Siparia Regional Corporation

21st Report of the JSC on Municipal Corporations and Service Commissions

PARLIAMENT OF THE REPUBLIC OF TRINIDAD AND TOBAGO

Fifth Session (2014/2015) TENTH PARLIAMENT

Twenty-First Report Joint Select Committee Appointed to inquire into and report on Municipal Corporations and Service Commissions

oonn aa RReevviieeww ooff tthhee AAddmmiinniissttrraattiioonn aanndd OOppeerraattiioonnss ooff tthhee SSiippaarriiaa RReeggiioonnaall

Ordered to be printed with the Minutes of CCoorrppoorraattiioonn Proceedings and Notes of Evidence

21st 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 2277/2527/2282, Fax: 625-4672 Email: [email protected]

21st Report of the JSC on Municipal Corporations and Service Commissions

Twenty-First Report

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

Review of the Administration and Operations of the Siparia Regional Corporation

Date Laid: HoR: 08.06.2015 Senate: 05.06.2015

21st Report of the JSC on Municipal Corporations and Service Commissions

The Committee

Mr. Anthony Vieira Chairman

Mr. Hugh Russell Ian Roach Mr. Prakash Ramadhar, MP Vice -Chairman Member

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 Mr. Rodger Samuel, MP Member Member Member 4

21st 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.

21st 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 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

Meetings

For the purpose of this inquiry, the Committee held one meeting with officials of the Siparia Regional Corporation on Friday July 25, 2014.

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 6, 2014 following his resignation as a Senator on 10 April, 2014 3 Ms. Marlene Coudray replaced Brig.(Ret’d) John Sandy on the Committee with effect from 16.10.12 following the termination of his Senatorial appointment on June 25, 2012 4 Mr. James Lambert replaced Mr. David Abdulah on the Committee with effect from 16.10.12 following the termination of his Senatorial appointment on June 22, 2012. 6

21st Report of the JSC on Municipal Corporations and Service Commissions

Contents Page #

List of Figures ...... 9 Table of Abbreviations ...... 9 Executive Summary ...... 11 Chapter 1 ...... 14 Summary of Recommendations ...... 14 Chapter 2 ...... 17 Introduction ...... 17 Background of the Review ...... 17 Conduct of the Inquiry ...... 21 Ministerial Response ...... 23 Chapter 3 ...... 24 Key Issues, Findings and Recommendations ...... 24 Human Resources ...... 24 Financial Management ...... 29 Public Health ...... 31 Infrastructural Development ...... 36 Policing and Security ...... 39 Disaster Management ...... 41 Tourism and the Environment ...... 44 Strategic Planning ...... 45 Conclusion ...... 47 APPENDICES ...... 49 Appendix I ...... 50 Entities falling under the purview of the Committee ...... 50 Appendix II ...... 52 Minutes of the Proceedings of July 25, 2014 ...... 52 Appendix III ...... 68 Excerpt of Verbatim Notes of the Public hearing held on July 25, 2014 ...... 68

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Appendix IV ...... 98 SRC Organizational Chart ...... 98 Appendix V ...... 100 SRC Staff Requirements ...... 100 Appendix VI ...... 104 SRC - RCC Attendance of State Agencies 2012 – 2013...... 104 Appendix VII ...... 106 SRC Strategic Action Plan 2011-2015 Strategic Objective: “Optimize Accounts Management Systems” ...... 106 Appendix VIII ...... 112 SRC Departmental Achievements ...... 112

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List of Figures FIGURE NO. DETAILS PAGE NO.

Figure I Location Map for the Region of Siparia 3

Figure II Land use within the Region of Siparia 4

Table of Abbreviations

ABBREVIATION MEANING

CEO Chief Executive Officer Community-Based Environmental Protection and CEPEP Enhancement Programme CERT Community Emergency Response Team

DMU Disaster Management Unit The Estate Management and Business Development EMBD Company Limited HRM Human Resource Management

MoCD Ministry of Community Development

MoFE Ministry of Finance and the Economy

MoLG Ministry of Local Government

MoWI Ministry of Works and Infrastructure

MoT Ministry of Tourism

MTEST Ministry of Tertiary Education and Skills Training

NGC National Gas Company

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NUGFW National Union of Government and Federated Workers

OSH Occupational Health and Safety

PMCD Public Management Consulting Division

PSIP Public Sector Investment Programme

PSAEL Palo Seco Agricultural Enterprises Limited

PTSC Public Transport Service Corporation

SRC Siparia Regional Corporation

SRP Special Reserve Police

SWMCOL Solid Waste Management Company Limited

T&TEC Trinidad and Tobago Electricity Commission

T&CPD Town and Country Planning Division

TTPS Trinidad and Tobago Police Service

URP Unemployment Relief Programme

WASA Water and Sewerage Authority

21st Report of the JSC on Municipal Corporations and Service Commissions

Executive Summary

At its Twenty-Ninth Meeting held on Friday March 07, 2014, the Committee agreed to conduct a review of the administration and operations of the Siparia Regional Corporation. The aim of the Committee was to acquire a better understanding the major issues/challenges affecting the operations of the Corporation and to propose solutions for addressing these challenges.

To this end, the Committee sought and obtained written evidence based on certain areas of the Corporation’s operations. Subsequent to reviewing the written submissions received on these areas, a public hearing was held with officials of the Corporation on Friday July 25, 2014. The main areas of the Corporation’s operations which were examined were: . human resource management/development; . public health and sanitation; . disaster management; . the development of industries within the region; . Municipal police and Security within the Corporation; . infrastructural development and Coastal Erosion; . the Corporation’s involvement in the relief and remedial activities following the Petrotrin Oil Spill; . tourism development initiatives.

An analysis of the oral and written evidence revealed that the Corporation was confronting by the following major challenges:

i. human resources shortages and deficiencies due to challenges with filling vacant posts particularly among the Daily Paid cadre;

ii. the absence of a Human Resource Management Unit that would allow for a more structured and holistic approach to the provision of support services to employees; iii. the Corporation’s Building Inspection Unit is practically dysfunctional and in urgent need of additional human resources;

21st Report of the JSC on Municipal Corporations and Service Commissions iv. an inadequate number of Municipal Police Officers compounded with insufficient vehicles.

Notwithstanding these significant challenges, the Corporation has attempted to implement initiatives to enhance its operations. Some of the main areas that the Committee considered commendable include:

i. the fact that all of the Chief Officer positions were filled (whether on contract on by the Service Commission) was commendable as these officers are critical to the overall efficiency of the Corporation;

ii. developmental training was planned for improving the capacity of staff in the Corporation’s Accounts Unit; iii. the clustering of all public health services at a single location, referred to as the “One Stop Health Service Centre” is worthy of emulation by other Corporations; iv. the revision of the scavenging scheduled in the Corporation to allow for more frequent collection of garbage and the prioritizing of the collection of waste from schools and government offices, police stations and other public institutions on afternoons was noteworthy. In addition to the pilot project for the sorting of solid waste items;

v. the Corporation had a full complement of staff for its Disaster Management Unit and it was evident that the Corporation has boosted its capacity to be more effective in the area of disaster management through the acquisition of additional devices and equipment; vi. through outsourcing, the Corporation has arranged for a proper maintenance management system for its fleet of vehicles; vii. the Corporation through its RCC meetings has held discussions with the Ministry of Food Production concerning the revival of its coconut industry. This demonstrated

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some measure of initiative and interest in boosting commercial agriculture in the region; viii. there was evidence of a real effort to apply a strategic planning approach to inform the core activities of the Corporation;

As it concerns the Corporation’s challenges, the Committee has proffered recommendations to address some of the issues/shortcomings it identified. These recommendations along with associated findings are outlined in chapter 3. We expect that the Parliament, the SRC, the Ministry of Local Government and other stakeholders would take into consideration the findings and recommendations of this report, with a view to improving the operations of the Siparia Regional Corporation.

21st Report of the JSC on Municipal Corporations and Service Commissions

Chapter 1

Summary of Recommendations

1.1 The following is a summary of the major recommendations proposed by the Committee to improved the operations of the SRC:

i. the Corporation should collaborate with the MoLG and PMCD for the purpose of instituting a HRM Unit within the next two (2) years. In the absence of a de facto “Human Resource Management Unit” and in order to introduce a more holistic approach to HRM within the Corporation, we recommend that a Human Resource Management/Development Plan be formulated;

ii. the Corporation should work assiduously towards developing a staff retention policy for contracted officers in key and secondary positions. Given that increased monetary compensation for key contract officers may be unlikely at this time, consideration should be given to developing internal arrangements for providing additional incentives to employees; iii. the Communications Unit of the Corporation should increase work towards the completion and launch of the SRC website; iv. the Corporation should provide an update on the various employee training modules on Financial Management which were scheduled to take place in 2014, in the Ministerial Response to this report;

v. the Corporation should collaborate with its fellow Municipal Corporations with a view to lobbying central government, in particular, the Ministry of Local Government and the Ministry of Finance and the Economy, to consider the introduction of an Internal Audit Unit within municipal corporations to strengthen the existing system of checks and balances; vi. it is in the interest of the Corporation to persist in its efforts to acquire land from Petrotrin for landfill development;

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vii. the Corporation should provide information on the efforts of the Canine Control Unit to attain land for the purpose of building a small dog pound, in addition to, information regarding whether the Corporation has implemented any strategies to increase the adoption rate of homeless dogs prior to the euthanization process; viii. the Corporation should collaborate with other Regional Corporations which are predominantly rural in nature and or have a high rate of infection of Dengue and or the Chikungunya Virus with a view to lobbying the Ministry of Health for special intervention in these regions;

ix. the Corporation should pursue a collaborative effort with the MoLG towards encouraging citizen/private participation in minor community improvement (self-help) projects so as to allow for Corporation resources to be directed to larger projects;

x. the Corporation consider recruiting one or two additional employees with the necessary qualifications on contract to build the technical capacity of its Building Inspectorate;

xi. multi-stakeholder consultations should be pursued involving the Heads (Political and Administrative) of all Municipal Corporations, the Commissioner of Police, Minister of Local Government, Minister of National Security among others, for the purpose of determining the most appropriate and feasible strategies for addressing the issues hindering the effective administration of municipal police;

xii. the Corporation should provide an update in the Ministerial Response on the training afforded to the Municipal Police which would allow them to perform their functions in accordance with the Dog Control Act 2013; xiii. the Corporation should consult with the Penal/Debe Regional Corporation regarding its Comprehensive Disaster Management (CDM) Model which is focused on identifying mitigation as the priority rather than relief and recovery efforts. In this regard, the mitigation initiatives identified by the SRC may be

21st Report of the JSC on Municipal Corporations and Service Commissions

strengthened as the Model may offer a sound foundation for a potent Disaster Management system. xiv. the Corporation should develop an Implementation Schedule/Road Map by July, 2015 that would accompany its updated Strategic Plan. The Implementation Road Map and Strategic Plan, as far as possible, should be included in the Ministerial Response to this Report.

21st Report of the JSC on Municipal Corporations and Service Commissions

Chapter 2

Introduction Background of the Review 2.1 The Municipality of Siparia is approximately over 510.48 square kilometers in area and is ranked sixth among the municipalities in terms of size. It is a region with a mixture of land uses – settlements of various sizes, on‐shore areas and bases for off‐shore oil production, ports, industrial areas, fishing centres, forests, swamps, farming/agriculture and numerous beaches stretching along the 100km coastline of southwest Trinidad from Godineau River to Quinam Bay. Its western extremity is Icacos Point on the Serpents Mouth channel and it lies between the waters of the Gulf of Paria and the Columbus Channel. Its eastern boundary is coterminous with the Penal Debe Regional Corporation area boundary.

2.2 There are sixty‐two (62) communities in this region, three of these communities are shared with the adjacent Point Fortin Region and another three are shared with the Penal Debe Region. In terms of population size, the region is the seventh largest among the municipalities with approximately 86,949 persons or 6.5% of the country’s population5. The region is ranked eleventh in terms of population density with 176 persons per square kilometer. This low overall density is due largely to the extensive areas of forests, swamps and oil‐production lands in the region with virtually no resident population.

2.3 The Siparia region depends on San Fernando, for higher order regional services and on Port of Spain for national, governmental and commercial services. The town of Siparia is the administrative capital of the region and its main service centre. San Fernando is 21km away by road from Siparia and Port of Spain is 79km away (Figure 1 – Location Map for the Region of Siparia6)

5 Central Statistical Office Community Register, 2011 6 Siparia Regional Corporation Spatial Development Plan. 17

21st Report of the JSC on Municipal Corporations and Service Commissions

2.4 Figure 2 illustrates the existing land uses in the Siparia Region7.

2.5 The Corporation’s Council was elected subsequent to the October 21st, 2013 Local Government elections and the Committee thought it was necessary to conduct a review of the operations of this and other Corporations it had not examined since its appointment in October 2010. In addition to the lack of consistent parliamentary scrutiny of the affairs of the Corporation, the Committee was also cognisant of the various administrative challenges which were confronting other Municipal Corporations, such as;  a lack of sufficient human and financial resources;  archaic organisational structures and procedures;  overlapping of responsibilities with other community focused organisations;  inefficient service from associated Service Commissions, among others.

2.6 Therefore, as a part of a comprehensive review of all Regional Corporations, the Committee was interested in determining whether the foregoing issues were also adversely affecting the operations of the SRC.

7 Ibid. 18

21st Report of the JSC on Municipal Corporations and Service Commissions

Fig I. – Location Map for the Region of Siparia

21st Report of the JSC on Municipal Corporations and Service Commissions

Fig II. Land use within the Region of Siparia

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Conduct of the Inquiry 2.7 Based on the frame of reference outlined above, the committee agreed that the it was necessary to source the following information:

i. a Summary Report on the administration of the Corporation for the period 2012 to 2013, comprising information on activities undertaken during the respective years in areas such as: a. Human Resource Management/Development; b. Financial Management; c. Public Health; d. Infrastructural Development; e. Policing and Security; f. Disaster Management, among others

ii. a Status Report on the implementation of the Corporation’s Strategic Plan (2011-2015); and

iii. the Draft Estimates for the Corporation’s Heads of Expenditure as per its Short-Term Implementation Plan (2012-2013).

2.8 On Friday July 25, 2014 a public hearing was conducted with representatives of the Siparia Regional Corporation (SRC) at which time the Committee questioned the officials on various matters regarding the issues outlined in the documents highlighted in addition to other matters affecting the operations of the Corporation.

2.9 The following officials represented the SRC at the hearing:

Name of Officer Portfolio

i. Mr. Leo Doonath Chairman

ii. Ms. Patrice Cain Administrative Officer II

21st Report of the JSC on Municipal Corporations and Service Commissions

Name of Officer Portfolio

iii. Mrs. Linda Waithe-Wells Financial Officer

iv. Mr. Balkaran Shivnauth Public Medical Officer of Health

v. Ms. Farisha Mohammed Corporate Secretary

vi. Ms. Alana Noel Engineering and Surveying Officer

Vii Ms. Donna Woods Disaster Management Coordinator viii. Mr. Daniel Abraham County Superintendent

ix. Mr. Dave Brijmohan Police Inspector

x. Mr. Julian Chacon Building Inspector I

xi. Mrs. Lynette Bailey-Clarke Planning Officer

xii. Ms. Asha Nathaniel Personnel Industrial Relations Officer

2.10 During the public hearing, the Corporation was requested to provide certain additional responses in writing. These responses were not received.

