- 1 (876) 986 - 2216 / 2234 / 2403
- clarendonmunicipalcorporation@gmail.com
- 3 Sevens Road, May Pen Clarendon
- 1 (876) 986 - 2216 / 2234 / 2403
- clarendonmunicipalcorporation@gmail.com
- 3 Sevens Road, May Pen, Clarendon
The Clarendon Municipal Corporation is the hallmark of the Mayoral Office, Administrative and Technical Departments that manage the affairs of the parish while providing essential public services to communities. Both the Mayor and Deputy Mayor are chosen from the elected councillors, with the mayor being the head of the political directorate.
The Councillor is a duly elected representative who represents their constituents at the local level where they lobby for improvements in basic infrastructure such as road and water where there is need for improvement and or rehabilitation.
Nestled in the civic centre of the capital on 3 Sevens Road in May Pen Clarendon, the Clarendon Municipal Corporation is the hallmark of the Mayoral Office, Administrative and Technical Departments that manage the affairs of the parish while providing essential public services to communities.
The Corporation consists of twenty-two (22) elected representatives (Councilors) who meet monthly to deal with matters, correspondence and petitions from all its citizens.
The first Parochial Board Meeting was convened on the 1st of October, 1885, in May Pen Clarendon, signaling the origin of “The Parish Council of Clarendon.” The significant mention of May Pen was in Law 20 of 1867 which states that:
“The parishes of Clarendon and Vere shall constitute one parish under the name Clarendon and the town May Pen shall be the chief town thereof.”
May Pen was made capital in 1938 and was granted Mayoral status in 1962.
The parish of Clarendon is the third largest parish in Jamaica, with a population of 245,103 persons. Although there are seven sub-urban areas: Chapelton, Frankfield, Lionel Town, Milk River, May Pen, Spalding and Kellitts, approximately 65% of the parish still live in rural areas. May Pen, the capital, is home to just over a quarter (61,547) of the population. Throughout the parish, there is a diverse social mix with communities such as Mineral Heights and Inglewood / Trenton wood that cater to middle to high income-earning families. Conversely, surrounding communities like Portland Cottage, previously battered by hurricanes in 2005 and 2006 have a preponderance of lower-middle and low income earning families.
Located to the south of the Island, with an area total of 1,196 km²/462 sq. miles, the parish is strategically located and poised for the facilitating of large-scale investment opportunities. It already facilitates the bauxite industry which represents Clarendon’s largest sector and is a major source of income for the parish. Agriculture also contributes to the local economy with ginger, banana and cocoa as main produce. Sugar cane and citrus contribute in a large way to Jamaica’s volume of export. New opportunities rest with the proposed Logistics Hub in South Clarendon (including Vernamfield) which will potentially provide thousands of jobs for citizens of the parish.
Our core values serve as a moral compass for all our actions and sets out how we behave when executing activities on behalf of the Corporation.
It is of utmost importance that all elected members and officer ensure that they portray themselves in a manner that exemplifies the highest code of conduct based on Clarendon’s core values of PRAcTICE: Prudence, Responsiveness, Accountability, Transparency, Integrity, Collaboration and Excellence.
It is through the execution of PRAcTICE that the Corporation will communicate our determination and commitment to our stakeholders. It is also our commitment to our core values that will provide the basis for the metric that will be used to evaluate our outcomes and actions.
Each year, CMC makes budget and policy choices that have long-term effects on the financial flexibility of the Corporation and outcomes for local people. Now, with growing factual evidence, significantly improved results can be attained by the government, through the employment of evidence and researched based decision making, since there is a growing demand for the creation and use of objective data. The CLSDP and this strategic plan are examples of how the Corporation utilizes this data to select and execute public service programmes.
It is through the use of this data, versus the view of it being merely an academic exercise that it will help to:
Because of its closeness to the people, when corruption occurs in local government, the impact on citizens’ lives is greater and the poorest persons are usually the worst affected. The Corporation has already begun the task in this sphere and will continue to be open and transparent in all areas of operation such as; procurement, fiscal management, internal controls and audit, planning, land and public asset management, service delivery and complaints management.
Understanding customers and using the information to design and provide services are vital to sustainable development. CMC is working hard to create a culture and leadership structure that empowers and motivates employees to deliver exceptional and effective citizen-focused services. Services are to be user specific and designed from the users’ perception of the timeliness, accuracy and quality of information that is provided and the professionalism and attitude of staff.