By: Paul Sarran
August 10, 2025
It is imperative that the Minister of the People, Social Development and Family Services take immediate and decisive action to ensure that her ministry is effectively managed particularly in relation to the conduct and accountability of board supervisors. While some within the ministry are indeed dedicated and committed to their responsibilities, there is a growing concern that others in supervisory roles are abusing their positions of authority, especially where contract employees are concerned. This is not just a matter of workplace politics it is an issue that strikes at the heart of public service delivery, staff morale, and ultimately, the welfare of our nation’s most vulnerable citizens.
The recent developments regarding CEPEP workers highlight the broader systemic problems. When over 10,000 CEPEP workers were sent home amid the controversy surrounding contractor renewals rumoured to be rooted in political appointments and allegations of corruption many were left with no choice but to seek support from public assistance. While some may argue that this is a rational recourse, the reality is that the very social safety nets they are turning to are themselves under severe strain. The boards that manage these services, in many cases, are lacking the proper complement of social welfare officers, primarily because the contracts of these officers are either not being renewed or are being terminated under questionable circumstances.
This paints a grim picture. The ministry, which is supposed to be a haven for the vulnerable and a pillar of support for the displaced, is grappling with its own internal instability. With more than 400 backlogged cases awaiting processing per district in Trinidad and Tobago, the lack of adequate staffing is not just a human resource issue it’s a crisis. Many of these contract officers are highly dedicated, often working tirelessly to ensure they meet the benchmarks necessary for contract renewal. Yet, despite their efforts, they are sometimes met with sabotage and resistance from their own supervisors or permanent staff who feel threatened by their performance or who lack accountability themselves.
A culture of insecurity now permeates the ministry for contract employees. Short-term contracts come with little to no stability, few benefits, and an ever-looming cloud of uncertainty. These are not just workers they are frontline agents responsible for the delivery of critical social services. When their futures are uncertain, the quality and consistency of service inevitably suffer. The government must recognize that it cannot run a modern welfare system on the backs of insecure, undervalued workers.
There is also a concerning imbalance in how performance is evaluated. While permanent or established staff may have the luxury of leniency or flexibility in their duties, contract workers are held to high and sometimes uneven standards. These workers often overextend themselves in hopes of earning an exceptional appraisal, only to be undermined by office politics or managerial bias. This imbalance fosters a toxic work environment and does little to inspire loyalty or long-term commitment among talented professionals.
The Minister must not turn a blind eye to these realities. Leadership in this context demands more than ribbon-cuttings and press releases. It requires digging into the administrative structures of the Ministry, evaluating management practices, and ensuring that supervisors are held to the same standards they impose on others. It is not acceptable for those in leadership roles to use their power to victimize, bully, or sideline contract employees. The Ministry cannot function at its best when parts of its workforce are demoralized and disenfranchised.
What is most concerning is that this internal dysfunction directly affects the most vulnerable in society the elderly, single mothers, the unemployed, the disabled, and displaced workers like those from CEPEP. When their applications for grants, food support, or housing assistance are delayed because of staffing issues or administrative bottlenecks, they suffer. When competent social welfare officers are sidelined or pushed out for reasons unrelated to performance, it is the clients who pay the price.
The government must ensure that ministries, especially those tasked with social development, are not undermined by internal politics or managerial inefficiency. If contract employment is to remain a feature of public service, then the terms and conditions must be reformed to include better job security, pathways to permanent employment, and protection against victimization. Appraisal systems must be fair, transparent, and free from undue influence. There must also be whistleblower protection mechanisms for those who speak out against unfair treatment or corruption.
Inaction on these matters would not only continue to compromise the quality of public service but would also damage the credibility of the government itself. A government that cannot protect its own workers or worse, that allows them to be exploited, sends the message that it is ill-prepared to protect its people. If we are to build a better Trinidad and Tobago, we must begin by ensuring that our public institutions are guided by fairness, accountability, and justice.
The Minister of the People, Social Development and Family Services must act with urgency. The well-being of thousands depends not only on the policies set at the top but on the ethics and effectiveness of those entrusted to implement them. Reform must begin now before public trust is lost completely, and the damage to the ministry and to the lives it is meant to protect, becomes irreparable.
(The author successfully completed a Bachelor’s Degree in Political Science at the University of the West Indies.)
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