2.11 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 May 22, 2015 considered and adopted this Twenty-First Report.

2.12 The Minutes of the Meeting during which the public hearing was held are attached as Appendix II and the Verbatim Notes as Appendix III

21st Report of the JSC on Municipal Corporations and Service Commissions

Ministerial Response 2.13 The provisions of Standing Orders 71(B)(13) of the Senate and 110 (6) of the House of Representatives are applicable to this Report. They state inter alia:

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

If a Minister is unable to provide a response referred to (in paragraph above) the Minister shall write to the Speaker of the House providing the reason the response could not be provided…”

2.14 The sixty-day period commences on the date the report is tabled in the second House.

21st Report of the JSC on Municipal Corporations and Service Commissions

Chapter 3

Key Issues, Findings and Recommendations

3.1 The oral and written evidence acquired as well as the key findings and recommendations of the Committee is summarised hereinafter.

Human Resources Status of Operations 3.1.1. The Corporation outlined its organizational structure in its Annual Administrative Report 2011-2012 (Appendix IV) which comprised both a political arm and administrative arm as is the case with other Municipal Corporations. At the public hearing officials of the Corporation indicated that the new Council was affirmed in October 2013. He noted that five (5) of the thirteen (13) members served on the previous Council.

3.1.2. The Corporation has its full complement of chief officers, i.e. a Chief Executive Officer, a Principal Medical Officer of Health, an Engineer, a Corporate Secretary and a Financial Officer.

3.1.3. The Committee was informed that the staff complement of the Corporation for the fiscal year ending September 30, 2013 was as follows:  Monthly-paid - Seventy-seven (77)  Daily-rated - Five Hundred and Ninety-two (592)  Contract Officers - Twenty (20) and  On-the-Job Trainees - Twenty-three (23)

3.1.4. The Corporation’s ability to deliver services efficiently is stymied by the fact that the MoLG has not increased its staff complement. The Corporation submitted that its complement of daily-rated workers is five hundred and ninety-two (592) persons which is insufficient to carry out its functions. The depleted daily-rated work teams were

21st Report of the JSC on Municipal Corporations and Service Commissions strengthened, utilizing contracted labour which was dependent on funds available at that time. The Corporation utilizes funds under the Heads of Expenditure ‘Short-term Employment’ and ‘Contractual Services’ under its ‘Recurrent Budget’ to cater for staff shortages in the areas of – Beach cleaning, Public Health, Roads Infrastructure and Works. Owing to the inadequate amount of administrative and technical staff across departments, including management; approximately one hundred (100) short-term contract officers were hired in the areas of Health and Safety, Communications and Information Technology. In particular, five (5) chief officers were contracted – Works Supervisory, Health and Safety, Information Technology, Engineering and Survey and Communications.

3.1.5. It was indicated that owing to previous HR arrangements within the MoLG, contracted officers, after 2012/2013, were placed on month-to-month and 3-month short- term contracts for a lengthy period (12 – 15 months), which inconvenienced the management of operations at the Corporation. In April 2013, requests were made to the Public Management Consulting Division (PMCD) of the Ministry of Public Administration, to increase the monthly positions on the establishment. A copy of the SRC Staffing Requirements is attached at Appendix V. The Corporation advised that at the time of the hearing, no communication has been forthcoming on resolving this issue.

3.1.6. The Committee noted that in its Strategic Action Plan 2011-2015, the Corporation identified the lack of HRM expertise and the need to link the human resource goals of the organization under a comprehensive Human Resource Plan. Additionally, no definitive evidence was given in relation to the existence of a dedicated HRM Unit.

3.1.7. The Corporation indicated at the hearing that it has provided training for staff including in areas such as emotional intelligence, customer service, team building, supervisory management, change management and defensive driving. The Corporation measured the impact of training interventions via assessments undertaken at the end of training cycles. The findings of those assessments informed the training plan for the upcoming year including the trainers and training strategies implemented.

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Service Delivery 3.1.8. The Corporation submitted that complaints made by burgesses to the Corporation have received increased attention whereby officers have made efforts to investigate all grievances; and where possible, re-direct complainants regarding matters that fall under the remit of other agencies. Additionally, the Corporation indicated its intention to launch its website in the months following the hearing, which would provide an online complaints management system. However, as at May 2015 a search of the World Wide Web did not reveal the existence of a website.

3.1.9. Similar to other Corporations, the Regional Coordinating Committee (RCC) is established to allow networking between state agencies and other stakeholders that perform work in the Siparia Region; to ensure efficiency in the management of operations and to coordinate the delivery of services. Without this collaborative effort, there will be duplication of services. It was further indicated that the RCC conducts monthly meetings. As is the case with several other Municipal Corporations, attendance of state agencies at RCC meetings is severely lacking. The Committee was informed that the Corporation has visited agencies to encourage attendance and has observed a high attendance level from T&TEC, WASA and the MoWI. The attendance of agencies for the period 2012 - 2013 is outlined at Appendix VI.

FINDINGS AND RECOMMENDATIONS 3.1.10. The Committee noted the efforts of the Corporation to address its manpower shortages through holding discussions with the MoLG and PMCD. We also find it laudable that the Corporation has been able to attract and retain its chief administrative and technical officers. We are aware that several other Municipal Corporations have reported their inability to attract specialist professional staff. Given the general demand for an increase in human resources throughout the local government system, the Committee is cognisant that an overnight solution ought not to be anticipated. Therefore, Regional Corporations must adopt innovative approaches to recruit manpower relative to the limited financial resource at their disposal.

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3.1.11. The SRC has attempted to circumvent the challenges it has experienced in respect of the vacancies and shortages in monthly paid and daily paid employees by recruiting over one hundred (100) short-term employees along with Thirty-Four (23) On-the-Job Trainees (OJTs) (during the period 2012-2013).

3.1.12. However, the revision of the timeframe for short-term contracts to three months n exceeding an aggregate period of 12 to 15 months, has and will continue to pose a serious change for Corporations to recruit and retain staff as these short-terms jobs are not sustainable or attractive.

3.1.13. As service oriented state entities, the significance of a Corporation’s human resources cannot be overstated. As such, we took particular note of the fact that at present, the Corporation’s human resource management initiatives are not galvanized under a single, comprehensive HR plan but is being carried out in a somewhat piece-meal manner. Perhaps the absence of progress in human resource development strategies is characteristic of the lack of an established HRM Unit.

3.1.14. We were encouraged by the training initiatives that the Corporation outlined in its Summary Report (2012-2015). We trust that these initiatives would translate into tangible increases in productivity and improve service delivery. The Committee also commends the SRC for its efforts towards improving service delivery and increasing customer satisfaction by addressing the complaints of burgesses. It was disappointing to learn that after 10 months, the Corporation does not have an active website.

A. We strongly recommend that the Corporation works very strategically and assiduously towards ensuring security of tenure for contracted officers in key and secondary positions. Given that increased monetary compensation for key contract officers may be unlikely at this time, consideration should be given to developing internal arrangements for providing additional incentives to employees. For instance, improvements in the length of contractual agreements and an employee recognition programme comprising non-monetary rewards should be considered.

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B. We recommend that the Corporation collaborate with the MoLG and PMCD for the purpose of instituting a HRM Unit within the next two (2) years. In the absence of a de facto “Human Resource Management Unit” and in order to introduce a more holistic approach to HRM within the Corporation, we recommend that a Human Resource Management/Development Plan be formulated. This plan may be formulated based on the Corporation’s Strategic plan and must reflect the challenges facing the corporation in this area, the proposed solutions, time frames for the implementation of solutions and the person/department responsible for the execution of the various elements of the plan.

C. In furtherance to recommendation (B) the Committee advises that the Corporation endeavour to prepare a structured training programme and performance monitoring system for On-The-Job Trainees. This may be done in collaboration with MTEST. The development of training targets and evaluation will guard against an abuse of OJT labour and would transparently justify the retention and or release of some trainees.

D. We strongly recommend that the Communications Unit of the Corporation increase work towards the completion and launch of the SRC website. A website will not only ensure the effective dissemination of information and collection of feedback/complaints but may also would provide residents in the outskirts or rural areas of the Region with a new and more convenient way of communicating their needs to the Corporation.

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Financial Management Status of Operations 3.2.1. The Corporation submitted that its Financial Officer is in fact one of the contracted Chief Officers who was forced to enter month-to-month and 3-month short-term contracts for an estimated period of 12 – 15 months, following the fiscal year 2012/2013.

3.2.2. Over 90% of the Corporation’s financial resources of the Corporation are derived from Central Government subventions. During the period of the previous Council (2010- 2013), approximately 98% of budgetary allocations under Recurrent Expenditure and the PSIP were spent. There was a reported increase in the allocation for both the Recurrent and Development Programmes of the SRC, which was realized in the number and quality of projects delivered in the region (see Infrastructural Development; Page 23; item 2.4.6).

3.2.3. For the fiscal year 2013, many developmental workshops were conducted in-house during working hours. Approximately six (6) employees engaged in the Certified Accounting Technician (CAT) programme courses and another three (3) pursued ACCA certification.

3.2.4. We were pleased to note the Corporation’s initiative in seeking the implementation of a Computerized Financial Management and Accounting system. Approval for funding the programme was in progress, and execution was scheduled for three (3) months subsequent to the time of pre-hearing submissions. Also, several training modules in Financial Management were scheduled to take place in July and August 2014.

3.2.5. In relation to the audit function of the Corporation, there is no Internal Auditor and audits are conducted by the Audit Unit of the MoLG.

FINDINGS AND RECOMMENDATIONS 3.2.6. The Corporation was concerned that the tenure of the Financial Officer was not secured subsequent to fiscal year 2012/2013. Although the Committee noted that this was owing to previous HR arrangements, the Committee felt that the tenure of the Chief Financial Officer of any organization should be filled by a permanent officer.

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3.2.7. It was not surprising to learn that similar to several other Municipal Corporations, over 90% of the Corporation’s financial resources are derived from Central Government subventions. In terms of achieving greater financial autonomy, it was encouraging to learn that income generation projects were given priority in the Corporation’s Strategic Plan. Under the strategic objective “Optimize Accounts Management Systems” (Appendix VII) of the SRC Strategic Action Plan 2011-2015, the Corporation proposes to increase revenue by ten percent (10%) at the end of 2013. Additionally a list of initiatives towards achieving such an increase was compiled. However, we were dissatisfied with the lack of timeframes and deadlines for the execution of the numerous plans contained in the Strategic Plan and saw the need for an update of the projects outlined.

3.2.8. In the absence of a dedicated HRM Unit, the Committee commends the Corporation for its considerable effort in improving employee training. We seek an update on the various training modules on Financial Management which were scheduled to take place in 2014. In addition we note the Corporation’s commitment to enhancing its financial operations. The Committee feels that it is beneficial to create a cyclic schedule for the continuous training of financial staff to preserve the efficiency of its operations.

3.2.9. We are interested in the status of the proposed Computerized Financial Management and Accounting system. Approval for funding the programme was in progress at the time of the inquiry, and execution was scheduled for three (3) months subsequent to the time of pre- hearing submissions.

3.2.10. As is the case with the SRC, we have acknowledged the nonexistence of an internal Audit Unit within multiple Municipal Corporations. The Committee noted the Corporation’s intention to “Undertake regular audits and implement financial controls”. However, we remain adamant that a dedicated Audit Unit is salient to the transparency and accountability of public entities.

A. We strongly recommend that the Corporation pursue the necessary consultations with other Government agencies towards providing security of tenure for the position of Financial Officer. Noting the importance of financial management to an 30

21st Report of the JSC on Municipal Corporations and Service Commissions organization, the Committee is of the firm belief that urgent action should be taken on this recommendation.

B. The Committee requests that the Corporation provide an update on the various employee training modules on Financial Management which were scheduled to take place in 2014, in the Ministerial Response. We further recommend that the Committee create a cyclic training schedule for financial staff in order to preserve the efficiency of its financial operations.

C. In the Ministerial response to this report the Corporation should outline the status of the proposed Computerized Financial Management and Accounting system. The status report should confirm whether the staff of the Account Department received the training that the Corporation indicated would be conducted in July and August 2014.

D. We recommend that the Corporation collaborate with its fellow Municipal Corporations with a view to lobbying central government, in particular, the Ministry of Local Government and the Ministry of Finance and the Economy, to consider the introduction of an Internal Audit Unit within municipal corporations to strengthen the existing system of checks and balances.

Public Health 3.3.1. The focus of the Public Health Department in the fiscal year 2012/2013 involved the maintenance of adequate programmes to facilitate preventative public health operations in areas such as; Waste Collection, Litter Prevention, Poultry Regulation, Bulk Waste collection, Food Handlers Management, etc. All health-related activities of the Corporation have been accommodated at a single location, referred to as the “One Stop Health Service Centre”. Burgesses may now have all relevant issues resolved at a single location.

Waste Collection 3.3.2. In relation to waste collection, the Corporation’s Scavenging Services is provided by private contractors who are recruited by the Solid Waste Management Company Limited (SWMCOL) on three-year contracts.

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3.3.3. The SRC has implemented a “Reviewed and Restructured Scavenging Schedule”. The Corporation considered Bulky Waste Collection, Commercial Waste Collection and Public Education initiatives in its revised garbage (scavenging) collection effort. The improved Scavenging Schedule contains updated daily arrangements for servicing schools, government offices, police stations and other public institutions on afternoons. It was reported that scavenging service days within commercial areas (e.g. Siparia and Fyzabad) were increased to seven (7) days per week. Scavenging areas that were considered as too large were restructured and minimized into more accessible areas. It was further reported that an evening collection service has now been implemented in the five (5) administrative districts. Waste collected is disposed of at the Guapo dump, the use of which the Corporation rents monthly at $65,000. The Corporation has commenced discussions with Petrotrin to acquire one hundred (100) acres of land for a landfill development.

3.3.4. Contractors are monitored by the Corporation and burgesses are invited to report any complaints regarding their service. The Corporation conducts quarterly meetings with these contractors and reports of these meetings are sent to SWMCOL and the Chairman of the Corporation. In support of this initiative burgesses are educated on their role in the public cleansing drive, via the various media available. The members of the Public Health Unit are the main actors in this process.

3.3.5. Farming is indeed an integral part of the municipality. The Corporation indicated that Poultry Industry Regulations were formulated to ensure proper disposal of waste from the Poultry farms throughout the Region. The proposed legislation was forwarded to the Chief Parliamentary Council (CPC) for revision with a view towards approval and enactment.

Public Conveniences 3.3.6. The Corporation submitted that ongoing upgrades of the public conveniences within the region continue, including the cleaning and maintenance of same. The cleansing of market places has improved as they are no longer cleaned the day after market sales/operations, but instead during the recently established evening scavenging service arrangements, which occur daily. Arrangements are also currently in place to provide janitorial services to the new Siparia market.

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Litter Prevention Unit 3.3.7. It was indicated that eight (8) Litter Prevention Wardens were recruited in January 2013 and given training in all aspects of public health, with defined functions that applies to that department. At the time of the hearing the Corporation retained six (6) Litter Prevention Wardens on its complement.

3.3.8. The Officers have been delegated authority to implement surveillance work throughout the nine (9) Electoral Districts within the Siparia Region. The Corporation has implemented a programme that entails community visits, checks for indiscriminate dumping, speaking to communities, patrols in main shopping areas and joint patrols with Public Health Officers of the Vector and Rodent Control Units. Development has commenced on a programme whereby joint patrols with Forest Officers may be established. In lieu of that, a pilot project whereby plastic, glass and paper waste is separated and sent to collection sites is in operation.

