public disclosure authorised - caribbean … · public disclosure authorised ... ar 13/8 bs...
TRANSCRIPT
PUBLIC DISCLOSURE AUTHORISED
CARIBBEAN DEVELOPMENT BANK
TWO HUNDRED AND FIFTY-NINTH MEETING OF THE BOARD OF DIRECTORS
TO BE HELD IN BARBADOS
DECEMBER 12, 2013
PAPER BD 86/13
SPEIGHTSTOWN FLOOD MITIGATION PROJECT – BARBADOS
(President’s Recommendation No. 876)
1. The attached Report appraises a project proposal from the Government of Barbados (GOBD) for assistance in financing a project to reduce flood hazard risks in Speightstown. This will be done through
the improvement of drainage infrastructure and the provision of technical assistance to improve the planning and execution of routine maintenance and implementation of a public education programme.
2. On the basis of the Report, I recommend a loan to GOBD of an amount not exceeding the
equivalent of four million, six hundred and fifteen thousand United States dollars (USD4,615,000) from
the Ordinary Capital Resources of the Caribbean Development Bank (CDB), to assist GOBD in financing the flood mitigation activities in Speightstown on the terms and conditions set out in Chapter 6 of the
attached Appraisal Report.
3. Funds are available within CDB’s existing resources and/or borrowing programme for the relevant
disbursement period.
PUBLIC DISCLOSURE AUTHORISED
CARIBBEAN DEVELOPMENT BANK
APPRAISAL REPORT
ON
SPEIGHTSTOWN FLOOD MITIGATION PROJECT – BARBADOS
Considered at the Two Hundred and Fifty-Ninth Meeting
of the Board of Directors on December 12, 2013.
(BD 86/13)
AR 13/8 BS
DECEMBER 2013
This Document is being made publicly available in accordance with the
Bank’s Information Disclosure Policy. The Bank does not accept
responsibility for the accuracy or completeness of the Document.
Officer-in-Charge - Deidre Clarendon Projects Department
Division Chief - Andrew Dupigny
Economic Infrastructure Division
Any designation or demarcation of, or reference to, a particular territory or geographic area in this
Document is not intended to imply any opinion or judgment on the part of the Bank as to the legal or
other status of any territory or area or as to the delimitation of frontiers or boundaries.
This Report was prepared by an Appraisal Team comprising: L. O’Reilly Lewis, Operations Officer (Civil Engineer)/Coordinator; Alexander Augustine, Operations Officer (Analyst); Yuri Chakalall, Disaster Risk Management Specialist; Valerie Isaac, Operations Officer (Environment); Elbert Ellis, Operations Officer (Social Analyst); Kari Grenade, Country Economist; Gail Royer, Legal Counsel;
and Sonia Hampden, Coordinating Secretary
CURRENCY EQUIVALENT
Dollars ($) throughout refer to Barbados dollars (BDD) unless otherwise stated.
USD 1.00 = BDD 2.00
BDD 1.00 = USD 0.50
ABBREVIATIONS
ABV - Almond Beach Village
BMCs - Borrowing Member Countries
BTI - Barbados Tourism Investment Inc. CALC - Country Assessment of Living Conditions
CC - Climate Change
CCRIF - Caribbean Catastrophic Risk Insurance Facility
CDB - Caribbean Development Bank CDM - Comprehensive Disaster Management
CZMU - Coastal Zone Management Unit DD - Drainage Division
DEM - Department of Emergency Management
DEOs - District Emergency Organisations DiMSOG - Disaster Management Strategy and Operational Guidelines
DRM - Disaster Risk Management EM - Environmental Manager ERR - Economic Rate of Return
ESIA - Environmental and Social Impact Assessment ESMP - Environmental and Social Management Plan ESRP - Environmental and Social Review Procedures
FEMA - Federal Emergency Management Agency GDP - Gross Domestic Product GII - Gender Inequality Index
GOBD - Government of Barbados ha - hectares HDR - Human Development Report IDC - Interest During Construction
IMF - International Monetary Fund ISP - Implementation Support Plan
m - metres MDGs - Millennium Development Goals
MED - Ministry of Environment, Water Resources and Drainage mn - million
MOF - Ministry of Finance
MTW - Ministry of Transport and Works NCC - National Conservation Commission NEMAC - National Emergency Management Advisory Council
NEMS - National Emergency Management System OIE - Office of Independent Evaluation OCR - Ordinary Capital Resources p.a. - per annum
PAC - Project Advisory Committee
PC - Project Coordinator PCR - Project Completion Report
PLW - Project Launch Workshop
(ii)
PPES - Project Performance Evaluation System
SIDS - Small Island Developing States SpCF - Specific Conversion Factor
TA - Technical Assistance TOR - Terms of Reference
UK - United Kingdom
UNDP - United Nations Development Programme
USA - United States of America USD - United States Dollar
MEASURES AND EQUIVALENTS
1 hectare (ha)
1 kilometre (km) =
= 2.47 acres
0.621 mile (mi) 1 square kilometre (km
2) = 0.386 square mile (mi
2)
1 metre (m) = 3.281 feet (ft) 1 millimetre (mm) = 0.039 inch (in) 1 square metre (m
2) = 10.756 square feet (ft
2)
TABLE OF CONTENTS
COUNTRY DATA: BARBADOS
LOAN AND PROJECT SUMMARY
1. STRATEGIC CONTEXT AND RATIONALE 2. PROJECT DESCRIPTION
3 FINANCING STRUCTURE AND COSTS 4. PROJECT VIABILITY
5. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT AND IMPLEMENTATION
6. TERMS AND CONDITIONS
APPENDICES
1.1 DISASTER MANAGEMENT SECTOR ORGANISATIONAL STRUCTURE
1.2 PHOTOGRAPHS OF IMPACT OF FLOODING 1.3 MACROECONOMIC AND MACROSOCIAL CONTEXT
2.1 DRAFT TERMS OF REFERENCE – DEVELOPMENT OF SPEIGHTSTOWN FLOOD
REDUCTION MAINTENANCE PLAN AND PUBLIC EDUCATION PROGRAMME 2.2 RESPONSIBILITIES OF ENGINEERING CONSULTANT
3.1 PROJECT COST, PHASING AND FINANCING PLAN 4.1 ASSUMPTIONS TO THE ECONOMIC ANALYSIS
4.2 ECONOMIC RATE OF RETURN CALCULATION 5.1 THE EXECUTING AGENCY
5.2 TERMS OF REFERENCE – PROJECT COORDINATOR
5.3 IMPLEMENTATION SCHEDULE 5.4 IMPLEMENTATION SUPPORT PLAN
5.5 ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE 5.6 PROCUREMENT PLAN
5.7 REPORTING REQUIREMENTS
FIGURES
2.1 AERIAL PHOTOGRAPH OF PROJECT SITE
2.2 LAND ACQUISITION REQUIREMENTS 4.1 0NE-IN-TWENTY YEAR FLOOD MAPS
COUNTRY DATA: BARBADOS
2008 2009 2010 2011 2012 PER CAPITA GDP (current market prices; $) 31,568 31,917 30,729 31,129 31,175
GROSS DOMESTIC PRODUCT (GDP)
GDP at Current Market Prices ($mn)
Sectoral distribution of constant GDP (%)
8690.8 8793.3 8490.4 8625.9 8697.7
Agriculture 4.4 4.8 4.4 4.2 4.1 Mining & Quarrying 0.8 0.5 0.5 0.5 0.5 Manufacturing 5.5 5.0 4.8 4.5 4.2 Utilities 3.9 4.1 4.1 4.1 4.1 Construction 8.2 7.4 6.6 6.9 6.7 Transport & Communication 9.5 9.6 9.6 9.6 9.6 Hotels & Restaurants 11.9 11.9 12.3 12.3 12.3 Wholesale & Retail Trade 22.0 21.8 22.2 22.1 22.2 Financial & Business Services 19.3 19.4 19.6 19.7 19.9 Government Services 14.6 15.6 15.8 16.1 16.5
