Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698928722761.pdf (Trinidad and Tobago)
DRAFT NATIONAL POLICY ON SUSTAINABLE COMMUNITY DEVELOPMENT (DNPSCD) FOR TRINIDAD AND TOBAGO MINISTRY OF COMMUNITY DEVELOPMENT, CULTURE AND THE ARTS JULY, 2018 Acknowledgements The development of this policy is as a result of the commitment, collaboration and dedication of several stakeholders.
The Ministry of Community Development, Culture and Arts (MCDCA) wishes to express its deepest gratitude to the National Policy on Sustainable Community Development (NPSCD) Committee, the Community Development Division and the staff of other Divisions/Units of the Ministry for their technical support towards finalising the Draft National Policy on Sustainable Community Development (DNPSCD).
MCDCA wishes to recognise the advice, unswerving dedication and support of the Secretary, Assistant Secretary, Administrator and staff (including the late Tricia King) of the Division of the Community Development, Enterprise Development and Labour of the Tobago House of Assembly, which was so willingly provided throughout the policy development process.
Sincere thanks is extended to staff of the thirteen (13) social sector partner Ministries for the investment of time to participate and share expertise through key informant interviews, meetings and other dialogue sessions held during the policy formulation exercises.
Sincere thanks also to our consultations facilitator Mr. Gary Tagallie, to the representatives of the United Nations Development Programme, the academic institutions, non-Government and community based organisations for the invaluable contributions during the special meetings, focus group sessions, consultations and online comments.

Lastly, special thanks to the Ministry’s Policy Unit for their continuous and devoted hard work in compiling and finalising the DNPSCD.
The policy represents the collection of voices heard, noted and documented.

Together we aspired, together we will achieve!
ii Table of Contents Acknowledgements ...................................................................................................................................................... ii List of Abbreviations ................................................................................................................................................... vi Executive Summary ..................................................................................................................................................... ix I.
Introduction ............................................................................................................................................................. ix II.

Policy Framework ..................................................................................................................................................... x III.
Recommendations .................................................................................................................................................. xi IV.
Implementation Plan ............................................................................................................................................. xii V. Conclusion ..............................................................................................................................................................xiii 1.0 Introduction ............................................................................................................................................................ 1 1.1 Development of the Community Sector ........................................................................................................... 2 1.2 The Tobago Experience ................................................................................................................................... 14 1.3 National and International Policy Context ...................................................................................................... 18 1.4 Situational Analysis and Rationale .................................................................................................................. 19 2.0 Policy Framework ................................................................................................................................................. 23 2.1 Policy Scope………….. ........................................................................................................................................ 23 2.2 Vision…………………….
........................................................................................................................................ 23 2.3 Mission………………….

........................................................................................................................................ 25 2.4 Goal……………….. ............................................................................................................................................... 25 2.5 Objectives…………….
......................................................................................................................................... 25 2.6 Core Values…………… ........................................................................................................................................ 26 2.6.1 Sustainability ........................................................................................................................................ 26 2.6.2 Social Justice ......................................................................................................................................... 27 2.6.3 Asset Based Community Development ................................................................................................ 27 2.6.4 Local Leadership and Participation ....................................................................................................... 27 2.6.5 Data Driven, Evidence Based Development and Performance Measurement .................................... 27 2.6.6 Collaboration and Community Cohesion.............................................................................................. 27 2.6.7 Respect for the Environment ............................................................................................................... 27 2.6.8 Equality and Social Inclusion ................................................................................................................ 28 2.6.9 Transparency and Accountability ......................................................................................................... 28 2.6.10 Social Change ...................................................................................................................................... 28 2.6.11 Appreciation and Celebration of Successes ....................................................................................... 28 2.7 Outcomes……………….
....................................................................................................................................... 28 2.8 Key Performance Indicators ............................................................................................................................ 29 iii 3.0 Policy Context – A “Whole of Government”, “Whole of Society” ........................................................................ 30 4.0 Policy Statements and Recommendations ........................................................................................................... 34 4.1 Philosophy of Sustainable Community Development ..................................................................................... 34 4.2 Key Components and Recommendations of the National Policy for Sustainable Community Development 35 4.2.1 Multi-sectoral Development ........................................................................................................................ 35 4.2.2 Participatory Framework for Community Development ............................................................................. 36 4.2.3 Professional Development of Community Development Practice .............................................................. 37 4.2.4 Data, Innovation and ICT .............................................................................................................................. 39 4.2.5 Conflict Management in Community Development
 .................................................................................... 40 4.2.6 Responsibility and Volunteerism as Critical Values of SCD .......................................................................... 40 4.2.7 Development Issues in Sustainable Community Development ................................................................... 41 Human and Social Development……………………………………………………………………………………………………………… 41 Economic Development………………………………………………………………………………………………………………………….. 42 Cultural Development…………………………………………………………………………………………………………………………….. 43 Environmental Development………………………………………………………………………………………………………………….. 44 5.0 Implementation Framework and Key Stakeholder Responsibilities .................................................................... 46 5.1 Role and Responsibility of Key Stakeholders .................................................................................................. 46 5.1.1 The Ministry of Community Development, Culture and the Arts ........................................................ 46 5.1.2 Partner Ministries ................................................................................................................................. 47 5.1.3 The Corporate Sector ........................................................................................................................... 47 5.1.4 Academia
47 5.1.4 Academia .............................................................................................................................................. 47 5.1.5 The NGO Community ............................................................................................................................ 48 5.1.6 International Development Organisations ........................................................................................... 48 5.1.7 The CBO Community ............................................................................................................................ 48 5.2 Multi-sectoral Approach ................................................................................................................................. 48 5.2.1 At the MCDCA ....................................................................................................................................... 48 5.2.2 At the National Level (Multi-Sectoral Committee for Sustainable Community Development [MCSCD])49 5.2.3 At the Regional Level (Regional Committee for Sustainable Community Development [RCSCD]) ...... 50 5.2.4 At the Community Level (Community Development Committee) ....................................................... 50 5.3 Partnership with the Corporate Sector ........................................................................................................... 51 5.3.1 Benefits of this Partnership Arrangement
 ............................................................................................ 52 5.4 The Community Sustainability Framework (CSF) ............................................................................................ 52 5.5 Change Management Priorities for the DNPSCD ............................................................................................ 53 6.0 Monitoring and Evaluation ................................................................................................................................... 55 iv 7.0 Conclusion ............................................................................................................................................................ 60 List of Appendices Appendix I: Policy Formulation Process……………………………………………………………………………………………………………... 61 Appendix II: Draft Implementation Matrix In Progress……………………………………………………………………………………….. 63 Appendix III: Policy Context - Partner Ministries………………………………………………………………………………………………….
92 List of Figures Figure 1: Main Programme Responsibilities of the Department of Community Development, DCDEDL, THA………15 Figure 2: Vision for Resilient Culturally Rich Communities……………………………………………………………………………………24 Figure 3: Core Values of the DNPSCD……………………………………………………………………………………………………………………..26 Figure 4: Key Performance Indicators associated with effective DNPSCD implementation…………………………………….

29 Figure 5: Model of Whole of Government – Multi-sectoral approach to Community Development…………………….
32 v List of Abbreviations ABCD BOM CARE CBA CBO CB&IS CCAF CCPC CDC CDD CDO CDP CDPF CED CEP CGS Asset Based Community Development Board of Management Community Action for Revival and Empowerment Community Based Assessment Community Based Organisation Capacity Building and Institutional Strengthening Culture and Creative Arts Fund Community Crime Prevention Council Community Development Committee Community Development Division Community Development Officer Community Development Practitioner Community Development Partnership Forum Community Economic Development Community Education Programme Central Grants Secretariat CLASS Community Learning and Skills Service Programme CMSD CNCD CPO CS CSF CSR Community Mediation Services Division Chronic Non Communicable Disease Chief Personnel Officer Community Stakeholders Community Sustainability Framework Corporate Social Responsibility DNPSCD Draft National Policy on Sustainable Community Development DCDEDL Division of Community Development, Enterprise Development and Labour DFID DPA EMA FBO Department for International Development Director Personnel Administration Environmental Management Authority Faith Based Organisation GoRTT Government of the Republic of Trinidad and Tobago ICT Information and Communication Technology vi ISC M&E MALF MCDCA MCSCD MHUD MOA MOE MOH Inter-Sectoral Committee Monitoring and Evaluation Ministry of Agriculture Land and Fisheries Ministry of Community Development, Culture and the Arts Multi-sectoral Committee for Sustainable Community
 Development Ministry of Housing and Urban Development Memorandum of Agreement Ministry of Education Ministry of Health MOLSED Ministry of Labour and Small Enterprise Development MNS MPD MPU MRDLG MSDFS MSYA MoT Ministry of National Security Ministry of Planning and Development Ministry of Public Utilities Ministry of Rural Development and Local Government Ministry of Social Development and Family Services Ministry of Sport and Youth Affairs Ministry of Tourism MOWT Ministry of Works and Transport NCPP NDFF NDS NGOs NPMS NPO National Crime Prevention Programme National Days and Festivals Fund National Development Strategy Non-Governmental Organisations National Performance Monitoring System National Philharmonic Orchestra NPFCA National Policy Framework for Culture and the Arts NSSO NTAC OPM National Steel Symphony Orchestra National Theatre Arts Company Office of the Prime Minister PMBVTC Prime Minister’s Best Village Trophy Competition PPCP PTA PWDs RC Public-Private Community Partnership Parent Teacher Associations Persons Living with Disabilities Regional Complexes vii RCSCD Regional Committee for Sustainable Community Development SCD SCMP SDG SIDs SLA SMP Sustainable Community Development Social Cohesion and Mobilisation Programme Sustainable Development Goals Small Island Developing States Sustainable Livelihoods Approach Social Mitigation Plan SWOT Strengths Weakness Opportunities and Threats T&T THA TOR Trinidad and Tobago Tobago House of Assembly Terms of Reference
 TTAVACC Trinidad and Tobago Association of Village and Community Councils UNESCO United Nations Educational, Scientific and Cultural Organization VABs VCM Values, Attitudes and Behaviours Village Council Movement viii Executive Summary I.
Introduction The Draft National Policy on Sustainable Community Development (DNPSCD) is the result of historical efforts involving initiatives directed towards social change locally, and current thinking in the field of community development globally.

The DNPSCD is set in the context of the National Development Strategy (NDS) 2016-2030, which outlines the pathway for the development of Trinidad and Tobago to the year 2030.
The NDS is aligned with the United Nations, Sustainable Development Goals (SDGs)1 which are aimed at reducing inequalities and achieving widespread progress for all of the world’s citizens including those within Trinidad and Tobago.

The DNPSCD particularly contributes to SDGs 1 to 9 and 11 to 17 which in this context, are applied to the inequalities that limit social, economic, cultural and environmental development at the community level for greater national impact.
The DNPSCD has been developed to set out a framework for achieving sustainably developed communities in Trinidad and Tobago, and as such advocates for strategies, processes and institutional arrangements that will empower communities toward all round holistic development.

The DNPSCD responds to the fact that notwithstanding consistent public and private sector investments in communities over several decades, communities continue to be challenged by a number of socio-cultural issues.
Some of these include; the intractable crime problem, school violence and delinquency, inter- generational poverty and vulnerability, and persistent attitudes of dependency.
Moreover, recent research2 has revealed that the absence of a clear strategic development framework for community development has led to numerous inefficiencies including: (i) an uncoordinated approach to community interventions; (ii) little or no collaboration across government agencies; (iii) underutilisation of community development infrastructure; and (iv) a lack of scientific information on the impact of programmes and services.
The concerns of the sector have prompted the adoption of the sustainable community development approach.

This approach involves designing and managing the community development process in a manner that takes 1 United Nations.

Sustainable Development Goals.

17 Goals To Transform Our World.

(2015) [https://www.un.org/sustainabledevelopment/sustainable-development-goals/] 2 National Community Development Policy, Working Group.
“Strengths, Weakness, Opportunities and Threats (SWOT).” 2016. ix into consideration the multiple facets of community life and how needs must be addressed holistically in ways that meet the communities’ current demands, without jeopardising their ability to meet future needs.
The DNPSCD is therefore designed to ensure that community development takes a four-pronged approach addressing the following four (4) areas or pillars of sustainable development: - Human and Social - Economic - Cultural, and - Environmental.

The sustainable development approach is supported by an Asset Based Community Development (ABCD) strategy.
ABCD is an empowering bottom-up strategy which focuses on helping communities to recognise their strengths, talents and resources and to mobilize and build on these for development.

ABCD is therefore associated with greater community involvement and lasting outcomes3.

II.

Policy Framework Vision The vision of the DNPSCD is, ‘resilient, culturally rich communities’.
Mission The mission of the DNPSCD is to achieve sustainably developed communities by providing a clear framework which outlines and advocates strategies, processes, and institutional arrangements that support and empower communities towards this end.

Core Values Both the sustainable development and ABCD approaches are underpinned by key values associated with the field of community development.
Accordingly, the DNPSCD adopts the following as its core values: - - Sustainability Social Justice - Asset Based Development - Local Leadership and Participation 3 Green, Mike, Henry Moore and John O’Brien.

“When People Care Enough To Act: Asset Based Community Development.” Toronto, Canada: Inclusion Press.

(2006).
(2006).

x - Data Driven Development - Evidence Based Development and Performance Measurement - Collaboration and Community Cohesion - Respect for the Environment - - - Equality and Social Inclusion Transparency and Accountability Social Change, and - Appreciation and celebration of successes.

III.

Recommendations The DNPSCD makes seven (7) critical recommendations to reform and strengthen the approach to community development.
These are summarised as follows: - Multi-sectoral development: To establish clear institutional arrangements for collaboration among public sector agencies, the private sector, academia, NGOs and development organisations, local government bodies and communities in the oversight, planning and implementation of community interventions is institutionalised.
- Participatory Framework for Community Development: To adopt a clear bottom-up approach to development, strengthening community leadership and ensuring the full and democratic participation of the community in the community development process.

- Professional Development of Community Development Practice: To set, maintain and ensure standards and a code of ethics govern and guide community development practice, by establishing a professional body to oversee these principles.
The body will be responsible for regulating the practice, ensuring that standards are maintained and opportunities are created to facilitate data sharing among community development practitioners and academia at the local, national, regional and international levels.

- Data, Innovation and ICT- To ensure the availability and use of current and reliable data to inform community-based decision making and practice to ensure greater social impact of community development interventions.
To encourage innovativeness in the development and execution of community development strategies to add value and enhance the community development process.

In addition, to utilise ICT as a means of innovation, enhancing data management and dissemination strategies that would ease the way of doing business and provide greater effect to community development interventions.
xi - Conflict Management in Community Development- To ensure effective conflict management mechanisms to build and maintain peace between and among various stakeholders, recognising that conflict is an inevitable yet destructive part of the community development process.
- Responsibility and Volunteerism as Critical Values of Sustainable Community Development- To promote volunteerism as an effective means to cultivate the attitudes, values, behaviours and mechanisms that yield a sense of collective responsibility for community and national development and provide additional resources to the community development process.
- Development Issues in Sustainable Community Development – To establish as a high priority the promotion among community and public sector actors, the focus of special attention to development issues relative to the human and social, economic, cultural and environment aspects of development, including a number of recommendations to enhance the quality of life, economic potential, cultural viability and environmental sustainability of communities.

IV.
IV.

Implementation Plan The DNPSCD also adopts a deeply collaborative, multi-sectoral, partnership approach towards policy implementation.

This approach involves the establishment of a three (3) tiered institutional arrangement at the national, regional and community levels, and is designed to ensure that the necessary collaboration and commitment are maintained at each level.
The three (3) tiered system includes: - The Multi Sectoral Committee for Sustainable Community Development (MCSCD) - The MCSCD will function at the national level, bringing together senior officials of social sector Ministries who are responsible for oversight and coordination of the inter-ministerial and inter-agency approach to developing communities.
- The Regional Committee for Sustainable Community Development (RCSCD) - The RCSCD will operate on the regional level, bringing together officials who function at operational and regional levels and could ensure that ministerial and other resources are available for community development.
- The Community Development Committee (CDC) - The CDC will be a body comprising representatives of organisations and interests groups functioning at the community level, who will take responsibility for ensuring an informed, coordinated and participatory process of community development.
xii V. Conclusion It is anticipated that with the implementation of the DNPSCD, with its clear operating philosophy, development framework, monitoring and evaluation plan and institutional arrangements, the community sector will be on a well-defined path to sustainable development.
xiii 1.0 Introduction Community development is the facilitated process by which individuals, local organisations and institutions, become empowered and assume responsibility by their collective and deliberate actions, for the spaces in which they live, work and play.

