1. Growth Pole Development Establishing a Development Authority in the 4Cs Region Prepared by Nicole Siew for the Economic Development Board.

2. Synopsis The need exists to recommend that an authority be established in the 4Cs Growth Pole Region charged with the responsibility of developing and coordinating development plans for the region. Previous recommendations sent to the minister suggested that this agencies institutional and legislative framework be similar to that of The East Port of Spain Development Company.

3. Synopsis Dr. Driver has suggested that Community Improvement Services Limited (CISL) be the shell for the 4Cs agency. This presentation presents 3 possible methods for using this agency. The EDB should select the option it deems most relevant to be developed and submitted to Minister for deliberation. One should note that the research team advises that option one would be the most time efficient option.

4. CISL: Background Established as a Special Purpose State Enterprise to deliver improved infrastructural works in various communities on May 2 nd 2002. The EPOSDc is a Special Purpose Company CISL can operate in any community throughout Trinidad and Tobago As a special purpose state company it is owned by the government of Trinidad and Tobago.

5. CISL: Background Located at #16 Factory Road, Building No.3, Brechin Castle, Couva. CISL currently operates in 5 municipal regions: Port of Spain region Diego Martin region San Juan Laventille Region Tunapuna Piarco Region Arima Region

6. CISL: Background Note, although they are located in central they currently do not execute any operations in Central Trinidad. Corporate Structure: Shareholder: The Government of T&T Ministry of Finance Ministry of Local Government Board of Directors Office of the Chief Executive Officer Departments and Units Finance Human Resource Project Management Community Relations

7. CISL: Background CISL projects fall under the following categories: Infrastructure; Civil and Structural Drainage Lights Water Road rehabilitation Buildings construction Institutional Market Complex Community Facilities

8. CISL: Background Tourism Eco sites and attractions Recreation Parks Public spaces Sports Courts Pavilions Recreation grounds Environmental Landscaping and design

9. Recommendations Option 1: CISL as the executing agency This would require: Legislative and institutional reform New mandate (relatively simple to execute) Legal scope/authority to execute its role and function redeveloped organizational structure; new divisions and posts capable of planning and executing a holistic development plan similar to that of the EPOSDc Consider the relevance of the current BOD Increased funding for internal operations and execution of development plans Determine the funding source Some projects can be implemented before proposed changes are enacted

10. Organizational Structure EPOSDc

11. Corporate Structure: Option 2 Condensed Organizational Structure

12. Corporate Structure: Option 2 Expanded Organizational Structure

13. Corporate Structure: Option 2 The following divisions can form the basis for the corporate structure: Director Director: responsible for planning and economic development agenda Focus on planning neighborhoods, guiding large scale projects through zoning process, and job training and workforce development Administration and Finance: Administration and Finance: Maintains financial records; provides administrative support services and human resources; purchasing etc.

14. Corporate Structure: Option 2 Economic Development Economic Development plans, coordinates and manages the activities and tools of the agency in support of the economic growth and development of the growth pole Oversees the growth pole review process (zoning codes) for large scale development projects Manages housing production strategies and the planning and development functions associated with educational and medical institutions within the growth pole region Develops and coordinates the strategies and initiatives to expand and enhance the growth poles industrial and economic base

15. Corporate Structure: Option 2 Executive Director/ Secretary’s office Executive Director/ Secretary’s office Staffs the work of the Agencies Board of Directors: Preparation of board meeting agendas Maintenance of board minutes and all related materials Responding to correspondence, inquires and phone calls pertaining to the board /members Advertising for public hearings, public meetings, requests for proposals, request for qualification, and letters of interest Facilitating public viewing of documents during business hours Certification of board votes, maps, official documents etc.

16. Corporate Structure: Option 2 Planning and Design Planning and Design Coordinates all planning and zoning activities in neighborhoods throughout the 4Cs, inclusive of coordination of community planning, involvement in planning and project review and development of master plans and zones Engage local residents, businesses, agencies and institutions for their contribution to planning decisions A urban design group to conduct planning, analysis and design review for major urban development proposals A zoning group to review all issues relating to zoning; advise staff ad public regarding zoning issues

17. Corporate Structure: Option 2 Project Implementation Project Implementation Ensuring that the Development Projects are executed in a timely and efficient manner. Supervising hired contractors Implementation of social projects Responsible for contracting 3 rd party workforce

18. Corporate Structure: Option 2 Research Research Compiles and analyzes current, historical and comparative data on the 4Cs for the 4Cs development agency and other related organizations. They should understand the current environment and thereby produce quality research and targeted information that will inform and benefit the residents and business of the central region.

19. Corporate Structure: Option 2 The agency should certain agencies to ensure efficient operations. These include: Jobs and Community Services Jobs and Community Services Upgrading of skills and education Work force development Coordinate workforce with economic development projects Ministry of Legal Affairs Ministry of Legal Affairs Provision of legal advice Provision of legal advice Represents the agency in litigation and real estate matters Represents the agency in litigation and real estate matters

20. Recommendations Option 2: CISL as a Strategic Partner CISL would be one of the agencies that the 4Cs development company would be required to coordinate to ensure that it conforms to its development objectives The creation of a new agency Requires cabinet approval This process would be lengthy Cannot implement any projects until the structure is approved

21. The Interactions of the 4Cs Development Agency 4Cs OtherCISL Private Sector Institutions Government Agencies /Regional Corporations The diagram depicts how CISL and the development agency would interact

22. Recommendations Option 3: Consolidated as a division CISL can be consolidated as a division within the 4Cs development agency charged with a specific task of executing development plans that require construction and regeneration. The draw backs of creating a new agency are still evident here

23. Proposed Mandate Responsible for planning and economic development agenda of the Central Growth Pole Region Plans, coordinates and manages the activities and tools of the agency in support of the Economic Growth and Development of the Central Growth Pole Oversees the Growth Pole review process for large scale development projects in the Central Growth Pole Region

24. Proposed Mandate Manages housing production strategies and the planning and development functions associated with educational and medical institutions within the Central Growth Pole region Develops and coordinates the strategies and initiatives to expand and enhance the Central Growth Poles industrial and economic base

25. Financial Structure Funded through the spatial development fund?

26. The Role of the EDB Monitoring the start up process Provide recommendations on key skills needed within the organizational structure Ensure that issues experienced by the EPOSDc are not repeated Monitor and evaluate the work of the agency Ensure that it functions to its full capacity Provide support where needed