Couva/Tabaquite/Talparo
regional Corporation

The New Paradigm - Overcoming the Challenge

The address to members of council & senior officers of the CTTRC
at the retreat held at grafton beach resort 23rd – 26th november, 2006,
by Chairman Ranjit Ramnarine.

INTRODUCTION

Ladies and Gentlemen: It is an honour to be addressing this august gathering of officers of the Corporation at this most important, if not critical, exercise in which we are curently engaged. We are at a cusp in the evolving history of the local government system in Trinidad. The Minister of Local Government, the Honourable Rennie Dumas, has proposed profound, conceptual, dare I say, revolutionary changes which would significantly impact on the modus operandi of the local government bodies. And, even though we are in an extended term of office which is legally set to expire in approximately seven to eight months, there is the strong likelihood that local government elections would be at least another year after that. Be that as it may however, it is incumbent on us to do our duty to position this corporation not only to face the challenges of the New Paradigm, but also to overcome them. Hence the reason for this RETREAT – the theme of which is THE NEW PARADIGM: Overcoming the Challenge.

Are we ready? If the White Paper on Local Government Reform were to become law by the next elections, is this Corporation in a position to ensure a seamless transition into the new paradigm and become the leader and model for our sister municipalities. This task begins today and all stakeholders must be prepared for this change. We, the members of council and senior officers of the Corporation must see ourselves as the change agents. It is our responsibility to understand and appreciate clearly where we are in order to position the Corporation to where we would like it to be.

Can you articulate where that is? We do have a Mission Statement. But, a mission to where? What is the Vision that drives this Mission? How do we envisage this Corporation in three years, say, or ten years. What is the Philosophy under-pinning this organization. To these questions we must address our minds in order to bring satisfaction to our customers in the New Paradigm. Before we do so however, let us examine where we are.

ENVIRONMENTAL SCAN

The Internal Environment

• Manpower:
Our most important resource is supposed to be our Human Resource. In defining our human resource, I refer to all members of the Corporation, i.e. the Chairman and Members of Council (of all political persuasions), The Chief Executive Officer, the Chief Officers and both the complements of monthly-paid and daily-paid employees. Are we all operating in a manner which reflects that we own a stake in the organization? Can we say that we are performing at peak efficiency and effectiveness? It would not appear to be so. Firstly, I think we are all agreed that we do suffer from a serious shortage of manpower which is critically affecting delivery of goods and services. Even after fifteen years, the corporation is still not blessed with its full complement of Chief Officers. In spite of the shortage, are we maximizing the utilization of this valuable resource? Let me state quite unequivocally that we have some extremely diligent officers and employees of whom some are highly and multi-skilled, motivated and loyal. Regretfully, this does not seem to be very pervasive. Our roads are in need of repair, water channels need re-opening and dredging, constant requests are received for recreation ground to be brush-cut, no follow-up on complaints or letters to be written, and the list goes on. Is it simply because of staff shortage?

Or, is it that members of staff at the various levels of the organization are de-motivated, disenchanted, lacking in leadership, lacking in the requisite skills to perform their tasks? Is there a breakdown in the channels of communication? Action must be taken to revitalize this most important resource. It is critical. Let me illustrate with a recent example. About two weeks ago, the Chief Executive Officer accompanied by our most senior technical officer, the Chairman and a Councillor had reason to visit the various offices on the compound. The difference in the reception by members of both offices were so markedly palpable, it was unbelievable. In one of the offices, no one bothered to disturb themselves from what they were doing to offer assistance. In fact, one employee was actually reading the newspaper during all the while we were there. I must commend the Inspector of our Municipal Police however, for the professionalism displayed by all his officers when we visited.

• Equipment:
On the establishment of the system of Regional Corporations in 1990, Couva Tabaquite Talparo received the ‘discarded’ pieces of equipment from the defunct Caroni County Council. It was near impossible to adequately service the public. Today, we still do not have a proper fleet. It is a struggle to maintain our equipment properly. So often, parts have to be cannibalized from other vehicles to ensure that some are working. The bulldozer, the heavy roller, the cesspit trucks so often breakdown. While our fleet has improved, we are still without critical pieces of equipment especially when breakdowns occur. We simply cannot have a situation, for example, where residents have to wait for weeks to have their cesspits cleaned. That is highly untenable

• Technology:
We are in the age of Information Technology, yet so many of our systems are still manual. For example, cheques are still typewritten; minutes and almost all our records are stored in hard copy; compilation of records for the collection of rates and taxes are done by hand. Do I have the temerity to mention that so much maintenance work is done using cutlass and crook-stick?

