Dear Editor,
So far as can be recalled the Mayor and City Council was in 2008-09 the subject of a very comprehensive inquiry by a commission.
The wide-ranging report consisted of three volumes, the first of findings and recommendations; and two others: i) of benchmarks used during the work of the commission, and ii) supporting documentation.
Approximately four years later, there appears a case for citizens to be apprised of the progress made in the implementation of some very substantive and practical recommendations for institutional strengthening of the council
In the interval, however, what has been witnessed is a virtual procession of persons encumbering the positions of Town Clerk, Treasurer, Engineer, and other offices.
It can hardly be contended that the interregnum has produced any sustained improvement. On the contrary, evidence in the public domain suggests the persistence of the chronic communication gap between councillors and the chief executive’s office, which some perspectives claim is benignly supervised by the subject ministry.
Councillors are also reported to be dissatisfied with the under-productivity of other units, some of which are operated by personnel who have ‘inherited’ (rather than earned) positions well above the level of their competencies.
It is difficult to understand why the authorities, who initiated the investment in the intelligence and skills which compiled the report should defer, indeed default, in effectuating the upgrade of the performance of the oldest municipal institution in the country.
A sample of the recommendations which raised expectations for respective progress reports of implementation includes the following:
4.1.1.3
1. “… the development of a General Operations Manual…”
4. Establishment of a “Centralised and independent Internal Audit and Systems Review Department…”
4.1.2.3 1. “…a clear set of guidelines should be adopted by Council and the Ministry of Local Government outlining unambiguously the process involved in filling vacancies…”
4.1.73 “The Council should immediately document and circulate its policy as it relates to the granting of discounts and/or waivers.”
4.3.15 “Strengthen Leadership Responsi-bility of Deputy Town Clerk.”
4.5.1.3 “Effect the Establishment of the Local Government Service Commission.”
4.5.1.4 “Conduct Organisational Skills Assessment of the M&CC.”
4.6.8 “Conduct a Job Evaluation Study for all Jobs and Positions at the M&CC.”
4.6.9 “Undertake Staff Training, and Development Activities.”
At a juncture when the M&CC is striving to attract new and highly competent senior professional and leadership skills, prospective entrants need to be convinced that it is an institution in which to invest careers. It is equally in their interest and those of relevant stakeholders, that assurance is forthcoming that the M&CC is an employer of choice, and an effective future manager of the capital city.
Yours faithfully,
E B John