It is also considered a method, a strategy or an approach that brings about change through the initiation of projects that are responsive to community needs.
The United Nations (UN) defines community development as: “an approach which relies upon local communities as a unit of action and which combines external assistance with local development resources and stimulates local initiatives and leadership.”4 Sustainable community development refers to the design and management of the community development process to support multi-dimensional human development.5 It addresses persons’ needs for overall well-being through opportunities for personal growth and development, recreation and social exchange, earning capacity, creative and cultural pursuits, access to quality goods and services, and safety.
These needs are pursued in ways which meet the demands of the present without jeopardising the ability to fulfil those needs in the future.

In Trinidad and Tobago community development has been used as a mechanism to improve the social and cultural and economic conditions of communities.
It represents a process that seeks to empower individuals and groups within communities, through the establishment and quasi-management of community facilities, community education programmes, assisting and strengthening local organisations as the leaders and foot soldiers in the development process, cultural development and community mediation.
One of the major challenges in the practice of community development in Trinidad and Tobago has been the uncoordinated approach to community intervention by various actors in the sector due to absence of a clear policy framework to guide community development processes and practices.
This resulted in community development initiatives and programming being managed and implemented in an ad hoc, piece-meal manner across the public sector and communities, and with no comprehensive monitoring 4 United Nations Development Programme.

“The Power of Local Action: Lessons from 10 Years of the Equator Prize.” New York, NY: UNDP.

2012.

5 Ministry of Community Development, Culture and the Arts, Policy Unit.

“Definition of Sustainable Community Development.” 2017.

1 and evaluation framework.


The result has been the undermining of sustainable change and growth in many communities.

The policy recognises that for sustainably developed communities to be achieved, an approach must be adopted that is holistic, encourages integration and collaboration, is focused on harnessing community assets and is evidenced based.
1.1 Development of the Community Sector Trinidad and Tobago has had a long history of state sponsored action in the community sector, dating back to the late 1930s.
What is known as community development in Trinidad and Tobago today was shaped by those early actions in response to the dire socio-economic conditions of the British colonies, as well as the efforts of successive post-independence administrations to make specific investments in the community sector in pursuit of social, economic and political gains.
While recognising the contribution of a range of other ministerial and non-ministerial actors to the community sector, the Draft National Policy on Sustainable Community Development will draw upon the rich history and solid platform of community interventions and activism upon which the Community Development Division evolved.

It will combine the lessons of these efforts with the current vision for national development and global advancements in the field of community development.
1.1.0 The Community Development Division The Community Development Division was established in 1958 as a Division under the Ministry of Health and Social Services.
Its coming into being was consistent with an international groundswell of interest in Community Development in the post-Second World War period as a strategy to ameliorate conditions in rural areas and in particular colonial territories.6 Samuel (2013),7 in his Short History of the Ministry of Community Development, identified the establishment of the Community Development Division as evolving through three historic periods, 1936-1945, 1946-1956 and 1957 and beyond.
During these periods, the elements that would become the core business of the Community Development Division became crystalised.

There was a strong focus on education and skills training and the formation and support to Community Councils and other groups.

Accordingly, through movements from the early Social Welfare Division of the 1930s and the Ministry of Education in the 1950s, certain core services came to 6 Mayo, Marjorie.
“Community participation, community development and non-formal education.” The informal education archives.

(1994).

[http://infed.org/mobi/community-participation-community-development-and-non- formal-education/] 7 Samuel, Omari.

“Ministry of Community Development: A Short History.” Omari Samuel is a Supervisor in the Community Development Division.

(2013).

2 rest in the Community Development Division of 1958.
These included, Handicraft Development, Adult Education later called the Community Education Programme, a Mobile Unit, the formation and servicing of Village Councils and other groups, the construction of community centres and an Arts Festival which later became the Prime Minister’s Best Village Trophy Competition in 1963.
The current configuration of the Division involves an executive structure and central administrative staff at the Head Office, and field officers reaching every community through nine (9) Community Development District Offices8 in Trinidad.
1.1.2 Prime Minister’s Best Village Trophy Competition (PMBVTC) The Prime Minister’s Best Village Trophy Competition (PMBVTC) was designed in 1962 as a developmental strategy with the following three objectives: (i) to unearth and preserve all of the cultural and folk traditions of the nation; (ii) to actively engage the local people and expose them beyond the boundaries of their villages; and (iii) to provide avenues for self-development and income generation.9 The programme, at its peak, involved nine areas including eight areas of competition.
The nine areas included; Traditions of Carnival, Village Olympics, Clean and Green (Environment and Sanitation), National Handicraft, Food and Folk Fair, La Reine Rivé, Folk Theatre/ Folk Presentation, Village Chat/ Short Stories and Junior Best Village.

Over the years, the Programme ebbed and flowed, even as it faced challenges of an administrative, financial, and political nature.
This notwithstanding the PMBVTC has been credited for its contribution inter alia, to: (i) growing appreciation and respect for the cultural traditions of the various ethnic groups; (ii) providing a platform for cultural expression; (iii) reviving local art forms; (iv) keeping alive various folk traditions and (v) exposing and nurturing the professional careers of over two hundred (200) of the nation’s outstanding artistic groups and citizens.
Though, located within different Ministries over its history, the Best Village Programme/Unit has been mostly aligned with the Community Development Division.

In 2017, the Programme was re-focused in an effort to improve its overall effectiveness, in an era of reduced state resources.

This led to a more streamlined programme that cost $5.5m compared with an average of $9.2m from 2013-2016.

The re- focused programme honed its vision on; Folk Music, Folk Dance, La Reine Rivé, and Folk Theatre.
Improvements in the adjudication, training, administration and monitoring and evaluation aspects were 8 The District Offices reflect the former County Divisions of Trinidad as follows; St. George West, St. George East, Caroni, St. Andrew/St.

David, Victoria East, Victoria West, St. Patrick East, St. Patrick West and Rio Claro/Mayaro.

9Wong Sang, Joyce.
9Wong Sang, Joyce.

“In Evaluation of the Prime Minister’s Best Village Trophy Competition Final Report: Unearth You, Showcase You and You Take Off.” Assisted Technology and Research Services for the then Ministry of Community Development.

2011.

3 also incorporated.

The programme is also now climaxed with a Folk Theatre Festival, showcasing the winners of Best Village, giving additional exposure to groups and generating additional interest.
The PMBVTC continues to be viewed as a critical investment in community and national development.

Accordingly, the DNPSCD views this programme as a tool for nurturing artistic talent, building citizenship and sustainable livelihoods, and for transforming community life and community economies in the context of the DNPSCD.

1.1.3 Village Council Movement (VCM) The Village Council Movement in Trinidad and Tobago is an indigenous grassroots movement with very close historical ties to the state.
The first Welfare or Community Councils10 was initiated by British Welfare Officers in response to needed welfare reforms of the 1940s.

The ease of initiation and the rapid growth of these citizen groups in the early years, resulted from the great needs which existed and the consistency between this philosophy of development and the Creole and East Indian customs of Gayap11 and Panchayat12 respectively.
By the late 1950s the Trinidad and Tobago Association of Village and Community Councils (TTAVCC) was formed as the parent body of the Village and Community Councils (VC), with a well-defined structure including the village level, county and national executives.
The Cabinet in 1967, assented to the constitution of the Association (TTAVCC), giving the Village Councils the mandate to manage Community Centres on behalf of the communities and recognising them as the conduit for state resources to develop clearly defined geographical areas.

The VC was critical to the infrastructure and socio-economic development of many communities from the Better Village Programme to the early Government housing schemes of the 1970s and 1980s.
It was and remains today in many instances, the focal point of state sponsored programmes including Best Village, Self Help, Community Education Programme, Handicraft and others.

Given its structure, and political affiliations13, it was an ideal mechanism for the government to work through.
As an example, this collaboration between the state and the community to date, has allowed Trinidad and Tobago to boast of 10 Plowden, Stanley Kenneth “A social psychological study of leadership in community-based voluntary organizations:” An evaluation of the community development process in Trinidad and Tobago.

1989.
1989.

11 Gayap- derived from the indigenous Karinya (Carib) word ‘kayapa’ that describes the tradition of people getting together to complete a huge task, like clearing land, building a structure, or planting and reaping.

In return, the family would provide food and drink, and there would be some kind of music, usually drumming.

Caribbean Beat Magazine, 2013, p. 80 quoted in Ferdinand, Jules.

The Gayap Concept.

(2013), 12 Panchayat- a village council in India or southern Pakistan.

Zamora, Mario.
Zamora, Mario.

A Historical Summary of Indian Village Autonomy.

(1963) 13 Craig, Susan.

The People’s National Movement employed a deliberate strategy of involvement in the VCs both as part of a strategy of political education in a nationalist era but also so that resources could be channeled to communities.

(1989).

4 being the only island in the English Speaking Caribbean with over 264 community centres or an average of one community centre for every 5000 citizens.
Notwithstanding its positive contribution historically, and the excellent community and community centre leadership provided by some Village Councils, the movement has been in decline.

In 1967 there were a recorded 500 VCs, the number having grown exponentially from 171 in 1955.14 In 2017, 511 VCs were recorded, showing a growth of 2% in fifty years and with almost half of the VCs (236) dormant or inactive15.

In Trinidad there are 275 active VCs compared with 787 other groups which are active.
The movement itself, and many active Village Councils are confronted with a number of challenges which negatively impact the community development process.
Some of these challenges and impacts include: - - - - limited capacity to manage effectively and serve the community needs inactivity or absence in some communities inability to attract/conflict with youths, which undermines the VC’s sustainability lack of representativeness in many communities - perception of political bias - ineffectiveness in optimally and equitably managing Community Centres resulting in many instances of conflict, underutilisation, and physical deterioration - misfit between community programming and critical community needs, due to an over emphasis on transactional or operational issues/programming rather than transformational ones, and - a lack of transparency and accountability.
In the context of these challenges, the movement has not asserted itself as a reliable and representative16 developmental organisation, while other local organisations have arisen to fill the void left.

Accordingly, there is the need for the community sector to determine the type, shape and fashion of participatory representation the sector would desire.
The Ministry of Community Development, Culture and the Arts commits to the widest participatory engagement with the community sector and recognises bone fide organisations and interests at the community level as having the right to: (i) associate with organisations of its choosing, and (ii) come to the table and take a leadership role in shaping the transformation of its 14 Plowden, Stanley Kenneth.
As early as 1972, a Commission of Enquiry appointed by the then Governor General, Sir Solomon Hochoy, found the Village Councils’ membership to be “small and unrepresentative”.

(1989).

15 Community Development Division.

Data provided from its registry of community based organisations.

(2018).

16 Plowden, Stanley Kenneth.

As early as 1972, a Commission of Enquiry appointed by the then Governor General, Sir Solomon Hochoy, found the Village Councils’ membership to be “small and unrepresentative”.
(1989).

5 community space.

The government will however determine as a matter of policy, the guiding parameters for its relationship with any and all local entities.

1.1.4 Community Facility Construction and Management One of the positive traditions adopted from the United Kingdom in the 1940s was the voluntary construction of Village Halls by Community Councils, as part of an ‘each one teach one’ approach to welfare assistance in Trinidad and Tobago.
Successive pre- and post-colonial governments have supported these efforts, first by the dollar-for-dollar construction initiative and by 1967, structuring the size and costs of community centres into three types of facilities based on the size of the area to be served.

At this time, Government’s contribution to the construction of community centres ranged from $10,000 for type A centres to $5,500 for the type C or the smallest of centres.
As the population grew in size and demands and social issues remained critical, larger facilities were desired both to service wider catchment areas and also to allow these facilities to be centres of development, catering for meetings, training classes, other development activities, community events, recreation and culture and the arts.
These objectives saw the construction of three (3) Civic Centres in the late 1960s and 1970s, seventeen (17) Regional Complexes in the 1980s and 1990s and the commencement of the community centre modernisation programme targeting one hundred (100) centres in 2004.

Accordingly, community centres are currently constructed at an approximate cost of $9.5m each in Trinidad and $9m each in Tobago, with standardised facilities depending on the space availability.
For the most part the centres must be shelter ready, with an external tank farm and must have: - larger auditoriums with audio-visual rooms - high-tech lighting systems - - - - - kitchens for training in the culinary arts computer rooms with internet access gymnasiums classrooms, and a greater number of rest rooms and bathroom facilities with accessibility for persons with disabilities.
Additionally, in the last decade or so, and in response to a number of issues including political expediency and community and inter-community dynamics, a number of other facilities of various sizes referred to as home-work centres or activity centres were constructed.

As such, the Ministry with responsibility for 6 community development is now responsible for the oversight, management and upkeep of some three hundred (300) community facilities in Trinidad alone.
It must be noted that just as there was variety in the type of facilities constructed, so too was there variety in the management arrangements.

The Village Council management of community centres, notwithstanding excellent and heroic efforts, was generally assessed to be inefficient, ineffective in terms of the use of the facilities and a source of community conflict, from as early as the 1970s17.

The Civic Centres (CC) were generally better managed.
These used a Board of Management (BOM) and were staffed with public officers.

The Regional Complexes (RCs) which followed also utilised a BOM, but with contracted staff and firms for the provision of custodial services.

This latter arrangement was fraught with issues regarding the powers given to the BOM without the necessary authority.

The management of the RCs has also been criticised for mis-management of funds, poor facility conditions, the underutilization of many facilities and trade disputes.
The Ministry is committed to excellence in management and the optimum use of all community facilities and overtime will complete its ongoing exercise of rationalising the management of all community facilities.

In 2017, it restructured the BOM and staffing arrangements for Regional Complexes and will do the same for community centres in 2018 and beyond.
The restructuring will ensure appropriately delimited functions for the BOM and will place the responsibility for all staff and procurement of services in the hands of the Ministry.

Community Centres are at the very heart of the “community development” process as they are major vehicles for promoting community growth, development and transformation.

For this reason the state has continued to support their development and upgrade in the midst of a challenged economic situation.
Accordingly, from 2016 to the present, a total of $46,466,875 was spent on the construction and or upgrade of community facilities, while revised/streamlined managerial arrangements are being implemented.

The vision for community facilities is that they are fully utilised, vibrant centres for innovative community activities and development programming, consistent with the peculiar needs of the community they serve.
To this end, government takes seriously its responsibility for investing in appropriate spaces and for ensuring the maximum return on investment of scare resources in human capacity development.

1.1.5 Community Capacity Building and Institutional Strengthening 17 Craig, Susan.

The People’s National Movement employed a deliberate strategy of involvement in the VCs both as part of a strategy of political education in a nationalist era but also so that resources could be channeled to communities.

(1974).
(1974).

7 Capacity Building and Institutional Strengthening (CB&IS) are two (2) critical community building strategies employed by Welfare/Community Development Officers over the history of community development in Trinidad and Tobago.

District Welfare Officers who started the Welfare and Community Councils in the 1940s were also the first to implement this type of support to the local groups.
CB&IS then became a staple of the Community Development Division, focused on building the capacity of the Community Development Officers (CDOs), as well as ensuring that VCs and other community based organisations were appropriately structured and empowered to lead the development processes peculiar to their spaces.
Accordingly, some of the CB&IS initiatives included good governance and leadership, organisational planning and management, impact monitoring, reporting and programme evaluation, grant application requirements, financial management and event management.

Another key institutional strengthening (IS) strategy of the CDD is that of group servicing.

There are approximately 275 VCs and 787 other groups in operation throughout the nine (9) Community Development Districts of Trinidad.
The Community Development Officers interact with or service these groups on a daily basis, responding to queries or concerns, assisting with issues relevant to the group registration process, ensuring that the groups are well structured, operating efficiently, addressing issues of conflict, change management, providing guidance as to empowerment strategies and social interventions for children, youth and families, and otherwise mainstreaming community development practice.
The Draft National Policy on Sustainable Community Development will strengthen the framework for Capacity Building and Institutional Strengthening of both the CDOs and CBOs, to ensure that the goals of community transformation are effectively pursued through empowered Officers and Organisations.
1.1.6 Community Based Organisation (CBO) Registration The process of registering Community Based Organisations (CBOs) began with a Cabinet policy decision in 1967, requiring the Community Development Division to maintain a register of Village and Community Councils.
In addition to Village Councils the community sector is impacted by other local organisations including women’s, children and youth, sport, faith based, cultural, environmental, agricultural, non- governmental and service organisations among others.

The CDD works with this wide range of organisations as the latter pursues various aspects of development at the community level.

Group registration is a necessary and peculiar aspect of group servicing.
The MCDCA maintains the largest register of CBOs in the public sector with over 2500 registered and approximately 1000 known to be active.