• Functions of the Corporation:
The Act mandates the Local Government bodies to provide for the development and maintenance of the infrastructure and for the provisioning of basic services and amenities as follows:
Services - To provide basic infrastructure and social facilities for the enjoyment of citizens.

Maintenance - To ensure that services are reliable and safe and that citizens are not suffering due to a break in the supply of services, resulting from defective resources. To ensure a safe, clean and beautiful environment.

Research and Development - To engage in boundary scanning with a view to adopting advanced technologies in order to make the Corporation more efficient in its delivery of services.

Accountability - To ensure that the accounting function has integrity and that all transactions are conducted with transparency. To strive for maximum compliance from citizens for the payment of all rates and taxes, licenses and fees.

Human Resources - to ensure that all personnel are afforded the opportunity for self-development through education, training and human resource management.

Public Relations - To maintain good communication links with all Corporation’s employees, citizens and stakeholders in order to ensure goodwill and co-operation.

Relief - To ensure capability to respond to natural disasters. To assist in the eradication of poverty.

Community Partnership - To establish meaningful linkages with all citizens, such as, sporting, cultural, recreational and educational groups in order to foster community and civic pride within the Corporation’s boundaries.

The External Environment

• Stakeholders
The citizens who reside within the boundaries of the Regional Corporation must be considered our main stakeholders. Included also would be our employees, central government, related government agencies and our sister corporations. Other stakeholders of no less importance are the corporate community, trade unions, sporting and cultural organizations, environmental groups and educational institutions. The contractors and the suppliers of goods and services to the corporation would also be considered as significant stakeholders of the corporation.

• Demographics
The population of the Corporation is approximately 162,000 persons with households’ numbers 40,000 according to the report of the Central Statistics Office of 2002. The Corporation comprises approximately one tenth (1/10) of the country’s land area (180 square miles) making it one of the larger corporations in the country. At present, there are numerous housing developments, both private and state-funded, which are under various stages of construction which when fully established would critically impact on the resources of the Corporation.

In noting the demographics of our Region, we must take note that the Couva Tabaquite Talparo Regional Corporation is, in fact, two corporations – Couva and Tabaquite/Talparo. This is the manner in which it was conceived in Act 21 of 1990. In fact, for the very first year there were actually separate budgetary allocations. Before the first Council was elected in October 1992 however, an amendment joined the two entities into one corporation – the Couva/Tabaquite/Talparo Regional Corporation. One is at a loss to understand the rationale for this, unless it was on political grounds.

In every sense they are dissimilar. While Tabaquite/Talparo is rural and agricultural, Couva is mainly urban and industrial. While Couva is densely populated, the population in Tabaquite/Talparo is more widely dispersed. The network of roads in both areas would obviously be quite different. The topography is generally flat in one area while in the other it is hilly and undulating. Culturally, there are many dissimilarities as well. If a study were to be undertaken on the diseased affecting residents of both areas, I have no doubt that it would show that the people would even suffer from different kinds of afflictions. To develop these two areas would obviously require completely different planning initiatives. And, by development, we do not only mean infrastructural, but also social, economic and cultural as well. No wonder there is so much debate in the Council and otherwise about ‘equitable’ and ‘equal’. Perhaps the time is propitious, in view of the imminent new paradigm in local government to disaggregate our present entity and revert to the two bodies as they were originally conceptualized, and that is Couva and Tabaquite/Talparo. Since it is generally recognized and accepted that Couva is the new growth pole of Trinidad and Tobago contributing overwhelmingly to the economy of the nation, the Reform proposal should go one step further and ensure that Couva is incorporated as a Borough before the next local government elections are called.

