and Institutions within the country.

11. To provide an adequate administrative building to meet the existing needs of the employees which would fulfill the requirements of the OSHA Act.

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Appendix 5

Staff of the Administrative Section

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Positions in the Amt. Required Positions in the Amt. Staff Assigned to the Amt. Administrative Section Administrative Section Administrative Section

Administrative Officer II 1 Administrative Officer II 1 Acting Administrative 1 Officer II

Corporate Secretary 1 Corporate Secretary 1 Corporate Secretary 1

Administrative Assistant 1 Administrative Assistant 1 Acting Administrative 1 Assistant

Clerk IV 1 Clerk IV 1 Acting Clerk IV 1

Clerk III 1 Clerk III 1 Acting Clerk III 1

Clerk II 1 Clerk II 1 Nil 0

Information Technology 2 Information Technology 2 Information Technology 2 Officers Officers Officers

Clerk Stenographer II 1 Clerk Stenographer II 1 Ag Clerk Stenographer II 1

Clerk Typist 1 Clerk Typist 1 Clerk Typist 1

Duplicating Machine 1 Duplicating Machine 1 Duplicating Machine 1 Operator Operator Operator

Messengers 2 Messengers 2 Messengers 2

Maid 1 Maid 1 Maid 1

Cleaner 1 Cleaner 1 Cleaner 1

Clerk I 6 Clerk I 9 Temp. Clerk I 2

Legal Assistant 1

Clerical Assistant 2

Checker 2

O.J.T. 1

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Number of projects completed and accompany costs for the recurrent programme

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RECURRENT PROGRAMME a) CONSTRUCT BOX DRAINS: Total Amount: Total Cost: Area 1: 284m $1,710,000.00 Area 2: 396m $2,876,000.00 Area 3: 387m $2,760,000.00 Area 4: 276m $1,500,000.00

b) CONSTRUCT BOX CULVERT: Total Amount: Total Cost: Area 1: 10m $100,000.00 Area 2: 6m $50,000.00 Area 3: 12m $120,000.00 Area 4: 20m $210,000.00 c) CONSTRUCT CAUSEWAY: Total Amount: Total Cost: Area 1: 30m $30,000.00 Area 2: 60m $60,000.00 Area 3: 60m $60,000.00 Area 4: 60m $60,000.00 d) FOOTPATH: Total Amount: Total Cost: Area 1: 60m $40,000.00 Area 2: 70m $45,000.00 Area 3: 75m $47,000.00 Area 4: 80m $50,000.00 e) CONSTRUCT KERB & SLIPPER: Total Amount: Total Cost: Area 1: 230m $230,000.00 Area 2: 400m $380,000.00 164

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Area 3: 500m $430,000.00 Area 4: 270m $280,000.00 f) CONSTRUCT SIDE WALL: Total Amount: Total Cost: Area 1: 50m $30,000.00 Area 2: 70m $40,000.00 Area 3: 60m $36,000.00 Area 4: 65m $38,000.00 g) CUTLASS BY HAND & WHACKER: Total Amount: Total Cost: Area 1: 775,160m2 $160,780.00 Area 2: 785,276m2 $175,625.00 Area 3: 870,360m2 $202,726.00 Area 4: 968,280m2 $276,805.00

h) WEED & EDGE ROADWAY: Total Amount: Total Cost: Area 1: 670,380m $5,206,120.00 Area 2: 620,460m $4,860,740.00 Area 3: 706,526m $5,600,870.00 Area 4: 585,670m $4,623,780.00

i) CLEAN DRAINS: Total Amount: Total Cost: Area 1: 210,685m $670,860.00 Area 2: 270,860m $720,620.00 Area 3: 308,750m $810,350.00 Area 4: 260,860m $705,060.00

j) MOBILE PATCHING-COLD MIX: Total Amount: Total Cost: 165

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Area 1: 360m2 $300,000.00 Area 2: 508m2 $410,000.00 Area 3: 490m2 $400,620.00 Area 4: 368m2 $350,670.00 k) INSTALLATION OF MANHOLE COVERS: Total Amount: Total Cost: Area 1: 106 $100,000.00 Area 2: 170 $180,000.00 Area 3: 120 $140,000.00 Area 4: 115 $130,000.00

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