3.3.9. In relation to achievements earned, it was submitted that Wardens have approached business owners regarding waste management and any notices served in this regard received compliance within seven (7) to fourteen (14) days.

Provision of Truck-Borne Water 3.3.10. The Committee was informed that truck-borne water is supplied to areas without a pipe-borne supply. In addition, a WASA representative attends RCC meetings and the Corporation receives updates from WASA regarding plans for areas without pipe-borne water. The Corporation indicated that it was not aware of the timeframes within which these areas would receive pipe-borne water.

Canine Control Unit 3.3.11. The Canine Unit of the SRC has one (1) vehicle, two (2) dog catchers and a registration unit equipped with a phone line and one (1) member of staff. The registration unit has published notices in the press inviting dog owners within the region to register ‘Class A’ dogs. Additionally, the Corporation sought to acquire land to build a small dog pound.

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3.3.12. The Corporation has also participated in meetings with the MoLG and was advised of the four (4) proposed dog pounds that will be established at San Fernando, Wallerfield, Carlsen Field and possibly the Beetham Estate. Each pound will be shared by three (3) Corporations and the SRC will be availed of the pound at San Fernando. Further, the Corporation utilizes pounds owned by the Ministry of Food Production which are equipped with incinerators. If a dog is not claimed within seven (7) days of admittance to these pounds they are euthanized by a veterinarian and disposed of.

Chikungunya Virus 3.3.13. In an effort to combat the Chikungunya Virus in the region, the St. Patrick County Unit of the Insect Vector Control Division of the Ministry of Health has conducted Community-based health education campaigns and perifocal spraying. The SRC has also set-up an educational programme, performed house-to-house visits and a limited spraying programme. The Corporation indicated that it employs two (2) Public Health Officers who cooperate with the Public Health Inspectors and County Medical Officer of the Ministry of Health, despite an overloaded work schedule.

FINDINGS AND RECOMMENDATIONS 3.3.14. The Committee was pleased with the “Reviewed and Restructured Scavenging Schedule” implemented by the Corporation. Of particular note were the updated daily arrangements for scavenging services within region. We also appreciate the monitoring and evaluation of the scavenging contractors and the systems in place for acquiring feedback/complaints regarding their service. We also congratulate the SRC for educating the public on their role in the public cleansing drive. Initiatives of this nature are important for building the level of health and sanitation awareness among the citizenry.

3.3.15. However, we recognize that the Corporation has still highlighted that the establishment of ‘turning points’ at cul-de-sacs for scavenging trucks remains an obstacle to efficient scavenging operations within inaccessible areas. We commend the interim use of communal bins in these areas, but recognize the need to reduce the usage of communal bins which are generally misused as dumping sites.

3.3.16. In addition, our concern turned towards the waste disposal practices of the Corporation and the rental of the Guapo dump at a monthly rate of $65,000. The Committee

21st Report of the JSC on Municipal Corporations and Service Commissions is worried that the annual rental cost of the dump calculated at $780,000 may be a burden to its financial allotments. We await the outcome of the Corporation’s discussions with Petrotrin to acquire one hundred (100) acres of land for a landfill development.

3.3.17. The efforts of the Canine Control Unit in encouraging compliance to recent legislation and its general enhancement of service delivery are laudable. The Committee is interested to acquiring a status update on the progress made by the Corporation to attain land for the purpose of building a small dog pound. The Committee questioned whether the Corporation has implemented any strategies to increase the adoption rate of homeless dogs prior to euthanization.

3.3.18. We hail the efforts of the Corporation’s Public Health Officers towards preventing the spread of the Chikungunya Virus in the region, despite an overloaded work schedule. However, we are concerned that the Public Health Unit may be unequipped to mitigate against epidemics.

A. We recommend that the Corporation provide a status report in the Ministerial Response on the development of the aforementioned turning points at inaccessible areas. The Committee is of the view that the development of such turning points at inaccessible areas may be beyond the reach of the Corporation. Therefore, we recommend that in the interim the Corporation should place precautionary signage at communal bins, warning of the penalty for littering/illegal dumping. We further recommend that Litter Prevention Wardens be positioned at each bin and given support to execute their duties.

B. The Committee believes it is in the interest of the Corporation to persist in its efforts to acquire land from Petrotrin for landfill development. Given the importance of the need for this land, the SRC should adopt a negotiable approach to its consultations with Petrotrin. We are also of the opinion that the Corporation, in the interim, should re-evaluate its rental arrangements with the Guapo dump to ascertain whether a more cost-effective option may be utilized.

C. We recommend that the Corporation seek information from WASA regarding the timeframes within which the areas in need would receive pipe-borne water. We

21st Report of the JSC on Municipal Corporations and Service Commissions further recommend that the Corporation, as far as possible, endeavour to forward such information to the citizens of the region.

D. The Corporation should indicate the status of the efforts of the Canine Control Unit to attain land for the purpose of building a small dog pound, in addition to, information regarding whether the Corporation has implemented any strategies to increase the adoption rate of homeless dogs prior to the euthanization process.

E. Given the relatively high number of cases of mosquito borne diseases in this region, the Corporation should collaborate with other Regional Corporations which are predominantly rural in nature and or have a high rate of infection of Dengue and or the Chikungunya Virus with a view to lobbying the Ministry of Health for special intervention in these regions. To avoid accusations of favourable treatment, the special intervention by the MoH should be based on statistical or empirical data.

F. We further recommend the cyclic review of any such plan in order to guard against the spread of new diseases.

Infrastructural Development Services Department [Building Inspection] 3.4.1. The Corporation is presently serviced by one (1) Building Inspector I, who is required to:  traverse the region to advise residents, home-owners and/or developers on the standards required to commence and complete their projects,  resolve/advise on conflicts pertaining to buildings and developments, and  enforce the laws in accordance with Act No. 21 of 1990 and the Public Health Ordinance

3.4.2. Given the number of plans, layouts, completions and complaints received yearly, more qualified staff members are required in order to fulfil the mandate of the department. The proposal for additional staff was submitted to the PMCD in April 2013, but to the date of the Corporation’s submission there had been no response.

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3.4.3. In order to assist in alleviating this deficiency, the Corporation has utilized two (2) Daily-rated workers to identify sites that contravene the Laws and Regulations, and in some instances, resolve complaints received. However, this arrangement has proven to have some limitations as these officers are not established employees appointed by the Ministry and authorized to perform particular duties (e.g. serve Regulation Notices). In addition to failing to complete the processing of plans and to respond to complaints in a timely manner, owing to a shortfall in manpower, the department also fails to fulfil such duties as; attending Court and Council meetings, liaising with external agencies, serving the required Notices and being the final signatory to plans (in the absence of an Engineer). The departmental achievements of the Services Department (Building Inspection) is espoused on Page 95 of Appendix VIII – SRC Departmental Achievements.

Mechanical Workshop and Transport 3.4.4. The Corporation stated that it had acquired several new equipment during fiscal 2013/2014, which included: one (1) Vibratory Roller, two (2) Backhoes, two (2) Dump Trucks, one (1) Brush-cutter and one (1) Panel Van which was customized to the Disaster Management Unit (DMU) for its mobile Emergency Operation Centre (EOC).

3.4.5. Additionally, the Corporation stated that a proper maintenance management system for vehicles has been implemented. Accordingly, companies which supply vehicles and equipment to the SRC were invited to provide training to the operators of same. It was noted that servicing is outsourced for vehicles which require sensitive and specialized maintenance, due to the cost of same. A general upgrade of the infrastructure has been factored into the Draft Estimates for the next three (3) years. For the current period (2014) the Corporation has purchased an Excavator, an additional Water Tender and Backhoe, which were expected to be delivered soon after the submission to the Committee.

FINDINGS AND RECOMMENDATIONS 3.4.6. The Committee found it alarming that a region spanning approximately five hundred and ten squared kilometres (510 sq. km) of land mass, surrounded by sea coast and beaches and consisting approximately thirty thousand (30,000) households (authorized and unauthorized) with eighty-five thousand (85,000) residents is presently serviced by only one (1) Building Inspector I who is required to perform various extensive duties. This situation

21st Report of the JSC on Municipal Corporations and Service Commissions is highly untenable and additional resources and efforts must be applied to building the capacity of this unit. We note the Corporation’s attempts to alleviate the effects of this efficiency through its proposal to the PMCD for additional staff, submitted in April 2013 and the creative utilization of two (2) Daily-rated workers in the interim.

3.4.7. The HR issues of the Corporation continue to affect the performance of both sections of the Technical Unit. However we noted that some improvements in the performance of the Unit was realised following the appointment of an Engineering and Survey Officer in September 2013.

3.4.8. We noted that the Public Health Unit has been challenged with monitoring the establishment of building areas/plots to ensure that persons who lack approvals from the relevant authorities do not engage in construction activities which in some cases, indiscriminately block the existing drainage systems. It stands to reason that the Corporation may not be equipped to address this problem internally, due to the severe deficiency within the Building Inspectorate of the Services Department.

3.4.9. It appeared that the Corporation has a sound vehicle and equipment maintenance regime and the fact that the Corporation has acquired new vehicles is noteworthy in contrasts with its other counterpart who seem to struggle with acquiring funding to purpose new vehicles.

A. We recommend that the Corporation consider recruiting one or two additional employees with the necessary qualifications on contract to build the technical capacity of its Building Inspectorate. These new recruits can be sourced from the pool of UWI Graduates with qualification in civil or structural engineering.

B. Granted that Regional Corporations are expected to play a more active role in land use and development activities as envisioned by the Planning an Facilitation of Development Act 20148, the Committee recommends that the Ministry of Local Government engage in discussions with all Municipal Corporations with a view to determining the requirements of each Corporation to effectively fulfil their obligations under this Act.

8 http://www.ttparliament.org/legislations/a2014-10.pdf 38

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C. Volunteer Programmes targeted at citizens and private institutions to supplement the shortage of human resources in the Corporation may also be viable. We recommend that the Corporation pursue a collaborative effort with the MoLG towards encouraging citizen/private participation in minor community improvement “self-help” projects so as to allow for Corporation resources to be directed to larger projects.

Policing and Security 3.5.1. The Committee learned that the strength of the Municipal Police at the time of the hearing was seven (7) Officers comprising; one (1) inspector, one (1) sergeant, two (2) corporals and three (3) constables. Breaches of law are investigated by the TTPS while watchmen and private security provide 24-hour security for the Corporation’s institutions. Municipal Police provide general policing for the needs of the Corporation. However, the Corporation submitted that a total of sixty (60) officers would allow the Corporation to effectively attend to the regions policing needs.

3.5.2. The Committee was informed that the migration of officers from the Municipal Police Service to the TTPS was attributed to the income disparity between Municipal Police and central police officers. Both the Human Resource Department of the MoLG and the Chief Personnel Officer seemed to be unaware of the status of the $1,000 allowance that was promised to Municipal Police Officers and or the Legal Notice required to additional allowance. The Corporation has also written to the Permanent Secretary of the MoLG on this matter.

3.5.3. The Corporation’s police officers are required to secure an area of 510 sq. km with two (2) marked police vehicles. There is a need for one (1) unmarked police vehicle. Although the Municipal Police Officers are comfortable in their existing rental accommodation, efforts are being made to acquire land for the construction of a Municipal Police Headquarters. The design and construction of the building is envisaged to have all contemporary facilities and equipment, in the sphere of law enforcement and modern technologies.

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3.5.4. In relation to broad spectrum achievements of the department, the Corporation submitted that the Municipal Police have successfully alleviated the issue of illegal Street Vending on the main street of Siparia. However, the Corporation admitted that its Municipal Police Officers required further training on what would be the definite role and functions of the Municipal Police in the enforcement of the provisions of the Dog Control Act, 2013.

FINDINGS AND RECOMMENDATIONS 3.5.5. The collaborative effort between the Municipal Police and the central Police Service (TTPS) in the maintenance of law and order within the region is commendable. However, the Committee is concerned that the staffing of the department is insufficient to provide 24/7 security to the Corporation’s institutions, assets and the overall region. We have observed with concern that inadequate human resources appear to be a feature of most Municipal Police Units throughout the local government system. This unacceptable situation has stemmed from the high attrition rate within these Units as well as the voluntary transfer of these officers to the TTPS in pursuit of better remuneration and career development opportunities. In this case we have also noted the $1,000 allowance that was promised to Municipal Police Officers and the lack of the relevant authorities to produce a status report on this allowance or the legal notice required to give effect to same. In this regard, relevant recommendations to address this situation has been restated and reiterated in several reports of this Committee on other Corporations.

3.5.6. In addition, we have noted the accommodation and equipment requirements of the Municipal Police Department. The Committee was dissatisfied that the Corporation must utilize rental space to accommodate officers and agrees with the Corporation that proper accommodation for staff is critical. We applaud the Corporation in its attempts to acquire land for the construction of a state-of-the-art Municipal Police Station.

3.5.7. The Committee is interested in whether Municipal Police Officers have attained adequate training in the role and functions they must assume in accordance with the Dog Control Act, 2013 and recent amendments.

A. We also recommend that multi-stakeholder consultations be pursued involving the Heads (Political and Administrative) of all Municipal Corporations, the

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Commissioner of Police, Minister of Local Government, Minister of National Security among others, for the purpose of determining the most appropriate and feasible strategies for addressing the issues hindering the effective administration of municipal police.

B. The Committee recommends that the Corporation provide an update in the Ministerial Response on the training afforded to the Municipal Police which would allow them to perform their functions in accordance with the Dog Control Act 2013.

Disaster Management 3.6.1. The Disaster Management Unit (DMU) operates as a First Responder to all emergencies within the region of Siparia. For the fiscal year 2013, the full complement of contractual staff was hired including: one (1) Disaster Management Coordinator; two (2) Field Officers; one (1) Communications Technician; and supplemented by an On-the-Job Trainee. The application for property located at High Street, Siparia to accommodate the Unit has been pending since 2008 and is still awaiting Cabinet approval. The Unit also acquired its Emergency Operating Centre (EOC) Mobile Unit in 2013 which was outfitted in 2014.

3.6.2. In order to aid in response-readiness, the DMU provides training to all interested persons with a view to increasing the list of volunteers who may assist should any crisis arise in the region. Training was provided in collaboration with various private and public sector entities in areas such as: i. Power Saw and Shelter Management - conducted by personnel of J.T. FARFAN and the Red Cross Society; ii. Simulation exercises - hosted by Atlantic LNG and Petrotrin; and iii. Community Emergency Response Team (CERT).

3.6.3. Shelter management training and public awareness programmes have also been executed. In order to motivate the participants of these various programmes, certificates and other tokens are given at the close of these sessions. Furthermore, tools and equipment have been placed in strategic locations and arrangements made so that the persons trained in CERT may have access to these items for response to emergencies. The DMU sought to

21st Report of the JSC on Municipal Corporations and Service Commissions improve its communications with the purchase of new portable radios to provide better reception in distant and remote areas of the Siparia region.