• The Physical and Social Infrastructure
An analysis of the physical and social infrastructure will reveal that there are a number of areas in which residents suffer tremendous hardships. One could easily be under serious stress if one were to be challenged, “What allyuh corporation doing?” and was not informed to be able to adequately respond. We ought to take note that over the past decade a significant number of developments, both planned and unplanned, has taken place in our region. There were several former NHA housing developments established plus numerous squatter areas which emerged for which we do not receive funding and worse, our cadre has not increased. We only have some temporary employment from time to time. But, we are expected to service all these areas, and we should because they are our citizens. So, let not your heart be troubled. An objective analysis would surely confirm that our officers and employees are doing a tremendous job, but perhaps because of the overwhelming problems we have inherited, their accomplishments are not easily evident.

Let me illustrate with a recent example. A couple weeks of weeks ago, in one of our meetings, it was pointed out that there was serious flooding in a particular village where a number of houses were inundated with floodwaters. During a break, I requested of the County Superintendent that he send out an officer to undertake an investigation for it appeared that there was an emergency situation existing. Not only was he aware of the situation, but he was able to advise that there were gangs already operating assisting residents since early morning. They were fully mobilized. You really could not get it better than that. (My only problem was that I have repeatedly asked to be informed of all emergency situations regardless of the time of day or night and this is not being done. But, we will work out that little detail I’m sure.)

Let us take a quick look at what our employees have accomplished over the past year. Of capital projects alone, i.e. projects under the ‘normal’ development programme, the IRAID, the drainage and irrigation programme, over eighty-two projects were completed over the past year. That is no mean feat considering our manpower. Even though there were hiccups under the recurrent programme due to the problems experienced by suppliers, there was still significant work, including construction work undertaken. An injustice would be done in this review if recognition was not given as well to employees who responded, going beyond the call, to have the bridges at Lightbourne, and the bridge at Esperanza that collapsed due to the earthquake, completed in record time in order to bring relief to the residents of the affected communities. While there are a number of problems being experienced by residents of various communities, let that not detract from the excellent work that has been achieved by our officers and employees.

With this in mind, it is still incumbent on us to take note of the critical areas that demand our attention:

Flooding
Flooding has been a perennial problem. In addition to the historical reasons is the neglect of the successor company to Caroni (1975) Ltd, the Estate Management and Business Development Company to undertake any work in the maintaining of drains and water-channels which passes through the lands under their purview. Further compounding the situation is the construction of numerous housing developments apparently without proper drainage systems during this construction phase. Need I also mention that the inferior construction of certain box-drains being undertaken by the Unemployment Relief Programme is also a contributory factor?

Water Supply
Another problem is the lack of delivery of an adequate water supply. This is in large part to the lack of pipe-borne water in the Spontaneous Settlement Units and widespread corrosion of water mains.

Roads
A large number of our roads are in various stages of disrepair. Both roads that are under our ambit and in other developments as well are in urgent need of maintenance work but more properly are in need of complete rehabilitation. Our funding presently does not allow for this and we are not seeing any work being done under the Road Improvement and now the PURE programme. No wonder the findings of the Market and Opinion Research International (MORI) survey of 2003 indicated that over 21-0/0 of citizens cited poor road conditions and over 31-0/0 cited drainage/flooding as their main concerns.

Bridges and Culverts
There are several bridges which are in a state of disrepair. In many areas bridges are either completely collapsed or collapsing, which often necessitated the official closure of the respective roads resulting in immense hardships to residents. Likewise, there are numerous culverts which are sunk, clogged or broken which obviously contribute to flooding and, of course, are in urgent need of re-construction.

Sporting Facilities
There is a serious lack of recreation grounds and other amenities in various communities. Further, many of those communities which are fortunate to have recreation grounds are without infrastructural facilities such as pavilions, hard courts, practice wickets or jogging tracks, to say nothing of children play parks. Additionally, the maintenance of existing grounds while significantly improved was still irregular which often drew the ire of sportsmen especially during the cricket season.

Social Facilities
It was found that extremely few communities enjoyed the luxury of a Community Centre, which is such an important institution for the development of a community. Community libraries and public parks are non-existent. The Universal Service Obligation of the telephone company apparently still does not extend to certain villages within the boundaries of the region. Many roads are still without names (and therefore signposts) rendering home postal delivery difficult if not impossible.