GDP at Current Factor Cost ($mn) 8,687.4 8,793.3 8,490.4 8625.9 8797.7 GDP at constant 1974 Prices ($mn) 1,111.2 1,065.1 1,067.8 1,076.0 1,076.1 Annual rate of growth in GDP (%) 0.3 (4.1) 0.3 0.8 0.0
MONEY AND PRICES ($ mn) Consumer prices (av. annual % change) 8.1 3.6 5.8 9.4 4.5 Money supply (M1; annual % change) 2.2 -1.4 (14.1) 26.6 … Total domestic credit(net) 6,005.7 5,984.0 5984.0 5984.0 5984.0
Private sector (net) 5010.9 4989.2 5065.5 5115.6 5141.2 Public sector (net) 994.8 994.8 994.8 994.8 994.8
Estimated Tourism Expenditure (USD mn) 1,181.0 1,140.7 1,222.7 … …
CENTRAL GOVERNMENT FINANCES ($ mn) Current Revenues 2,597.4 2,323.7 2,278.9 2,528.4 2,388.2 Current Grants 0.0 0.0 0.0 0.0 0.0 Current Expenditures 2,786.7 2,809.9 2,919.8 2,810.0 2,914.3 Current Account Surplus/ (Deficit) (189.3) (486.2) (640.9) (281.6) (526.1) Capital Revenue and Grants 0.0 0.0 0.0 0.0 0.0 Capital Expenditure and Net Lending 253.7 178.3 134.7 118.2 111.3 Overall Surplus/ (Deficit) (443.0) (664.5) (775.6) (399.8) (637.4)
BALANCE OF PAYMENTS (USD mn) Merchandise Exports (f.o.b) 489.6 381.2 379.3 368.8 385.2 Merchandise Imports (c.i.f) 1,731.9 1,297.9 1,351.6 1,391.6 1,417.0 Trade balance (1,242.4) (916.7) (972.3) (1,022.8) (1,031.8) Net Balance on services account 820.8 697.7 646.5 570.0 566.0 Income (net) (121.3) (140.1) (161.7) (165.3) (181.0) Transfers (net) 46.8 42.3 45.4 44.9 44.8 Current Account Balance (496.1) (316.8) (442.1) (573.2) (602.0) Capital and Financial Account 165.1 281.4 311.0 237.9 303.2 Net errors and omisions 7.2 (48.6) (18.5) 0.0 0.0 Overall Balance (323.8) (84.0) (149.6) (335.3) (298.8) Change in Reserves () = Increase 323.8 84.0 149.6 335.3 298.8
TOTAL PUBLIC DEBT (USD mn) Total public debt 2,420.0 2,900.4 3,186.7 3,460.0 3,609.7
Domestic debt outstanding 1,430.9 1,702.7 1,830.7 2,081.0 2,294.3 Long term 1,166.2 1,335.1 1,385.3 1,604.3 1,675.3 Short term 264.7 367.6 445.4 476.7 619.0
External debt outstanding 989.1 1,197.7 1,356.0 1,379.0 1,315.4 Debt Service 128.7 130.4 320.4 163.7 173.7
Amortisation 54.3 55.7 250.9 88.9 103.8 Interest Payments 74.4 74.7 69.5 74.8 69.9
External debt service as % of exports of goods and services 5.7 7.0 16.7 6.6 6.8 Total debt service as % of current revenue 32.9 33.9 34.9 35.9 36.9
AVERAGE EXCHANGE RATE
Dollar(s) per US dollar 2.0 2.0 2.0 2.0 2.0
Data for 2012 are provisional.
Dollars ($) represent Barbados dollars (BD) unless otherwise stated.
(ii)
COUNTRY DATA: BARBADOS
2008 2009 2010 2011 2012 POPULATION
Mid-Year Population ('000) 275.3 275.5 276.3 277.1 279.0 Population Growth Rate (%) 0.2 0.1 0.3 0.3 0.7 Crude Birth Rate 12.9 12.9 12.2 … … Crude Death Rate 9.0 8.8 8.0 … … Infant Mortality Rate 13.8 8.7 10.1 … …
EDUCATION Net School Enrollment Ratio (%)
Primary
95.1
95.0
95.0
…
… Secondary 86.2 82.7 84.1 … …
Pupil-Teacher Ratio
Primary
13.5
14.1
13.0
…
… Secondary 14.2 14.9 14.0 … …
LABOUR FORCE Unemployment Rate (%) 8.1 10.0 10.8 11.3 11.6
Male 6.9 10.1 10.9 … … Female 9.5 9.8 10.6 … …
Participation Rate (%) 67.6 67.0 66.8 … … Male 73.3 72.3 71.7 … … Female 62.5 62.2 62.0 … …
1970 1980 1990 2000 2010 INDICATORS OF HUMAN DEVELOPMENT
HEALTH AND EDUCATION
Life Expectancy at Birth (years) 67.0 72.3 74.9 75.8 77.7 Male 66.0 70.5 72.9 72.7 … Female 72.0 75.5 77.4 78.6 …
Dependency Ratio 0.83 0.67 0.56 0.50 0.40 Male 0.85 0.67 0.55 0.48 … Female 0.82 0.67 0.57 0.51 …
Adult Literacy Rate (%) 99.3 99.00 99.00 99.6 … Male … … 99.00 99.5 … Female … … 99.00 99.6 …
Human Development Index 0.824 0.856 0.894 0.888 0.787
HOUSING AND ENVIRONMENT Households with piped water (%) 60.4 82.4 95.8 97.0 97.0 Households with access to flush toilets (%) 26.5 43.6 66.3 81.8 91.3 Households with electricity (%) … 83.0 92.6 96.5 97.8
Environmental strategy or action plan (year prepared):
Source(s): Ministry of Finance; Central Statistical Service; Central Bank of Barbados
Note: Data on Central Government Finances are based on budget classification
… not available
Data as at November 13, 2013
LOAN AND PROJECT SUMMARY
Financial Terms and Conditions
Borrower: Government of Barbados (GOBD)
Amortisation
Period: Ordinary Capital
Resources (OCR):
14 years. Executing Agency: Barbados Tourism
Investment Inc. (BTI) Grace Period: OCR: 3 years. Disbursement Period:
30 months.
Source Amount (USD) OCR – Loan: 4,615,000 Interest Rate: 3.95 per cent (%) per
annum (p.a.) variable. Counterpart: 1,948,000 Commitment Fee: 1% p.a. on the undisbursed
balance of the Loan,
commencing from the 60th
day after the date of the Loan Agreement.
TOTAL: 6,563,000 Project Summary
Project Outcome and Description: The expected outcome of the Project is reduced storm-water induced flood risk in Speightstown.
This will be achieved through:
(1) increasing the capacity of the main storm drain in Speightstown from a 1-in-5 year rainfall flow event to a 1-in-20 year storm flow event; and
(2) the provision of technical assistance (TA) to: (a) improve the planning, execution, and
funding of routine maintenance in Speightstown; and (b) develop and implement a community education programme on flood reduction measures in Speightstown.
Caribbean Development Bank’s (CDB) Contributions to Country Outcome:
Key Outcome:
Environmental Sustainability, Disaster Risk Management (DRM), and Climate Change (CC).
Indicator:
Communities will improve capacity to address DRM and CC (1 no.).
Exceptions to the Policies of CDB: None.
1. STRATEGIC CONTEXT AND RATIONALE
BACKGROUND
1.01 Under a CDB-financed Urban Rehabilitation Project for Barbados, a portion of the main drainage
waterway through Speightstown, downstream of the Speightstown Bypass Road, was widened and lined with reinforced concrete. The upstream portion of the waterway remained unlined. By letter dated August
8, 2012, GOBD formally applied to CDB for a loan to assist in financing the widening and lining of the upstream portion of the drain. The project proposal, which was submitted by the BTI, comprised
conceptual drawings and cost estimates, and general background information from past environmental impact studies of the area. After reviewing the proposal, CDB staff requested further information,
including updated economic and environmental impacts, and social and gender analyses. BTI engaged consultants to prepare the requested information and a Final Design Report was submitted in September 2013.