3.6.4. Strategically speaking, one goal of the department is to utilize solar power in the event of an electrical outage; hence for the fiscal year 2014, the relevant equipment was acquired. The system will be able to run autonomously for three (3) days and supported by deep cycle batteries, thereby promoting a ‘green’ environment. Additionally, at the public hearing the Committee learned of the SRC’s tactical initiative in preparation for the rainy season and incidents of flooding. The Corporation commenced cleaning drains as a routine exercise and worked in partnership with the MoWI to clear main watercourses. The Corporation had also collaborated with the Forestry Division and T&TEC to remove overgrown trees along the main road. The Committee was informed that it was difficult to completely eliminate flooding in those areas of the region below sea level (e.g. Icacos). Notwithstanding, the watercourses in these areas are cleared regularly.

3.6.5. Although Petrotrin played the lead role in the aftermath of the oil spill of December, 2013, the Corporation was also involved in the relief efforts. The Corporation’s input included; opening a shelter and the provision of cots, mattresses and blankets to affected residents.

FINDINGS AND RECOMMENDATIONS 3.6.6. From the evidence provided, the SRC’s DMU appears to be a well-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 and other emergency and rescue services.

3.6.7. With respect to recent and pending initiatives concerning the DMU, the Committee was pleased to learn of the application for a new building and the outfitting of an EOC Mobile Unit. We were also heartened by the promotion of energy efficiency and a ‘green’ environment through the operations of the Unit. We commend the SRC’s ongoing disaster mitigation projects and the various training programmes for communities. In particular we congratulate the Corporation on its relief efforts during the events of the Petrotrin Oil Spill of 2014. However, the Corporation was concerned that the application for property to accommodate the Unit has been pending since 2008 and is still awaiting Cabinet approval.

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3.6.8. With respect to the status of 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.

3.6.9. 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. However, we were not able to ascertain whether any particular Disaster Management Model was adopted. We also noticed that there was mention in the Strategic Action Plan 2011-2015 of training for the officials of the DMU. We expect that there will be regular training for these officials to ensure best practices where applied to the Unit’s operations.

A. We have recognized that most Municipal Corporations lack adequate accommodation. We trust that the Corporation’s line Ministry will intercede in this matter and assist with acquiring the necessary Cabinet approval.

B. The Committee recommends that the Corporation seek consultation with the Penal/Debe Regional Corporation regarding its Comprehensive Disaster Management (CDM) Model which is focused on identifying mitigation as the priority rather than relief and recovery efforts. In this regard, the mitigation initiatives identified by the SRC may be strengthened as the Model may offer a sound foundation for a potent Disaster Management system.

C. As has been suggested in previous Committee Reports on other Municipal Corporations, we suggest that relevant officials of the DMU receive both local and international training in Disaster Management, Emergency Management and Disaster Management for Environmental Hazards. There may be significant costs associated such training, therefore it is suggested that the DMU capitalise on resources available on the internet and lessons learned from other Disaster Management bodies across the world.

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Tourism and the Environment The Socio-Economic Environment of the Region 3.7.1. The Corporation indicated that there was a minor improvement in the economic conditions of the region. It was suggested that the construction of the highway to Point Fortin would significantly improve these conditions. It was also highlighted that the Corporation was in the process of formulating a strategic development plan for domestic tourism in the region.

3.7.2. The Committee was informed that in June 2014, the Land Settlement Agency established an office in Siparia to address housing needs.

3.7.3. With respect to agriculture, the Committee was advised that there has been a decline in farming as more young persons have gravitated toward the field of office administration. As the region’s coconut industry has also declined, the Corporation through its RCC meetings has held discussions with the Ministry of Food Production on the revival of its coconut industry.

FINDINGS AND RECOMMENDATIONS 3.7.4. Given the recent development of the highway extension to Point Fortin, the Committee became interested in the Corporation’s strategies toward supporting the impending economic growth of the region, cited by the Corporation. This type of information was not presented in evidence. In addition, given the overall industrial and agricultural decline within the region, the Committee was encouraged that the Corporation was in the process of formulating a strategic development plan for domestic tourism in the region. The Committee was also encouraged by efforts to revive the Coconut Industry within the region.

A. We recommend that the Corporation’s initiatives in the areas of tourism be incorporated into its Strategic Action Plan. In addition, the Committee suggest that this plan include: i. proposal to encourage economic growth within the region; ii. strategies to alleviate/mitigate coastal erosion; and iii. opportunities for income generation.

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Strategic Planning 3.8.1. The Committee noted Corporation’s “out of the Box drain approach” to strategic planning and that the following accomplishments are as a result of this innovative approach: the formation of the Siparia Chamber of Commerce; hosting of a series of town meetings to discuss public health and infrastructural issues; the twinning of the Communities of Cedros and Toco (which will include a fishing boat race); the establishment of the Siparia Inter- Religious Group and the establishment of the Daisy Voisin Hub.

FINDINGS AND RECOMMENDATIONS 3.8.2. We commend the Corporation for applying the necessary time and resources to develop a comprehensive Strategic Action Plan (2011-2015). Based on the contents of the Status Report on this plan, it appears that the Corporation was able to achieve some success in the implementation of some of the planned objectives. This was evidenced by the:  recruitment of staff to fill certain positions;  introduction of new work processes and systems;  adjustment of financial processes;  execution of training interventions;  execution of certain infrastructural projects (including road and drain restoration works and the establishment of the Siparia Market); and  building of the capacity of the Corporation’s Disaster Management Unit.

3.8.3. However, we were dissatisfied with the lack of timeframes and deadlines for the execution of the numerous plans contained in the Strategic Plan. The Corporation should prepare its operations to be able to withstand the highest level of scrutiny by the various Committees of Parliament. This would enhance transparency and in turn increase public confidence.

A. We recommend that the Corporation develop an Implementation Schedule/Road Map by July, 2015 that would accompany its updated Strategic Plan. The Implementation Road Map and Strategic Plan must identify (in detail):

 the updated objectives/initiatives that comprise the Strategic Plan;  the person/entity and resources required to achieve it; and

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 the proposed timeframe for the completion of the objectives/initiatives.

These documents, as far as possible, should be included in the Ministerial Response to this Report.

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Conclusion

The Siparia Regional Corporation plays an important and strategic role in developing, managing and maintaining a municipality stretching across nine (9) electoral districts comprising communities such as: Rousillac, La Brea, Vessigny, Granville, Cedros, Icacos, Syne Village, Siparia, Fyzabad, Palo Seco, Erin and Fyzabad. The areas comprising this region are largely rural in character and comprise fishing centres, forests, swamps, agricultural land, and numerous beaches which may be developed into both agricultural and tourism axes in Trinidad and Tobago. Additionally, the bases for off-shore oil production, ports and industrial areas located in the region create a large potential for diversification into solid economic activity and growth. It is therefore imperative that the municipality is nurtured and managed by an efficient Corporation.

However, it appears that the Corporation in trying to meet its mandate is hampered by a number of internal and external constraints inclusive of insufficient staffing and an outdated legislative and regulatory framework. As evidenced above, these constraints have impacted negatively on the efficiency and effectiveness of the operations of the Corporation.

Nevertheless, the Corporation must be commended for its implementation of innovative and strategic approaches in the face of its limitations. These approaches were able to provide some measure of success for the Corporation.

It is imperative that the Corporation forge strong partnerships, and enhance avenues for dialogue with other key stakeholders; namely, the Ministry of Local Government, the NUGFW, the Commissioner of Police, the Ministry of Health and the PMCD in the Ministry of Public Administration in order to further enhance its efficiency and effectiveness.

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The Committee therefore submits its 21st Report for the consideration of the Houses.

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 March...., 2015

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APPENDICES

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Appendix I

Entities falling under the purview of the Committee

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

Service Commissions

1. Police Service Commission

2. Public Service Commission

3. Statutory Authorities’ Service Commission

4. Teaching Service Commission

Municipal and City Corporations

5. Arima Borough Corporation

6. Chaguanas Borough Corporation

7. Couva/Tabaquite/Talparo Regional Corporation

8. Diego Martin Regional Corporation

9. Mayaro/Rio Claro Regional Corporation

10. Penal/Debe Regional Corporation

11. Point Fortin Borough Corporation

12. Port of Spain City Corporation

13. Princes Town Regional Corporation

14. San Fernando City Corporation

15. Sangre Grande Regional Corporation

16. San Juan/Laventille Regional Corporation

17. Siparia Regional Corporation

18. Tunapuna/Piarco Regional Corporation

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Appendix II

Minutes of the Proceedings of July 25, 2014

st MINUTES OF THE THIRTY21 - SECONDReport of MEETINGthe JSC on OF Municipal THE JOINT Corporations SELECT COMMITTEE and Service APPOINTED Commissions TO INQUIRE INTO AND REPORT TO PARLIAMENT ON MUNICIPAL CORPORATIONS AND SERVICE COMMISSIONS (WITH THE EXCEPTION OF THE JUDICIALS AND LEGAL SERVICE COMMISSION) HELD IN THE ARNOLD THOMASOS ROOM (EAST), AND IN THE J. HAMILTON MAURICE ROOM, OFFICE OF THE PARLIAMENT, TOWER D, #1A WRIGHTSON ROAD, PORT OF SPAIN ON FRIDAY JULY 25, 2014

ON FRIDAY JULY 25, 2014 AT 9:38 A.M.

PRESENT

Members of the Committee Mr. Anthony Vieira - Chairman Mr. Hugh Russell Ian Roach - Vice-Chairman Ms. Shamfa Cudjoe - Member Mr. Chandresh Sharma - Member Mr. Rodger Samuel - Member

Secretariat Mr. Julien Ogilvie - Secretary Ms. Kimberly Mitchell - Graduate Research Assistant

ABSENT Mr. Devant Maharaj - Member (Excused) Mr. Prakash Ramadhar - Member (Excused) Mrs. Joanne Thomas - Member (Excused) Mr. James Lambert - Member (Excused) Ms. Marlene Coudray - Member Mrs. Vernella Alleyne-Toppin - Member Ms. Marlene McDonald - Member

OFFICIALS OF THE PENAL/DEBE REGIONAL CORPORATION Mr. Premchand Sookoo Chairman Mr. Raymond Seepaul Chief Executive Officer Mr. Ballyram Lalla Municipal Police Inspector (Ag.) Mr. Chaythnath Maharaj Building Inspector I Ms. Pearl Gallai Financial Officer Mr. Steve Heru County Superintendent Mr. Adrian Komal Engineering and Surveying Officer Mrs. Savistra Badall Disaster Management Coordinator Mr. Victor Pustam Public Health Officer Mrs. Aura Martin-Sealy Corporate Secretary Mr. Vishnu Seunarine Personnel and Industrial Officer I (Ag.)

OFFICIALS OF THE SIPARIA REGIONAL CORPORATION Mr. Leo Doodnath Chairman Mr. Daniel Abraham County Superintendent Mr. Dave Brijmohan Police Inspector 53

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Dr. Balkaran Shivnauth Principal Medical Officer of Health Ms. Patrice Cain Administrative Officer II Ms. Julian Chacon Building Inspector I Mrs. Lynette Bailey-Clarke Planning Officer Ms. Alana Noel Engineering and Surveying Officer Ms. Donna Woods Disaster Management Coordinator Ms. Asha Nathaniel Personnel and Industrial Relations Officer

INTRODUCTION

1.1 The Chairman called the meeting to order at 9:38 am and indicated that Mr. Devant Maharaj, Mr. Prakash Ramadhar, Mrs. Joanne Thomas and Mr. James Lambert had asked to be excused from the meeting.

CONFIRMATION OF MINUTES

31st Meeting held on May 13th, 2014

2.1 The Committee considered the Minutes of the 31st Meeting held on May 13, 2014. The Chairman enquired whether there were any amendments and/or omissions.

2.2 There were no proposed amendments to the Minutes. The motion for the confirmation of the Minutes was moved by Mr. Roach and seconded by Mr. Samuel.

MATTERS ARISING FROM THE MINUTES

3.1 As per item 8.5, the Committee was advised that additional information requested from the Sangre Grande Regional Corporation was outstanding and the Secretary was awaiting a status update from the Corporation on the submission of the information.

3.2 As per item 12.1, the Chairman advised that additional information requested from the Mayaro/Rio Claro Regional Corporation was received via letter dated July 17, 2014 and that this document would be circulated subsequent to the meeting.

3.3 As per item 17.3, the Chairman indicated that the Committee’s Report on the San Fernando City Corporation was presented in the House of Representatives on May 23, 2014 and in the Senate on May 20, 2014.

OTHER BUSINESS

Next Meeting 4.1 The Chairman indicated that the current session was expected to end on July 31, 2014 and the meeting in progress may be the final one for this Session. He further indicated that the Parliament was also expected to be on recess from August 4, 2014 and thereafter the debate on Budget 2014/2015 was expected to commence. Thus he alerted members that

21st Report of the JSC on Municipal Corporations and Service Commissions the tentative date for the Committee’s next meeting was September 26, 2014 and that this meeting date was conditioned on the conclusion of the budget debate.

Procedure for the election of a Chairman 4.2 The Committee discussed whether an election of a Chairman was required when the post of Chairman becomes vacant given that there is also a Vice-Chairman. Whether the Vice-Chairman automatically assuming the position of Chairman was raised. It was agreed that this matter would be researched further by the secretary.

Quorum 4.3 The Committee also agreed that the issue of change of quorum be placed on the agenda of the next meeting.

Ministers declaring their interest 4.4 Discussions ensued on whether a Minister serving on the Committee was required to make a declaration of interest in respect of matters falling under his/her purview that were being considered by the Committee. It was agreed that the necessary research would be conducted to ensure that the Committee’s practice was aligned with the Standing Orders and the practices of the United Kingdom.

Work programme for the 5th Session 4.5 The Committee agreed to consider its work agenda for the next session after the public hearing.

PRE-HEARING DISCUSSIONS

5.1 The Chairman indicated that pre-hearing submissions were received from both the Penal/Debe and the Siparia Regional Corporations. He further advised members that the Secretariat had prepared an Issues Paper on the submissions of each Corporation. Members were also informed that both the substantive and the acting Chief Executive Officers of the Siparia Regional Corporation were unable to attend the meeting.

SUSPENSION/RESUMPTION

6.1 The meeting was suspended at 9:55 a.m.

6.2 The meeting was resumed at 10:00am (in public) in the J. Hamilton Maurice Room at 10:00 a.m.

DISCUSSIONS WITH OFFICIALS OF THE PENAL/DEBE REGIONAL CORPORATION

7.1 The Chairman welcomed officials of the Penal/Debe Regional Corporation (PDRC) and outlined the main areas of focus of the inquiry.

