The audience will not be watching a skilful leader fighting to retain his space in the muddy arena of national elections. He doesn't have to compete again to win a trophy called service-to-the-people. The service he has given would continue to yield many dividends.
The Hon Patrick Manning's contributions to the country will represent an incalculable value of time, knowledge, energy, wisdom, and political strategy. These were principal investments of the geologist whose earthy career in science went awry when he set his sights to thrive in the science of politics.
He probably didn't think that both professions had similar characteristics–in the forefront of hazards and disasters–one in the natural environment and the other, the human environment. The latter has a distinct advantage if the electorate puts a premium on performance as well as congeniality and charm. The latter may compensate for random spurts of arrogance.
To govern any society, more so one with waywardness embedded in its DNA, the ability to balance democratic with autocratic styles of leadership and satisfy many competing interests may determine success. History will record how he'd balanced these leadership styles in his stewardship of the country from January 1992 to October 1995; December 2001 to October 2002; October 2002 to November 2007, and November 2007 to May 2010.
Ambition and temerity to labour in the field, amplified by vision, intelligence and competent leadership usually give rise to achievements that bring value to the socio-economic culture of countries in continuum. The strategy to broaden the middle class through training and education was sound. Through his Gate initiative, universal education became the axis of transformation to developed country status. It resulted in a significant increase in tertiary education enrolment.
He improved technical skills spawning thousands of self-employed technicians offering their services to the construction, hospitality, entertainment, healthcare, and other services industries. He built the University of T&T and industrially, transformed our oil-based economy to the world's first gas-based economy.
His 20/20 strategy included a petrochemical facility and the iron, steel and alumina smelter complex. The latter did not materialise. He'd envision the country as an International Financial Centre–an elusive goal, but dismantled barriers to trade, increased Caricom and international trade. Smartly, he recognised Caricom not as an external market, but as part of the domestic market. He was benevolent to Caricom members and enhanced the country's regional and international relations.
Healthcare, through C-DAP, became more affordable. He opened up housing to thousands of citizens by building over 20,000 dwelling units. He decreased the poverty rate from approximately 36 per cent in 2001 to about 21 per cent in 2010. He streamlined the tax system and reduced individual and corporate taxes.
The "tall" buildings, which make up the Waterfront Complex, and also the National Academy of Performing Arts, were subjects of extreme public and opposition criticism back in 2007 to 2009. Government agencies currently use these structures as flags of progress in marketing the country.
A major failing was his Government's inability to strangle the beast of crime. The most efficient, although much maligned, programme to stop the heinous crime of kidnapping for ransom was Sautt. It got a new mandate in 2008 to combat homicides, which had peaked that year and by 2009, it had achieved a detection rate of 40 per cent. The current Government dismantled it.
The tremendous pressure of office and desire to achieve goals, often dull a leader's sensitivity to citizens' feelings. Alleged corruption in billion-dollar projects managed by Udecott went unheeded. Eventually, prime minister Manning implemented a commission of enquiry into Udecott's operations, fired the CEO, and subsequently, called elections–to his credit. Under his watch, former government officials and Cabinet ministers were charged with corruption.
Poor implementation of strategies derailed excellent 20/20 development policies. Failure to regularise Sautt, inefficient management of social problems generating crime, weaknesses in the education system, deficiencies in the financial regulatory system, an outdated and corrupt procurement system, and lethargy in prosecution corruption, plagued his government.
When he left office in May 2010, the world was beginning to rebound from financial crisis, which commenced in 2007. How did he steer the country during that time of worldwide financial meltdown? In 2008/2007, Gross Domestic Product (GDP) grew from $89,874 billion to $92,000 billion or 2.4 per cent. The economy contracted by 3.5 per cent in 2009/2008 but by 2010, it had rebounded with a 2.5 per cent growth. The agriculture, manufacturing and services industries registered increases in output.
The unemployment rate averaged five per cent. The inflation rate was about 14 per cent mainly due to food price increases. Core inflation was four per cent. In 2010, gross debt was $70,152 billion or 53.6 per cent of GDP. Foreign reserves were approximately $9.0 billion. In short, the economy was well managed...sound.
The country under the helm of the Hon Patrick Manning progressed economically and socially. GDP (at constant prices) grew from $53.5 billion in 2001 to $93.2 billion in 2010–74 per cent increase. He innovated; improved infrastructure and livelihoods–income per capita increased from approximately US$6.8 in 2001 to $15.6 in 2010 or 129 per cent. He created new paths for economic prosperity.