MACROECONOMIC CONTEXT
1.02 During the past decade (2002-12) the macroeconomic environment in Barbados became strained,
particularly post-2008 (as a result of the global financial crisis), characterised by sluggishness in economic activity, high unemployment, and weak public finances. Key economic developments in 2012, and for the
first nine months of 2013, suggest that the economy remains severely challenged amid weak domestic and
external demand, occasioned by the lack of a robust recovery in the economies of its main trading partners
- the United States of America (USA) and the United Kingdom (UK). Consequently, job losses continued, especially in the tourism, manufacturing and construction sectors. The fiscal challenges have also become
more acute. Accordingly, the strategic underpinnings of the 2013-14 Budget are fiscal consolidation and
growth promotion. Over the short term, fiscal tightening and a slow recovery in USA and UK will constrain growth, with implications for employment creation. However, the macroeconomic situation is projected to
improve by 2015, premised on the implementation of strategies to: (a) maintain macroeconomic stability
by improving fiscal outcomes; and (b) promote inclusive development by, among other measures, synchronising economic growth with environmental sustainability, which will involve enhancing the
resilience of the socioeconomic infrastructure to natural hazards, to which the proposed project will
contribute.
SOCIAL CONTEXT
1.03 Speightstown, the second largest town in Barbados, has a rich history. The area of Speightstown
was the first major port and commercial centre of Barbados. In recent times, the city has evolved into one in
which there is an eclectic mix of historic buildings; modern housing development; commercial activity, including banking services; informal sector vending along the roadside; and interaction among locals and
visitors. In addition to commercial activity, the tourism industry has provided a major source of income for
residents of the area. Located in the ‘heart’ of Speightstown, is a fish market and landing site which have
provided an important source of livelihood for members of the community. Four important schools (two secondary, one primary, and one remedial) are located in close proximity to the town’s centre, along with a
bus station which serves as a hub for public transportation to the northern districts as well as to the Capital,
Bridgetown.
1.04 Since 2010, social indicators in Barbados continued to decline as a result of the worsening
economic situation, influenced partly by the challenges posed by an undiversified economy and a weak performance in tourism, the country’s main foreign exchange earning sector. The decline in economic
activity led to the demise of some retail businesses and, significantly, the closure of Almond Beach
Village (ABV), the largest hotel on the periphery to the north of Speightstown. ABV was a significant
employer of local labour in that part of the country. The downturn in economic activity has led to
- 2 -
increased levels of unemployment, particularly among women who were employed predominantly in the
lower levels of the hotel and service sectors. The decline in economic and sociocultural activity in
historic Speightstown within the last two decades, has led GOBD to undertake a revitalisation programme in
the area in an effort to restore the economic and cultural primacy of earlier years.
1.05 Female employment (64.4%) in the project area (Salt Pond)1
is concentrated in clerical support,
sales, and elementary occupations, while 35.8% of males are similarly employed. Average household size in Speightstown is 2.9, with 35.5% and 28.9% being female and male˗headed households, respectively.
As confirmed by the Survey of Living Conditions (2010), households in the project area exhibit many of
the characteristics of poverty and vulnerability as demonstrated by low income, educational level, employment status, occupation, gender, and household size. Historical and contemporary evidence
confirms that the location of poor and vulnerable households, and businesses in the low-lying Salt Pond
area has increased their vulnerability to natural hazard events and, as a result of low resiliency, reduced
their ability to ‘bounce back’ after an event.
DRM SECTOR ANALYSIS
Organisation and Structure 1.06 DRM falls under the auspices of the Ministry of Home Affairs. In 2007, a Department of Emergency Management (DEM) was formally established by the Emergency Management Act, CAP
160A, as the institution responsible for the development and coordination of the National Emergency Management System (NEMS) and the mainstreaming of disaster risk reduction in national
development programming. The organisational structure of the DRM sector is presented at Appendix 1.1. NEMS comprises a National Emergency Operations Centre; the National Emergency Management
Advisory Council (NEMAC); 15 sub-thematic Emergency Management Committees; 30 voluntary District Emergency Organisations (DEOs); Public Emergency Shelters; a National Alert System; and an
Emergency Disaster Fund.
1.07 NEMAC is chaired by the Minister of Home Affairs. The principal functions of NEMAC are to:
(a) recommend policies, programmes, and activities to enhance emergency management; (b) review work of the sub-committees of the Council; and (c) any other functions as assigned by the Minister. The private sector, non-governmental organisations, community-based organisations, and international
and regional emergency management organisations, may also be invited to participate in NEMAC on a
selected basis. 1.08 There are 30 DEOs which are responsible for organising, mobilising and coordinating community resources to facilitate effective crisis response through the development and operationalisation of disaster
prevention and preparedness programmes for identified hazards. The Ministry of Home Affairs is piloting
a reform of the Community Emergency Management Programme to improve institutional governance, administration, and operational mechanisms with a focus on encouraging greater participation by civil
society.
1.09 Barbados has had catastrophe insurance for hurricanes and earthquakes with the Caribbean Catastrophic Risk Insurance Facility (CCRIF) since the inception of the Facility in 2007. It insures
government risk and is designed to limit the financial impact of catastrophic events by quickly providing short-term liquidity when a policy is triggered. CCRIF released a payout of USD8,560,247 to GOBD for
the Hurricane Tomas event.
1 Salt Pond (project area) is located in Speightstown. Speightstown is the second largest town in Barbados with an estimated population of
6,500.
- 3 -
Issues and Constraints
Increased Risks Due to CC Impacts:
1.10 Observed mean annual temperatures over Barbados in gridded temperature observations have
increased at an average rate of 0.14oC per decade over the period 1960 to 2006
2. Regional CC models
have projected that mean annual temperature will increase between 2.4oC to 3.2
oC by the 2080s
3. For
Barbados, Regional CC precipitation models project decreases in mean annual rainfall of 32%, however, this does not imply that there would be a decrease in the intensity of rainfall events. Projected increases in sea level are expected to increase coastal vulnerability to storm surge and erosion.
Inadequate Capacity of the DEM to Fulfill its Legislated Mandate
1.11 The DEM is tasked to develop a national natural hazard mitigation policy and plan, mobilise a
cadre of hazard inspectors to enforce such a plan, increase the consideration of hazard mapping and natural hazard impact assessment in the mainstream environmental impact assessment process, and enhance
the National Early Warning System. Advancement of this agenda has been slow as a result of limited human and financial resources.
Limited Mainstreaming of DRM and Resilience Building Within Key Economic Sectors
1.12 Sustainable economic growth is premised on resilient development and the continuity of key
economic sectors to natural hazard induced shocks. With the exception of the tourism sector, work by sector players to own, advance, and build capacities for emergency planning, risk management, business continuity, and investment in resilience measures, remains to be more fully achieved.
Inadequate Damage and Loss Assessments for Localised Hazard Events
1.13 Routine and systematic data collection on damage and economic loss from localised hazard events is minimal to unavailable. This constrains physical planning, economic justification and analysis of
investment in infrastructural and risk management measures to mitigate the recurrent risks experienced.
Flooding Challenges in Speightstown
1.14 The Speightstown catchment area spans approximately 900 hectares (ha). It is drained by a series of gullies which confluence into a primary drainage channel that passes through the main commercial
district of Speightstown and discharges at the shore. Due to the dynamic interplay between high rainfall levels, the coastal drainage system, infrequent maintenance of the drainage system, seasonal beach accretion,
and high tides, Speightstown is at high risk of flooding from storm water and from coastal flooding due to storm surge. This risk may be further exacerbated as a result of CC and climate variability trends.
The low lying areas adjacent to the main drainage channel historically experience recurrent flash flooding, with at least 21 serious flood events being recorded since 1949. These flood events have led to significant
social disruption and economic loss over the years. Photographs of the impact of flooding in 2011 are provided at Appendix 1.2.
2
Economic Commission for Latin America and the Caribbean 2011: An Assessment of the Economic Impact of Climate Change on the Tourism
Sector of Barbados. 3
CARIBSAVE (2012): Climate Change Risk Profile for Barbados.