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

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i. Opening Statements by the Chairman of the Council a. The Chairman indicated that he has been a local government Councillor for thirty-one years. He advised that the Corporation’s vision was to make Penal/Debe a safe place to live. To this end, the Corporation has committed a lot of time and energy to integrate sports into the delivery of goods and services.

b. The Corporation works closely with various state agencies and seeks to resolve existing relationship challenges. He indicated that some of the agencies with whom the Corporation has a strong working relationship included; the Palo Seco Agricultural Enterprises Limited (PSAEL), the Sports Company of Trinidad and Tobago, the Community-Based Environmental Protection and Enhancement Programme (CEPEP), the Estate Management and Business Development Company Limited (EMBD) and the National Drug Council.

c. He advised that the Corporation’s Council consists of nine (9) Councillors and four (4) Aldermen. He also indicated that the Corporation has parliamentary representation from the Member for Siparia, the Member for Oropouche East, the Member for Oropouche West, the Member for Naparima and the Member for San Fernando West.

d. It was conveyed that out of the thirty-nine (39) recreation grounds, twenty- nine (29) have been electrified with perimeter lighting, twenty (20) were outfitted with cricket turfs and thirty (30) with pavilions and jogging tracks.

e. PDRC was formed in 1991 and was allocated part of the Victoria County and the St. Patrick County. Although the Corporation works with the Unemployment Relief Programme (URP), CEPEP and utilizes short-term employment, it was still a challenge to maintain roads, traces and drains.

f. The Committee was also informed that the landscape of the Corporation includes seventy-five percent of the Oropouche Lagoon, the Dignity Mud Volcano and the Bunsee Trace Mud Volcano. The population of the Corporation is 90,000 and its main economic activities are fishing, agriculture and business activities. ii. Opening Statements by the Chief Executive Officer a. The CEO contended that the Corporation had been successful in achieving its mandate under the period of review. He expressed that the Corporation seeks to improve the quality of life of its burgesses and suggested that this was represented in its pre-hearing submissions that demonstrated that it has successfully managed and accounted for its resources.

b. The Corporation’s activities are closely aligned to the sustainable development framework of the government and burgesses expect the

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Corporation to adapt to the increasing demands. Therefore, the Corporation intends to focus on the provision of excellent service to its stakeholders. iii. Mechanisms to encourage citizen involvement in the activities of the Corporation a. The Corporation stated that consultations were held with communities as part of the Local Government Transformation and Modernization Initiative. These consultations provided the opportunity for citizens to ventilate existing problems and challenges.

b. In order to improve the manner in which the Corporation provides status updates on matters, a website was being developed to encourage communication with stakeholders. iv. Internal Weaknesses and employee development The Corporation expressed that strategic analyses identified internal weaknesses such as, “Commitment to the work of the corporation not generally shared among all employees” and “Need for training in business ethics and for development of Corporate Values to guide employee behaviour.” These internal weaknesses were the reason PDRC was unable to attain the goal of being an excellent organization and training and development was seen as the key to achieving this goal. v. Relationship with State Agencies a. The Corporation has a very close relationship with the PURE Unit of the Ministry of Works and Infrastructure, National Gas Company and PSAEL. As a result of these relationships, the Corporation’s problems that are identified receive assistance. For instance, the Corporation has worked closely with the Insect Vector Control Division and the County Medical Officer of the Ministry of Health to address public concerns with the Chikungunya Virus.

b. There has been challenges with the duplication of projects between the Corporation and state agencies such as CEPEP, Ministry of Works and Infrastructure and URP. However, the Corporation has been able to effectively plan projects through the Regional Coordinating Committee (RCC).

c. The RCC was established to ensure there would be a network between the Corporation and state agencies, non-governmental organizations and community-based organizations. Traditionally, many organizations either do not attend meetings or would be represented by junior-level staff who would be unable to make salient contributions to the meetings. However, in recent times, there have been improvements in the attendance of organisations at RCC meetings. The Corporation suggested that this improvement in attendance maybe attributed to discussions at the Ministerial level.

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vi. Training a. The provision of training is spread throughout the Corporation. During fiscal year 2013/2014, training was provided in the areas of customer service excellence, use of force, conflict resolution, legal management, executive development, technical report writing skills, project costing and estimating, international public sector accounting standards and information and communications technology.

b. It was indicated that the execution of training programmes contributed to the improvements in the Corporation’s performance in 2013/2014. Another factor was a highly motivated and committed workforce and the introduction of scientific project management techniques. The Corporation also benefited from encouragement at the Ministerial level to engage in proactive planning particularly with regard to its development programme. This approach has placed the corporation in a better position to benefit from budgetary allocations. Thus, as at the end of July 2014, the Corporation had realised a ninety-eight percent project completion rate. vii. Procurement Policy In the absence of a procurement policy, the Corporation is working with the Central Tenders Board to ensure a greater degree of transparency. For example, Tenders for projects which are being undertaken by the Corporation are advertised in print media. viii. Incidents of crime and Municipal Police a. The strength of the Corporation’s Municipal Police Unit is ten (10) Municipal Officers. These officers attend to a relatively low level of Praedial Larceny and petty crimes. It was submitted that in general, the Corporation had a relatively low level of crime.

b. It was admitted that although certain issues have not been addressed, the Corporation is in a state of readiness to execute its responsibilities pursuant to the partial proclamation of the Dog Control Act, 2013. In this regard, the Corporation indicated that it currently has the capacity to register dog owners. A direct telephone line telephone has been instituted for this purpose, a complaints desk and the necessary infrastructure to facilitate dogs capture are in place. Further, the Municipal Police and the Building Inspector conduct inspections of the areas in which dogs are held. ix. Legal Services The Corporation indicated that in the absence of in-house counsel, a panel of lawyers is utilized to attend to litigation matters which may arise from time to time.

21st Report of the JSC on Municipal Corporations and Service Commissions x. Dumping a. In order to deal with indiscriminate dumping of garbage, there have been joint patrols between the Municipal Police, Litter Prevention Wardens and Central Police. The required signage has also been erected. The Committee was informed that there have been a number of cases before the Magistrate Court as a result of charges laid by Litter Prevention Wardens.

b. It was admitted that there has been a significant reduction in the number of Litter Warden employed at the corporation. xi. Disaster Management a. The Committee was informed that disaster mitigation was one of the four phases of disaster preparedness. During the dry season, the Disaster Management Unit team would undertake a number of disaster prevention initiatives. These initiatives include; vulnerability assessments, identifying areas that are prone to flooding, liaising with the Roads Section regarding incomplete drainage, negotiating with owners of land with garbage to get the lands cleared to ensure a free flow of water, identifying squatters along the river bank and communicating with the Land Settlement Agency on the relocation of squatters.

b. The Corporation advised that monthly reports are prepared and a full inventory for relief purposes was maintained. In addition, watercourses have been dredged and cleared and 135 persons from different communities have been formed into Community Emergency Response Teams as a result of training. xii. Improved Quality of Life The Corporation submitted that it contributes to improving the lives of its burgesses through the execution of infrastructural projects such as paving roads, drainage and an efficient scavenging system as well as the development of recreational facilities. In addition, it is the Council’s policy to provide employment opportunities for residents. xiii. Mud Volcanoes The Corporation expects that due to the nature of volcanic activity in the region and the existence of the Dignity and Devil’s Woodyard Mud Volcanoes, that scientists would be interested in conducting research in this area. Further, the Corporation has begun to invest in the development of these sites with a view to provoking more public interest. xiv. Occupational Safety and Health Administration a. The Committee was informed that there is a Sub-Committee of the Council on Occupational Safety and Health Administration. Reports of this Sub- Committee are referred to the Personnel Committee for the Council’s information. During the 2013/2014 fiscal year, staff have been trained in the

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Occupational Safety and Health Administration Act, Chap. 88:08 and were provided with personal protective gear and equipment.

b. A visit by the OSHA Inspectorate prompted the Corporation to establish an OSHA Committee and the mandate of this Committee includes visiting the Corporation’s facilities, inclusive of parks and pavilions. It was admitted that the existing building that accommodates the Municipal Police Unit was inadequate and the Corporation was in the process of sourcing another facility for this purpose.

xv. Bus Services The Committee was informed that the Public Transportation Service Corporation (PTSC) provides bus services from the SS Erin Road to Erin, Penal Rock Road and Clarke Road. Discussions are expected to be held with PTSC to ascertain whether routes can be established to Moutlon Trace, Bunsee Trace, Goodman Trace and Seemungal Trace since the only form of night transportation to these areas was “PH” taxis.

xvi. Traffic Routes It was admitted that both the travelling public and motorists need to be educated on alternative routes in order to ease traffic problems. The Corporation in collaboration with Ministers and parliamentary representatives envision that over a period of time, motorists could leave Digity and travel to Port of Spain without traversing Debe. It is also envisioned that motorists would be able to leave San Fernando without traversing Penal Junction and Penal Rocke Road.

xvii. Financial Management In the absence on an Audit Unit, the Corporation is supported by the Audit Unit of the Ministry of Local Government and the Budgets Division of the Ministry of Finance and the Economy. The Corporation submitted that there has been some improvement in the management of its finances since the appointment of a Financial Officer. xviii. Parliamentary Representation The Corporation’s boundaries straddles the constituency boundaries of the Member for Siparia, the Member for Oropouche West, the Member for Naparima and the Member for Oropouche East. As a result, the Corporation would engage there Parliamentary representatives from time to time in order to get relief from the various challenges confronting the regional corporation.

xix. Achievements and Challenges The Corporation indicated that its most significant achievement has been the harmony attained between the administrative and political arm of the corporation. However, its most significant challenge was changing the mentality of its employees towards work.

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7.3 The Chairman thanked the representatives of the PDRC for attending.

REQUESTED INFORMATION

7.4 During the discussions, the PDRC was asked to provide written responses to the following issues/concerns:

a. Whether the Corporation has exposed its employees to training in the areas of business ethics and corporate values? b. How has the Corporation functioned in the absence of a Human Resource Management Unit? c. With specific reference to the number of persons charged, tickets issued and persons before the courts, how effective have the Litter Wardens been?

SUSPENSION

8.1 The Meeting was suspended at 11:23 a.m.

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

RESUMPTION

9.1 The Chairman reconvened the meeting at 11:28 a.m. (at the same venue)

DISCUSSIONS WITH OFFICIALS OF THE SIPARIA REGIONAL CORPORATION

10.1 The Chairman welcomed officials of the Siparia Regional Corporation (SRC) and outlined the main areas of focus of the inquiry.

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

i. Opening Statements by the Chairman of the Council a. The Chairman expressed his appreciation for the invitation to publicly discuss the work of the Corporation. The SRC has a geographical area of 510 sq. km and is bounded in the north and east by the PDRC, in the west by the Gulf of Paria and in the south by the Columbus Channel.

b. The Corporation has landmarks such as the Godineau River and communities which include Rousillac, La Brea, Vessigny, Granville, Cedros, Icacos, Syne Village, Siparia, Fyzabad, Palo Seco, Erin and Fyzabad and has a population

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of 85,000 burgesses. There are also various housing settlements, forests, swamps, agricultural holdings, ports and onshore industrial areas.

c. The 2013/2016 Council was sworn into office in October 2013 and comprises of nine (9) Councillors and four (4) Aldermen. He also noted that five (5) out of the thirteen (13) members served on the previous Council.

d. The Corporation has its full complement of chief officers, that is; a Chief Executive Officer, a Principal Medical Officer of Health, an Engineer, a Corporate Secretary and a Financial Officer. He also indicated that there is a cordial and harmonious relationship between the Council and administration.

e. During the last term (2010/2013) of the Council, approximately 98% of the budgetary allocations under recurrent expenditure and the public sector investment programme were spent. In the 2013/2014 fiscal year 38 roads and 25 drain projects have been completed and another 38 projects were expected to commence in the first week of August, 2014. ii. Change Management and Training a. In response to a query regarding challenges that are being experienced with Change Management, the Corporation indicated that it has provided training in a number of areas to its staff. This training included; emotional intelligence customer service, management principles, change management, customer service team work and personality quality change management.

b. With regards to the Corporation’s systems for measuring the impact of these training interventions, the Committee was informed that at the end of the training cycle an assessment was conducted and the findings of this assessment informed the training plan for the upcoming year. In instances where a training intervention was not successful, the Corporation has looked at using a different trainer and or adopting a different training method. iii. Staffing Due to the inadequate amount of administrative and technical staff across departments, twenty (20) short term contract officers were hired in the areas of health and safety, communications and information technology. iv. Provision of Pipe-Bourne Water The Committee was informed that truck-bourne water is supplied to areas without a pipe-bourne supply. In addition, a Water and Sewerage Authority (WASA) representative attends RCC meetings and the Corporation liaises and receives updates from WASA regarding plans for areas without pipe-bourne water. The Corporation indicated that it was not aware of the timeframes within which these areas would receive pipe-bourne water.

21st Report of the JSC on Municipal Corporations and Service Commissions v. Regional Coordinating Committee The RCC meets on the last Thursday of each month. In order to counteract the lack of representation from some agencies at RCC meetings, the Corporation would visit state agencies to encourage attendance. There is high attendance from T&TEC, WASA and the Ministry of Works and Infrastructure representatives.

vi. Disaster Preparedness and Management a. The Corporation has been cleaning drains as a routine exercise. In preparation for the rainy season, the Corporation has partnered with the Ministry of Works and Infrastructure to clean the main watercourses. The Corporation has also collaborated with the Forestry Division and T&TEC to remove overgrown trees along the main road. Shelter management training and public awareness programmes have also been executed.

b. The Committee was informed that it was difficult to completely eliminate flooding in some areas because they are below sea level. For example, Icacos. Notwithstanding, the watercourses in these areas are cleared regularly. vii. Petrotrin Oil Spill Although Petrotrin played the lead role in the aftermath of the oil spill of December, 2013, the Corporation was also involved in the relief efforts. The Corporation’s input included; opening a shelter and the provision of cots, mattresses and blankets to affected residents. At present the beaches are totally clean, residents are back in their homes and the Environment Management Authority has given its clearance. However, persons are still seeking compensation from Petrotrin. viii. Litter Prevention Wardens a. In January 2013, the Corporation was assigned eight (8) Litter Prevention Wardens by MoLG and presently there are six (6). There is an organized programme that entails community visits, checks for indiscriminate dumping, speaking to communities, walk-abouts in the main shopping areas and joint patrols with Public Health Officers. In addition, Wardens have spoken to businessmen with respect to managing their waste and although notices have been served in the past, there was compliance within seven to fourteen days.

b. The Corporation is also developing a programme whereby there will be joint patrols with Forest Officers. Also, there is a pilot project where plastic, glass and paper waste is separated and sent to other sources.

21st Report of the JSC on Municipal Corporations and Service Commissions ix. Whether Industrial Decline was still a feature of the region a. The Corporation indicated that there was a minor improvement in the economic conditions of the region. It was suggested that the construction of the highway to Point Fortin would significantly improve these conditions.

b. The Committee was informed that in June 2014, the Land Settlement Agency set-up an office in Siparia to deal with housing needs.

c. With respect to agriculture, the Committee was advised that there has been a decline in farming as more young persons have moved into clerical work. Although the coconut industry has also declined, the Corporation through its RCC meetings has held discussions with the Ministry of Food Production on the revival of its coconut industry. x. Occupational Safety and Health Administration The Corporation has recruited a Health and Safety Officer on contract. xi. Municipal Police a. The present strength of the municipal police is seven (7) Officers comprising one (1) inspector, one (1) sergeant, two (2) corporals and three (3) constables. However, the Police Inspector submitted that a strength of sixty (60) officers would allow the Corporation to effectively attend to the regions policing needs.

b. Breaches of law are investigated by the central police while watchmen and private security provide 24-hour security for the Corporation’s institutions. Municipal Police provide general policing for the needs of the Corporation.

c. The Committee was once again informed that the migration from the Municipal Police Service was attributed to the income disparity between Municipal Police and central police officers. Both the Human Resource Department of the MoLG and the Chief Personnel Officer seemed to be unaware of the status of the $1,000 allowance that was promised to Municipal Police Officers and or the legal notice required to give effect to this promise. The Corporation has also written to the Permanent Secretary of the MoLG on this matter.

d. The Corporation’s police has to secure an area of 510 sq. km with two (2) marked police vehicles. There is a need for one (1) unmarked police vehicle. Although the Municipal Police Officers are comfortable in their existing rental accommodation, efforts are being made to acquire land for the construction of a Municipal Police Headquarters.

e. The Corporation admitted that its Municipal Police Officers required further training on what would be the definite role and functions of the municipal police in the enforcement of the provisions of the Dog Control Act, 2013.