Group registration is that important mechanism by which the Ministry ensures the bona fide status 8 of partner organisations.
This is paramount as, inter alia, millions of dollars are disbursed to these organisations on an annual basis in the form of grants through several of its funding windows, including Community Action for Revival and Empowerment (CARE), Culture and Creative Arts Funds (CCAF), and National Days and Festivals Funds (NDFF).
Moreover, in keeping with the Financial Action Task Force (FATF), the Ministry is also concerned to ensure that these partner organisations are not subject to criminal capture by terrorist organisations and used as funnels for financing with terrorist intent.
In light of the above, and considering the key role of CBOs and NGOs in community development, strengthening the CBO registration process, including removing defunct organisations, establishing clear accreditation mechanisms, and improving the data capture on organisations will help ensure that at all times bona fide organisations are engaged in assisting communities to achieve their development aspirations.
1.1.7 Community Education Programme (CEP) The Community Education Programme (CEP) is one of the flagship and anecdotally, the most impactful initiatives of the Community Development Division.

The CEP is also very reminiscent of the early community based initiatives of the 1940s when skills training was a key component of the each one teach one approach by the Welfare/Community Councils.

Skills training was also a feature of the Better Village Programme of the 1960s.
The current programme comprises four (4) components namely, the: Domestic Support/Skills Training Projects, Entrepreneurial Development Projects, Leadership Development Projects, and Community Awareness and Sensitisation Projects.

The CEP provides education and skills training to assist people in various communities to attain sustainable employment opportunities to alleviate poverty and, promote equity and harmony in society.
The training is provided free of charge and is accessible to all regardless of age, gender, race, educational attainment, and social and economic status, religious or political persuasion.
The programme targets the unskilled, unemployed and/or the underemployed and provides critical domestic support for low income householders by equipping them with the following skills to: - - - - - enable them to engage in home-based production of goods and services reduce household expenditure allow for more effective use of scarce financial resources improve their standard of living, and create some measure of sustainable employment.
Funding for the programmes is provided by the Government of the Republic of Trinidad and Tobago (GORTT).

This includes monthly stipends to tutors for the 5/6 months ($180.00 per session) and the 9 provision of some equipment and materials for demonstration purposes at a cost that ranges from $1,000 - $5,000 for higher priced materials per relevant course.

To date, the CEP remains a highly attractive and heavily subscribed programme among the citizens.
Over the years 2013-2017 some 29,986 persons participated in the CEP programme, and some graduates go on to become entrepreneurs.

Recognising the vital role CEP plays in skills development, the government is committed to continue using the CEP as a tool to pursue economic development within communities.

The emphasis of monitoring and evaluation as part of the DNPSCD will ensure that the full impact of this initiative is understood.
1.1.8 Community Development Day/Festival The Government in 2013, established July 5th as Community Development Day.

The aim of this commemoration is to showcase the various community intervention strategies of the Ministry and its key stakeholders with a view to highlighting the value and potential of community based development.
The celebration was therefore conceptualised as a day when residents could be sensitised about the importance of community involvement, community decision-making and community development.
In commemoration of Community Development Day, a series of activities are prepared each year to: (i) educate persons about getting more involved in the community development and volunteering in their area; (ii) register new and existing groups; and (iii) facilitate greater awareness of the community sector development programmes offered by the MCDCA.
Key strategies have included: (i) the hosting of community festivals in selected communities showcasing the talent and unique cultural practices; (ii) the sampling of various heritage sites; and (iii) the sale of locally produced handicraft and other products of residents thereby providing an opportunity for income generation.
The DNPSCD recognises Community Development Day and the related Community Festivals as mechanisms with great potential to highlight development efforts in the communities, stimulate wider community participation in development and contribute to the livelihoods of local artisans/entrepreneurs.
1.1.9 Community Development Partnership Forum The Community Development Partnership Forum (CDPF) is a biennial forum initiated by government in 2013, aimed at contributing to the growth and development of the community development practice in Trinidad and Tobago and by extension, the wider Caribbean region.

The CDPF is an excellent opportunity for professional development.
It is a home grown platform for community development practitioners, locally, regionally and internationally to share experiences, lessons learned, strategies and knowledge, 10 thereby providing exposure to and for local practitioners across the community development spectrum, regarding the state of the art in the practice.
Three (3) fora have been held since the inception in 2013 as follows: - CDPF I considered the social, economic and institutional elements of community development - CDPF II focused on Community-based Entrepreneurship and Innovation: A strategy for Small Island Developing States (SIDS), and - CDPF III was a culmination of the first two fora which underscored the need for a comprehensive policy framework to guide the practice of community development in Trinidad and Tobago.
CDPF III was part of the consultative process towards the development of the current National Policy on Sustainable Community Development.

The implementation of the DNPSCD as the first of its kind in Trinidad and Tobago and the English Speaking Caribbean, will require careful change management, and ongoing capacity building to both strengthen and elevate the practice of community development as a recognised key driver of national development.
The Community Development Partnership Forum will play an invaluable role in this process of change and development and will identify this country as a leader in sustainable community development practice.

1.1.10 The Central Grants Secretariat (CGS) The Central Grants Secretariat unit was established in 2016 as the grant funding arm of the Ministry mandated to provide this service to Community-based, Faith-based, Cultural and other Non- Governmental Organizations and individuals.
The grants in support projects that contribute to building the community, cultural, religious and creative sectors of Trinidad and Tobago under the following four (4) funding windows: - Community Action for Revival and Empowerment (CARE) - Grants disbursed under the vote Non-Profit Institutions (62/04/005/15 NPI Culture Division18 (considered two windows respectively for individuals and organisation), and - Grants disbursed under the vote Non-Profit Institutions (62/04/009/06) for National Days and Festivals19.
For the most part these are long standing windows of support reflecting stability in government policy.

Cabinet in 1984 set aside funds managed by the Culture Division, to promote, develop and ensure the 18 Grants under this vote are unofficially referred to as the Culture and Creative Arts Fund [(i) CCAF for Individuals) and (ii) CCAF for Organisations] 19 Grants under this vote are unofficially referred to as the National Days and Festivals Fund (NDFF).
11 continuity of our cultural art forms and expressions through the vehicle of the creative, performing, literary and visual arts, and the preservation of our tangible and intangible heritage and cultural.

In the case of CARE, this was originally established in 1992 to support projects designed to build resilient communities, address community problems and challenges, and build community cohesion.
In 2013, there was the rationalisation of funding specifically targeted for projects and events that will facilitate commemorations and celebrations at a national level and in communities, so as to preserve and promote the cultural traditions and values associated with our national days and festivals.

Cabinet therefore approved the specific line item for funds allocated to National Days and Festivals.
Since 2016, interim policy guidelines for the administration of these grants have been piloted, including the establishment of the Central Grants Secretariat (CGS), and clear application and assessment procedures.

A total of $39.6m and $20.4m were expended on these grants in 2016 and 2017 respectively in support of the active and innovative involvement of civil society in pursuit of national development goals.
These grants will continue to be a major resource for partner organisations in the implementation of the DNPSCD, as it promotes development under the four (4) development pillars of; human and social, economic, cultural and environmental development.

1.1.11 Community Mediation Services Division (CMSD) Community Mediation was introduced to Trinidad and Tobago in October 2000 as an alternative to the litigation process.
It would provide mediation services to first-time offenders charged with certain criminal offences as well as persons involved in disputes in a limited number of civil and family matters as identified in the Community Mediation Act, No.

13 of 1998 as amended by Act No.

45 of 2000.

The Community Mediation Division was established in 2006, to provide on an ongoing basis, human, physical and technical resources to facilitate the peaceful management of conflict among individuals, in families and communities.
To this end, the division implements a number of initiatives which aim to encourage the adoption of behaviours which represent the philosophy of mediation, restoration and peace building.

These initiatives include peer mediation, conflict management training, leadership skills development, anger management, communication and interpersonal skills, among other programmes specially designed according to the needs of the particular organisation or community.
The initiatives are supported by the practices of mediation, social work and other therapeutic interventions as well as the facilitation of difficult conversations in communities and special interest groups.

During the period of 2006-2017 the Community Mediation Services Division served 57,181 clients in 12,365 mediated cases.

Currently operating from eight (8) offices and centres throughout Trinidad and 12 Tobago, cases are brought to the attention of the CMSD through the referral or direct intakes.
Referrals were either from the Court (55%) or self-referrals (45%).

Direct intakes were either family intakes (67%) or civil intakes (33%).

The DNPSCD recognises that conflict is an inevitable part of individual and community interactions and sees the services offered by the CMSD as vital in the mitigation and resolution of community conflict.

Mediation services will therefore be essential to addressing the issues associated with human and social development within communities across Trinidad and Tobago.
1.1.12 Culture Division The Culture Division of the MCDCA focuses on the development of Trinidad and Tobago’s many artistic forms.

The Division partners with and gives support to the work of cultural organizations, community groups, arts based NGOs and artists and cultural workers.

It also takes the lead on policy development and implementation for the culture sector.
The Culture Division’s main strategic objectives are as follows: - development of Competencies in the Literary, Visual and Performing Arts through programmes including, Music Schools in the Community, Cultural Camps, National Arts Management Intensive Training Programme - - contribution to the development of Cultural Industries, with initiatives such as the National Registry of Artists and Cultural Workers, Mentoring by the Masters festival Development, for example the 3 Band Gallery Hop - heritage Preservation through for example the National Days and Festivals Exhibition Series, and - Professional Arts Companies [Managing the National Performing Arts Companies inclusive of the National Steel Symphony Orchestra (NSSO), National Philharmonic Orchestra (NPO) and the National Theatre Arts Company (NTAC)].
The work of the Division empowers communities by ensuring effective access to and participation in cultural activities for all as an essential dimension of promoting an inclusive society.

Moreover, cultural development is a pillar of sustainable community development.
13 1.2 The Tobago Experience 1.2.1 Division of Community Development Enterprise Development and Labour The Tobago House of Assembly (THA) in its current configuration was created by Act 3 of 1980 and designed to make better provision for the administration of the island of Tobago20.

Later, under the Fifth Schedule of Act 40 of 1996, thirty three (33) areas of responsibility were assigned to the THA - community development being one of them21.
Up to that time, the management of community development in Tobago fell under the purview of the Ministry with responsibility for Community Development and would therefore have been subject to the same evolutionary process.

The THA continued the pattern of community development established under leadership from Trinidad, with peculiarities consistent with the unique culture and needs of Tobago.
The THA established the Division of Community Development, Youth Affairs and Sport, with the Department of Community Development as the agency with direct responsibility for community development.

That Department would have been re-assigned to the Division of Community Development and Culture up to January 2017 and today it sits in the Division of Community Development, Enterprise Development and Labour (DCDEDL).
The configuration of this Division is progressive and contributes obvious benefits to the community development process given the nexus between community and enterprise development, community and environmental protection, health and safety.

The Department bares a similar structure to its Trinidad counterpart with field officers responsible for specific communities in the East, West, North and South of the island, responsible for social programmes and community initiatives are outlined at Figure 1 below.
20 Ministry of Attorney General.

“Towards Internal Self-Government for Tobago: A green paper.” (2012) 21 Laws of Trinidad and Tobago.

Tobago House of Assembly Act Chapter 25:03.

Act 40 of 1996 14 MANDATE / MISSION Social Programmes Community Mobilization Initiatives Partnership with Civil Society Community Learning and Skills Service Programmes (CLASS) Social Cohesion and Mobilisation Programme (SCMP) Figure 1: Main Programme Responsibilities of the Department of Community Development, DCDEDL, THA.
SOURCE: Tobago House of Assembly 1.2.2 Early Developments (2017) Partnering with Civil Society Organizations was the foundation of operations for the Department of Community Development in Tobago.

Then, community development was otherwise known as the “People Development” and volunteerism served as the basis for programmes.
Programmes and projects were heavily focused on supporting Non-Governmental Organizations, Faith Based Organizations and Community Based Organizations namely: Village Councils and Women’s Group.

Village Councils had a lot of power and responsibility within communities in the early days.

It was customary, for example, for persons seeking employment to obtain a letter of recommendation from their respective Village Council.
They also identified issues within their communities and came up with ideas, programmes, projects and made recommendations to the Department to have them addressed.

As in Trinidad, the construction Community Centres by the THA and residents was a significant feature of community development, with Village Council management of the facilities.
The Adult Education Programme and Handicraft Development were also features of the Tobago experience, aimed at improving the quality of life and providing continuing education and skills training for the people of Tobago.

The Handicraft Development Programme resulted in the formation of unique entities in the Batik Unit in 2001 and Screw Pine Processing Unit in 2009.
1.2.2 Social Programmes The Community Development Department is responsible for the development of sustainable communities and pursues this objective through various Social Programmes and Community Mobilization Initiatives as per Figure 1.

15 Initiatives under the Community Learning and Skills Service Programme (CLASS) are the Department’s umbrella interventions for skills development, training and empowerment of individuals and communities.
Programmes include the Adult Education Programme which was rebranded the Vocational Skills Training Programme in 2012; the Capacity Building workshops which provide training to Civil Society Organizations; and the Artisan Tutor Unit for Handicraft Training.

The Social Cohesion and Mobilisation Programme (SCMP) is the Department's primary programme for all community activities or initiatives focused on addressing social issues such as health, wellbeing, crime, deviance and poverty.
Initiatives in this vein include: the Cool Kids Camp; the Centenarian Appreciation Programme; the I am WOMAN (Wise Outstanding Motivated Adventurous Noble); the MACHO (Multifaceted Assertive Caring Healthy Outstanding); Asset Based Community Development (ABCD) Programme; Pride of Tobago Project and Night Markets.
1.2.3 Community Mobilisation Initiatives In May 2017, the DCDEDL in its efforts to greater serve communities in Tobago, launched the decentralization of Government Services at thirteen community facilities within the twelve electoral districts.
Services offered at these facilities included that of the various departments within the DCDEDL, such as registration of Civil Society Organizations, Community Skills Bank and Business Register, information on programmes and labour related matters, business development loans and grants, and the submission of applications for Senior Citizens yard clean-up, bulk waste removal programme, among others.
The DCDEDL also partnered with the Social Services Department (SSD) of the Division of Health, Wellness and Family Development to make available access to the range of welfare grants offered by the SSD.

1.2.4 Partnerships with Civil Society Partnerships with Civil Society refer to our continued engagement with Community/ Village Councils and other Civil Society Organizations through meetings, engagement and support.
Though Tobago is considered small, every community has its own unique characteristics and challenges, yet they share common concerns including environmental protection, political bias and a lack of volunteerism.

The role of the Community Development Department is to provide these organisations with professional technical support to ensure excellence, transparency and accountability in all matters.
Support to the key community sector stakeholders and residents is enhanced by the configuration of the DCDEDL, which has facilitated integration and mutually beneficial partnership among the Departments 16 responsible for Community Development, Enterprise Development, Labour, CEPEP and OSH.

All Departments/Units play an integral role in the development of sustainable communities throughout Tobago.
The Enterprise Development Department is committed to developing new entrepreneurs, and as such can provide grant funding and financial assistance to individuals trained under the Vocational Skills Training Programme.

The Business Development Unit also provides the expertise and financial support needed to take participants to the next level of successfully owning and operating their own businesses.
Partnership with CEPEP can be explored to enhance the Social Cohesion and Mobilisation Programmes such as: Pride of Tobago whose objective is to promote a clean green serene Tobago, and markets for and partnerships with Civil Society.

Moreover, through integration with the Labour and OSH Departments, it is envisioned that the entire Division and stakeholders will benefit from best practices in labour relations and Occupational Safety and Health.
1.2.5 YZone The Department of Community Development is also working towards approvals for the Management of Community Facilities and YZones (Youth Friendly Spaces) Policies respectively.

The Policy for Management of Community Facilities gives consideration to: equity in the use of the facilities by all groups in the community; the appropriate activities to keep the Community Facilities open throughout the day; and accountability for funds received for rental of the facilities.
In the case of the Management of YZone Policy, a YZones Constitution is to be established, with the involvement of Tobago youth who will have joint responsibility for oversight and management of the YZones.

A YZone Operations Assistant will handle the day-to-day operations of each facility.
Community Facilities which include YZones are viewed as tools of development, spaces and places where Tobagonians can be exposed to requisite skills and training opportunities that would facilitate valid contributions to the overall development of the island.

However, Community Facilities (Centres), in most instances were poorly managed and operated.

The institution charged with the responsibility for general programming and maintenance, i.e.

the Village Councils, are currently in a state of decline.
The DCDEDL and the Tobago House of Assembly in general is similarly faced with a challenge to ensure that there is meaningful return on investment and to re-examine the existing approach to facilities management.