- 4 -
COUNTRY’S SECTOR STRATEGY
1.15 GOBD has taken several actions to improve DRM, CC adaptation, and coastal zone management
at national and local levels. These include GOBD’s commitment to implement the regional results-based CARICOM Enhanced Comprehensive Disaster Management (CDM) Framework, the Hyogo Framework
for Action (2005-15), and the Regional Implementation Plan for CARICOM’s Climate Resilience
Framework. The CDM Framework seeks to strengthen regional, national and community-level capacity for mitigation, management, and coordinated response to natural and technological hazards, and the effects
of CC through institutional strengthening, knowledge management, sectoral mainstreaming, and
community resilience building. Work on advancing CDM is undertaken through the DEM’s work
programme. The Hyogo Framework for Action (2005-15) is a global blueprint for substantial disaster loss reduction in lives, social, economic and environmental assets of communities and countries by 2015.
At a macro policy level, progress has also been made in transitioning approach philosophies and plans
from an exclusive focus on relief preparedness and post-event emergency response, to an all hazards CDM˗approach, also embracing prevention and mitigation, early warning, and resilience building in
recovery efforts and risk transfer.
1.16 Good progress has been made in both assessing and specifically managing risks from coastal
hazards and CC, as well as investing in institutional approaches and physical interventions to mitigate and/or adapt to these challenges.
LINKAGE OF PROJECT TO CDB’S STRATEGIC OBJECTIVE AND POVERTY GOALS
1.17 The Project is consistent with CDB’s:
(a) Country Strategy Paper for Barbados (2010-13) outcome of ‘renewed and enhanced
public, physical and environmental infrastructure’;
(b) Strategic Objective of promoting environmental sustainability and DRM in its Borrowing
Member Countries (BMCs);
(c) Corporate Priority of promoting DRM and CC mitigation and adaptation;
(d) Disaster Management Strategy and Operational Guidelines (DiMSOG); and
(e) Climate Resilience Strategy (2012-17).
The macroeconomic and macrosocial contexts for the Project are provided at Appendix 1.3.
PROJECT RATIONALE
1.18 As described in paragraph 1.14, Speightstown has had a history of serious flood events. The vulnerability of households and businesses in the area has resulted in significant damage and loss of assets,
livelihood, and quality of life over time. The constant threat of being inundated with flood water during periods of moderate to heavy rainfall has also created anxiety and placed a psychological burden on
households living in the project area. It has also reduced property values and, given the recurrent losses of household and other physical assets, it has exacerbated poverty and increased the vulnerability of
households living in and around the project area. In the absence of further investment in flood risk reduction options, recurring flash flood events will continue to have negative economic impact on
commercial, tourism, and residential development.
- 5 -
1.19 Two significant contributory factors to flooding in Speightstown are: (1) inadequate storm-water drainage capacity; and (2) inadequate maintenance of drainage systems. In addition, human activity in
Speightstown and in the upper catchment exacerbates the flooding impacts. The Project will address
these factors through: (a) improving the drainage infrastructure; and (b) the provision of TA for
maintenance planning and public education.
2. PROJECT DESCRIPTION
PROJECT OUTCOME
2.01 The expected outcome of the Project is reduced storm-water induced flood risk in Speightstown.
The Design and Monitoring Framework is at Table 2.1.
PROJECT DESCRIPTION
2.02 An aerial photograph of the project site is provided at Figure 2.1. The proposed project
comprises the following components:
(1) Infrastructure Works comprising:
(a) lining of approximately 300 metres (m) of the main drainage channel in
Speightstown with reinforced concrete between the Speightstown Bypass Road, and the “Round˗the˗Town” bridge. The rectangular cross section of the main
drain will be approximately 12 m wide and 2 m deep. These works include the
construction of maintenance ramps to permit access of maintenance equipment to
the main drain;
(b) construction of two bridge structures at the intersection of the main drainage
channel with the Speightstown Bypass Road and the “Round˗the˗Town” road;
(c) installation of a sand-flushing system at the discharge point of the drainage
channel; and
(d) repairs to the walkway and railing along the existing lined portion of the drainage
channel.
(2) TA for Flood Reduction Maintenance Planning and Public Education (see Appendix 2.1).
(3) Land: Acquisition of 3,335 m2
strips of land from 11 lots adjacent to the main drainage
channel works to facilitate widening the main drainage channel (see Figure 2.2).
(4) Project Management.
(5) Engineering Services (see Appendix 2.2).
LESSONS LEARNED
2.03 One key lesson of experience from recent CDB-financed flood mitigation projects, and which is
relevant to this project, is that inadequate maintenance can lead to suboptimal performance of flood mitigation infrastructure and a consequent reduction in project benefits. In addition, models for private
- 6 -
sector funding of maintenance of small portions of public infrastructure with high visibility (such as bus
stops and roundabouts), have been successful in Barbados.
2.04 This has been addressed in this project through the inclusion of a TA on maintenance planning
and funding, and is an integral part of the Project. The proposed consultancy assignment will engage the key government agencies, business owners in Speightstown, and landowners in the larger catchment area, in
the development of a maintenance plan, and a public education programme.
- 7 -
TABLE 2.1: DESIGN AND MONITORING FRAMEWORK
Design Summary Performance Indicators/Targets Data Sources/Reporting Mechanisms Critical Assumptions 1. IMPACT:
Contribute to increased resilience to natural disasters
in Barbados.
50% reduction in flood-related economic losses in
Speightstown between 2017 and 2047.
Post-Disaster Damage Assessments.
1. No adverse shocks to the economy.
2. Stable macroeconomic environment.
2. OUTCOME:
Reduced storm-water induced flood risk in
Speightstown (project area).
1. Total area subject to inundation by 1-in-20 year flood
events is decreased by 18 ha (2013 baseline – 18 ha)
after June 30, 2016.
2. Number of properties4
within the project area protected
from 1-in-20 year floods increased to 200 by June 30,
2016 (baseline 0).
1. Post-Disaster Damage Assessments.
2. Drainage Division’s (DD) Monthly
Reports.
3. Maintenance TA Reports.
4. Surveys.
5. Consultant’s Report.
1. GOBD and key community stakeholders remain
committed to implementation of the Maintenance
Plan.
2. Sustainable maintenance funding arrangement
identified.
INTERMEDIATE OUTCOMES
1. Participation in public education consultations.
2. Maintenance Plan adopted by key private
sector and institutional stakeholders.
1. Gender balanced participation in Public Education
Programme (40% of participants male or female) by
June 30, 2016.
2. Maintenance Agreement (Memorandum of
Understanding) signed by key stakeholders by June 30,
2015.
1. Project Coordinator’s (PC) Reports.
2. Public Education Consultant Final
Implementation Report.
OUTPUTS:
1. Main storm-water drainage channel constructed.
2. Maintenance Plan developed.
3. Public Education Programme implemented.
1. 300 m of concrete drainage works, including 2 bridges,
constructed by March 31, 2016.
2. Maintenance Plan completed by December 31, 2014.
3. Gender Responsive Public Education Programme
implemented by December 31, 2015.
1. Site inspections.
2. Engineering Consultant’s Completion
Reports.
3. PC’s reports.
4. TA consultants’ reports.
1. Participatory process to build consensus among
key stakeholders on maintenance arrangements for
Speightstown drainage catchment is successful.
2. Relevant public sector, private sector and
community representatives attend and actively
participate in the awareness and maintenance
planning meetings. ACTIVITIES/INPUTS
1. Land
2. Pre-Investment Study
3. Drainage Infrastructure
4. TA – Maintenance Planning and Public
Education
5. Engineering Services 6. Project Management
7. Contingencies
CDB GOBD Total
1. Consultant’s Monthly Progress
Reports.
2. CDB site supervision visits.
3. Quarterly Reports on Investment
Costs.
1. GOBD counterpart contribution available.
2. No delays in land acquisition.
3. No major adverse weather conditions.
- -
7,224,000
300,000
-
-
1,706,000
560,000 250,000
716,000
-
975,000
422,000
972,000
560,000 250,000
7,940,000
300,000
975,000
422,000
2,678,000 Total 9,230,000 3,895,000 13,125,000
4 This indicator will be disaggregated by sex of household head and sex of business owner. Terms of Reference (TOR) for TA Consultant include collection of the baseline information required for this sex disaggregation.
- 8 -
Project Outcome Indicators
Baseline
2013
2014
2015
2016 Report and
Frequency Responsibility for
Data Collection 1. Area inundated by 1-in-20 year flood events
reduced (ha).