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xii. Canine Unit a. The Canine Unit has one (1) vehicle, two (2) dog catchers and one (1) member of staff in the registration unit. The Corporation has a registration unit that has a phone line and this unit has published notices in the press inviting dog owners within the region to register ‘Class A’ dogs. Additionally, the Corporation is seeking to acquire land to build a small holding dog pound.

b. The Corporation has also participated in meetings with the MoLG and was advised that four (4) new pounds will be established throughout the country and each pound will be shared by three (3) corporations. Further, the Ministry of Food Production also has pounds with incinerators and if a dog is not claimed within seven (7) days they are euthanized by a veterinarian. xiii. Coastal Erosion The Corporation indicated that coastal erosion is an issue and the Ministry of Works and Infrastructure and the Parliamentary representative were working together to develop projects to alleviate this problem. xiv. Staff Shortages The Corporation was allocated 592 daily-rated workers by collective agreement, to serve its 85,000 burgesses. The Corporation considered this as inadequate. There is a staff shortages in the works department and the Corporation only has one Building Inspector. To alleviate these man power shortages, the corporation has recruited approximately one (100) persons on short-term contract under its recurrent budget. xv. Public Health a. The Corporation’s scavenging services are provided by private contractors who were recruited by the Solid Waste Management Company Limited (SWMCOL) on three-year contracts. These contractors are supervised by the Corporation and burgesses are invited to report any complaints regarding their service. Additionally, the Corporation holds quarterly meetings with these contractors and reports of these meetings are sent to SWMCOL and the Chairman of the Corporation.

b. Waste collected is disposed at the Guapo dump and the Corporation pays $65,000 monthly for the use of this dump. Further, the Corporation is engaged in discussions with Petrotrin to acquire 100 acres of land for a landfill development. xvi. Chikungunya Virus The St. Patrick County Unit of the Insect Vector Control Division of the Ministry of Health has conducted Community-based health education campaigns and perifocal spraying in an effort to combat the Chikungunya Virus. The SRC has also set-up an educational programme, performed house-to-house visits and

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a limited spraying programme. The Corporation only has two (2) Public Health Officers with a hectic work schedule. However, these officers cooperate with the Public Health Inspectors and the County Medical Officer of the Ministry of Health.

xvii. Achievements a. The Corporation through its “Thinking out of the Box drain approach” cited the following as its accomplishments: the formation of the Siparia Chamber of Commerce; hosting of a series of town meetings to discuss public health and infrastructural issues; the twinning of the Communities of Cedros and Toco which will include a fishing boat race; the establishment of the Siparia Inter-Religious Group and the establishment of the Daisy Voisin Hub.

b. It was also highlighted that the Corporation was in the process of formulating a strategic development plan for domestic tourism in the region.

11.4 The Chairman thanked the representatives of the SRC for attending.

REQUESTED INFORMATION

12.1 During the discussions, the Corporation was asked to provide a written response on the Status of the implementation of the Corporation’s change management strategy.

SUSPENSION

13.1 The Meeting was suspended at 12:35 p.m.

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

RESUMPTION

14.1 The Chairman reconvened the meeting at 12:40 p.m. (in camera and at the same venue)

WORK PROGRAMME- FIFTH SESSION, TENTH PARLIAMENT

15.1 The Committee agreed that in the upcoming session, it would meet with the Couva/Talparo and Princes Town Regional Corporations during a single meeting, then with the Diego Martin Regional Corporation. Thereafter the Committee would return to examining the Service Commissions as follows;

i. Teaching Service Commission; ii. Police Service Commission; iii. Public Service Commission; and iv. Statutory Authorities’ Service Commission.

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ADJOURNMENT

16.1 There being no other business, the Chairman adjourned the meeting to a date to be fixed.

16.2 The adjournment was taken at 12:41 p.m.

I certify that the Minutes are true and correct.

Chairman

Secretary

August 29, 2014

21st Report of the JSC on Municipal Corporations and Service Commissions

Appendix III

Excerpt of Verbatim Notes of the Public hearing held on July 25, 2014

21st Report of the JSC on Municipal Corporations and Service Commissions

EXCERPT OF VERBATIM NOTES OF THIRTY-SECOND MEETING OF THE JOINT SELECT COMMITTEE APPOINTED TO ENQUIRE INTO AND REPORT TO PARLIAMENT ON MUNICIPAL CORPORATIONS AND SERVICE COMMISSIONS, WITH THE EXCEPTION OF THE JUDICIAL AND LEGAL SERVICE COMMISSION HELD IN THE ARNOLD THOMASOS ROOM (EAST), LEVEL 6, (IN CAMERA) AND J HAMILTON MAURICE ROOM (MEZZANINE FLOOR) (IN PUBLIC), OFFICE OF THE PARLIAMENT, TOWER D, THE PORT OF SPAIN INTERNATIONAL WATERFRONT CENTER, #1A WRIGHTSON ROAD, PORT OF SPAIN, ON TUESDAY, JULY 25, 2014 AT 11.28 A.M. PRESENT Mr. Anthony Vieira Chairman Mr. HRI Roach Vice-Chairman Mr. Chandresh Sharma Member Miss Shamfa Cudjoe Member Mr. Rodger Samuel Member

Mr. Julien Ogilvie Secretary Miss Kimberly Mitchell Graduate Research Assistant ABSENT Mr. James Lambert Member [Excused] Mrs. Vernella Alleyne-Toppin Member Ms. Marlene Coudray Member Mr. Devant Maharaj Member [Excused] Mr. Prakash Ramadhar Member [Excused] Mrs. Joanne Thomas Member [Excused] Ms. Marlene Mc Donald Member 69

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OFFICIALS OF THE SIPARIA REGIONAL CORPORATION Mr. Leo Doodnath Chairman Mr. Daniel Abraham County Superintendent

Mr. Dave Brijmohan Police Inspector

Dr. Balkaran Shivnauth Principal Medical Officer of Health

Ms. Patrice Cain Administrative Officer II

Mr. Julian Chacon Building Inspector I

Mrs. Lynette Bailey-Clarke Planning Officer I

Ms. Alana Noel Engineering and Surveying Officer

Ms. Donna Woods Disaster Management Coordinator

Ms. Asha Nathaniel Personnel Industrial Relations Officer

Mr. Chairman: Good morning. I would like to call this meeting to order. This is the 32nd Meeting of the Joint Select Committee appointed to inquire into and report to the Parliament on Municipal Corporations and Service Commissions with the exception of the Judicial and Legal Service Commission. Ladies and Gentlemen, my name is Anthony Vieira and I would like to extend to you a very warm welcome. I really appreciate you all coming here today. I know this is a long overdue meeting. We have had some false starts, and I know you all have travelled far to be here. So we really appreciate you all being here and welcome. Before I ask the other members of the Committee to introduce themselves, may I just indicate for the record that the following members have asked to be excused: Mr. Devant Maharaj, Mr. Prakash Ramadhar, Mrs. Joanne Thomas and Mr. James Lambert. I will now ask committee members to please introduce themselves. [Members of the Committee introduced themselves] 70

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Mr. Chairman: Thank you, members. May I now ask the officers and representatives of the municipality to please introduce yourselves? [Officials of the Siparia Regional Corporation introduced themselves] Mr. Chairman: Thank you all and, again, welcome. Just some housekeeping matters. Because we are going to be on air, I will ask that everybody make sure that their cell phones are off or on silent, and also when you speak you speak through me and you will put on your microphone and then turn it off after speaking. Now, it is 11.31 a.m. and we will be going until 12.30p.m./12.31 p.m. Time is a little tight and I know there is a lot we want to cover, so I will ask participants to keep questions and answers as brief and as focused as possible so that we can maximize the number of persons who have a chance to contribute. As you know, this hearing is convened in furtherance of the Committee’s inquiring into the administration and operations of your municipal corporation, and for that purpose the Committee requested submissions in respect of the following: Summary report on the administration of the corporation for the period 2010—2013, inclusive of the information on activities undertaken during that period in the following areas: • human management and development; • financial management; • public health; • infrastructural development; • policing and security; and • disaster management. • Also requested was the most current strategic plan of the corporation.

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I want to thank you for providing us with that documentation. As you know— [Interruption] I have been asked to observe that the acting CEO and CEO have asked to be excused from this meeting. That is so done. Thank you. Now, of course, these sessions are a means towards making corporations accountable for their actions. So this is part of our parliamentary oversight function, but it is also an opportunity for the corporation to report back to its own constituents and the public at large, and provide you with an opportunity to voice concerns and to have your suggestions heard. With a view to getting the ball rolling, may I just hear a little something about Siparia, my understanding of it? You are 51,000 hectares in size. Basically you are at the toe, the foot of Trinidad. You have around 82 residents and you are a diverse area: onshore, offshore, ports—[Interruption] Mr. Sharma: Mr. Chairman, also industrial areas. Mr. Chairman:—industrial areas, yes. So, I would like you to give us a little bit about Siparia for the public’s edification, and I will now invite the Chairman to make a brief opening remark. Thank you. Mr. Doodnath: Thank you, Chairman, and a pleasant morning to you and all members of the Committee. Permit me first on behalf of the team, Siparia Regional Corporation, to express our appreciation for inviting us this morning. We are well aware that as a municipal corporation, we are indeed accountable to the people in terms of our operations, and so we welcome this opportunity to publicly discuss the work and projects and activities of the Corporation. As you would have mentioned, the Siparia Regional Corporations spans a geographical area of some 510 kilometres squared. Just for comparison, permit me, Mr. Chairman. The area of St. Vincent is 389 kilometres squared; the area of Grenada is 344 kilometres squared; the area of our neighbouring borough, the Borough of Point Fortin, is just 24 kilometres squared; the area of

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Tobago is 300 kilometres squared. We are bounded to the north and east by the Penal/Debe Regional Corporation, to the west by the southern part of the Gulf of Paria and to the south by the western part of the Columbus Channel. We, more or less, surround the entire Point Fortin Borough Corporation. In terms of communities and landmarks, our northern boundary is the Godineau River in the vicinity of the Shore of Peace Cremation site. Then we go all the way down to Rousillac and La Brea, Vessigny, Granville, Cedros, Icacos, of course. Our eastern boundary is in Syne Village, Penal, in the vicinity of PowerGen, and if we are to work our way towards Cedros from Syne Village, places like the township itself of Siparia, Fyzabad, Palo Seco and Erin fall within our boundaries. The entire constituency of Fyzabad lies within the boundaries of the Siparia Regional Corporation. In terms of land use, we are fortunate to have housing settlement of various sizes, of course, forest, swamps, agricultural holdings, ports, as you have mentioned, industrial areas, onshore areas and bases for offshore oil operations; numerous beaches along our 100 kilometres of coastline and, of course, there are some 85,000 burgesses residing in the region. The council of the corporation, Mr. Chairman, was, of course, sworn in for the term 2013—2016 in late October of last year. The council comprises like the Penal/Debe Regional Corporation, nine elected councillors and four aldermen—13 members. May I point out, of the 13 members sitting on the council for this term, five of us also served during the last term, 2010—2013. The administration is headed by the Chief Executives Officer. Our confirmed CEO is Mrs. Glorie Jean. She is on leave—three months—and in lieu of her absence, the Ministry of Local Government has appointed an acting CEO, Mr. Heralal Rattan who, of course, has asked to be excused at this meeting. In addition to the CEO, there are four other chief officers assigned to the

21st Report of the JSC on Municipal Corporations and Service Commissions corporation. We have our full complement of chief officers. The Principal Medical Officer of Health, Dr. Balkaran Shivnauth, of course, he is here with us this morning; our engineer, Ms. Alana Noel, she is here with us this morning; our Corporate Secretary, Miss Farisha Mohammed who I want to mention has a death in her family and she asked to be excused this morning; and our financial officer, Mrs. Linda Waithe-Wells, who also, unfortunately, is not here with us this morning. Her mother passed away only yesterday. And may I just use this opportunity, Mr. Chairman, to send condolences to both our corporate secretary and our financial officer on their recent loss. Mr. Chairman: And may we also send our condolences. Mr. Doodnath: Thank you. 11.40 a.m. Mr. Doodnath: I want to take this opportunity to mention, Mr. Chairman, that there is a cordial and harmonious relationship between members of council and members of the administration. I am well aware, Mr. Chairman, that today we will be discussing administrative aspects of the corporation, and though I am not a member of the administration, I am happy to be with my colleagues on the administration this morning to share with you, and the members of the committee, and members of the public, reports of some of the activities that we are involved in, and the work we are doing. Many members of the public, Mr. Chairman, view corporations in terms of what we are doing with roads and drains and garbage collection, and mosquitoes and recreation grounds, et cetera. Now all of these are very important. This council, though, has established, and the administration is in full support, that as a responsible local government body we must always operate, as I put it, we must seek to operate outside the box drain. [Laughter]

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And yes, yes, the records will reflect that during the previous term of office 2010/2013, utilizing an average of 98 per cent of our budgetary allocations each year under our recurrent expenditure, and the Public Sector Investment Programme, we completed 182 drains projects and 143 roads projects. And for this fiscal year 2013/2014, roads 38 projects already completed, drains: 25 projects already completed, 38 more due to start in about one week’s time, a total of 63 drains under our development programme. Of course, under our recurrent budget, 35 drains for this fiscal year have already been completed. But at the Siparia Regional Corporation, Mr. Chairman, as I mentioned before, we take pride in operating outside the—and you enjoyed it—box drain. Let me just give some examples, with your permission. Mr. Chairman: I do not want to cut you short, but I know members are going to be anxious to ask some questions. So, please continue. Mr. Doodnath: I am hoping that during the course of the meeting I could share some of these examples with you. Thank you, Sir. Mr. Chairman: Thank you very much. And I should tell you that I have had some of my fondest memories in Siparia. I spent a lot of my youth in the Constance Estate in Icacos— Mr. Doodnath: Okay. Mr. Chairman:—so I am familiar with your area. The floor is now open until we have some questions. Mr. Samuel: In one or your reports you talked about, in your whole development structure for workers, that there seems to be a resistance by workers to training in new technology. Can you elaborate on that? And then, you intended to establish a change management approach that would enhance the effectiveness of the corporation, can you elaborate on that? Mr. Doodnath: The administrative officer under whose responsibility

21st Report of the JSC on Municipal Corporations and Service Commissions training falls, is our Administration Officer II; she will respond accordingly. Ms. Cain: All right. The corporation has conducted several training courses, some of which are training the watchmen, report writing workshop, technical report writing, investigative reporting, report writing skills, defensive driving, computer courses, enhanced supervisory skills, team building workshop, fire safety training, first aid training, registry procedure training, courtroom process and practises, leading with emotional intelligence, police duty and care responsibility, and emotional intelligence customer service. We did some [Inaudible] training, management principles, change management customer service team work, and personality quality change management. So, we had done several training in the corporation during that period. Mr. Samuel: But, you know, you can attend a training session and not be trained, and that means that the corporation would have had an assessment subsequent to the training programmes to see how effective the training would have been, and what are the necessary measures that need to be taken to further the training of people. Has that assessment been done, and what is put in place for further development based upon you assessment? Ms. Cain: At the end of the training we do an assessment, and from that assessment we look at, in our training plan for the following year, what areas need to be—we do a needs assessment to determine what we need to follow up on. As you say, some of the training, you could train, and you really do not have to learn. So, we have found that out as well. So in every financial year we go over the whole process to determine our needs assessment, and develop a training plan to deal with the shortfall. Mr. Samuel: But have you experienced—in your own experience, have you had to train the same people over and over in the same things, over and over and over? And if that is the case, how do we get past that? And how have you

