Eight types of Laventille leaders

I suspect that the question has become even more poignant given the numerous commentaries on the Honourable Prime Minister’s meeting with what was dubbed "Community Leaders." A matter I myself have commented on, and would like to restate in this letter for clarity and unequivocality.

The meeting with so-called Laventille community leaders, in my sincerest view, by Prime Minister Manning early in the administration’s term, was an altruistic gesture aimed at resolving the burning issues of gang and criminal conduct. On retrospect, the Prime Minister may have viewed the effort as a mistake.

No doubt the thinking must have been to extend an "olive branch" from the highest executive office in the land.

No doubt too, the intent was to send a strong indication that the Government cares and wishes to resolve the brewing social crisis in Laventille and environs. It is now academic that the success hoped for did not materialise. This does not mean that the efforts of the PM had no significance.

One cannot, however, ignore the fact that Manning was not properly briefed or was ill-advised, as it turned out. Unfortunately as it may be, the reality is that laudability and good intentions is only credible once the desired results is achieved. The unacceptable and unprecedented crime wave emphasises the failure of the PM’s judgment.

In my view the Honourable Prime Minister was not properly informed as to the leadership structure which exist in these communities, let alone the diversity and complexity of the leadership which has evolved into the unique cultural and historic antecedents that is today’s Laventille (behind-the-bridge).

An understanding can assist in devising the kind of measures to address crime, poverty and social displacement. Too many mistakes are and have been made by "well meaning" successive administrations. Suffice it to say, the PM met with one of the eight types of community leaders that operate and sway influence in Laventille and environs. The full range of leaders are outlined (without definition) as follows

1) The perennial leader;

2) The temporary leader;

3) The given-opportunity lea-der;

4) The Block leader;

5) The political leadership: Local government, Parliamentary representative;

6) Religious leader;

7) The alien leader;

8) Hybrid leader.

Of course these are separate and apart from the more conspicuous heads of households, which in my view is the genesis of the bourgeoning psycho-social problems faced by communities such as Laventille along the east-west corridor. A close second is the absence of a strong community-based business leadership.

These two components have traditionally absorbed, reshaped and uniquely provided the DNA of the leadership requirement for Laventille.

LENNOX SMITH

Laventille