In addition to its current arsenal of initiatives, the DCDEDL is committed to other strategic measures for the sector, as part of a coordinated and national approach to building sustainable communities.
These include: 17 - Monitoring and evaluating of programmes and services to ensure value for money and proper performance measurement - Growth of community economies by focusing on four (4) core areas: Agriculture, Eco-Tourism, Textiles, and Entrepreneurship - Revamping the partnership with Organizations in Tobago to promote Community Based Projects and Programmes to demonstrate corporate and social responsibility - Actively engaging the Association of Village and Community Councils to facilitate the revival of Village/ Community Councils, and - Institutionalising the De-centralized key Government Services and Programmes.
1.3 National and International Policy Context The DNPSCD takes cognisance of, is guided by and supports national, regional and international policies and conventions as set out below.
National Development Strategy (NDS) The DNPSCD is informed by the NDS (Vision 2030), and is connected to the five (5) themes of the NDS outlined below: - - - Theme I: Putting People First: Nurturing Our Greatest Asset; Theme II: Promoting Governance and Service Excellence; Theme III: Improving Productivity Through Quality Infrastructure and Transport; - - Theme IV: Building Globally Competitive Businesses and Theme V: Valuing and Enhancing Our Environment The DNPSCD lends support to the following policies: Social Sector Policies, Trinidad and Tobago - - - The National Social Mitigation Plan 2017 -2020 The National Parenting Policy The National Tourism Policy of Trinidad and Tobago - Community-Based Tourism Policy - National Poverty Reduction Strategy (NPRS) - National Policy on Persons with Disabilities Policy for the Education Sector - - Draft National Child Policy - National Policy on Gender and Development - Draft National Policy on Co-operatives - Draft Trinidad and Tobago National Sport Policy (NSP) 2017/2027 - Draft National Youth Policy Legislation, Trinidad and Tobago - Municipal Corporations Act 2013 - - Land Acquisition Act 2015 Freedom of Information 2009 - - The Mediation Act No.
8 2004 Community Service Orders Act 2011 18 - Environmental Management Act 2000 - Farmers Advances Act Chapter 63:51 Amended by 46 of 1979 *24 of 1981 International Agreements and Conventions - - - - - - - - The Sustainable Development Goals (SDGs) 2015 -2030 The UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions 2005 The International Covenant on Economic, Social and Cultural Rights 1976 The Employment Policy Convention 1964 The General Agreement on Tariffs and Trade 1948 The Agreement on establishing the International Fund for Agricultural Development 1976 The UNESCO Convention concerning the Protection of the World Cultural and Natural Heritage 1972 The Convention for the Safeguarding of the Intangible Cultural Heritage 2006 - - - - - - - - The UNESCO Convention on the Protection of the Underwater Cultural Heritage 2009 The United Nations Framework Convention on Climate Change 1994 The Universal Copyright Convention 1952 The Declaration on the Right to Development 1986 The Universal Declaration of Human Rights The United Nations Declaration on the Rights of Indigenous Peoples The Convention on the Rights of Persons with Disabilities, New York 2006; and The Lisbon Declaration Youth Policies and Programmes 1998.
1.4 Situational Analysis and Rationale Community development in Trinidad and Tobago has been a dynamic, state driven and collaborative process, involving multiple stakeholders from the public, private and civil society sectors.

Understanding, the important connection between community and national development, the Government and the Tobago House of Assembly have invested immensely in terms of financial, human and technical resources in the process of community development over the past seven decades.
Community based organisations, including the Village Council Movement, have played critical roles as partners with Government at the local level, in terms of infrastructural development, programmes for children, youth and families, skills training, and a range of cohesion building efforts.
However, notwithstanding the collective efforts over the past years, to improve the social, economic, and cultural conditions of communities, many communities continue to be challenged by a number of socio- cultural issues.
These issues, all highly associated with vulnerable communities are manifested in: (i) (ii) (iii) a breakdown in moral, spiritual, family and community values (ii) the alarming rate of homicides and gang activity persistent issues of; the school dropout rate, school violence and delinquency, teenage pregnancies, and attitudes of dependency and entitlement, and 19 (iv) community conflict; the lack of cohesion and collaboration among community organisations, and the absence of a clear vision for the development of individual communities.
Qualitative research and consultative activities conducted over the period October 2016 to September 2017, to inform the DNPSCD22 revealed that community interventions in the absence of any clear strategic development framework has contributed to: - uncoordinated and in some cases inappropriate approaches to community interventions by various sectors - one size fit all approach to community programming - - - - - - little or no collaboration across the government agencies gaps and overlaps in the delivery of community development services role ambiguity among Ministries in respect of the responsibility for the delivery of community services the perception of a top down approach to community development the moving away from/dissatisfaction with the Village Council Movement and the related view of the Village Council as just another community group the perception of inequity in the distribution of resources across communities - overdependence on Government for funding to pursue community interventions - underutilisation of the full range of community resources especially community facilities, and - the absence of a Monitoring and Evaluation System to measure the effectiveness of Community Development work.
These factors have all contributed to the wastage of resources and have had in some cases minimal and unknown impact of community development interventions.

National, regional and international developments demand a more coordinated and impactful strategy for community growth and development.
Community development is key to addressing the social 22 The MCDCA undertook the research activities as part of the Current State Analysis for the NPSCD over the period October 2016 to February 2017, as well as engaged in a number of consultative meetings with public, private, civil, academic and community organisations between April and September 2017.

20 scourges that continue to plague many areas.


Further, it is key to producing and nurturing innovative and productive citizens who contribute to the achievement of the country’s national development goals.
The DNPSCD is considered urgent in the face of a number of global impacts on this nation’s local context including: (i) the global economic climate fuelled by drastically depressed oil and gas prices and the potential impacts of increased protectionism by first world nations and the pace of local economic diversification; (ii) other challenges associated with our status as a Small Island Developing State (SIDS) including the effects of climate change such as the rising sea levels and temperatures and their impacts on low lying communities, food production and coastal erosion; and (iii) the more recent development challenges, such as, the rapid pace of Information Communication Technology (ICT) coupled with limited access by some community members.
The presence of modern technologies, although teeming with opportunities for sustainable community development also poses a threat to the cultural sovereignty of some communities.

These and other circumstances globally, coupled with Trinidad and Tobago’s history of infrastructural, institutional and programmatic investment in the community sector, combine to generate numerous opportunities to be capitalised on, that can bring benefits to communities.
Some of these opportunities include: - - - - - - - - - access to international best practices, concepts and frameworks to guide community development planning in T&T excellent skills, local talent and social infrastructure in communities resources, knowledge, heritage assets to enable community economic development, innovation and sustainable livelihoods community economic development including; Community tourism, agriculture and small business development the promotion of national pride, inclusion, appreciation of culture and heritage and social responsibility among residents the use of community development as a conduit for the resolution of community conflicts and peace building through effective initiatives of the Community Mediation Services Division strengthening community based social crime prevention strategies through partnerships with relevant agencies the use of social media in community development strategies facilitating a more streamlined approach to community development including greater coordination and coherence in community development interventions, and 21 - standardising the practice of community development and building the capacity of all community development workers in the public, private and community sectors.
These are the circumstances and opportunities that drive the MCDCA’s commitment and sense of urgency to deliver this product (the DNPSCD) in the national interest.

The DNPSCD will benefit all citizens, particularly those who reside in vulnerable communities and who work in the community sector.
22 2.0 Policy Framework 2.1 Policy Scope The DNPSCD pursues in a coordinated manner, the building of the capacity of communities to identify and solve their priority development challenges, utilising the guiding conceptual framework of sustainable development.

This holds that development is incomplete without taking into consideration the interactions between the social and human, the economic, the cultural and the environmental aspects of development.
It therefore requires strategies that pursue the current priorities bearing in mind the needs of future generations.

Recognising that communities are microcosms of the nation, and that community challenges are inherently multi-dimensional, the DNPSCD provides a collaborative framework within which community aspirations could be pursued.
That framework is a ‘whole of government’23, “whole of society”24 model bringing together the relevant resources of the state, corporate and other civil society entities to work in harmony with community assets.

The DNPSCD uses a bottom-up development model which focuses on community growth and transformation.

This model requires considerable process reform, strengthened inter-Ministerial relationships, and innovative intervention.
It will involve capacity building and institutional strengthening of community stakeholders, social re-engineering of our youngest citizens and the mainstreaming of community development practice.

The DNPSCD therefore provides a framework that can be adopted or adapted by all communities, but is focused on the more vulnerable communities of Trinidad and Tobago.
2.2 Vision The vision of the DNPSCD is consistent with the vision of the MCDCA which is to build “Resilient, culturally rich communities.” The vision is reflected in the DNPSCD model of sustainable communities, which is focused on the four (4) development components, namely: (1) human and social (2) economic (3) cultural and (4) environmental.

See Figure 2 below.

23 Government of the Republic of Trinidad and Tobago.

“Vision 2030.

Many Hearts, Many Voices, One Vision.” (2017).


24 Government of the Republic of Trinidad and Tobago, Ministry of National Security.
“National Crime Prevention Programme.” (2017) 23 The Human and Social component involves a vision of communities that are well-served by appropriate programmes and services for residents (children, youth, families, the unemployed etc); and where residents are resilient – empowered to take responsibility for addressing local issues; and where communities are well-connected, well-governed and safe.
Figure 2: Vision for Resilient Culturally Rich Communities Source: Policy Unit, Ministry of Community Development, Culture and the Arts.

2018.

The Economic component envisions communities which have thriving and diverse economies, and where residents can create income generating opportunities.

The Cultural component has a vision of communities as dynamic, vibrant cultural hubs with residents well served by/engaged in a menu of cultural activities.
The Environmental component adopts a vision of well-designed communities, well- built surroundings, well-landscaped, clean and having residents who are environmentally sensitive.

24 2.3 Mission The mission of the DNPSCD is to achieve sustainably developed communities by providing a clear framework which outlines and advocates strategies, processes, and institutional arrangements that support and empower communities towards this end.
This is consistent with the MCDCA’s overall mission “to create an enabling environment for developing resilient communities, fostering cultural expression and inculcating national pride.” 2.4 Goal The goal of the DNPSCD is to achieve sustainable communities through pursuit of the MCDCA’s strategic goals for the Community Development thematic area, namely to: i. ii.

iii.

iv.
iii.

iv.

v. encourage strong community bonds inculcate a sense of community pride create opportunities for communities to work together to accomplish common goals towards sustainable community development support and guide community-based entrepreneurial projects, and provide support for the strengthening development of Community Based Organisations (CBOs) and individuals.

2.5 Objectives i.
2.5 Objectives i.

To establish and implement a national sustainable framework for strengthened, whole of government and multi-sectoral collaboration, integration and networking in the practice of community development.

ii.

To provide a clear framework for community mobilisation, leadership and participation in development.

iii.

To facilitate the establishment and maintenance of standards and professionalism in community development practice.

iv.
iv.

To implement data driven, evidence based and innovative programming for delivery of well- targeted, effective community development programmes.

v. To utilise the Community Mediation programme as well as facilitate the establishment of other structures and mechanisms for conflict resolution and management in community development.

vi.

To promote values, attitudes and behaviours that empower communities and engender a spirit of responsibility and volunteerism in community development.

vii.
vii.

To integrate a sustainable development approach in the practice of community development to ensure the holistic treatment of development issues.

25 2.6 Core Values The DNPSCD is informed and guided by a number of core values that are consistent with the global community development environment.

These are illustrated in figure 3 and outlined below.

Figure 3: Core Values of the NPSCD Source: Policy Unit, Ministry of Community Development, Culture and the Arts.

2017.
2017.

2.6.1 Sustainability Sustainable community development refers to a philosophy of managing the community development process that: - deals with the human and social , economic, cultural and environmental concerns in concert.

- addresses persons’ needs for overall well-being through opportunities for: o personal growth and development o recreation and social interactions o earning capacity o creative and cultural pursuits 26 o access to quality goods and services, and o safety.
- pursues these needs in ways which meet the demands of the present without jeopardising the ability to fulfil those needs in the future.

2.6.2 Social Justice Policies, plans and programmes that place marginalised groups on an equal footing by protecting their human rights, enabling them to meet their needs and participate in economic activity and decision-making fora.
2.6.3 Asset Based Community Development Asset Based Community Development (ABCD) is an approach to development that recognises the strengths, gifts, talents and resources that are present in individuals and communities, and helps communities to mobilise and build on these assets for sustainable development.
2.6.4 Local Leadership and Participation The community is empowered where necessary, to lead its development alongside government workers and other external partners, and to pursue the fullest involvement of its members in shaping the development agenda.
2.6.5 Data Driven, Evidence Based Development and Performance Measurement Community Development Officers and practitioners are equipped with knowledge, data, training and tools to facilitate flexible and targeted approaches to the development needs of communities.

In addition, they will have the capacity to use qualitative/quantitative measures to assess the performance, progress, and impact of projects or programmes.
2.6.6 Collaboration and Community Cohesion The community recognises that through collaboration and cohesion, its strengths and resources can be harnessed to contribute to improved planning and decision-making, leading to well-defined actions and sustainable outcomes.
2.6.7 Respect for the Environment Pro-environmental values are promoted in all communities such that residents and organisations demonstrate respect for the environment through environmentally sensitive practices such as water and waste management, garbage disposal and agricultural practices, natural resources and energy usage, recycling, conservation and preservation that safeguards our future resources.
27 2.6.8 Equality and Social Inclusion All community members, regardless of gender, age, ability, religion, race, ethnicity, culture, language, or social and economic status have an equal opportunity to become engaged in the community development process and are able to access its social and economic benefits.
2.6.9 Transparency and Accountability Community residents and organisations hold each other to high standards of transparency and accountability and require the same high standards from external entities including government, private sector, NGOs and any other partners.
2.6.10 Social Change The process of development is in deliberate pursuit of positive change as defined by the community itself.25 2.6.11 Appreciation and Celebration of Successes The appreciation and celebration of successes stimulates innovation, validates the sustainable development process and strengthens the confidence of residents and organisations in their own capacities and inspires further action.
2.7 Outcomes The following are the major outcomes and key performance indicators anticipated with the implementation of the DNPSCD.

Further details will be presented at the Monitoring and Evaluation section at 6.0 and at Appendix II.

i.

Increased and effective strategic oversight and collaboration among multi-sectoral partners in planning and coordinating efforts for SCD ii.
Continuous monitoring and evaluation of the sustainable community development, processes, interventions and impacts Representative community leadership Community leadership capacity built Standardisation of the Community Development practice and profession iii.

iv.

v. vi.

Minimisation and resolution of conflict at the community level vii.

Greater and easy access to data on communities to inform decisions and community action 28 viii.

ix.
ix.

Increased awareness and sensitivity towards the environment, and Improved programming for SCD at the community level.

2.8 Key Performance Indicators The Key Performance Indicators listed below at Figure 4 will be realised with the implementation of the DNPSCD.
 MCSCD and RCSCDs Commissioned  M&E Framework document   CDCs Commissioned  Completed leadership and development training for local organisations and interest groups  Report and proposal for professional standards body developed and approved  Conflict mitigation and resolution mechanism established   Digital infrastructure and training  Environmental sensitisation plan  Clear community priorities identified KEY PERFORMANCE INDICATORS Figure 4: Key Performance Indicators associated with effective NPSCD implementation.
Source: Policy Unit, Ministry of Community Development, Culture and the Arts.

2017.

29 3.0 Policy Context – A “Whole of Government”, “Whole of Society” Approach The Government’s National Development Strategy (NDS) 2016-2030 calls for Ministries to adopt a whole of government approach to service delivery, recognising that development objectives cut across the mandates of Ministries, and the various Divisions of the Tobago House of Assembly.
The NDS proposes the adoption of this “whole of government approach” as a means to dismantling silos and achieving greater efficiency and impact.

Planning in silos is particularly counter to community development which requires addressing multiple issues, many of which fall under the purview of partner government agencies.

Development is however, not only a public sector prerogative, since all sectors are impacted by and have a stake in sustainable community development.
A “whole of society” approach therefore, seeks to ensure that all civil society stakeholders have a coordinated framework within which to contribute towards sustainable community development.

Due to its mandate, the MCDCA is in a strategic position to support and improve the level of coordination of efforts of Ministries and civil society entities as they relate to the development of communities.

The same is true of the DCDEDL in respect of Tobago.
Accordingly, the MCDCA and the DCDEDL respectively, must be seen as conduits, facilitators and leaders in matters pertaining to sustainable community development.
In the performance of this role, the MCDCA and the DCDEDL will support and empower strong community structures on the ground in communities, provide state of the art facilities for development; provide guidance in terms of participatory strategies; provide access to community based data and engage in the monitoring and evaluation of development strategies.
Moreover, by facilitating engagement in community based planning, MCDCA and the DCDEDL will respectively apprise Ministerial and Divisional and other partners of the development aspirations of communities, so that these aspirations could be at the forefront in the setting of Ministerial/Divisional agendas.

The MCDCA recognises the following Ministries as its key ministerial partners in the delivery of programmes and services that contribute to sustainable community development.
The appropriate parallel Divisions will apply in the Tobago context.

The DNPSCD advocates greater synergies with these partners based on their mandates and initiatives, some of which are outlined at Appendix II.