Crime
The incidence of crime continues to plague our society. I’m sure some of us, if not most of us, at some time would have attended funerals, wakes, candle-night vigils with families in communities in and around us; in general, to bring comfort and lend support to families which had the grave misfortune to suffer the loss or kidnapping, or other heinous crime perpetrated against their loved ones. Crime is now endemic in our region as well. Do we have a role to play? Everyone in the society must pull together if this scourge is to be eliminated. There are certain skills and resources which we can bring to bear on the problem.

The Economy
It is not within the scope of this paper to analyze the national economy. There are two areas however which significantly affect this Corporation and has engaged the attention of the Chairman. It would appear that owing to the mega-projects undertaken by the central government, the Corporation is experiencing serious difficulty in obtaining materials and supplies to carry out effectively our maintenance programmes. This we must urgently address if we are to avoid a recurrence in the coming months. The second problem, which, I suppose, affects thousands of our citizens and almost certainly therefore, our employees is the current trends of the financial market and in particular the mutual funds portfolios. So many people are losing money and, I’ve been told many times, they are not sure what to do. I sincerely believe that our employees would be most happy to receive some financial counseling.

Funding
Our budgetary allocation is hopelessly inadequate to develop the Couva Tabaquite Talparo Region to a standard befitting a nation aspiring to developed status. If the trend continues, 20:20 vision cannot be realized and it would not be as a result of any deficiencies by the Council and the Administration. Our proposals for the national budget must not continue the practice of ‘incremental budgeting’. Couva Tabaquite Talparo must receive its fair share of the national pie. The biases in the budgetary allocation to the respective local government bodies (of which CTTRC is the prime victim) must stop now. Let us take one example: CTTRC and Point Fortin Borough. Point Fortin has an electorate of approximately 15,000 persons while CTTRC is over 121,000 persons; over seven times greater. In geographic size, we are about ten (10) times larger. Would you believe that the allocation under the Development Programme for the year 2006/2007 is M$4.8 for Point Fortin whereas for CTTRC it is only M$4.0? Need I say more?

• Community/Councillor Relationships
I must take this opportunity to compliment the local government representatives on the relationship they have established with their respective communities. For the year 2006 to date, Councillors have attended over one hundred and ninety (190) community meetings; attended over ninety-four social functions which they would have addressed. Further, they have contributed to over seventy-four charitable activities and assisted as many as two hundred and eighty-three persons to find employment. This is a highly commendable performance, indeed.

I thought that it was of paramount importance to understand the responsibilities of the Corporation and to undertake an analysis of the environment, both internal and external, for such an exercise would enable us to identify our strengths, determine the constraints to delivery of goods and services, identify and assess problem areas and institute mechanisms that would efficiently and effectively provide the designated services to our citizenry which would make us the benchmark by which all other local government bodies would be measured.

OVERCOMING THE CHALLENGE

Ladies and Gentlemen, are we ready? I trust that we understand the issues and the problems facing us. I have no doubt that we are all acquainted with the provisions of the White Paper on Local Government Reform for I’m sure we had all attended the symposium and read and understood the ramifications of the new paradigm. Are there any doubts? The system as we know it would be no more. Council meetings would be completely different. There would be no Chairman and Chief Executive Officer at the head table. Instead, there would the equivalent of a Speaker as exist in Parliament and ‘Government’ and ‘Opposition’ benches. A Chairman of a Committee would virtually operate as a Minister of Government with the equivalent of a Permanent Secretary to execute his decisions which would have been made in a body resembling a Cabinet. There would be no C.E.O. as is currently configured. The Chairman would now hold executive power. Reporting relationships would change profoundly. We must be fully acquainted with the new proposals if we are to meet the challenge and be able to create a model from which others may be guided.

OUR VISION

In order to do so, we must ask ourselves – how do we envisage the Couva Tabaquite Talparo Region at some point in time in the future? In other words, what is the VISION that is driving our mission? Do we have a picture in our minds of what we would like this corporation to be? With due respect to this honoured gathering, I humbly submit the following for your consideration.