2. Properties protected from 1-in-20 year floods
increased (number).
Intermediate Indicators 3. Maintenance agreement (Memorandum of
Understanding) signed by key stakeholders.
4. Private sector operators participating in the
maintenance planning consultations (%).
5. Gender balanced participation in Public Education and Communication Programme (%)
Male Female
18
0
No
0
0
0
18
0
No
40
0
0
18
0
Yes
80
40
40
0
200
-
-
-
-
Post-Disaster Damage Assessment
Post-Disaster Damage Assessment
TA Consultant Reports
PC’s Quarterly Report
PC’s Quarterly Report
DEM
DEM
BTI (through TA Consultant Report)
BTI (through TA Consultant Report)
BTI (through TA Consultant Report)
Project Output Indicators
0
0
75
100
Engineering Consultant’s Monthly Reports
BTI 1. 300 m of concrete drainage works and 2 bridges constructed (% progress towards completion).
2. Maintenance Plan Developed. No Yes - - TA Consultant’s Report BTI
3. Public Education and Communication Programme implemented. No Yes - - TA Consultant’s
Report BTI
- 9 -
3. FINANCING STRUCTURE AND COSTS
OVERVIEW OF COSTS AND FINANCING
3.01 The Project is estimated to cost $13.13 million (mn). Cost estimates for the Project were prepared by engineering consultants engaged by BTI. The costs were based on partially-complete designs
(approximately 60% complete), and a physical contingency of 15% was deemed to be acceptable. A Summary of the Project Cost and Financing Plan is shown in Table 3.1, and a detailed Project Cost,
Phasing and Financing Plan is presented at Appendix 3.1.
TABLE 3.1: SUMMARY OF PROJECT COST AND FINANCING
($‘000)
Items CDB GOBD/BTI Total 1. Land - 560 560 2. Pre Investment Study - 250 250 3. Infrastructure Works 7,224 716 7,940 4. TA 300 - 300 5. Engineering Services - 975 975 6. Project Management - 422 422 Base Cost 7,524 2,923 10,447 Physical Contingencies 1,129 401 1,530 Price Contingencies 578 167 745 Total Project Cost 9,230 3,491 12,721 7. Interest During Construction (IDC) - 262 262 8. Commitment Fee - 142 142 TOTAL FINANCING 9,230 3,895 13,125 USD 4,615 1,948 6,563 Percentage Financing 70 30 100
3.02 The Project will be financed by:
(a) a loan to GOBD from CDB not exceeding the equivalent of USD4.62 mn from CDB’s
OCR. The proposed loan will finance 70% of the project cost. The Loan will be repayable in 17 years inclusive of a grace period of 3 years. OCR interest rate, which is variable, is currently 3.95% p.a. A commitment charge of 1% p.a. on the undisbursed
balance of the Loan, commencing from the 60th
day after the date of the Loan Agreement, will also be payable; and
(b) counterpart financing of $3.90 mn (USD1.95 mn) from GOBD to meet 30% of the
project cost. 3.03 The CDB Loan will be used to finance the infrastructure works to upgrade the main drainage channel, and for the TA component. GOBD, through BTI, will provide project management services and
finance the engineering consultants and certain parts of the infrastructure works (repairs to the walkway of the existing drain and the sand flushing system).
This
info
rmat
ion
is
with
held
in
acco
rdan
ce
with
one
or
mor
e of
the
exce
ptio
ns to
disc
losu
re
und
er
the
Ban
k’s
Info
rmat
ion
Disc
This information is withheld in accordance with one or more of the
exceptions to disclosure under the Bank’s Information Disclosure Policy.
- 10 -
4. PROJECT VIABILITY
TECHNICAL ANALYSIS
Design Considerations 4.01 The portion of the main drainage channel, upstream of the Speightstown Bypass Road is not
lined. Consequently, the full drainage capacity of the downstream portion of the channel is not fully attained during high-surface runoff events, due primarily to limitations of the hydraulic capacity of the
upstream channel. The proposed infrastructure works will improve the drainage capacity of the upstream
portion of the drainage channel, through widening and lining of the channel cross-section, enhancement of flow geometry through re-alignment, and replacement of two bridge structures to increase their hydraulic
capacity. Design storm-water flows were computed from intensity-duration-frequency curves, prepared by
the Caribbean Institute for Meteorology and Hydrology (1996). The capacity of the existing drain is
estimated at a 1-in-5 year storm flow event. The capacity of the proposed upgraded main drain is estimated at a 1-in-20 year storm flow event. Flood maps (set out at Figure 4.1) were prepared by the design
consultants for a 20-year return period, with and without the proposed improvements. The flood mapping
demonstrated that without the proposed works, terrestrial flooding occurred over a spatial area of approximately 18 ha to the north and south of the existing drainage channel, west of the Speightstown
Bypass Road to the shoreline, as well as for a significant area east of the Bypass Road. With the proposed
works, the design 1-in-20 year design flow is constrained within the upgraded drainage infrastructure.
4.02 Bridge and drainage channel construction will be designed and constructed to withstand
prevailing site geotechnical conditions, hydraulic loads from projected surface run-off for the design
storm water flood event, flow geometry, and storm surge (flood) considerations. It will be a condition precedent to first disbursement of the Loan that BTI submit to CDB final engineering designs for the
infrastructure works. In addition, best practices for material stockpiling, excavation, foundation and
embankment preparation, alignment, scour protection, shaping and gradation, where required, will be undertaken to mitigate the risk of bridge and channel failure from erosion, undercutting, subsidence,
sliding and/or slumping.
Maintenance Considerations
4.03 The lack of adequate routine maintenance emerged as a critical issue during project preparation. This was evident in the buildup of sediment which causes ponding in the channel east of the Speightstown
bridge, and a buildup of debris and refuse in the upstream gully. These issues have been addressed
partially through two design features of the main drainage channel: (a) access ramps to the main drainage channel will be constructed to facilitate access of small equipment for the removal of sediments and
debris; and (b) the provision of a water jetting system to facilitate flushing of sand accretion at the mouth of
the main drainage channel.
4.04 Regular cleaning of upstream gully sections, clearance of potential catchment blockages, debris,
and overgrowth prior to the rainy season, will also be required to ensure optimal design performance. The Ministry of Environment, Water Resources and Drainage (MED), [through the DD, and the Coastal
Zone Management Unit (CZMU)], along with the Ministry of Transport and Works (MTW) are the main Ministries responsible for flood-related maintenance in the Speightstown water catchment. The
maintenance planning TA component of the Project, through consultation with the various agencies, will facilitate: (a) identification of the critical maintenance activities and associated costs; (b) exploration of
opportunities for the private sector to be involved in the funding and/or execution of these maintenance activities; and (c) development and implementation of a stakeholder education programme for flood
reduction measures.
- 11 -
4.05 It will be a condition of the Loan that GOBD shall keep all works financed from the Loan, or
cause the same to be kept, in good condition and repairs, and shall provide the necessary resources to
adequately carry out the maintenance works required.
ECONOMIC ANALYSIS
4.06 The flow of benefits from the Project was estimated as the economic value of avoided damage
cost and avoided disruption of economic activity in the larger Speightstown area, as a result of implementation of the proposed mitigation measures. Estimates of benefits achieved from a reduction in
property damage to household and non-residential infrastructure was based on flood waters reaching at
least 1.0 m above ground floor level. The analysis uses an “assets at risk” approach to estimate the likely economic impact of damage to structures, contents, vehicles, cost of temporary accommodation and office
space, from a potential 1-in-20 year flood event. Avoided losses from disruption to economic activity
were estimated based on gross domestic product (GDP) per capita per day, the number of days the water
will remain on the affected areas, the number of persons in the affected area, and the frequency of recurrence of the flood event.
4.07 In addition to the avoided losses, the Project is expected to yield additional benefits. These include avoided disruption to the flow of goods and services, reduced transportation cost due to avoided
use of detours, improved land values due to reduced risk of flooding, and savings on evacuation cost. Due to a paucity of historic data, these additional benefits have not been quantified.