It is noted that some Ministries have mandates which intertwine the classifications used here.
- Human and Social Development o Ministry of National Security o Ministry of Social Development and Family Services o Ministry of Education o Office of the Prime Minister – Gender and Child Affairs 30 o Ministry of Health o Ministry of Sport and Youth Affairs o Ministry of Housing and Urban Development, and o Ministry of Planning and Development.

- Economic Development o Ministry of Labour and Small Enterprise Development o Ministry of Agriculture Land and Fisheries, and o Ministry of Tourism.
- Infrastructure Development o Ministry of Works and Transport o Ministry of Rural Development and Local Government, and Ministry of Public Utilities.

- The key civil society partners in the process of sustainable community development include: o The Corporate Sector o The Non-Governmental Organisations community o Academia, and o The International Development Agencies e.g.

The United Nations Development Programme, Caribbean Development Bank etc.
The figure below provides a snapshot of the relevant services offered and delivered to the public/communities by the fourteen (14) social sector partner Ministries, as well as other key civil society partners.

31 Figure 5: Model of Whole of Government – Multi-sectoral approach to Community Development Source: Policy Unit, Ministry of Community Development, Culture and the Arts.

2017.
2017.

According to the Organisation for Economic Co-operation and Development26, “Civil society is the multitude of associations around which society voluntarily organises itself and which represent a wide range of interests and ties”.

Civil Society stakeholders therefore, would include organisations such as 26 Organisation for Economic Co-operation and Development.

“Partnering with Civil Society; 12 Lessons from DAC Peer Reviews”.
Civil society the multitude of associations around which society voluntarily organises itself.

(2012), [www.

oecd.org/publishing/corrigenda] 32 non‐governmental organisations, community based organisations, professional associations, academia, trade unions, business associations, coalitions and advocacy groups, etc.

The success of the DNPSCD will be impacted by its relationship with civil society.
The community, women’s, faith-based, self-help groups and other interest groups will be the key architects of Sustainable Community Development (SCD) at the foundational level.

The larger NGO community will be pivotal in providing professional support to the local efforts.

The corporate sector will bring unique interventions and resources through its corporate social responsibility investments.
Academia will be critical for standards, professional development, training, research and evidenced based technical support.

The MCDCA in the formulation of the DNPSCD has, and will in its implementation, continue to engage with international development organisations such as the United Nations Development Programme, the International Development Bank et al.

capitalising on the access to global development perspectives, expertise and resources.
33 4.0 Policy Statements and Recommendations Extraordinary challenges demand equally compelling responses.

This position taken in the draft National Development Strategy of Trinidad and Tobago 2016-2030 is extremely relevant to the community sector, and is the impetus for the DNPSCD.

In order to promote deep and lasting development in communities, the approach of the DNPSCD is comprehensive and holistic rather than piece meal development.
It proposes that for community transformation to take place, there is need for a community development strategy that is guided by a clear conceptual approach and the adoption of specific measurable overarching frameworks for action.

These are outlined below: 4.1 Philosophy of Sustainable Community Development Sustainable Community Development refers to the design and management of the community development process to support the multiple aspects involved in human development.
It addresses persons’ needs for overall well-being through opportunities for personal growth and development, recreation and social exchange, earning capacity, creative and cultural pursuits, safety, access to quality goods and services.

These needs are pursued in ways which meet the demands of the present without jeopardising the ability to fulfil those needs in the future27.
Sustainable Community Development is a balancing act that requires the management of community development processes that ensures that the social, economic, cultural and environmental aspects of development are addressed in a coordinated manner.

For example, the health and general sense of well- being in a community can be achieved through caring for its natural and physical environment, as well as ensuring the availability of clean and/or green spaces for recreation and physical activity.
Recycling, conserving and preserving natural resources lead to better health, longevity and aesthetics can also contribute to generating income and reducing expenditure.

The economic well-being of the community can be improved by providing social services, for example child care services so parents could gain employment.

The development of local talent and cultural centres create opportunities for cohesion, solidarity and generating incomes for individuals.
The DNPSCD therefore calls for concerted action on the multiple facets of community development that would lead to resilience and sustainability.

To these ends, the DNPSCD takes a root cause approach to looking at community issues and empowering communities to do the same.

This will require community stakeholders to approach the task of community development with a particular mind set towards or understanding of (a) their role as the 27 United Nations.
“Report of the World Commission on Environment and Development: Our Common Future.” (1987), [http://www.un-documents.net/our-common-future.pdf].

34 leading voice in the process of community development, (b) their responsibility to engage with fellow residents and external agencies towards the goal of transformed resilient communities and (c) their right to an equitable share of quality goods and services delivered by the state.
4.2 Key Components and Recommendations of the National Policy for Sustainable Community Development 4.2.1 Multi-sectoral Development The DNPSCD adopts a multi-sectoral approach to development which recognises that individuals, families, communities and even countries are multi-dimensional and have many different parts and needs as outlined at Section 4.1 above.
Accordingly, understanding, coordination, resources and interventions from various entities including the public and private sector, academia, NGOs, development organisations, local government bodies, and communities, are required.

A fundamental platform of the DNPSCD is deep and institutionalised collaboration within and across these entities.
Government agencies as the entities with the national mandate for development must lead the way in forging the culture and practice of collaboration, creating platforms for the engagement of other agencies.

As an example, the Corporate Sector in Trinidad and Tobago has been a strong contributor to social development and environmental preservation28.
Coordination of efforts towards sustainable community development between the government and the community provides the private sector with the welcomed structure for focusing its corporate social responsibility (CSR) around clear and measurable development objectives at the community level.

Recommendations i.
Recommendations i.

Implement institutional arrangements for multi-sectoral action at the national, municipal and community levels to oversee, coordinate, develop, allocate resources and monitor community development interventions.

ii.

Integrate the DNPSCD with key policies, programmes and strategies of partner Ministries and agencies.

28 United Nations Development Programme.

“The view from the boardroom.

CEO study on corporate social responsibility in Trinidad and Tobago”.
(2012), [http://www.tt.undp.org/content/dam/trinidad_tobago/docs/testdocfolder/UNDP%20Report%20on%20Boardroo m%20View%20of%20Corporate%20Social%20Responsibility.pdf].

35 iii.

Forge greater ties with the corporate sector for collaboration on sustainable community development, e.g.

public/private community partnerships.


4.2.2 Participatory Framework for Community Development The social-planning approach to development which has been a historic feature of community development in Trinidad and Tobago, tends to overlook the deliberate leadership, felt needs and plans of the community.

The DNPSCD proposes to infuse a bottom-up approach to development, ensuring the leadership and full engagement of the community in the process of development at the community level.
This type of local leadership and collaboration are not without its challenges, but are also associated with strengthened community solidarity, a unified vision for the community and allows for the sharing of community assets for optimum productivity.

Community leadership must be guided by an appropriate framework for participatory development.
A variety of approaches have been developed over time by various development agencies29 to promote the effective involvement of residents in the identification, design and implementation of community development strategies.

The DNPSCD adopts two models of participatory community development for the unique areas of focus they bring to sustainable community development.

These are the Asset-Based Community Development (ABCD) and the Sustainable Livelihoods Approach (SLA).
Asset Based Community Development (ABCD) approaches community development from the stand point of community possibilities and strengths, not deficits or weaknesses.

It begins with the identification of human, physical and natural assets, including the enthusiasm, skills and resources of local residents for community development.
In addition to its central focus on community strengths, several other values are common to the ABCD approach, which are consistent with the core values of the DNPSCD discussed at Section 2.6.

The Sustainable Livelihoods Approach (SLA) takes a holistic approach focused on helping residents and communities to develop and capitalise on the human, natural, financial, social and physical resources within and outside of their communities in an effort to promote livelihoods.
It adopts an understanding 29 World Bank, Coady International Institute, UK Department for International Development (DFID) are among the key such institutions named in Fugere, Robert.

2001.

Future Directions for Development.

Coady International Institute.


36 of livelihoods as comprising the capabilities, material, social assets and activities required to give a person a means of living.30 The emphasis on these two approaches is to give voice to communities while focusing on the possibilities and sustainable livelihoods.

Recommendations i.

Promote representative community leadership31 and democratic principles32 in the process of sustainable community development ii.
Promote and facilitate the application of a participatory approach to community development with an emphasis on assets and promoting livelihoods iii.

Build the capacity of local organisations and community interests to engage in and lead development planning iv.
Facilitate the institutionalisation of a strategic planning approach to community development that would encourage cohesion and collaboration in development v. Facilitate linkages among communities and other development partners as part of the process of empowerment, growth and self-sufficiency, and vi.

Maintain an up-to-date registration and accreditation system for community based organisations.
4.2.3 Professional Development of Community Development Practice Cabinet in 2013, gave approval for the biennial hosting of the Community Development Partnership Forum (CDPF) as an opportunity to bring local, regional and international Community Development Practitioners (CDPs) together to exchange ideas, skills, best practices and concerns.

It was intended that practitioners coming together would result in the establishment of a professional body of CDPs.

Such a body is yet to be formulated.


There is still a need to set, maintain and ensure standards and a code of 30 Department for International Development.

“DFID’s Sustainable Livelihoods Approach and its Framework.” (1990).

31 Community Leadership- leaders chosen by the residents to act as the voice and lead the community and others in developing a vision and the steps to achieve this.

Local Government Association.

Community Leadership Councillor Workbook (2012).


32 Democratic Principles here refers to each individual having an equal voice in the process of development.

Bahmueller, Charles.

“Elements of Democracy: The Fundamental Principles, Concepts, Social Foundations, and Processes of Democracy.” (2007).

37 ethics to govern and guide the practice and professionalism in community development practice.
The field of community development unlike other professional fields will therefore have a professional body to regulate its practice, ensure standards and voice concerns over local, national, regional and global issues.

The DNPSCD recognises the need for and will seek to pursue the opportunity for greater collaboration between academia and practitioners for greater impact on development.
Government shall spearhead the professional development of the practice of community development in Trinidad and Tobago and work closely with academia and other relevant stakeholders to this end.

Recommendations i.

Support relevant stakeholders in the development of a legislative framework for the establishment of a professional body for community development practitioners.

ii.
Establish ongoing linkages with academia for: a. theoretical and evidentiary guidance to the process of sustainable community development b. research activities which provide evidence on critical community developmental issues c. the provision of professional development training and a range of courses (certificate, bachelors, masters) in sustainable community development, and d. the placement of students on practicum and other arrangements for mutual benefit to student learning objectives and the advancement of the work of Ministries and the THA.
iii.

Initiate a re-assessment of the job functions and requirements of the Community Development Division to ensure that they are in keeping with best practice and the needs of the local environment.

iv.

Continue to host the CDPF biennially, as a platform for the professional development of local community development practitioners with Trinidad and Tobago leading the Caribbean as the centre for professional development in the field of community development.
v. Facilitate the ongoing professional development of community development practitioners through regional or international training and exposure in the field of sustainable community development.

38 4.2.4 Data, Innovation and ICT Relevant, reliable and up-to-date information and research on community profiles, issues and opportunities provide the basis for effective decision making in respect of community development interventions and their social impact.
Data driven development is still to become a normative aspect of community development and the linkage among academia (a source of research), community practitioners and the public sector needs considerable strengthening.

Innovations in community development are necessary for communities to respond to or subvert new and emerging challenges.

Innovativeness introduces new or improves existing strategies, adding value or enhancing effectiveness.
The use of ICT is in itself an opportunity for innovation, data management and dissemination.

The adoption of ICT in community development (e.g.

neighbourhood watch groups and development chat groups) can ease the way of doing business, reduce costs, save time and enhance communication.

For innovativeness and ICT adoption to be optimised, the right incentives, infrastructure and training will be necessary, especially for rural areas.
Recommendations The government shall promote and facilitate research, innovation and use of ICT in community development as follows: i.

Forge linkages with relevant Ministries and academia, as well as, establish networks among researchers and practitioners for the exchange of data, skills and knowledge, ideas and best practices relevant to community development ii.
Develop a database accessible to all community development practitioners, which contains community profiles and community development information, research, evidence-based strategies, and Monitoring &Evaluation reports iii.

iv.

Incentivise innovative programming for sustainable community development.
Encourage and support greater access to ICT by communities and development practitioners, and v. Work with the National Transformation Unit (NTU) to develop an M&E framework and to integrate community development indicators into the National Performance Monitoring System (NPMS).

39 4.2.5 Conflict Management in Community Development Conflict is not an uncommon feature of community development processes.
Residents and local organisations experience historic or current disagreements over values, motivations, perceptions, ideas, or desires.

Conflicts can slow or stall the community development process, contribute to wastage of time, financial resources, injuries, death and disunity among community members or even the total collapse of the process.

Conflict management is therefore a necessary component of the development process required for resolving issues of contention.
Effective management of conflicts however, could lead to strengthened bonds between the parties involved and enhanced implementation.

Therefore, there is need for a peace building mechanism as a built-in feature of the development process.

Recommendation i. ii.

Promote efficient and effective conflict resolution and management mechanisms as an integral part of the community development process, and Promote a culture of peace in communities among families and organisations.
4.2.6 Responsibility and Volunteerism as Critical Values of SCD Volunteering, offering of time, skill or resources freely for the benefit of others or a cause, is a fundamental part of building stronger, healthier and resilient communities.33 Volunteerism is an enduring element of national development which has been the foundation of traditional grassroots organisations such as the Panchyat, Gayap and later Village Council, service organisations such as the Lions, Kiwanis and Rotary Clubs and private sector initiatives as part of corporate social responsibility.
Academic institutions also support a level of volunteerism either with or independent of student practicum initiatives.

Volunteerism continues to be a necessary facet of community development practice.

It is consistent with a whole of society approach that calls for the discharge of collective responsibility for all facets of development, for example, from being our neighbour’s keeper, to violence prevention, social welfare, environmental protection and management.
Yet in the context of the global trend of growing 33 Ministry of Community Development, Culture and the Arts, Policy Unit.

Definition of Volunteering.

(2018).

40 individualism, aided by technology, it will be important to cultivate the attitudes, values, behaviours and mechanisms that yield a sense of collective responsibility for community and national development.
Recommendations i. Inculcate a sense of responsibility for surroundings, the environment, neighbours and communities through programmes beginning at the early childhood level through volunteerism ii.

iii.

iv.
iii.

iv.

v. Promote efficient and effective conflict resolution and management mechanisms as an integral part of the community development process Promote a culture of peace in communities among children, youth, families and organisation Develop structures and mechanisms for organised volunteerism, and Develop mechanisms to incentivise volunteerism in community development.
4.2.7 Development Issues in Sustainable Community Development Sustainable community development calls for the deliberate attention and equal focus to four areas of development.

It will be the responsibility of every community development practitioner to ensure that communities are advised, encouraged and empowered to pay appropriate attention to each of these four (4) areas.

The four (4) areas, their focal points and key recommendations are provided below.
Human and Social Development The DNPSCD recognises that community development cannot be pursued apart from the human and social development of residents.

In fact, community organisations have historically sought such benefits for residents, though not necessarily in a holistic manner.

The DNPSCD will therefore prioritise empowering communities to direct careful attention to the social factors which contribute to the quality of life within communities.
These factors include: (i) family management and community relationships, (ii) education and personal growth and development, (iii) safety and security, (iv) health, and wellness.

The Draft National Policy on Sustainable Community Development Draft Draft National Policy on Sustainable Community Development (DDNPSCD) will also ensure that communities are cognisant of the 41 peculiar needs and challenges of key vulnerable populations within their communities.
These have been identified within the National Social Mitigation Plan 2017-2022 of the Ministry of Social Development and Family Services (MSDFS) as: the elderly, single parent households, persons with disabilities, women and children and unemployed workers.34 Communities will also have to pay attention to youth and returning offenders.

The DNPSCD will seek to ensure holistic support and partnership with community efforts through multiple external public, private and civil society stakeholders.
Recommendations i.

Facilitate community awareness and interest in pursuing human and social development in a holistic manner through undertaking measures to: a.

Promote the adoption of healthy lifestyles among community members b.

Create an environment for the growth and development of individual residents’ through literacy training, homework centres, workshops, skills development, career fairs etc.
c. Protect vulnerable groups d. Promote access to quality educational and developmental opportunities for members of the community e. Strengthen and maintain healthy family relationships , and f. Foster strong community relationships, good citizenship, interconnectedness and resilience.
Economic Development Community Economic Development (CED), a critical component which has been underdeveloped, is characterised by local action to create economic opportunities that improve social conditions, particularly for those who are most disadvantaged.
The Draft National Policy on Sustainable Community Development also understands that communities face challenges in seizing economic opportunities at the community level due to issues such as, but not limited to; inadequate experiential knowledge and opportunities for 34 Ministry of Social Development and Family Services.
“National Social Mitigation Plan 2017-2022”, (2017) [http://www.social.gov.tt/wp-content/uploads/2017/08/NATIONAL-SOCIAL-MITIGATION-PLAN-JULY-2017.pdf] 42 making investments, limited access to market information, inability to access affordable capital and increased competition for the labour market.
Yet opportunities exist to create partnerships and synergies that could result in improved entrepreneurship, social entrepreneurship35, employment generation, community-based tourism, agricultural pursuits and community cooperatives.