A society in the Couva/Tabaquite/Talparo Region which exists in a clean and aesthetically beautiful environment in which its citizens are civic minded, healthy, economically independent, technologically driven, culturally and socially progressive and enjoy the highest standard of living by the year 2015.

Can we realize this vision? Well, first of all, what is the Philosophy of this Corporation? Yes, we do have one. It is just simply not stated. Let us attempt to articulate our philosophy and see whether it is consistent with our vision.

OUR PHILOSOPHY

We are committed to being an indispensable element in the lives of people throughout our region.

We pursue aggressive implementation of infrastructure development programmes
We provide support for local organizations and charities.
We promote the culture of the various elements in the society.
Community participation and partnership programmes are continually encouraged.
We strongly support employee development consistent with the Corporation’s goals and objectives.

Aren’t we committed and are doing all these things? I have no doubt that with this inherent philosophy of the Corporation and the mission that we have embarked upon and which we repeat before each meeting, that we will be able to realize our vision but we must set clear goals and objectives to be achieved within definite time frames. For the records, I repeat our mission.

MISSION

To provide basic infrastructural and social facilities, maintenance and upgrading of these facilities so as to complement and provide a better way of life to the citizens of the Couva Tabaquite Talparo Region and to unite and integrate communities through social, cultural and sportingactivities.

RECOMMENDATIONS

With your permission, I would like now to make certain recommendations which I trust the Chairmen of the various committees would kindly consider for deliberations at their respective meetings and develop plans and programmes which would lead to the realization of our vision.

Ladies and Gentlemen, this paper is not intended to be a strategic plan for the Corporation. It is simply the Chairman’s views of where we are, to stress the imperative of a target for which we should aim and to humbly articulate some suggestions of how to get there especially in light of the impending legislation for the introduction of a NEW PARADIGM in the local government system. These suggestions, it is intended, would be taken up by the Chairmen of the respective committees, discussed and debated by all, both members of council and officers, and then formulated into goals and objectives, plans and programmes geared towards the realization of our vision.

Human Resource
1. Increase in Manpower - It is evident that we suffer from a critical shortage of manpower. Too often gangs which are normally about ten persons only have two or three. We have made submissions to the Ministry from time to time for increases but without results. We must keep on trying. Let us review our requests; perhaps we can make a stronger case. We must show clearly the increase of staff that is required in order to realize our vision, providing comprehensive statistical data from which we will be able to argue our cause before the relevant government ministers.

2. Incentive Programme - Motivation and loyalty are not elements which one demands. We have some very dedicated employees. I’m sure you would agree with me however, that in a number of areas we are not seeing that motivation, that pride that we would like from all of our employees. We should not simply assume that they inherently dislike work, and whenever possible, they would try to avoid it or that they must be controlled, coerced or punished to achieve goals. Perhaps, we should look at what we can do to motivate our staff.

To this end, I will like to suggest a system of employee incentives which, I trust, would engender loyalty to the organization and provide motivation through benefits, performance awards and recognition, while at the same time adhering to the letter and spirit of existing wage and salary agreements. I am fully cognizant that we cannot alter the terms and conditions of the wider public service, of which the Corporation is a part, but I am of the view that we have enough autonomy to exploit the powers embodied within Act 21 of 1990 and to devise a package of incentives and awards that would encourage employees to feel a sense of ‘ownership’ towards the Corporation. This plan envisages a package of incentives and awards targeted at both individuals and groups. It is expected that individual incentives and awards would motivate employees to greater performance while group awards and incentives would stimulate competition between districts, which would serve to enhance the general appearance of the physical environment with the purview of the CTTRC. It is hoped that though this plan, employees would feel that management is actively interested in their well-being; that their contribution is meaningful and is recognized; thus improving their self-esteem.

• Uniforms
We can, at least, begin by assisting our female monthly-paid staff in the acquiring of uniforms. We did it before and we can do it again. At the same time we provide jerseys with the Corporation logo to daily-paid employees.