4.08 From an economic perspective, the potential for a significant flood event in Speightstown with large adverse impact on economic infrastructure and residents in the area, is unacceptable. Flooding in the town, for even a short period of time, could have dire economic and social consequences, given the potential to impede access to significant tourism-related facilities in the immediate vicinity of the flood zone. There is approximately $2.27 billion (2012 current prices) of tourism assets in the area of Speightstown
which could be impacted by an extreme flood event5.
Economic Rate of Return (ERR)
4.09 The Project’s incremental ERR is based on the assumptions in Appendix 4.1, and details of the
calculation are shown in Appendix 4.2. The analysis yields an estimated ERR of 16% and only takes account of potential loss avoided from damage to commercial and residential properties, and their contents in the flood zone, as well as losses avoided from disruption to economic activity. The ERR is above the
cut-off rate of 12% and suggests that the Project is expected to make a significant contribution to the economy of Barbados through the avoidance of losses associated with flooding in Speightstown. The ERR
of 16% represents a conservative estimate of the Project’s benefits, given that significant social and environmental benefits have not been quantified. Additional details on non-quantifiable benefits are
provided at paragraph 4.26.
SENSITIVITY ANALYSIS
4.10 Sensitivity tests were carried out to test the robustness of the ERR. The results are shown in Table 4.1 below. The ERR was equally sensitive to fluctuations in project benefits as to variations in the
project cost. The overall project cost would have to increase by 26% before the ERR falls below the cut˗off rate of 12%. The project costs are based on designs which are nearing completion, and includes a
5 Climate Change and Tourism in Barbados: “An Assessment of the Perceptions of Climate Change Risk and Adaptation Capacities in the
Tourism Sector in Speightstown”, University of the West Indies, Cave Hill.
- 12 -
contingency allowance of 15%. They are therefore considered reliable. As such, no significant costs
increases are anticipated. The tests demonstrate that in a worse-case scenario of a simultaneous increase in project cost and reduction in expected benefits, implementation of the Project will still make a net
positive contribution to the economy of Barbados.
TABLE 4.1: SENSITIVITY ANALYSIS
Scenario
ERR
(%) Switching
Value Base 16.0 - (i) 10% increase in capital cost 14.0 +26% (ii) Avoided losses reduced by 10% 14.0 -20% (iii) Combination of (i) and (ii) 12.4 -
ENVIRONMENTAL AND SOCIAL ANALYSIS, RISKS, AND SAFEGUARDS
Environmental Assessment 4.11 The Project is classified as Category ‘B’ in accordance with CDB’s Environmental and Social Review Procedures (ESRP). In keeping with the provisions in GOBD’s Town and Country Planning Act, an
Environmental and Social Impact Assessment (ESIA) and Environmental and Social Management Plan
(ESMP) were prepared by the engineering consultants during the preliminary design stage of the Project. The rehabilitation and improvement works will be confined to the existing watercourse way. The ESIA
concluded that the proposed works are not likely to generate any significant environmental impacts.
No negative impacts on natural habitats are envisioned as the project site does not traverse any ecologically
sensitive areas or national heritage sites.
4.12 Potential adverse environmental impacts are likely to occur during the construction phase. Potential
impacts to be managed include: (a) increased dust and noise nuisances; (b) slope stability from excavation to widen the watercourse; (c) improper storage and disposal of excavated materials and construction
waste; (d) reduced marine water quality through increased sedimentation during culvert construction;
(e) disruption of traffic flow creating inconvenience for the road users; and (f) health and safety risks to workers, pedestrians, and vehicular road users.
4.13 Construction-related adverse environmental impacts are localised and temporary, and can be
adequately managed with the adoption of appropriate mitigation measures during design and construction,
supplemented by effective monitoring and supervision during implementation. To accomplish this, the
ESMP defines a set of mitigation and monitoring procedures to be undertaken during project implementation.
4.14 The appropriate provisions of the draft ESMP will be included in the technical specifications of the bid documents and itemised for contractor pricing in the Bills of Quantities of the bidding documents
for the works contracts. Marine water quality monitoring will be undertaken by the authorities to
determine the adequacy of mitigation measures used to minimise marine pollution. During normal weather conditions, without rainfall, there is potential for increased pollution due to ponding behind the
sand berm of the outfall of the main drain channel. Debris and/or siltation resulting from the construction
process will be cleared periodically to minimise the risk of odour nuisance to residents in the surrounding
area.
- 13 -
4.15 As a condition precedent to first disbursement with respect to all construction activity, BTI is required to submit to CDB evidence of receipt of the required permits from the relevant authorities.
Natural Hazard Assessment
4.16 The hazards with the highest frequency of expected occurrence over the design life of the Project, are flooding and coastal inundation from storm-water/precipitation run-off generated as a result of heavy
rainfall in coastal or inland areas, and from storm surge. The impacts of coastal storm surge are mitigated by
existing, purpose-designed in situ shore defense works, in the form of armour stone revetments and revetment-protected seawalls where the drain interfaces with the near-shore.
4.17 During construction, the proposed works to erect a bridge, and extend the existing drainage
channel can be negatively impacted if a 1-in-5 or higher return period flood event is experienced during
construction. The mitigation of identified potential natural hazard impacts will be addressed through:
(a) design and construction management considerations; (b) routine monitoring and maintenance; and
(c) planning considerations. Natural hazard impact mitigation measures are detailed in paragraph 4.02.
Construction Monitoring
4.18 During construction, the Contractor will designate a site Environmental Manager (EM). Certified
records of compliance with the Project’s ESMP, maintained by the EM, will be available for inspection by
the public. The supervising engineering consultants will be required to monitor and report on the contractors’ operations for conformance with the mitigation measures stipulated in the contract
documents. In addition, sector agencies such as MED, CZMU, the Town and Country Development
Planning Office, the Environment Protection Department, and the Environmental Health Department, will perform inspections during construction ensuring compliance by contractors and its enforcement by
supervision engineers.
4.19 During construction, the Contractor will be required to implement measures to reduce the risk of
natural hazards to acceptable levels. A pre-construction response plan for environmental and natural hazard emergencies will be included with the ESMP. The Plan will contain procedures to be applied
under such circumstances for the protection of the environment, public health, and project infrastructure.
Social and Gender Assessment
4.20 As a Category “B” project under the ESRP, adverse social impacts are likely to be minimal and mitigation measures can be implemented without inordinate difficulty. Significant social risks are not
anticipated and social benefits will result from reduced storm-water induced flood risk in Speightstown.
The project area consists mainly of residential properties east of the Bypass Road and commercial properties west of the Bypass Road. Within this configuration, the residential area of Gills Terrace is the
most adversely impacted area with observed flood waters from past events rising to 2 m and beyond the
floor level, potentially endangering life. Implementation of the Project will reduce vulnerability of households in this area, particularly, and in wider Speightstown, generally.
4.21 The majority of households in the project area are in the lower to middle-income category and,
therefore, unlikely to have significant financial resources, including savings. Given that the population in this area is vulnerable and some households are living in poverty, it can be considered that their access to
resources to cope with flood impacts would be limited. In the absence of improved flood mitigation
measures, the most vulnerable may be required to use any savings or sell their assets to cope with disaster.
- 14 -
4.22 Female heads of households with high dependency ratios and indigent households (male or female-headed) are particularly vulnerable to the psychological and financial impacts of damage and/or
loss when impacts occur. The mitigation options in such a case may include private insurance, public
insurance, capital investments, and grants for implementing household mitigation. However, the more common measure (private insurance coverage) to protect homeowners may not be the first option for
these low-income households due to unaffordable premiums. In this context, and in the event that
impacts occur, residents are very likely, as in the past, to depend on financial assistance primarily from
GOBD to reinstate their housing and essential contents. The flood mitigation benefits that will be provided through the Project will build resiliency, reduce the severity of likely impact, and reduce the
quantum of resources that might be required by GOBD to assist those affected to recover.
4.23 The success of the Project depends on some level of land acquisition and GOBD, through BTI, is
continuing discussions with the affected landowners regarding the terms under which the land will be acquired. There is a legally established procedure governing the land acquisition process in Barbados
which stipulates, among other elements, that landowner(s) be compensated at market value. CDB staff
acknowledges that the process is at an advanced stage and, as such; do not expect it to be a social risk.