Recommendations i.

Facilitate, support and encourage community engagement in initiatives that contribute to economic development within communities by actively pursuing36: a.
Entrepreneurship development, organization and management of a business venture b. Employment-generating activities- including micro and small -sized businesses, skills training, improved local infrastructure, improved agricultural conditions and techniques, expanded and focus on natural resources conservation, c. Community-based tourism- local residents can get involved in community-based tourism either independently or with appropriate authorities to develop local sites/attractions, produce souvenirs and provide accommodation to tourists d. Agriculture- the use of appropriate method for the cultivation of crops/rearing of animals for domestic use or sale.
For example local residents engaged in community based tourism can purchased meat and produce for tourist consumption, and e. Co-operatives- is the engagement of member-owned and operated enterprises for the production and distribution of goods and services.

Cultural Development The Draft National Policy on Sustainable Community Development considers cultural development as critical to the process of sustainable community development.
It will support the development pathways for the visual and performing arts, heritage memory and legacy and cultural industries associated with the draft National Policy on Culture and the Arts (NPCA).
Most notably it will contribute to making communities cultural hubs, recognising the contribution of cultural development to promoting and preserving heritage; personal growth, maturity and development; protection of children and youth and 35 Social Entrepreneurship- the use of business techniques to pursue innovative solutions to social and environmental challenges.

Policy Unit.

Draft Discussion Document-National Policy on Sustainable Community Development.

(2017) 36 Ibid.
(2017) 36 Ibid.

43 the ageing citizens via productive engagement; sustainable livelihoods for artists; building community cohesion, and wholesome community activities which contribute to a sense of safety.

Recommendations i.

Support, facilitate and promote the development of culture, the arts and civic-mindedness (community as a cultural hub)by: a. Inculcating respect for the work of creative people within communities b.
Facilitating avenues that enhance, display and sell cultural products c. Establishing mechanisms to protect, preserve and safeguard the tangible and intangible cultural heritage within communities d. Supporting the growth and development of nascent talent in communities, and e. Promoting positive values, attitudes and behaviours as intrinsic features of the Trinbagonian persona and as key cultural tools for self, family, community and national development.
Environmental Development Environment refers to the ecosystem around a living being37.

In the context of the Draft National Policy on Sustainable Community Development, it also embraces the built environment of the community, that is, all its physical surroundings.

Their upkeep translates to a better quality of life, reduced incidence of crime and violence and contribute to overall community sustainability.
Recognising that the appropriate patterns of thought, values and attitudes guide those positive behaviours which maintain a safe, clean, and healthy natural ecosystem, the Draft National Policy on Sustainable Community Development sees cultural change as correlated to environmental management and protection and a key indicator of sustainable development.

Recommendations i.
Recommendations i.

Adopt sustainable community development as the official community development philosophy for Trinidad and Tobago 37 Ministry of Community Development, Culture and the Arts, Policy Unit.

Definition of Environment.

(2017).

44 ii.

Support, facilitate and promote sustainable environments through community-led actions that: a. Nurture, encourage and reinforce values, attitudes and behaviours which are friendly to the environment b.
Preserve, protect and maintain the physical environment c. Conserve natural resources and biological diversity within communities d. Control and reduce environmental pollution e. Treat promptly with social issues that impact development and environment f. Develop non-polluting renewable energy g. Promote waste management h. Ensure a clean, green, safe and serene environment within communities i.

Promote recycling j.


Prevent and reduce coastal erosion k. Promote environmental beautification, and l. Promote a clean, safe and healthy housing conditions.

45 5.0 Implementation Framework and Key Stakeholder Responsibilities The DNPSCD policy implementation will adopt an unprecedented, deeply collaborative, multi-sectoral, partnership approach.

It will utilise institutional arrangements at three (3) levels: the national, regional and community levels.
These arrangements will cut across ministerial jurisdictions, while fully respecting and engaging with the agendas and mandates of the partner Ministries and agencies as they relate to the community sector.

The tiered institutional arrangement is designed to ensure that the necessary collaboration and commitment is maintained and requisite support from partners is available and sustained.
5.1 Role and Responsibility of Key Stakeholders 5.1.1 The Ministry of Community Development, Culture and the Arts i. Formulate policies and provide overall direction for the development of the community sector in Trinidad and collaborate with the Tobago House of Assembly (THA) as it relates to Tobago.

ii.

Encourage the mutual sharing of information and lessons learnt between the MCDCA and the Tobago House of Assembly (THA) in respect of community development on both islands.

iii.
iii.

Manage and provide technical and secretarial support to the relevant institutional arrangements and lead in the implementation of the DNPSCD.

iv.

Facilitate the involvement of other Ministries and civil society partners including the corporate sector, international organisations, academia and development NGOs.

v. Determine the regions/communities for phased implementation of the DNPSCD.

vi.
vi.

Work with the corporate sector to establish an effective partnership for sustainable community development (See Section 5.3).

vii.

Ensure that the requisite human resource capacity is available in the Ministry to carry out the demands of the DNPSCD in the short, medium and long terms, including the review of the job requirements, staffing and accommodation at the District level.

viii.
viii.

Facilitate the development of standards for community development practice in Trinidad and Tobago and encourage the establishment of a professional body.

ix.

Ensure effective communication and feedback mechanisms are developed between and among all stakeholders.

x.
x.

Provide or facilitate technical support for communities in specific community building mechanisms including: the conduct of Community-Based Assessments (CBA), the establishment and sustainability of the Community Development Committees (CDCs) (See Section 5.2.4) and the 46 development of the Community Sustainability Frameworks (CSFs) (See Section 5.4) Community Development Committee (CDC).

xi.
xi.

Develop the capacity to utilise and host data relevant to community development and maintain a repository of such data for community and other stakeholders involved in community development.

xii.

xiii.

Undertake the appropriate change and process management to facilitate the DNPSCD.

Develop the appropriate monitoring and evaluation mechanisms associated with the various elements of the DNPSCD implementation and the outcomes and impacts of the DNPSCD.
The Division of Community Development, Enterprise Development and Labour will play a similar role in respect of Tobago, including coordinate the role of partner Divisions and agencies as outlined at sections 5.1.2.

– 5.1.7 below.

5.1.2 Partner Ministries i. ii.

Participate on the national and regional institutional arrangements for the DNPSCD.
Determine specific aspects of its mandate and the needs, resources and potential strategies that are relevant for collaboration with the MCDCA in community building.

iii.

Ensure that budgetary allocations are available for the determined SCD initiatives where necessary.

iv.

Participate in the CBA and CSF activities of communities to understand their needs and aspirations.

v. Encourage and support staff engagement in training in Sustainable Community Development.

5.1.3 The Corporate Sector i.


Engage in the full range of responsibilities and actions related to partnership with the MCDCA in sustainable community development through corporate social responsibility (See Section 5.3).

5.1.4 Academia i. ii.

Provide advice for effective approaches, policies and interventions in SCD.

Develop academic programmes in SCD to ensure an ongoing cadre of professionals to contribute to the development of the community sector.

iii.
iii.

Create professional development initiatives to benefit staff on the job.

47 iv.

Undertake research exercises that would inform and provide evidence for effective SCD interventions.

v. Encourage staff/students to support the work of MCDCA and partner Ministries and agencies working in SCD.

5.1.5 The NGO Community i. ii.

Embrace the concept of SCD.

To support the CBO community in providing training and technical expertise in other areas.

Take advantage of the training opportunities in SCD.
5.1.6 International Development Organisations i.

Share knowledge and experience along with technical and financial support where necessary.. 5.1.7 The CBO Community i. ii.

iii.

iv.

v. vi.

vii.

viii.

Embrace the concept, principles and practices associated with SCD as part of the DNPSCD.

Access the relevant training provided as part of the DNPSCD.

Embrace its role as lead in the SCD process at the community level.
Facilitate inclusiveness, democratic principles and widespread participation of residents at the community level.

Participate in the CDC.

Engage in the CBA.

Engage in the development and implementation of the CSF.

Provide assessments, feedback and critiques of and reports on the DNPSCD process.

5.2 Multi-sectoral Approach 5.2.1 At the MCDCA The MCDCA will establish an internal Task Force to oversee and take action on all aspects of the DNPSCD implementation.
This Task Force will comprise of the Heads of the three (3) core Units/Divisions of the Ministry, and four (4) support entities of the Ministry including the Policy Unit, Planning and Implementation, Legal Services, Human Resource Services and the Corporate Communications Unit.

It will be responsible to pursue items listed in Section 5.1.1 through: 48 i.

Maintaining integrity to the DNPSCD implementation process ii.

iii.
iii.

Ensuring deadlines are kept relative to implementation schedules, and Developing an effective communications strategy for the DNPSCD.

5.2.2 At the National Level (Multi-Sectoral Committee for Sustainable Community Development [MCSCD]) The Multi-sectoral Committee for Sustainable Community Development (MCSCD) will comprise decision makers from all partner entities including: i. ii.

iii.

iv.
iii.

iv.

v. the MCDCA as Chair, the fourteen Government Ministries and the THA (See Section 3.0) the corporate sector Non-Government Organisations (NGOs) Academia, and International Development Organisations (e.g.
UNDP,IDB) Its role will be to: (i) (ii) (iii) (iv) provide strategic oversight and direction to the DNPSCD ensure that all partners are fully apprised of their role and function harmonise efforts of all partner agencies around the DNPSCD take all necessary actions to direct their human, financial and infrastructural resources to the DNPSCD process in accordance with their mandates, and (v) make strategic decisions based on performance assessments.

vi.
vi.

Benefits of the Multi-Sectoral Approach - Allows for a more efficient, value for money and transformational approach to community development.
- Brings all the resources and expertise for better coordinated impact - Moves stakeholders from competition to cooperation - Allows for better targeting of the root causes and inter-related challenges that affect individuals, families and communities, and - Allows for the dismantling of systemic hindrances to development and therefore considerably increases the potential for lasting change.
49 5.2.3 At the Regional Level (Regional Committee for Sustainable Community Development [RCSCD]) - Coordination at the regional level is required to deepen the collaboration at a more hands-on operational level.

Accordingly, a Regional Committee for Sustainable Community Development (RCSCD) will be established in each of the fourteen (14) Regional Corporations and one (1) in Tobago.
The RCSCD will bring together senior officers who execute the mandate of their various Ministries and agencies at the regional38 and community levels.

The RCSCDs will also work closely with the Regional Corporations, which have Municipal and in some cases Economic Development Plans (EDP) for the municipalities that would be foundational to community development efforts.
- The RCSCD will: o Coordinate actions for SCD at the regional level, focused on the four (4) pillars: human and social development, economic development, culture and environmental development39 o Develop clear priorities for collaboration across Ministries and agencies for each pillar, to ensure that interventions are integrated and coordinated for greatest impact o Seek approval from the relevant line Ministries and MCSCD for priority areas of collaboration o Participate in the design and coordination of specific interventions, programmes and services in support of the SCD effort o Facilitate the involvement of community based or other civil society entities as partners in the development process o Identify and make recommendations to address challenges and issues limiting effective collaboration and implementation, and o Report on a quarterly basis regarding the needs identified, solutions posed and civil society entities partnering to address developing issues in communities.
5.2.4 At the Community Level (Community Development Committee) The focal point for the DNPSCD at the community level will be Community Development Committee (CDC).

The CDC will be a body representative of community organisations, interests and structure.

It will be 38 The MCDCA is aware that agencies operate with different administrative boundaries and that this can pose a challenge to collaboration.
While it is hoped that Local Government Reform will begin to address this anomaly, public officers will be expected to make appropriate adjustments to work through this limitation.

39 These planning exercises must take cognizance of Ministerial policies and priorities, Municipal Development Plans and the Community Sustainability Frameworks developed by communities.

50 established and facilitated by the Community Development Division (CDD) in collaboration with the community, who will also be the chair.
Through the CDC the community will: - Be encouraged to: embrace the concept of sustainable community development; ensure holistic and transformational approaches to development of their own spaces; and focus attention on social, economic, cultural and environmental issues in their planning for - - - - community development Pursue an in-depth understanding of community assets (residents, skills, facilities, natural resources), and the root causes of issues and hindrances to community growth and development through the conduct of a Community Based Assessment.
Pursue access to information on strategies that are relevant to their community circumstances and have a proven track record of success Pursue a strategy of collaboration with other local organisations as far as practicable, to develop a shared understanding and vision for the development of their common space Adopt a strategic planning approach to community development which allows the community to have a unified vision and clear objectives and strategies over a five year period around which to forge community solidarity.
This will be accomplished through the development of a Community Sustainability Framework (CSF) which is a 5 year plan that identifies strategies for human and social, economic, cultural and environmental development, and - Oversee the implementation of the CSF through local and external organisations/agencies, monitor and evaluate progress and provide reports and feedback to the Community Development Division.
5.3 Partnership with the Corporate Sector The partnership arrangement between the public sector and private sector is for the purpose of more effectively targeting resources to the goal of strong, sustainable communities.

This partnership brings with it clear benefits for the society as a whole as it would combine the reach and resources of government with the flexibility, innovativeness, capacity and resources of the private sector towards the goal of SCD.
The approach is informed, inter alia, by community stakeholders who bring to the table community assets and aspirations as well as their understanding of and intimacy with local issues.
In this arrangement, the private sector is not seen as merely a source of financing, but as a true partner in addressing specific 51 development challenges and a source of valuable expertise, innovativeness and capacity to help find unique solutions.40 5.3.1 Benefits of this Partnership Arrangement Other specific benefits of the partnership with the corporate sector include: - - - - - - additional and coordinated resources to address developmental goals the potential for transfer of skills, knowledge and new technologies across the partners possible contribution to new market developments for the private sector resulting in economic development for communities improved quality and impact of developmental strategies improved monitoring and evaluation to join efforts, and improved visibility and branding for corporate partners.
5.4 The Community Sustainability Framework (CSF) The Community Sustainability Framework (CSF) is a critical development tool of the DNPSCD.

It will be the framework for community development in all communities and implemented throughout on a phased basis.

The CSF is a development plan for the community aimed at community transformation.
It is the vision and strategy document for the community which looks at its assets and addresses specific developmental goals of the community related to human and social, economic, cultural and environmental development of communities.
It will therefore be based on a comprehensive community Strengths Weaknesses Opportunities Threats (SWOT) analysis and resource assessment, which will inform the development of immediate, short, medium and long term strategies towards community transformation over a 5-year period, alongside a clear monitoring and evaluation plan.

The plan will be in constant review, with the comprehensive review effort commencing in year 4. i.

Who is involved in developing the CSF?


All community organisational stakeholders and interested residents will be invited to participate in the formulation of the CSF.

The exercise will be facilitated by the MCDCA on behalf of communities, who are encouraged to take the initiative to develop their CSFs using the format41 provided by the Ministry.

ii.

What is the value and purpose of the CSF?

40 Petkoski, G., M. Jarvis, and G. De la Garza.


“The private sector as a true partner in development.” The World Bank Institute.

(2006).
41 To be developed by the Ministry of Community Development, Culture and the Arts 52 The CSF is expected to: - forge a shared understanding of community goals and strategies from which to plan interventions with community stakeholders - work either collaboratively or independently with community organisation/stakeholders to address specific strategies outlined in the CSF - contribute to building of social capital in terms of collaboration, relationships, associations and networks - contribute to community skills training and capacity building interventions can also be focused on specific community goals, assist community stakeholders to identify and efficiently utilise their community assets contribute to coordinated local development strategies for external stakeholders (Ministries, corporate partners) - - - iii.
Where does the CSF fit with the Community Development Division’s agenda?

- Each Community Development District Office will be required to work with local communities, to facilitate the preparation of Community Sustainability Frameworks (CSF) which would guide community development processes and intervention strategies for each community, and The CSF would also inform deliberations for corporate sector interventions as appropriate.
5.5 Change Management Priorities for the DNPSCD Effective change management is critical to the faithful and effective implementation of the DNPSCD.

The MCDCA and the THA will take responsibility respectively, for managing the process of change relevant to the DNPSCD in Trinidad and in Tobago.

Successful change management has been linked to timely evaluations, programme integrity, stakeholder commitment and effort42.

The change management strategy will therefore involve the following: i. ii.
identification of priority stakeholders and strategies development of a communication strategy to the various stakeholders at the MCDCA, national, regional and community levels iii.

ongoing fora for feedback and sensitisation of stakeholders 42 Sirkin, Harold, Perry Keenan, Alan Jackson.

“The Hard Side of Change Management.” Harvard Business Review.

