Growth and Local Decisions

Central Abaco has a new Administrator, Cephus Cooper, who has begun work by immersing himself in community issues. He grew up in Cooper’s Town and served as principal of Abaco Central High School 10 years ago. His training and various postings as a commissioner and subsequently as an administrator have taken him to many Family Islands. He should be well equipped to guide the governmental side of Abaco’s growth.

Understanding Nassau’s rule book is important but local issues do not always fit into neat categories ready for preconceived solutions to be applied. Like a good shepherd, the administrator is charged to guide those exercising their local government authority.

Local government is just that - local people solving local problems. Those elected and appointed to local government positions are generally responsible for looking after community housekeeping. Local government is given an annual budget and a loose rule book for guidance.

The administrator is much like a referee at a sporting event, letting the players make the moves to accomplish their goal while ensuing that they play by the rules. Like Roman gladiators whose fate often was determined by the masses in the stands, every three years the fate of local government persons is in the hands of the community they serve.

Administrators occasionally walk a fine line as they steer a course dictated by Nassau while letting local government go its own way. A good shepherd works to keep his sheep in green pastures and out of problem areas.

Local government makes decisions on local issues, approving appropriate building construction, issuing business licenses and making other local decisions. At what point do local issues move beyond the local decision-making process?

As communities grow, the decision process gets more complicated. Communities are relatively easy to manage when they are isolated and not showing growth symptoms. Communities which have large seasonal changes in populations or which are fast growing present more frequent challenges to those in leadership roles.

Years ago central government concluded that Abaco’s growth was being stifled by a lack of affordable building lots and Central Pines subdivision was established. The financing and accompanying civil works were beyond local capabilities. However, once established with roads and utilities, then local government assumed the day-by-day management of the area.

The Marsh Harbour port is another example of central government recognizing the area growth and making provision for expanded freight facilities. In this case, there was a lot of local input sought before the project began.

Our airport expansion is another example of central government exercising its expertise and financial capabilities. At one point, Nassau experts said the airport would be closed for 8 to 10 weeks while improvements were made. Nassau got more local input than they bargained for on that issue as Abaco people were not about to let Nassau close their airport. Word soon came that other avenues were being explored. Local input can influence major projects.

Marsh Harbour’s traffic and parking problems are moving beyond the ability of locally contrived solutions. Resolving these issues will take the combined effort of central and local government persons. In fact, in this case, the business community may play a role also.

Local people want to maintain local control but area growth and the magnitude of the problems which growth presents may have implications beyond local capabilities. Major resort development would be an example. Those in the immediate vicinity may want the area to remain as it was. But those outside the immediate area see job and career opportunities.

Should local authority extend to pass final judgement on major projects - probably not. Should local interests be consulted and local contact maintained during the construction of major projects - definitely.

Garbage dumps, well fields, power plant expansion and expanding subdivisions are facts of life that must be acknowledged and dealt with. But remote experts must not be empowered to put thumbtacks on choice locations on a map and send in the bulldozers.

Local government must be helped to understand its role in the development and growth process. Then they must use what little authority they have to nudge future development or influence those approving those developments in acceptable directions.

Our administrators must help guide our local government leaders through the decision-making process. Nassau has an extensive and cumbersome civil service that provides and manages the greater services needed by communities. At the community level our elected and appointed leaders provide many of these civil service functions.

Yet, every three years many of our local leaders are swept out of office and a new group begins again. Even our administrators are subject to the whims of their civil servant bosses and may be reassigned.

Administrator Cooper has begun with a running start, meeting and guiding local councils and town committees. You can expect to hear more of him and of our local government in future issues of this publication.

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