• Provision of Day-care, Gym and Other Recreational Club Facilities
I had held discussions with Ministry officials during my previous incarnation as Chairman on the construction of a sports-club for employees with the intention of providing day-care facilities for children of staff members, gym facilities and other areas of interest for our staff. They were ecstatic that I was thinking along those lines instead of only roads and drains. Let us begin the preparation of our justification now for inclusion in the next budget request.

• Scholarships
Let us resume our support to staff (and councillors) to pursue the Certificate in Local Government and Certificate in Public Administration which courses would qualify them for advancement into the administrative grades.
• Time-off to pursue such programmes.
In do so, please do it willingly.

• Individual Awards
A monthly Incentive Performance award based on superior performance by a Reward and Recognition programme should be established for individual effort. This would be based upon recommendations by immediate supervisors, peers and community feedback. Attendance will also be considered. The awardee will be recognized as ‘Employee of the Month’. A framed picture of the employee would be placed in the Council’s chamber. At the end of the year the twelve such employees will be eligible for ‘Employee of the Year’ award. The employee should also be given a cash incentive.

• Group Awards
A Group Incentive award to be awarded to the district or unit for outstanding performance in the maintenance of the environment may contribute significantly towards team building. This will be a Quarterly Award followed by an Annual Challenge Trophy. A committee comprising the Chairmen of the Health & Environment and the Tourism & Beautification committees, the Chief Executive Officer and the County Superintendent can, perhaps, administer this award.

• Long Service Awards
These awards would be based on length of service for say, fifteen, twenty and twenty-five years.

• Suggestion Plan
Any suggestion by an employee that serves to increase efficiency, productivity and saves cost is deserving of bonus.

• Employee Assistance Programme
It is necessary to put a programme in place which will assist employees to deal with personal and work related problems. It could be self-referred, supervisory-referred or coerced. We need to ensure that all consultations would be conducted in a confidential manner to protect the privacy of the workers.

The use of incentives and awards is the single most powerful tool management uses to win strong employee commitment to diligent, competent strategy execution, e.g. the attaining of the goals and objectives of the organization. Consequently, the effective administration of the Corporation’s incentive policy and practices will be a critical enabling factor in the achievement of the CTTRC’S strategic goals.

Equipment
Let us call a spade a spade and write-off those vehicles according to the criteria laid down by the regulations. Further, let us undertake an evaluation of our needs based not only on our present demographics but also on the numerous current and proposed development projects including residential, commercial and industrial so that we may budget accordingly. We must show clearly again by statistical data how critical our needs are. Our justification must be highlighted and argued strongly before the relevant Ministers. This must be done in time for the next budget.

Technology
We must utilize technology to assist us in achieving our goals in order to realize our vision. Our systems need to be fully digitalized.
1. Record keeping and daily work in many areas are done and stored manually consuming too much time and require huge paper trails and storage areas. Information is therefore difficult to access and analyze for future decision-making.
2. Staff needs to be trained in the application of specific software such as the Microsoft office package
3. Our corporation is geographically large with widely dispersed administrative sub-offices. The establishment of a Wide Area Network (WAN) would serve to enhance communication, feedback, monitoring; in fact all of management’s operations.
4. The establishment of a web site is imminent.
5. The procurement of more technologically advanced tools, machinery and equipment is necessary to execute tasks and increase productivity. No more cutlass and crook-stick, please. I repeat my challenge to the officers. If you were to scour the internet, research publications, query international contacts and are able to show the necessity to go abroad to examine the technology to ascertain if it would enhance our operations, I would do all in my power to ensure that you have the opportunity. Let there be no misunderstanding, the final decision rests with our line Minister. But, between the C.E.O. and I, I have no doubt that we will be able to convince him. I trust that there are no skeptics. You know I did it before, ask Errol, and I do not see why we cannot do it again.

Cemeteries
Cemeteries can be considered a place of profound sentiments. R.O. Anand Jugmohan would remember we had started the initiative of making our cemeteries similar to what we would see in developed countries; headstones on neatly cut lawns. I expect the Chairman under whom cemeteries would fall to revive that initiative.