4.24 As part of the Project, the existing section of the boardwalk adjacent to the main drain will be
reinstated and extended. This component will provide improved public safety by allowing for additional pedestrian access into Speightstown (central business district) in a way that minimises pedestrian˗vehicle
conflict. During construction the Project may provide employment opportunities for some skilled and unskilled workers in the community and surrounding districts, and will encourage the participation of
women, in particular, in project-related economic opportunities. The stimulation of the economy in the northern part of Barbados would provide much needed income that could benefit poor male and
female˗headed households which continue to suffer disproportionately (relative to those in the higher quintiles) from the lingering negative impacts of the economic downturn.
4.25 During the construction phase of project implementation, the contractor is required, as part of the
ESMP referred to at paragraph 4.11, to develop a communication system to facilitate information-sharing
and stakeholder feedback in consultation with community representatives that reflect the gender distribution in the community. The communication system will utilise, as necessary, appropriate modalities
for information sharing, including public meetings, Information Communication Technologies, social media,
including Facebook and email, and other methods, as appropriate. Communities will be notified of the
risks associated with construction work under the Project and the requirements of an ethical code of conduct from contracted companies and workers.
4.26 Overall, the Project is expected to deliver significant social benefits to various levels of stakeholders, including households, commercial and small business persons in the formal and informal
sectors, and vulnerable groups – the elderly, children and youth. In addition to mitigating flooding that has afflicted residents in the Speightstown area for decades, it will assist in protecting households’ and
community assets that have been accumulated over time. The flood mitigation could lead to improved property values for male and female household heads in the area, and strengthen their asset base. These
improved values could increase homeowners’ options and may be used as collateral to access financing for home improvement, children’s education, or small business start-up or expansion. The Project would
reduce vehicular and pedestrian travel time to work, school, and other productive and recreational activities that would otherwise increase due to diversion in the event of flooding. It will also minimise clean up
time, time lost from work, and loss of stock and profits by small business persons, as a result of flooding. In addition, community pride in Speightstown would increase and its profile as an historic and cultural town
would be enhanced. This would ably support the revitalisation efforts within the area and augur well for increased confidence in future business activity and income-generation, necessary components to address
poverty in the area.
- 15 -
SUSTAINABILITY AND RISKS
Sustainability 4.27 Adequate maintenance of the drainage infrastructure is critical to sustainability of the Project. The maintenance planning TA component will address two key aspects of sustaining maintenance: (a) funding for maintenance, including exploring opportunities for private sector participation; and (b) clarifying the roles of the various government agencies (MTW, MED, CZMU, the National
Conservation Commission (NCC), and local stakeholders). In addition, early buy-in and continued commitment from stakeholders are necessary to sustain project benefits.
Risks
4.28 The overall risk of the proposed project, as set out in Table 4.2 below, can be assessed as
moderate.
- 16 -
TABLE 4.2: SUMMARY OF MAJOR RISKS AND MITIGATION MEASURES
Risk Type
Description of Risk
Risk
Classification6
Mitigation Measures
Implementation GOBD’s non-provision of counterpart contribution in a timely manner will negatively impact project implementation.
Moderate GOBD’s cash contributions to the Project has been minimised to
approximately $3 mn over a 30˗month period.
Adverse weather conditions may delay construction and increase construction costs.
Minor The Contractor will be required to implement a pre˗construction response plan for natural hazard emergencies.
Delays in land acquisition procedures will delay project implementation.
Moderate In this project, the majority of lands for acquisition currently fall within the “drainage reserve” and no relocation of households will be required. Adjacent property owners are amenable to acquisition by GOBD, as the proposed drainage improvements will reduce risk to their properties.
Operations Lack of adequate maintenance of drains and in catchment can lead to sub-optimal performance of drains.
Moderate This issue has been addressed through maintenance design features for the drainage infrastructure, such as the maintenance access ramps and the sand flushing system described in paragraph 4.03.
Stakeholder buy-in and commitment is necessary to sustain project benefits.
Moderate Through the TA component, resources have been allocated to the development and implementation of a public education programme on flood reduction measures.
6 (a) Insignificant: Little or no effect on implementation, no substantive effect on outcomes; (b) Minor: Minor changes to project scope may be
required, some implementation delays or delay in meeting key conditions, Project expected to achieve most of its development outcomes;
(c) Moderate: Significant delays, procurement or disbursement difficulties, implementation delayed up to five years, Project expected to
achieve only some of its development outcomes; and (d) Major: Major breaches of loan conditions, significant mis-procurement, Project unlikely to achieve any of the originally indicated or reformulated outcomes.
- 17 -
5. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT AND
IMPLEMENTATION
GENERAL
5.01 The Borrower is GOBD and the Executing Agency is BTI.
THE BORROWER
5.02 The Borrower is GOBD. GOBD may, pursuant to Section 3 (1) of the Loans (Caribbean
Development Bank) Act, Chapter 97A of the Laws of Barbados (the Loans (CDB) Act), in such manner
and on such terms and subject to such conditions as may be agreed with CDB, borrow, or guarantee the borrowing of, such sums from CDB as are required for the purpose of financing or promoting
economic and social development in Barbados. An agreement between GOBD and CDB in respect of any
amount so borrowed must be made in the name of GOBD and may be signed on behalf of GOBD by the
Minister responsible for Finance or by a person authorised thereto in writing by the Minister. A copy of the Agreement must be laid before the House of Representatives as soon as possible after it is concluded.
All amounts required for the repayment of any sums borrowed or guaranteed by GOBD under the authority
of the Loans (CDB) Act, and the payment of all interest and other charges in respect of such sums, are charged upon and payable out of the Consolidated Fund.
5.03 As at October 31, 2013, CDB had approved long-term loans totaling USD310.63 mn to GOBD and Statutory Authorities established in Barbados. Of this amount, USD185.05 mn has been disbursed, of
which USD101.79 mn was outstanding as at November 1, 2013.
THE EXECUTING AGENCY
5.04 The Project will be executed by BTI, as requested by GOBD. Further details of the legal status of BTI are set out at Appendix 5.1.
PROJECT MANAGEMENT AND IMPLEMENTATION
Project Management 5.05 Project management will be undertaken by BTI. BTI has been effective in implementing several infrastructure projects which impact on the tourism sector of Barbados. These include drainage and river
training works, and urban rehabilitation infrastructure. BTI effectively implemented the upgrading of the
first portion of the drainage channel in Speightstown, and was charged by GOBD with preparing this Speightstown Flood Mitigation Project. BTI will assign counterpart staff, as required, to ensure the
successful completion of the Project. CDB staff is satisfied that BTI has the project management and
administrative capacity to execute the Project on behalf of GOBD. It will be a condition precedent to first disbursement of the Loan that a PC is appointed, whose qualifications and experience are acceptable to
CDB, to manage the Project. The responsibilities of the PC are set out at Appendix 5.2.
5.06 Engineering consultants will also be engaged to assist BTI during project implementation. In particular, engineering consultants will be required to prepare bidding documents for works required by
the Project, and to supervise and certify the infrastructure works. It will be a condition precedent to
disbursement in respect of construction works, that BTI select and engage consultants, whose qualifications and experience are acceptable to CDB, to undertake the engineering services required
during the implementation of the Project. The costs of these services will be financed by GOBD.
- 18 -
5.07 It will also be a condition precedent to first disbursement, that GOBD establish a Project
Advisory Committee (PAC) to promote participation of, and information sharing among, major stakeholders. It is proposed that the PAC comprises representatives of the: (a) MTW; (b) Ministry of
Finance and Economic Affairs (MOF); (c) Town and Country Planning Department; (d) Ministry of Agriculture, Food, Fisheries and Water Resource Management; (e) MED; (f) Ministry of Housing and
Lands and Rural Development; (g) DEM; (h) the Chamber of Commerce; and (i) BTI. The PAC will be chaired by the Permanent Secretary with responsibility for MED, with the PC as Secretary.