21st Report of the JSC on Municipal Corporations and Service Commissions been able to get past that or if you have been able to? Ms. Cain: We have discovered really, in a particular area, that the training was not successful. And we looked at it. We looked at using different facilitators, and going about the training in a different way to be able to achieve our objectives. Mr. Chairman: One of the things you mentioned in your report was that you saw as an operational weakness the inadequate amount of administrative and technical staff across many departments, is that being addressed? Ms. Cain: Yes. This has been addressed. We have employed some people on a short-term contract to deal with the areas that we do not have employment, like health and safety, communication officer, IT. Mr. Chairman: How many contract workers do you have working with the corporation? Ms. Cain: We have 20 contract workers. Mr. Roach: I am glad that you asked that. In terms of providing by this corporation, I see you have on item 8, a provision of truck-borne water, subject to the provision to the Water and Sewerage Authority Act Chap. 54:20, and I see you have a high expenditure in terms of potable water being supplied to seven areas, within the region, devoid of pipe-borne water. What measures, if any, are being taken to rectify and have these areas being supplied with pipe- borne water? Mr. Doodnath: The question of pipe-borne water—the distribution to water to our burgesses, that falls under the purview of our health section, and of course, heading our health section is Dr. Balkaran Shivnauth; he will respond accordingly. Dr. Shivnauth: [Inaudible] Mr. Chairman, and members of the committee. At our regional coordinating meeting we have the presence of the WASA

21st Report of the JSC on Municipal Corporations and Service Commissions representative, and this is a measure that goes beyond. We have a truck-borne supply of water. Where there is a shortfall, we try to make up for our burgesses, but beyond that we also liaise with the WASA officials, and they have a plan, and they keep telling us how far they have gone to the districts and the communities where there is no pipe-borne water. So, we liaise with them as being the authority that can put the lines down and supply the homes. In the meantime, we give potable water to our burgesses, and we monitor the standards. Mr. Roach: But is there any concrete plans in train for establishing a time frame where these areas would be supplied with this lack of pipe-borne water? Dr. Shivnauth: At the regional corporation level, I am not sure that we have that plan. Mr. Roach: Somebody wanted to say something? If not, okay. Could I ask question? In terms of your—I saw that you have as well the RCC which is the Regional Coordinating committee, is that operational? Mr. Doodnath: Yes. The Regional Coordinating Committee is in operation. We meet on the last Thursday of every month. Of course, like other corporations we have challenges with having representatives attending these meetings. To counteract that, I myself am involved in visiting the various agencies, beseeching them to attend these coordinating meetings and meet with us. But we do have some challenges with agencies attending. Mr. Roach: These seems to be a commonality with these regional corporation committees, which to me has been set up to specifically to help manage the overlapping of responsibility from various Ministries with the municipalities, and it seems to be almost non-functional. Well, I do not know. We have Minister here, so probably he might be able to shed some light. Mr. Doodnath: But let me just point out, Mr. Chairman, at our own Regional

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Coordinating Committee meetings, T&TEC is always there, WASA is always there, and representatives from the Ministry of Works and Infrastructure they are always there; most of the time that is. Mr. Samuel: My question, I have two questions, one with regards to disaster preparedness; two, with regards to municipal policing. I will go to the first one. I see in your report that you had difficulty and challenges with getting persons to attend their training sessions, and that you, in order to do that, had to have some kind of token given at the closing of the session; stuff like that. That says a lot. How has that affected your preparedness for disaster? I am quite concerned about municipal corporations and the areas being prepared, seeing that the first responders are really the local government representatives and agencies. How prepared are you, seeing that you live in an area and exist in an area that is prone to flooding, that is prone to disaster? And when I say preparedness, I am not just talking about the ability to respond after it happens. I am talking about the pre-emptive actions taken over the period of time because we have the same rainy season every year— Mr. Doodnath: Yes. Mr. Samuel:—and sometimes the same rainy season every year seems to catch us—as we say—with own pants down, and what pre-emptive action have you taken in Siparia? Can you spell out some of those things, for us to have an idea, if you are prepared, sufficiently or not, and what is needed again within this short space of time for you to get up to full preparation for the rainy season that is here? Just after you answer that, I will ask the second question on the municipal policing. Mr. Doodnath: Yes. You are so correct. The Siparia Regional Corporation is an area, like the rest of the country of course, we have our fair share of disasters, so to speak. We pride ourselves in having one of the hardest

21st Report of the JSC on Municipal Corporations and Service Commissions working disaster management units in the country. And today we are fortunate to have with us the coordinator of our disaster management unit, Ms. Donna Woods, and she will respond accordingly. Ms. Woods: Good morning to the Chair and members of the committee. We have tried our best to prepare ourselves, the corporation, for the season. We have been doing so—well by cleaning of drains and on-going process within the corporation. We have also partnered with the Ministry of Works and Infrastructure to clean the main watercourses. The corporation has partnered also with the Forestry Division, as well as T&TEC to cut all those overgrown trees that fall along the main road, to trim them, and the dead ones they pull them down, the live ones that are overgrown, they trim them. So, we have been engaged in a project with that. We have been conducting the training, yes, although it is a challenge for us, we keep it going all the time. As a matter of fact, as we speak, there is a shelter management training going on as well at present. 11.55 a.m. Ms. Woods: In the training we engage drills, so people become aware of what to do, when to respond and how to respond. We conduct a lot of public awareness to prepare the members of the public, how to prepare themselves and the community in preparation for the hurricane/rainy season. There are some of our areas where it is difficult to eliminate the flooding completely, for example, in Icacos it is below sea level and the homes were built arbitrarily, so you find that roads were built after the houses were built. So it is difficult, there is no plan layout for that area. So it is unavoidable, but we do try our best with mitigations to keep the drains clear and have our excavators on hand, so in the event it starts flooding, where they would start clearing the watercourses in the Icacos areas. That is one of our most vulnerable areas in

21st Report of the JSC on Municipal Corporations and Service Commissions our community in regard to flooding. Mr. Chairman: And on the subject of disasters, could you tell us how or if at all you were affected by the Petrotrin oil spill and whether that impacted on your fishing industry? Ms. Woods: Yes we were impacted with the oil spill. Remember that Petrotrin is the lead role player in that incident, because the Corporation does not have the workers to treat with such spills, as well as we do not have the right equipment. However, we were present everyday there and we did what we were able to do, such as, opening the shelter, we were able to provide the cots, mattresses and blankets for the people, we did the best that we could. Whatever we were able to do we were there at hand to provide whatever service we could have rendered. Mr. Chairman: And what is the status report today, what is the position now? Ms. Woods: As far as that is concerned and to the best of my knowledge, it has been cleared up because the beaches are totally cleaned now. The residents are back at their homes. They are more or less looking for compensation. They do not really look to the Corporation for anything because it is a Petrotrin incident. They more look towards Petrotrin to be compensated. But in regards to the environment the EMA has given the all clear on it and everything seems to be back to normal. Mr. Samuel: I am on the point of disaster preparedness. Other Corporations and Municipalities have difficulty dealing with the indiscriminate dumping of garbage throughout the areas. Do you have the same problem? How have you been able to deal with that? The issue of litter wardens, how effective is it in the Siparia Regional Corporation, if it is effective? And what is needed to be done, because all of

21st Report of the JSC on Municipal Corporations and Service Commissions these things lends a further trouble with regards to flooding and stuff like that, and how have you been able to sort of deal with the situation? We are suffering as a nation with the dumbing of plastics and bottles and stuff like that, into the watercourses, how have you been able to deal with that? Or have you been strategizing and coming up with plans and programmes to educate your burgesses with regards to the impact they are having if they continued to just dispense with plastics and garbage into the watercourses and stuff like that. How have we been able to deal with it? Ms. Woods: Okay in our public awareness we do inform people about such things. However, that what you are asking really pertains to our health department, they deal with that type of impact. So the doctor might be able to give you more information concerning what you are asking. Dr. Shivnauth: Yes, Mr. Chairman. In January 2013, the Ministry of Local Government sent eight litter prevention wardens to join our staff. Today, we have six with us. They have a programme which we have sat down and worked out, where they do visits to the communities and where they check for indiscriminate dumping of refuse, plastics and bottles, and they speak to the community. There is an organized programme. They do a walk through High Street, Siparia, the main area for shopping. They speak to the businessmen. They have had cause to serve a few notices, but compliance was done because the period seven to 14 days that they have given them, and they were welcomed, they are very visible and they do joint patrol also with our public health officers. We have also in the making a programme where they will go also with the forest officers to see what is happening out there. But they have been very effective, six of them now, and they have gotten the community to understand and to be more educated about how we go about this. There is also a pilot

21st Report of the JSC on Municipal Corporations and Service Commissions project where garbage—where plastics and bottles and papers and other organic waste are being separated and are being sent to other sources for final discrimination. Mr. Chairman: Now, one of the things that struck me in your report had to do with the constraints and how you described your region as a lagging region. So I would just like to read this area and then ask for you to comment on it. You say: “Siparia is a ‘lagging’ region evidenced visually in the current state of the built and natural environment and assessed against all the usual physical, social and economic indicators and criteria of development…” You speak of: “i) …long-term decline in population growth associated largely with migration out of the region due to the decline in economic activity and the lack of employment opportunities.” You say: “ii) Poverty levels are high iii) …condition of housing, infrastructure, utility services…do not fully meet accepted standards of provision for related population groupings.” You say that even though you have all of these established industrial sector operators like, Petrotrin, Lake Asphalt and the National Energy Corporation: “iv) the progressive rationalization of the oil industry has resulted in a decline in employment and in economic and social activities that depended on it. “v) …a decline in farming activity…

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vi) …fishing industry has stagnated, and vii) business is not vibrant…” Could you elaborate on these and perhaps say what you might be doing to alleviate? Mr. Doodnath: That position, Mr. Chairman, is slowly improving. That document that you read from emanated sometime, I believe three years ago. Of course with the coming of that new highway now, there is going to be an increase in economic activity and employment. Mr. Chairman: So you support the new highway? Mr. Doodnath: Of course we do, of course we do. Only recently as well the Land Settlement Agency they have set up an office just about a month ago in the heart of Siparia and they will of course be attending to housing needs and so forth, but with the coming of that highway we have no doubts in our minds that all the negatives that you have just described that highway alone will take care of 99 per cent of those issues. Mr. Chairman: So now tell me—a lot of time on Constance Estate, and I knew Bovell’s Estate nearby and I say the coconut estates withering away. I know that fishing had become a problem and I would have anticipated that with the oil spill that had been affected even further, what is the prospects for young people in the area? Mr. Doodnath: With respect to farming, yes, there has been a decline in activities. Our young people now are moving towards other areas, more clerical work so to speak. I suspect that is historical with them wanting to move away from farming which is no longer economically viable. The coconut industry in Cedros, yes, has gone through. At our regional coordinating committee meetings we are in discussions with the Ministry of Food Production, jointly, to see if at all what can we do to revive and to

21st Report of the JSC on Municipal Corporations and Service Commissions increase whatever, and to prop back up that coconut industry. It has taken a lot out of us, a lot of studies, a lot of scientific research, a lot of consultation, but I agree the coconut has died and we need to fast track it back in line. Mr. Roach: Mr. Chairman, you said some time in your report of 2011/2013 that the office of the CEO, the Chief Executive Officer, was not a permanent position. Has it been filled? Mr. Doodnath: Yes, we do have a confirmed CEO now, appointed, confirmed, yes. As I mentioned earlier our CEO is on vacation leave, three months. Mr. Roach: And what about the Occupation Health and Safety Unit, has that been established now? Mr. Doodnath: Yes, our administrative officer would have mentioned that we have on contract now a Health and Safety Officer. He is on board with us. Mr. Roach: Sure. Mr. Samuel: Because of the area that you cover as a Corporation, in your report with regards to Municipal Policing, you said that it would require approximately 60 officers to cover it effectively. What is your present strength and what is the Corporation doing to top it up to make it at least effective? And you also—sometime ago, were trying to find a location or a place so that the Municipal Police can be accommodated, has that been achieved? Can someone talk to me about that? Mr. Doodnath: Our police inspector, inspector Brijmohan. Mr. Brijmohan: Mr. Chairman, to date the strength at the Siparia Municipal Police is one Inspector, one Sergeant, two Corporals, three Constables. Fortunately, Siparia did not suffer any migration of the Municipal Police to the other areas like the Trinidad and Tobago Police Service or the Fire Service. The reason being that of remuneration, Mr. Chairman. The Municipal Police

21st Report of the JSC on Municipal Corporations and Service Commissions instructor came out from a Cabinet Minute, the Soogrim Report of 1996 which recommended one Inspector, one Sergeant, two Corporals and 10 Constables. Mr. Chairman, that was approximately 18 years ago— Mr. Chairman: And you have described an area that is larger than an island, this seems woefully inadequate. And also given your proximity to South America and the drug trafficking and what obtains. Mr. Brijmohan: Very much so, Mr. Chairman, so you could imagine the challenges. Mr. Sharma: When we present information as a committee that may be misleading, because the police that he refers to is complimented by the Trinidad and Tobago Police Service and as for the same geography you have about six police stations. [Crosstalk] The duty of the Trinidad and Tobago Police is larger than the duty of the unit that the Corporation has. Mr. Chairman: Thank you, but I am hearing from the Inspector that they do seem to feel that they are not at the strength that they would like to be. Mr. Brijmohan: Yes, Mr. Chairman, the 60 officers would give us a certain degree or measure of relief to manage the region, and in terms of the region we have offices, sub-offices as far as Cedros; we have at Erin, we have at Fyzabad, we have at La Brea. Most of the time when we have any breaches of any of the law the police would go and investigate the matter, right. Fortunately, at this point in time we do have watchmen that provide security, 24-hour security at all our institutions together with private security. That helps, because it augments and relieves the police from those in-house type of security. The general policing that we would do, we would provide all the needs of the Corporation, together we would assist the Trinidad and Tobago Police Service as and when they request our services. Likewise when we do they do assist us.

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The problem with staffing is more than the Regional Corporation, it has to do with the Ministry of Local Government and most of the respective commission for the recruitment and training of police officers. But, Mr. Chairman, other areas have trained police officers as well, the Trinidad and Tobago Police Academy. And when they come out and they start to work they leave, they migrate into the Trinidad and Tobago Police Service. Why? It has all to be with remuneration, Mr. Chairman. 12.10 p.m. Mr. Chairman: So it is the disparity in income between what is paid to the municipal officers and regular service. Mr. Brijmohan: Very much so, Mr. Chairman. Some time ago the $1,000 was offered to municipal police. To date, the Ministry’s human resource department, together with the CPO department, nobody seems to know what is happening as it relates to that. We are talking about—it was three years ago— the retroactive—and this came about recently. But nobody in authority seems to know what is happening. The last document we came by has to do with a legal notice. Nobody knows who has to create this legal notice so that municipal police can receive this money. Mr. Chairman: Do you have a specific request or recommendation? Mr. Brijmohan: Mr. Chairman, I hope that the powers that be, hearing this, would take the necessary action because I manage a small staff and they are very disciplined, in that they would say, “Inspector, what are you doing”? I do what I have to do. I wrote the Permanent Secretary, Ministry of Local Government supplying all the information that I would have had as it relates to the Cabinet Minute giving rise to that duty-free allowance, together with all the necessary Cabinet—the legal notice that came up, and hope that somebody would find it fit to deal with this matter.