Training
There is a need for training in several areas at various levels of the organization.
1. There seems to be a deficiency in managerial/supervisory skills at the middle and levels of the organization. We should hire a consultant to assist in this area; not simply a one-day seminar but a comprehensive training programme.
2. I’m sure staff would welcome some assistance in personal financial management especially with the vagaries of mutual fund market. This, I propose, we do urgently for employees, for, like so many others in the wider society, they must be bewildered as to what to do with their personal savings and investment portfolios. At the same time, advice in personal insurance and national insurance benefits, I’m sure, would also be of deep interest.

Administrative Complex
Around the year 2000, the then Chairman made active representation for the construction of a multi-storey Administrative Complex which would have occupied the block from the Inshan Ali promenade to Grant Street. The complex, it was proposed, would house all the different government agencies situated in the Couva area. It would also contain conference facilities, car park, food court, and even a few small commercial outlets. Would you believe Cabinet had already approved the project? But, government changed, policy changed. We must not be deterred however. As it is, staff is working in extremely cramped quarters. Heads of departments do not have the facility to communicate with their staff in privacy. This is a highly untenable situation. Fortunately, the C.E.O. has been trying for some time to procure a parcel of land for this complex. We had also raised the matter with the Minister at the last Chairmen/C.E.O.s meeting. We will continue the struggle until this goal is realized.

Couva Development Plan
The plan for the development of Couva would be the subject of another paper.

Crime
I have already had discussions with Inspector Joseph regarding visits to the various police stations in our region towards establishing communication links and generally to partner with them in the fight to reduce crime. Additionally, I urge councilors to arrange community meetings to which the police and the Community Safety and Enhancement section of the Ministry of Community Development would be invited to hold dialogue with the residents all in an effort to reduce the incidence of crime.

Borough Status
It is timely, with the impending change in the system, to hold a symposium to ascertain stakeholders’ views on the de-linking of the Corporation into the establishment of the Municipality of Tabaquite/Talparo and the incorporation of the Borough of Couva.

Towards this end, discussions are being held with various stakeholders for the hosting of a symposium. Depending on the outcome, we can then attempt to convince central government of the necessity of this measure.

Decentralization
If we are to become more efficient and become an organization which is more effective in the delivery of goods and services to our customers, especially to those who live in the far reaches of the region, we need to decentralize our operations. Officers in the outlying districts e.g. Talparo, must be given the requisite manpower, equipment, and funding, but more importantly, the authority to execute plans and programmes without being micro-managed from the Head Office in Couva.
- A WAN (Wide Area Network) would provide instant communication between Head office and the various sub-offices.
- Provisions must be made for residents to file complaints, pay fees, pay taxes, access forms; not only those that pertain to the Corporation, but also those forms that are needed to access services as they relate to other government agencies.
- We would need to explore other areas as well to ascertain how we can further assist our customers who live on the periphery of the Region.

Local Tourism
Local tourism has the potential to become one of the most important committees. For one thing, it can create employment. Significant work has already been done in this area but we need to re-double our energies in order to realize our objectives.

Staff and The New Paradigm
I’m not too sure if the monthly-paid staff and officers in particular are fully au courant with the provisions of the white paper on local government reform. Earlier in this paper, I mentioned just a couple of areas which would directly affect you. For one thing, it would mean a profound change in your reporting relationships. Are you aware and are you prepared. If you wish, we could invite an officer from the Ministry, perhaps Mr. Price, together with an officer from your Bargaining Unit to explain the salient points especially pertaining to staff.

Advertising and Publicity
We are doing such good work but I do not think that residents of our region are quite aware of it. We only hear the negatives, hardly ever the positives. We need to showcase our achievements. If it means we have to take out full-page advertisements to achieve this, let us do so. We can also make a presence in the outlying districts with some of festivals’ celebrations in the far-flung areas such as San Pedro and Brazil, for example. Can we begin with this Christmas, Mr. Chairman of Culture?

CONCLUSION

Ladies and Gentlemen, we are on the threshold of a new beginning. Let us face it bravely. Change is always resisted. However, let us prepare ourselves; let us be the change agents. With all of us united in the common purpose, we will realize our vision, and as a consequence, would have overcome the challenges of THE NEW PARADIGM.

-Chairman Ranjit Ramnarine
Couva/Tabaquite/Talparo Regional Corporation.