(2005) 53 iv.

v. vi.


ensuring that milestones are established for each implementation strategy for timely monitoring and evaluation and feedback to stakeholders strategic selection of implementation teams and providing teams with clear roles, commitments and accountability structures Strategic engagement with senior management at each level in terms of their role as leaders and influencers of project success, and vii.
Engage with implementers in terms of work process reviews to ensure that the DNPSCD activities can be effectively accommodated and integrated into the workloads of Officers.

54 6.0 Monitoring and Evaluation This DNPSCD will be reviewed, monitored and evaluated initially after the first year of approval and then after year three (3) of implementation.
Each programme, activity and project pursued under the DNPSCD will have a built-in monitoring and evaluation component which will be based on the key performance indicators and directly linked to the objectives of the DNPSCD.

The policy monitoring will take place through a series of monitoring exercises geared towards collecting information.

This information would be used to measure the extent to which the objectives of the policy are being met through the programmes, initiatives and projects implemented.
The process used for delivering these programmes will also be monitored for efficiency and effectiveness on an ongoing basis.

The monitoring exercises will be conducted through the use of internal documents in the form of feedback report and through surveys, interviews and focus groups as the need arises and the resources permit.
The data collected from the monitoring exercises will be analysed and evaluated for effectiveness, long term impact and the sustainability of the objectives and goals of the DNPSCD.

The evaluation data will be presented through the means of evaluation reports and presentations to the communities.

Findings from these reports will aid in the policy review process and indicate whether the policy and/or its implementation process need to be retained in its current form, revised or discontinued.
The Ministry with the responsibility for Community Development will be responsible for coordination of the M&E for the DNPSCD.

Through periodic reporting, the Ministry will be further supported by the MCSCD, RCSCD and the CDC.
The DNPSCD will be monitored and evaluated on the key performance indicators listed hereunder: Objective1 To establish and implement a national sustainable framework for strengthened, “whole of government” and multi-sectoral collaboration, integration and networking in the practice of community development.
Outcomes: - Increased & effective strategic oversight and collaboration among multi-sectoral partners in planning, coordinating efforts for SCD Structure and direction for the CDC Committees Functioning RCSCD Functioning CDCs, and - - - 55 - Continuous monitoring and evaluation of the sustainable community development, processes, interventions and impacts.

Key Performance Indicators: - MCSCD Commissioned - - - RCSCD TOR document Three RCSCDs Commissioned CDC TOR document, and - M&E Framework document.
Objective 2 To provide a clear framework for community mobilisation, leadership and participation in development.
Outcomes: - Representative community leadership - Organised and coordinated representation of communities through the establishment of the CDCs - Well-regulated community - - - - - - Increased community participation Self-reliant and resilient communities as a result of increased awareness of community assets Community leadership capacity for SCD built Processes re-engineered and capacity developed to support the objectives of the DNPSCD Collaborative relationships among communities and other partners established, and Finalised listing of registered and accredited CBOs.
Key Performance Indicators: - - - - - - Process for the establishment of the CDC CDCs in: Diego Martin, Chaguanas and Point Fortin and the Municipality of Tobago Performance mechanisms 15 Sensitisation sessions delivered CBA Completed leadership and development training for local organisations and interest groups - M&E template to collect baseline data, and - Programme of engagement for stakeholders established.
56 Objective 3 To facilitate the establishment and maintenance of standards and professionalism in community development practice Outcomes: - - - Standardisation of the Community Development practice and profession Evidence based decision making and smart practices in field of Community Development CDD jobs re-aligned and adequately remunerated to reflect the current reality and practices of Community Development - A continuous platform re-affirmed to obtain views from community practitioners for further community development practice, and - Increased capacity building and knowledge among community practitioners.
Key Performance Indicators: - - - TOR Task Force Training plan developed - No.

of CDP’s trained - Job review process report, and - Data base.

Objective 4 To implement data driven, evidence based and innovative programming for delivery of well targeted, effective community development programmes.
Outcomes: - - - - - Enhanced collaborative approach among all partners, Greater and easy access to data on communities to inform decisions and community actions, Increased community interest and participation in the use of evidence in project planning, Increased community interest and participation in innovative programming, Greater access to ICT in communities, and - M&E framework that is fully integrated into the National Performance Monitoring System (NPMS) in collaboration with the NTU.
57 Key Performance Indicators: - Database - Detailed community profiles - Detailed CBAs, - Digital infrastructure and training, and - M&E plan finalised.

Objective 5 To utilise the Community Mediation programme as well as facilitate the establishment of other structures and mechanisms for conflict resolution and management in community development.
Outcomes: - Minimisation and resolution of conflict at the community level - Increased awareness of the services offered by community mediation, and - Minimisation and reduction of conflict situations within communities.

Key Performance Indicators: - Mitigation and resolution mechanism, and - No.

of schools and communities engaged in peace building initiatives.
Objective 6 To promote values, attitudes and behaviours that empower communities and engender a spirit of responsibility and volunteerism in community development.

Outcomes: - Increased awareness and sensitivity towards the environment - Organised structure established to maintain and continuously engage volunteers, and - Increased reward and recognition initiatives towards greater community volunteerism.

Key Performance Indicators: - Environmental sensitisation plan - No.
of environmental sensitisation sessions - - - Plan for inculcating responsibility for the environment Protocols and processes for engaging volunteers, and Rewards scheme.

Objective 7 58 To integrate a sustainable development approach in the practice of community development to ensure the holistic treatment of development issues.
Outcomes: - - - - - - - - - - - - - - - Improved community understanding of human development needs and interventions Improved programming for SCD at community level Improved capacity to address human and social needs Improved delivery of services in the community Safe communities Improved knowledge of community economic potential Improved avenues for income generating projects Increased involvement in entrepreneurial activities Enhanced provision of goods and services Prudent management of household financial resources Increase avenues for cultural expression Increased local opportunities for nurturing talent Improved community cohesion/solidarity Improved demonstration of environmental sensitivity within communities, and Improved display of clean and well-kept communities.
Key Performance Indicators: - Clear community priorities identified - Assessment report on local economic potential - - - - - Identified linkages pursued Identified opportunities pursued Capacity for financial management developed Cultural and civic opportunities identified, promoted and explored, and Partnerships established and actions undertaken towards nurturing environmentally sensitive community.
Further details on the M&E plan is provided at Appendix II 59 7.0 Conclusion The DNPSCD represents a ground breaking step in the landscape of community development in Trinidad and Tobago.

The policy was developed after careful review of the national environment and with deep considerations for the challenges plaguing the community development sector.

As the first policy of its kind, the DNPSCD provides a framework to guide community development interventions along a sustainable path.
It represents a myriad of strategic measures and actions geared towards bringing about meaningful transformation within communities.

This policy also commits to looking at communities holistically and recommends an evidenced-based, collaborative and coordinated approach in the planning and implementation of community interventions.
This approach would be realised through the implementation of an integrated, multi-sectoral strategy involving key stakeholders including the public, private, civil society sectors and academia.
The successful implementation of the DNPSCD would be reflected in a more targeted and long term approach to community development interventions; greater participation of community representatives in the community planning and implementation process; greater collaboration and coordination among key actors in the community development sector; greater cohesion and togetherness among community members, increased access to goods and services by community members and general improvements in the quality of life of community members.
The success of this policy will also reverberate nationally through broad-based changes to the status quo and the ways in which national development is pursued across in different sectors.

More importantly, the success of the DNPSCD requires patience, a positive outlook of the future, fidelity to the process of sustainable community development and deep commitment from all actors in the community development sector to achieve the developmental aspirations of all communities.
60 61 Annex II NATIONAL POLICY ON SUSTAINABLE COMMUNITY DEVELOPMENT DRAFT IMPLEMENTATION MATRIX IN PROGRESS1 Implementation and Monitoring and Evaluation Framework i.

To establish and implement a national sustainable framework for strengthened, “whole of government” and multi-sectoral collaboration, integration and networking in the practice of community development.

Recommendations Interventions (Input) Output Indicators Actors Time Frame Outcomes 1.
Implement institutional Seek Cabinet’s approval for Cabinet note drafted - Cabinet note PU/Executive 2 wks Cabinet approval arrangements for multi- the establishment of the sectoral action at the multi-sectoral framework national, municipal and for the NPSCD community levels to oversee, coordinate, develop, allocate resources and monitor community development interventions.
Develop Draft TORs for the Drafted TOR for MCSCD - MCSCD TOR PU/CDD/NPSCDC 4 wks Direction for the Multi-sectorial Committee for the Sustainable Community Development (MCSCD) for their ratification.
document MCSCD Committee 1 See last two pages of the matrix for Abbreviations’ Key 63 Establish the Multi-sectorial Committee for Sustainable MCSCD comprised - MCSCD IMTF/MCSCD/PU/CDD 4-6 wks Community Development (MCSCD) at the national level, chaired by the MCDCA Commissioned /PIU/MCDCA Executive Develop Draft TORs for the Regional Committee for the TOR for RCSCD drafted - RCSCD TOR document Annex II Increased & effective strategic oversight and collaboration among multi-sectoral partners in planning, coordinating efforts for SCD Direction for the RCSCD Committees Sustainable Community Development (MCSCD) for their ratification.
Establish the Regional Committee for Sustainable Community Development (RCSCD) with responsibility for coordinating inter- agency action identifying key roles for partner Three RCSCDs comprised - Three RCSCDs Commissioned PU/CDD/NPSCDC 4 wks Functioning RCSCD 64 Annex II agencies and ensuring implementation Develop Draft TORs for the Community Development Committee for the Sustainable Community Development (MCSCD) for their ratification.
TOR for CDC drafted 4 mths - CDC TOR document IMTF/MCSCD/PU/CDD Structure and /PIU/MCDCA Executive direction for the CDC Committees Establish the Community CDCs constituted in at least one community in Development Committee each municipal region as (CDC) (See Objective ii per phases outlined below.

below).

 Phase 1: Diego Martin, Chaguanas and Point Fortin, and the Municipality of Tobago - Three CDCs Commissioned (and Tobago) 65 3 Draft already completed.
2 wks3 PU/CDD/NPSCDC Functioning CDCs Annex II  Phase 2: San Juan/Laventille, Sangre Grande, Couva, Tabaquite/Talparo, Rio Claro/Mayaro  Phase 3: Port of Spain, Arima, Penal/Debe, Princes Town; Siparia and Tunapuna/Piarco -M&E Framework established and approved -Phase 12 of systems for implementation developed - Five CDCs Commissioned IMTF/MCSCD/PU/CDD /PIU/MCDCA Executive 6 wks (Year Functioning CDCs 1) - Six CDC’s IMTF/MCSCD/PU/CDD 2) Commissioned /PIU/MCDCA Executive 6 wks (Year Functioning CDCs M&E Framework PIU/PU/CDD/IMTF /NTU document 6 wks (Year Direction for M&E of 3) the NPSCD 8 wks Continuous monitoring and 2 Monitoring and Evaluation systems can range from reporting templates, the establishment of data bases to capture reported information and external evaluations.
Accordingly Phase 1 of the M&E Systems will involve the necessary paper based reporting formats designed to capture process and output indicators including the training of all necessary stakeholders to complete them.

66 Develop a comprehensive Monitoring and Evaluation Framework to evaluate the effectiveness of the sustainable community development process, interventions and impact 2.
Integrate the NPSCD with Provide technical support to key policies, programmes the MCSCD in its role as and strategies of partner follows: Reporting formats to PIU/PU/IMTF/CDD/HRS evaluation of the Annex II capture process and output indicators sustainable community development, processes, interventions and impacts Ministries and agencies at the level of the MCSCD and RCSCD.
- Determine areas and -Clear areas for cross MCSCD Report IMTF/MCSCD/PU MCDCA 12 wks NPSCD strategies for multi-sectoral collaboration relevant to collaboration developed SCD Identify appropriate human, material and financial resources -Resources for collaborative projects identified and committed Executive mainstreamed/aligned with the policies, programmes and strategies of all partners Effective implementation of collaborative projects Written 12 wks commitments from PU/IMTF/MCDCA Executive MCSCD representatives 67 Annex II required to support the collaboration on SCD - Identify the relevant agency/position/ Officer at the regional level with responsibility for leading collaboration on the NPSCD in the named regions Written 4 wks -Regional collaborators commitments from identified MCSCD representatives PU/IMTF/CDD/MCDCA Executive Human resources available for collaborative projects Relevant MCSDC Ongoing - Review and consider -Community priorities reports reflected in reports and recommendations submitted by MCSCD PU/IMTF/CDD/MCDCA Executive Bottom up approach to SCD incorporated at national level reports on community aspirations and priorities as they relate to the goals of SCD, with a view to ensuring that these inform the decision making processes - Review and consider the monitoring and evaluation reports on the implementation of the Relevant MCSDC reports MCSCD recommendations informed by M&E reports Ongoing PIU/IMTF/PU/CDD/ MCDCA Executive Improved implementation of 68 NPSCD to inform future on the NPSCD planning implementation programmes and projects for SCD 3.
Forge greater ties with Develop proposal for Proposal developed and Proposal PU/CDD/IMTF/MCDCA 5 wks Clear framework/ Annex II the corporate sector for collaboration with the approved Executive collaboration on Corporate Sector sustainable community development i.e.

partnerships among public, private and community sectors.
Develop MOA for MOA finalised and MOA document PU/LSU/CDD/IMTF/MCDCA 3 wks4 collaboration with the approved Executive structures for partnership with the corporate sector on SCD Clear parameters for relationship with the corporate sector on SCD Corporate Sector Develop protocols/code of ethics for relationships among relevant parties Provide technical support and data to the corporate and community sectors 4 Draft in progress Code of ethics finalised and approved Code of Ethics booklet PU/LSU/CDD/IMTF/MCDCA 4 wks Executive Clear guidelines for relationship among the relevant parties Project proposals 69 Annex II Create avenues for corporate sector to be involved in the participatory processes at the Community level Provide M&E reports to the corporate sector on the process and impact of interventions Informed interventions identified Corporate sector Ongoing Informed ii.
representatives (CSR)/CDC/ PU/PIU/IMTF interventions implemented Written assent from corporate sector Agreement obtained for participation mechanisms Corporate sector Ongoing Corporate sector representatives (CSR)/CDC/ obtain understanding PU/PIU/IMTF of the issues and priorities of communities Presentation document Corporate sector informed of the effectiveness and impact of interventions PIU/PU/IMTF Biannually Effective implementation of corporate sector SCD initiatives 70 ii.
To provide a clear framework for community mobilisation, leadership and participation in development.

Recommendations Interventions (Input) Output Indicators Actors 1.

Promote representative Develop Terms of Reference TOR finalised TOR5 CDD/PU and LSU community leadership and for CDC Time Frame 2wks Outcomes Representative community leadership democratic principles in the process of sustainable community development.
Establish the CDC as the Process for Process for the CDD/PU and LSU 6 wks Organised and representative, coordination establishment of establishment of the CDC and oversight mechanism CDC finalised for the NPSCD at the community level.

CDC established CDCs in: Diego Martin, CDD/PU and Community 2 mths Chaguanas and Point Fortin, Stakeholders (CSs) and the Municipality of Tobago coordinated representation of communities through the establishment of the CDCs Well-regulated community 5 Draft already completed.
71 Develop mechanisms for Mechanism for M&E template to collect CDD/PIU and PU 1 mth Increased community monitoring performance of M&E developed baseline data participation the CDC Performance Performance mechanisms CDD/PIU and PU Ongoing Effective functioning mechanisms developed of the CDC 2.
Promote and facilitate the Educate community and Sensitisation 15 sensitisation sessions CDD/HRS/PU 4 mths Self-reliant and application of a participatory CDC on values, principles sessions designed delivered approach to community and processes of the NPSCD and delivered development with an emphasis on assets and promoting livelihoods.
Facilitate the community/CDC in the conduct of the Community Based Assessment (CBA): resilient communities as a result of increased awareness of community assets - Develop Guide and CBA guide finalised CBA CDD/PU and HR 12 mths Template for the CBA - Develop data gathering tools CBA template finalised CBA conducted 72 CDD/PU/PIU/CSs and Academia Ongoing 3.
Build the capacity of local Host organisational Training Completed leadership and CDD/HRS/NGOs and Academia 3 mths Community leadership organisations and leadership and development assessment development training for capacity for SCD built community interests groups sessions with all local conducted local organisations and to engage in and lead organisations and interests interest groups development planning.

groups Leadership and other capacity building sessions designed and hosted 3 mths 4.
Facilitate the Adopt an evidence-based Cabinet approval CDD/PIU/Policy Unit 12 mth Strategic planning institutionalisation of a strategic planning approach obtained for: strategic planning approach as the engagement strategy to community development of the Community that would encourage Development Division.

cohesion and collaboration in development.