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Mr. Samuel: With regards to equipment, what type of equipment do you have, vehicle-wise and other things? Mr. Brijmohan: Currently, Mr. Chairman, we have two marked police vehicles and there is a certain need for an unmarked police vehicle, given the area and the crime in any area, even at the corporation. Most of the time we talk about Siparia, the thing is that the municipal police service is not for Siparia, it is for Siparia Regional Corporation that encompasses that 510 square kilometres. So it is not a little, it is much. The building that we are housed in is a rental building. Mr. Chairman, we are small in staff so the building is comfortable. I have found it necessary to, through our line departments, try to acquire a piece of land, hopefully in Siparia, probably State land, where we can construct a municipal police headquarters, so that we can deploy police to all our sub-districts that encompass the nine policing districts of the Trinidad and Tobago Police Service. The role and function of municipal police is clear, it is defined and has been spelt out in the Local Government Reform. We are talking about schools, we are talking about communities. With seven officers, Mr. Chairman, I do not know what much else we could do. We try our best. We have the needs of our corporation, we have need to provide security for council, and I think we are doing fine. We need more. Mr. Chairman: Well, all your observations have been noted, I can assure you, and they will be manifested in the report. Miss Cudjoe: I would like to find out about the readiness of your unit to treat with the legislation related to the Dangerous Dogs Bill that was recently proclaimed. I want to know about the strength of your unit, your available equipment, your canine department and the vehicles that are necessary that you need to execute our functions. What is the overall readiness of the corporation

21st Report of the JSC on Municipal Corporations and Service Commissions and the unit to treat with the Dangerous Dogs Bill? Mr. Brijmohan: Mr. Chairman, I would deal where it concerns the policing part. I know for a fact that the municipal police are the main authority in the interpretation for the Dangerous Dogs Act. It has been two years now I know the Government has been working on this dangerous dog issue, and for my department, we would require some more training as to what would be our definite role and function. Because, as it is, if you get a report that a pit bull is out on the street, the first response that the police is going to take is that you may have to shoot the dog. Ma’am, I have had the opportunity to do that. A pit bull does not go down that easily. So the other part of the training, the other stakeholder, I will ensure that department receive that training when that whole thing comes properly into effect. The other part about the canine, we have doctor here, he might be able to shed some light. Dr. Shivnauth: Mr. Chairman, we have attended the meetings with the Ministry of Local Government and the Regional Corporation. At present, we have a canine unit, we have a vehicle, we have two dogcatchers and they are operating with common dogs—stray dogs. We have made it known, we have set up a registration unit right now—in operation—with a member of staff, and we have a phone line which we have advertised in the press and asking people with these dangerous dogs to—we have listed the dogs, eight of them in the paper, and asked them from the region to report to us and come in and check. There is a document we give them also and we have a registration document. We have been told by our Ministry of Local Government that the pounds that they are thinking of establishing will be four in the country, and that they can be shared by the municipal corporations. Three corporations can attend to one of the pounds. At this present moment we have been advised that the Ministry of Food Production has pounds and they have incinerators

21st Report of the JSC on Municipal Corporations and Service Commissions and they have a place for storage of the dogs, and if within seven days people do not claim them, they have vets and the vets will arrange to euthanize these dogs. So we are preparing. Our team has visited certain parts of the region to check for a plot of land where we can build a dog pound. We have to build a small pound as a holding area. We are not talking about the bigger pound which the Ministry is preparing. They are preparing four for the whole country and every corporation will have a chance to feed in with one of those pounds. So we have visited a piece of land and we are checking with PASEL and the MP to see the ownership and what we can do from there. But it is a challenge and the law has come down, we can say, almost suddenly, and we are not prepared to that extent. Mr. Chairman: Yes, because you seem to have a fair share of dogs. I see you removed as many as 684 recently. So you need a dog pound and you need a police station. I remember when I used to lime down in Icacos, the house that I used to stay at is now out in the sea. You have 100 kilometres of coastline, but serious coastal erosion taking place. Is anything being done? Does that continue to be a problem? Mr. Doodnath: Yes, of course it is, and arresting what is taking place there falls under the Ministry of Works and Infrastructure and I know for a fact that the sites have been visited. They are planning a lot of projects with respect to arresting the landslips and so on. The relevant Member of Parliament, they are all working as well, with these agencies, to alleviate that problem. Mr. Roach: Is there still a lack of human resources at the corporation? I mean, we heard from the Inspector that there seems to be a lack of sufficient complement of police officers to do municipal policing. But on the whole, is

21st Report of the JSC on Municipal Corporations and Service Commissions there still a shortage of human resources at the corporation? I notice in your statement for 2011/2013, you said there was a directive from the Ministry saying to cease any further employment. Is that still in existence? Mr. Doodnath: Of course. And that is a challenge that we are faced with. Serving our 85,000 burgesses, our cadre, in terms of daily-rated workers, is 592. That figure is way, way insufficient. But by the collective agreement, that is the figure we are assigned, just 592 daily-rated workers. We have divided the Siparia Regional Corporation into five administrative districts. So for example, each administrative district should have a road officer. Right now we have just two monthly-paid road officers, three daily-rated workers acting as road officers. We have just one building inspector to look after all the building needs of the corporation. So, in fact, yes we have a human resource problem in terms of numbers. Mr. Roach: But is there still in existence this embargo from the Ministry in terms of hiring? Mr. Doodnath: As far as I am aware, yes. I would want some advice from the AO II with respect to human resource— Ms. Cain: Yes. Mr. Doodnath: It is. Mr. Roach: And is there anything being done to have that revisited? Mr. Doodnath: What we are engaging in is bringing in workers through our recurrent budget under short-term employment. Right now we have approximately 100 people in such a programme. Mr. Roach: Tell me something. Does that have anything to do with—you said with the changed administration, the entrance affiliation and party loyalty? That has anything to do with it? Mr. Doodnath: No. I read that document. This has nothing to do with

21st Report of the JSC on Municipal Corporations and Service Commissions change of administration or loyalty to party. It is a question of a policy that each corporation is assigned so many daily-rated works. Mr. Roach: But you certainly will have justification to make a strong case. Mr. Doodnath: Of course, and we do. Mr. Roach: And you have done that. Mr. Doodnath: Yes, we have. Mr. Roach: Okay, thank you. Mr. Chairman: Now, in your strategic action plan, you had outlined strategies to deal with public health, waste and pollution. My question is: what is the status regarding the implementation of those strategies? Dr. Shivnauth: Mr. Chairman, our scavenging programme, we have private persons who are engaged in a programme we have set for them. They have received three-year contracts from SWMCOL and we at the corporation are supervising them and set the pace for them to do the garbage and other collections in the regional corporation. They have been functioning, and where we have complaints from burgesses, we invite them and we talk with them. We also hold a quarterly meeting with those private contractors, in which a report is prepared, shortcomings noted and a report is sent to the SWMCOL as well as to the corporation chairman. Mr. Chairman: As we have winding down, any Members have any further questions? Mr. Samuel: We have found that, from a health standpoint, we are faced with issues from time to time. What actions have the corporation taken to deal with even the present situation with the new outbreak? Two: how have we been able to deal with that health situation from the standpoint of our inspectors being at it—the health inspectors, the situation with the mosquitoes and stuff like that? How have you been able to deal with it?

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Dr. Shivnauth: Mr. Chairman, we have an Insect Vector Control Division. I guess you are asking specifically about the Chikungunya virus. That vector control division does health education, they do perifocal spraying and, to a large extent, they cooperate with the Ministry of Health, Insect Vector Control Division that has a unit established in the St. Patrick County where we are. We also set up an educational programme, and they do house-to-house visits. They also educate the owners of the house about potted plants where the breeding sites of the mosquitoes are, and how to deal with it. We have a limited spraying programme. This is augmented by the Ministry of Health, Insect Vector Control Division. At the moment I think there are five cases in the whole country, of the Chikungunya virus. Those statistics came out from the Ministry of Health. So we are cooperating with the local public health inspectors. We have only two public health officers and their responsibilities are onerous, but we cooperate as much as possible with the Ministry of Health, through the local county medical officer of health department and staff. 12.25 p.m. Mr. Samuel: Just on the health situation. I know the issue of the collection of waste, all types of waste in Siparia or the area that you govern, how have you been able to deal with it; how effective is it; what is the situation with the equipment desired and necessary to be effective with waste collection and disposal; what problems you are having if any, and how you intend to deal with the issues, whether it is a lack of equipment whatever it is? Dr. Shivnauth: Mr. Chairman, the collection of garbage and waste and the disposal have been given to a private contractor through the SWMCOL agreement—three years contract. We monitor them. They go to the Guapo dump and they release their collections there. That dump has been having

21st Report of the JSC on Municipal Corporations and Service Commissions some problems, and we pay a tune of $65,000 a month for the use of that Guapo dump where they take all their garbage and other things to be disposed of. We have been trying through Petrotrin to seek 100 acres of land somewhere within the corporation for a land fill development. Talks are ongoing and we hope that somewhere in their estate or land on our control, we will be able to find this 100 acres so that we can set up a modern facility with a furnace to deal with the garbage and all that disposal. Mr. Chairman: Thank you. Mr. Chairman, you had said in your opening address, or I got the impression that things have been improving over the past couple of years, I was wondering if you could say what in your opinion is the accomplishment the corporation is most proud of, and after where do you see yourself perhaps as most in need of improvement? Mr. Doodnath: Well, earlier on we started to talk a little bit about the local economy, Mr. Chairman, and I agree the state of any local economy plays a critical part in the development of any corporation. When we first came into office, we found that there was no local organization specially dedicated towards working towards the growth and development and sustenance of the local economy. And so again, operating outside the box drain, Mr. Chairman, together with the Member of Parliament for the constituency of Fyzabad, the Siparia Regional Corporation, we initiated the formation of the Siparia Chamber of Commerce. The Siparia Regional Corporation organized and hosted preliminary meetings, so much so, that that Chamber now is fully functional and they are, in fact, a totally independent body. Again operating outside of the box, I will use the opportunity to give some examples: 1. Only Tuesday of this week, we held yet another town meeting in a series of town meetings we are planning throughout the region.

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That meeting was held in Cedros. At these town meetings, public health and infrastructural issues relative to the particular area are discussed. Burgesses are engaged in a conversation with members of council and members of the administration. And for information, again outside the box drain, we are planning the twinning of the district of Cedros with the district of Toco. Cedros and Toco lie on opposite ends of Trinidad. Cedros lies to the southern-western tip of Trinidad and Toco lies to the north-eastern tip. Both districts are similar in geography, in employment and sporting and cultural practices, in educational opportunities, in culinary arts and, of course, in local governance. The highlight, Mr. Chairman, of that twining exercise—you will be hearing about it—will be a fishing boat race from Cedros to Toco. I always say we need the intervention of the Supreme Being in everything that we do, and like the Siparia Chamber of Commerce, the Siparia Regional Corporation, we initiated the formation of what we call SIRG. S-I- R-G. It stands for the Siparia Inter-Religious Group. The membership of SIRG comprises the heads of all the religious groups in Siparia. That group meets on the first Monday of every month and like the Chamber, that group has now evolved into a totally autonomous body. The Daisy Voisin Hub. The Daisy Voisin Hub is another example, of course, of the corporation operating outside of the box drain. Mr. Chairman, we applied and received permission to occupy 2,140 square metres of state property located on Siparia/Erin Road, opposite the Siparia district medical facility, and over the last two years we have been working towards the establishment of what we are calling “The Daisy Voisin Hub”. Everybody knows who Daisy Voisin is. She is one of Siparia’s and the country’s most celebrated musical icons. Retaining walls and fence railings have been erected

21st Report of the JSC on Municipal Corporations and Service Commissions and new public convenience is already in use. Vendors are already operating out of the new vendors’ mall there. The area is completely paved and public parking is available. We have also installed an advertising electronic billboard on the site and, most importantly, a larger than actual size bronze statue of Daisy Voisin has been installed. The first of its kind in the country, and the Hub, of course, is located on one of the highest areas of Siparia. So it offers a breathtaking view of the entire south Trinidad. The Hub was officially opened and that coincided with the start of Siparia fete 2014, and it was formally commissioned by the hon. Prime Minister of Trinidad and Tobago, Mrs. Kamla Persad-Bissessar. Mr. Chairman: And you were going to mention about where you see areas for improvement, perhaps. Mr. Doodnath: Yes. We are in the process of formulating a domestic tourism plan for Cedros. As we speak, we are noting and listing all of the possible tourism sites, heritage sites in the region. In domestic tourism, there is the scope for economic development and employment opportunities. We will be focusing immediately on having a strategic development plan for domestic tourism in the region. Mr. Chairman: Thank you. All right, we have to adjourn shortly so I am going to ask you to be brief, but if you have any closing remarks before I bring this session to a close. Mr. Doodnath: Mr. Chairman, one of the watch words of the Siparia Regional Corporation is the word “clean”. We are working on beautifying all of our public conveniences throughout the region. There are three public conveniences in the township of Siparia and we have personnel maintaining these on a full-time basis, and their mandate is to ensure that our public conveniences are always clean and tidy.

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In Siparia—I am going to boast about this—we have the cleanest public convenience in the country, and I have to mention this one. Our sanitation supervisor, a fella by the name of Mr. Parris, he is so proud of what we have in Siparia in terms of these public conveniences, do you know what he told me one day? He said, “Mr. Chairman, people from all over the country come in to Siparia just to use the public conveniences.” Mr. Chairman, the overall ambiance of Siparia is changing and, of course, it is a result of the intervention of the Siparia Regional Corporation. We have embarked on so many outside the box drain initiatives. For the past four Christmases and this year for Siparia fete, we have lit up the whole of High Street, Siparia, with strings and strings of decorated coloured bulbs. Burgesses take photos and adapt them as Christmas cards and send these to loved ones all over the world. We are instilling pride in our burgesses, but, Mr. Chairman, admittedly, there is still so much to be done. I take this opportunity to invite all parties concerned, all groups, all individuals, all agencies to partner with us, the Siparia Regional Corporation, as we continue in our quest to make Siparia as our watch words say, “clean, safe and progressive”. Siparia Regional Corporation, clean, safe, progressive. Thank you for having us here, Mr. Chairman. Mr. Chairman: And thank you, Chairman, and thank you team members of the Siparia Regional Corporation. We know you travelled far; you got up very early to get here. We very much appreciate seeing your enthusiasm, hearing about all the improvements and the vision for Siparia. I would now like to declare this meeting suspended and, again, I thank you very much for being here today. Mr. Doodnath: Thank you. 12.35 p.m.: Meeting suspended.

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Appendix IV

SRC Organizational Chart

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Appendix V

SRC Staff Requirements

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Appendix VI

SRC - RCC Attendance of State Agencies 2012 – 2013

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Appendix VII

SRC Strategic Action Plan 2011-2015 Strategic Objective: “Optimize Accounts Management Systems”

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Appendix VIII

SRC Departmental Achievements

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