- Revision of CDD’s Work processes - New approaches structured into CDD work programme Training designed and held 73 CDD/PIU/HRS/Policy Unit CDD/PIU/HRS/Policy Unit CDD/PU/PIU and HRS adopted in the process of community development as well as collaborative relationships among communities and other partners established Processes re- engineered and Train and facilitate the CSF’s established in No.
of Training sessions held CDD/PU/PIU community/CDC in the value specific process and formulation of communities the Community Sustainability Framework (CSF) capacity developed to support the objectives of the NPSCD Establish a policy that would Grants policy Grant Policy CDD/PU/Grants 3 mth Communities link the MCDCA grant giving revised at the community level in accordance with communities’ CSFs understand the value of and have the capacity to develop CSF 12 mths Resources targeted to meet community needs 5.
Facilitate linkages among Develop a data bank on all Data bank Data bank established CDD/CS/IT Ongoing Informed decisions communities and other service providers related to developed made by communities development partners as community development part of the process of 74 empowerment, growth and self-sufficiency.
Communities have easy access to data Encourage partnerships Formal Programme of engagement CDD/PU/CS between communities, engagement of for stakeholders established NGO’s, Academia etc., for community the SCD initiative stakeholders 3 mths Collaborative relationships among communities and other partners established 6.
Maintain an up-to-date Establish a robust Registration system Robust registration system CDD/PIU/Policy Unit Ongoing Finalised listing of registration and registration and developed accreditation system for accreditation system for community based CBOs organisations.

Registration system adopted iii.


To facilitate the establishment and maintenance of standards and professionalism in community development practice Recommendations Interventions (Input) Output Indicators Actors registered and accredited CBOs Outcomes Time Frame 1.
Support relevant Establish a Task Force to TOR Task Force developed TOR CDD/PU/Academia/HRS/LSU 1 mth Standardisation of the stakeholders in the research, design and development of a legislative advise on the legal framework for the requirements for the Task Force established Task Force CDD/PU/Academia/HRS/LSU 4 mths Community 75 establishment of a development of a Report and proposal professional body for professional body for CDPs developed and approved community development Establish Professional by Cabinet practitioners (CDPs).
Body Report and proposal for professional standards body developed and approved CDD/P U 2 mths Development practice and profession Professional Body Final report established 2.
Establish ongoing linkages Obtain representation MCSCD TOR finalised TOR CDD/PU/Academia/THA 3 mths Evidence based with academia for: from academia on the  Theoretical and MCSCD evidentiary guidance to Develop frameworks for Cooperation Framework Cooperation the process of cooperation with developed sustainable community universities for ongoing development dialogue on research needs of the SCD process Framework established decision making and smart practices in the CDD/PU/Academia/THA 3 mths field of Community Development  Research activities Capacity building for which provide evidence professional development Professional development Training plan needs identified developed CDD/PIU/PU/HRS/Academia, THA 3 mths on critical community needs for CDPs developmental issues.
 The provision of professional 76 development training Encourage universities to SCD Courses established No.

of CDP’s trained CDD/THA/HRS/PU; Academia 3 mths Pool of educated and and a range of courses consider specific SCD (certificate, bachelors, courses masters) in sustainable community development experienced community development practitioners established  The placement of Student intake Practical field experience of No.
of student CDD/THA/HRS/PU ; Academia 3 mths students participants Establishment of programme of work Practical field experience of No.

of students CDD/THA/HRS/PU; Academia 3 mths students evaluated students on practicum and other arrangements for mutual benefit to student learning objectives and the advancement of the work of Ministries and the THA.

3.
Initiate a re-assessment of Engage a consultant to TOR for consultant TOR CDD/THA/HRS/PU 2mths CDD jobs re-aligned the job functions and conduct an assessment of requirements of the the requirements of jobs Community Development in the CDD Consultant engaged Consultant Consultant CDD/HRS/PU and THA Division to ensure that they are in keeping with best and adequately remunerated to reflect the current reality and practices 77 practice and the needs of the Engage in discussions with Assessment completed Assessment CDD/HRS/PU/THA 3mths of Community local environment.
the Director Personnel Development Administration (DPA) and the Department of the Chief Personnel Officer (CPO) on the process involved in job reviews.
Develop a clear proposal for the creation and re- design of jobs in the community development stream Advice, recommendations Advice, CDD/HRS/PU/DPA/CPO and approval obtained recommendations and approval Job review undertaken Job review process HRS/CDD/PU and THA report 2mths Establishment of SCD Posts Proposal developed Proposal HRS/CDD/PU and THA 2mths Seek approval for Approval granted Approval HRS/CDD/PU and THA 24mths Staff hired implementation 4.
Continue to host the CDPF Consider appropriate Cabinet endorses CDPF Cabinet Approval PU/CDD and THA 1mth A continuous biennially, as a platform for issues and structure for continuance the professional CDPF-IV in 2019 that development of local 78 platform re-affirmed to obtain views from community community development would advance the cause CDPF-IV Project Proposal CDPF-IV Proposal PU/CDD and THA 1mth practitioners for practitioners and for ensuring of the NPSCD developed that Trinidad and Tobago continues to lead the Caribbean as the centre for Establish a multi-sectoral CDPF-IV Conducted CDPF IV PU/CDD and THA professional development in team for the continued the field of community hosting of the CDPF development.
TOR for the Multi-Sectoral TOR further the community development practice 1mth 1wk Multi-Sectoral Team Multi-Sectoral Team PU/CDD/THA and other Inter- 1mth established Agency partners 5.
Facilitate the ongoing Develop a data base of Data base developed Data base IT/CDD/THA Ongoing Increased capacity professional development of reputable and valuable community development regional and international practitioners through community development regional or international conferences and fora that training and exposure in the would be invaluable to the field of sustainable development of local CDPs community development.

79 building and knowledge among community practitioners.

iv.
iv.

To implement data driven, evidence based and innovative programming for delivery of well targeted, effective community development programmes.

Recommendations Interventions (Input) Output Indicators Actors Outcomes Time Frame 1.

Forge linkages with Develop the in-house Staff trained in data No.
of staff trained HRS/IT/CDD/THA/PIU/PU 6 mths Enhanced relevant Ministries, academia capacity by providing the management as well as establish networks relevant staff training and among researchers and infrastructure at the practitioners for the MCDCA to house, utilise Infrastructure (hardware Infrastructure IT/CDD/THA/PIU/PU exchange of data, skills and and disseminate data and software) purchased installation knowledge, ideas and best relevant to SCD as and installed collaborative approach among all partners 12-24 mths practices relevant to received from its own community development.
efforts and from partner Ministries and agencies Develop inter-Ministerial Agreements obtained Signed agreements LSU/PU/CDD/THA/ 4 mths Enhanced use of data and inter-agency agreements for the provision of data relevant Community specific data Data hub to SCD hub established at the MCDCA MCDCA Executive for community interventions 12 mths 80 2.
Develop a database Establish a comprehensive Comprehensive database Database IT/CDD 12mths Greater and easy accessible to all community database that is accessible that is accessible and user development practitioners, and user friendly friendly established access to data on communities to inform decisions and community actions which contains community profiles and community development information, research, evidence-based strategies, and M&E reports.
Strengthen the community Strengthened and updated Detailed community CDD/THA/PIU/PU 12mths Increased community profiles produced by the Community profile.
profiles MCDCA for all communities Merge the CBA exercise with the development of community profiles CBA and community Detailed CBAs IT/CDD/THA/PIU/PU 6mths profiles merged interest and participation in the use of evidence in project planning; Greater and easy access to data on communities to inform decisions and community actions Build the capacity of Infrastructure for Digital infrastructure CDD/PU/PIU and CSs 6mths Greater and easy MCDCA to store these electronic storage installed and training profiles digitally for and training conducted access by CDPs access to data on communities to 81 3.
Incentivise innovative Develop an award Awards plan developed and Awards distributed CDD/THA/PU and CSs 6mth Increased community programming for sustainable mechanism for funding finalised community development.

and rewarding innovative community development interventions.

interest and participation in innovative programming 4.

Encourage and support Develop a plan for ICT Plan developed ICT Plan IT/CDD/THA/Corp.
Comms/ PU 12mth Greater access to ICT inform decisions and community actions enhanced access to ICT by improved access to ICT for communities and SCD including innovative development practitioners.

arrangements with providers.

in communities 5.


Work with the National Develop a comprehensive M&E Plan finalised M&E Plan PIU/CDD/PU and MPD 12mths M&E framework that Transformation Unit to M&E framework for the develop an M&E framework NPSCD and to integrate community development indicators into the National Performance Monitoring System.
82 is fully integrated into the National Performance Monitoring System (NPMS) in collaboration with the NTU v. To utilise the Community Mediation programme as well as facilitate the establishment of other structures and mechanisms for conflict resolution and management in community development.

Recommendations Interventions (Input) Output Indicators Actors Outcomes Time Frame 1.

Promote efficient and Work with the Community Conflict mitigation and effective conflict resolution Mediation entities (e.g.
resolution mechanism and management Community Mediation developed Conflict mitigation and resolution mechanism established mechanisms as an integral Services Division; Dispute part of the community Resolution Centre; etc.

), to CDD/THA/Mediation entities/ 4mths Minimisation and LSU resolution of conflict at the community level development process.

develop a conflict MOA signed Agreement between CDD/THA/Mediation entities/ 3mths mitigation and resolution mechanism for communities.

parties LSU 2.
parties LSU 2.

Promote efficient and Encourage the use of community mediation No.
of conflict CDD/THA/Corp.Comms/ Ongoing Increased awareness effective conflict resolution community mediation promoted widely as situations being and management services as a primary primary option to resolve resolved at the Mediation entities mechanisms as an integral means for resolving conflict within communities community level of the services offered by community mediation part of the community conflict within development process.

communities.

3.
communities.

3.

Promote a culture of peace Peace building and Peace building initiatives No.

of schools and CDD/Corp.Comms/ Ongoing Minimisation and in communities among maintenance initiatives implemented communities reduction of conflict 83 children, youth, families and implemented within engaged in peace Mediation entities organisation.

schools and communities building initiatives situations within communities on an on-going basis.

vi.
vi.

To promote values, attitudes and behaviours that empower communities and engender a spirit of responsibility and volunteerism in community development.

Recommendations Interventions (Input) Output Indicators Actors Outcomes Time Frame 1.
Inculcate a sense of Work with Ministry of Environmental sensitisation Environmental CDD/THA/MPLD/EMA/ PU 3mths Increased awareness responsibility for Planning and Development plan developed Sensitisation Plan surroundings, the (MPD) and the environment, neighbours and Environmental and sensitivity towards the environment communities through Management Authority Environmental sensitisation No.
of environmental PMBVTC/MoE/CDD/ EMA/PU 3mth programmes beginning at the (EMA) to develop a sessions conducted sensitisation sessions early childhood level through sensitisation plan volunteerism.

regarding environmental factors targeted at communities and the CDC Strategies for encouraging Clear volunteerism PMBVTC/MoE/CDD/EMA/ PU 3mths Increased awareness for SCD.

and attracting strategies volunteerism developed No.
of participating volunteers 84 and sensitivity towards the environment Utilise the Best Village Plan for inculcating Plan for inculcating PMBVTC/MoE/CDD/EMA/ PU 3 mths Increased awareness Programme and Schools to responsibility for the responsibility for the inculcate and demonstrate environment developed; environment care for surroundings and the environment.

and sensitivity towards the environment 2.


Develop structures and Develop protocols and Protocols and processes for Protocols and CDD/THA/Corp.Comms/ PU 4mths Organised structure mechanisms for organised processes for engaging engaging volunteers to the processes for volunteering.

volunteers to the SCD SCD process in engaging volunteers process in communities.

communities developed and implemented established to maintain and continuously engage volunteers 3.
Develop mechanisms to Conduct appropriate Rewards scheme for Rewards scheme CDD/THA/Policy Unit/HRS 3mths Increased in incentivise volunteerism in research and develop a community volunteers document community development.

plan for inculcating implemented responsibility for participation in community development, for immediate surroundings, community and children of the nation.

Rewards and recognition No.


of persons CDD/THA/PU/HRS for community rewarded and volunteerism distributed recognised for community volunteerism service.

community volunteerism Increased reward and recognition initiatives towards greater community volunteerism vii.
To integrate a sustainable development approach in the practice of community development to ensure the holistic treatment of development issues 85 Recommendations Interventions (Input) Output Indicators Actors CDD/THA/Policy Unit/ NGO’s/CBO’s/FBO’s/ Social Sector agencies 1.

Facilitate community Provide sensitisation Trained CDCs No.
of CDCs trained awareness and interest in training for CDCs in risk pursuing human and social and protective factor for development in a holistic community growth and manner including addressing development issues of healthy lifestyles, personal growth and development, protection of vulnerable groups, access to quality education and development, healthy family relationships and good citizenship.
Partner with agencies to Community priorities support community identified in the CSF, and priorities identified in the supported by partner CSF that are outside the agencies capacity/reach of the community Clear community priorities identified Outcomes Time Frame ongoing Improved community understanding of human development needs and interventions Improved capacity to address human and social needs Improved programming for SCD at the community level Improved delivery of services in the community Safe communities 86 2.
Facilitate and support Support communities in Local economic potential of Assessment report DCDEDL/MOLSED/MRDLG/ 6mths Improved knowledge community engagement in the assessment of local communities assessed on local economic Academia/CDD/PU initiatives that will contribute capacity for Community potential of Community Economic Potential to economic development Economic Development within communities including (CED) entrepreneurship, employment generating activities, community based tourism, agriculture, development of cooperatives etc.
Partner with entities for assessment of economic potential of communities Economic potential of Assessment indicator DCDEDL/MOLSED/MRDLG/ Ongoing Improved avenues for communities assessed Academia/CDD/PU income generating projects Identify linkages with Local Economic Linkages with local Identified linkages CDD/THA/PIU/PU 6mth Enhanced provision of economic development pursued goods and services Development Plan of the identified Municipality Explore opportunities Opportunities with with corporate partner corporate partners explored Identified Opportunities pursued CDD/THA/PIU Ongoing Increased involvement in entrepreneurial activities Encourage innovation and Programme of activities Nos.
participate entrepreneurial activities towards training, funding CDD/THA/PU/Corporate Sector/Social sector Ministries 3 mths 87 and incentivising Programme reports innovation and entrepreneurial activities Build capacity for financial Financial Management Capacity for financial DCDEDL/MOLSED/MRDLG/ ongoing management training conducted financial management developed management developed Academia/CDD/PU/MSDFS/ CB/CU//CDD/THA and PU Prudent management of household financial resources 3.
Support, facilitate and Work with practitioners in Programme of activities Cultural and civic promote the development of culture and the arts for implemented towards the opportunities Culture Division/THA/ PMBVTC/CDD 3 mths Increase avenues for cultural expression culture and the arts and civic potential opportunities development of culture identified, promoted mindedness (community as a consistent with and the arts and civic and explored cultural hub).
community priorities mindedness Ongoing Increased local opportunities for nurturing talent 4.

Support, facilitate and Work with relevant Partnership established Partnerships PMBVTC/CDD/THA/ Ongoing Improved promote the sustainability of agencies for nurturing with relevant agencies established and MOLSED/EMA/MoE/ Corporate demonstration of the environment through environmental sensitivity towards nurturing actions undertaken Sector.

environmentally community action, by and action.


environmental sensitivity towards nurturing 88 advocating undertaking and Work with relevant Partnership established environmentally supporting measures that agencies to foster values, with relevant agencies and sensitive community sensitive within communities seek to promote and attitudes and behaviours.
action undertaken to foster encourage positive VABs towards the environment, such as environment preservation and protection, pollution reduction, and maintenance of clean, safe and healthy surroundings.

environmentally friendly values, attitudes and behaviours.
Abbreviations’ Key CBO’s CB CU CDC CDD CED Community Based Organisations Central Bank Credit Unions Community Development Committee Community Development Division Community Economic Development Corp. Comms Corporate Communications PMBVTC/CDD/THA/ Ongoing Improved display of MOLSED/EMA/MoE/ Corporate clean and well-kept communities Partnerships established and actions undertaken.

Sector.
89 CPO CSR CSs DPA EMA FBO’S HRS IMTF IT LSU MCDCA MCSCD MoE MOLSED MPD MSDFS NGO’s NPSCDC NTU Chief Personnel Officer6 Corporate sector representatives Community Stakeholders Director Personnel Administration Environmental Management Authority Fixed Based Operators Human Resource Services Inter-Ministerial Task Force Information Technology Legal Services Unit Ministry of Community Development, Culture and the Arts Multi-sectorial Committee for Sustainable Community Development Ministry of Education Ministry of Labour and Small Enterprise Development Ministry of Planning and Development Ministry of Social Development and Family Services Non-governmental Organisations National Policy on Sustainable Community Development Committee National Training Unit 6 Abbreviations used in the body of the text continue to next page 90 PIU PMBVTC PU THA Planning and Implementation Unit Prime Minister’s Best Village Trophy Competition Policy Unit Tobago House of Assembly 91