Implementation Schedule
5.08 The Project is projected to be implemented over a period of 30 months commencing from CDB’s Board approval. Implementation of main construction works is estimated to take one year, estimated to
commence by March 2015. The proposed Project Implementation Schedule is presented in Appendix 5.3. An Implementation Support Plan is set out at Appendix 5.4.
PARTICIPATION OF STAKEHOLDERS AND BENEFICIARIES
5.09 The preparation and appraisal of the Project involved consultation with a wide range of stakeholders, including senior government representatives (MOF and BTI), consultants, business owners
and operators, homeowners and residents in the immediate community, and those in close proximity to the project site. Town hall meetings were also held with stakeholders to discuss the proposed intervention –
short-term impacts and long-term benefits of the Project. Discussions at the town hall meetings confirmed tremendous stakeholder buy-in for the Project. Households and business persons affected by flooding in the project area and in wider Speightstown over time are very eager to be protected from the
impacts which have brought significant disruptions to daily activities, livelihood and well-being. This principle of stakeholder participation, while already central to the process of inclusiveness will be
strengthened both during the implementation and post-implementation stages of the Project.
DISBURSEMENTS
5.10 Disbursement of the CDB Loan will be made in accordance with CDB’s Guidelines for the Withdrawal of Loan Proceeds. It is expected that the first disbursement from the Loan will be made by
October 31, 2014. The Loan is expected to be fully disbursed by June 30, 2016. An Estimated Quarterly Disbursement Schedule is presented in Appendix 5.5.
PROCUREMENT
5.11 Procurement of CDB-financed consultancy services shall be in accordance with CDB's
Guidelines for the Selection and Engagement of Consultants by Recipients of CDB Financing. Contracts for
capital works and equipment to be financed by the CDB Loan, will be procured in accordance with CDB’s Guidelines for Procurement. The Procurement Plan is provided at Appendix 5.6.
MONITORING AND EVALUATION
5.12 It will be a condition of the Loan that PC shall furnish, or cause to be furnished, to CDB the reports listed in Appendix 5.7 in such form or forms as CDB may require, not later than the times
specified therein for so doing.
- 19 -
PERFORMANCE EVALUATION RATING
5.13 The composite performance rating based on CDB’s Project Performance Evaluation System (PPES) has been estimated at 6.2. This is a ‘highly satisfactory’ rating, which suggests that there is a
good probability that the Project will achieve its expected outcomes. The details of the PPES are presented in Table 5.1.
TABLE 5.1: PPES RATING
Criteria Score Justification
Strategic Relevance
6.0 The Project is of high priority for GOBD as it contributes to its CC adaptation efforts and will reduce flood risks in a key urban centre.
Poverty Relevance
7.0
The Project will result ultimately in improved safety and quality of life of
residents in the affected areas. The majority of households in the most
impacted flood zone are in the lower to medium-income category.
Efficacy
6.0 The Project is highly likely to achieve its objectives. The infrastructure works have been designed with a capacity for a 1-in-20 year flow event.
Cost Efficiency
6.0
The calculated ERR for the quantifiable benefits, is 16%. There are also
significant social and environmental benefits of the Project which have not been quantified.
Institutional
Development Impact
-
Not Applicable.
Sustainability
5.5
Sustainability of the benefits of the Project is be enhanced through the maintenance planning and funding TA component, which will seek to: (a) identify the critical maintenance activities and associated costs;
(b) explore opportunities for the private sector to be involved in the funding and/or execution of these maintenance activities; and (c) stakeholder education initiatives for flood reduction measures.
Overall
Performance
6.2
Highly Satisfactory.
6. TERMS AND CONDITIONS
6.01 It is recommended that CDB lend to GOBD from CDB’s OCR an amount not exceeding the equivalent of four million six hundred and fifteen thousand United States dollars (USD4,615,000) (the
Loan), for use by BTI in financing the reduction of the risks associated with storm-water induced flooding in Speightstown (the Project), on CDB’s standard terms and conditions, and on the following terms and
conditions:
(1) Repayment: Repayment of the Loan shall be made in fifty-six (56) equal or
approximately equal and consecutive quarterly instalments, commencing three (3) years
after the date of the Loan Agreement.
(2) Interest: Interest shall be payable quarterly at the rate of three decimal nine five per cent
(3.95%) p.a. (variable) on the amount of the Loan withdrawn and outstanding from time to time.
- 20 -
(3) Commitment Charge: A commitment charge at the rate of one per cent (1%) p.a. shall be payable on the amount of the Loan unwithdrawn from time-to-time. The commitment
charge shall accrue from the 60th
day after the date of the Loan Agreement and shall be payable quarterly.
(4) Disbursement:
(a) The first disbursement of the Loan shall be made by October 31, 2014, and the
Loan shall be fully disbursed by June 30, 2016, or such later dates as CDB may
specify in writing.
(b) Except as CDB may otherwise agree:
(i) the Loan shall be used to finance the components of the Project allocated
for financing by CDB as shown in the financing plan for the Project up to
the respective limits specified therein; and
(ii) total disbursement shall not exceed in the aggregate seventy per cent
(70%) of the total cost of the Project.
(c) The Loan shall not be used to finance, directly or indirectly, any part of the cost
of the Project which consists of identifiable taxes or duties.
(d) Section 11 of the General Provisions shall not apply to this Loan.
(5) Procurement: Procurement shall be in accordance with the procedures set out and/or
referred to in the Loan Agreement between CDB and GOBD, or such other procedures as
CDB may from time to time specify in writing. The Procurement Plan approved by CDB
is set out at Appendix 5.6 of this Report. Any revisions to this Plan shall require CDB’s prior approval in writing.
(6) Conditions Precedent to First Disbursement:
(a) The PAC referred to in sub-paragraph 8 (a)(i) has been established by GOBD.
(b) The PC referred to in sub-paragraph (8)(b)(i) below has been appointed by BTI.
(c) The final designs for the infrastructure works for the Project have been submitted
by BTI.
(7) Conditions Precedent to Disbursement for Construction Works:
(a) The lands required for the construction works shall have been vested in GOBD free
from all encumbrances, stipulations or conditions which may adversely affect the Project, or alternatively GOBD shall have made arrangements satisfactory to CDB
to enter into possession of such lands for the purpose of the Project.
(b) The engineering consultants referred to in sub-paragraph (8)(b)(iv) have been
appointed by BTI.
- 21 -
(c) BTI has received all requisite statutory, planning, building and environmental
permits, licenses and/or other approvals in respect of the construction works from
the competent authority or authorities in Barbados controlling construction works.
(8) Other Conditions:
(a) GOBD shall:
(i) shall establish and, during implementation of the Project, maintain a PAC
with the composition and functions set out in paragraph 5.07 of this Report.
(ii) except as CDB may otherwise agree, execute the Project through BTI;
(iii) contribute to the Project an amount of not less than the equivalent of one
million nine hundred and forty-eight thousand United States dollars (USD1,948,000) which shall which shall be expended in a timely manner
on the components of the Project designated for financing by GOBD as
shown in the Financing Plan for the Project, unless CDB shall otherwise specify in writing;
(iv) carry out the Project at all times, with due diligence and efficiency, with
management personnel whose qualifications and experience are acceptable to CDB and in accordance with sound technical, environmental, financial and managerial standards and practices;
(v) institute and maintain organisational, administrative, accounting and
auditing arrangements acceptable to CDB for the Project; and
(vi) within a time-frame acceptable to CDB, implement such of the recommendations arising out of the consultancy set out at Appendix 2.1 to
this Report, as may be acceptable to CDB.
(b) BTI shall:
(i) appoint as PC, a person with qualifications and experience acceptable to
CDB, who shall have day-to-day responsibility for the coordination of the
Project, including supervision of the consultants, arranging contacts with
all relevant personnel for Project-related discussions, and other matters in accordance with the responsibilities set out at Appendix 5.2;
(ii) assign additional counterpart staff, as required, during implementation for
the purposes of the Project;
(iii) in accordance with the procurement procedures applicable to the Loan
select and engage by December 31, 2014, or such later date as CDB may
otherwise specify in writing, competent and experienced consultants to provide the services outlined in Appendix 2.1 to this Report;
- 22 -
(iv) select and engage engineering consultants whose qualifications and
experience are acceptable to CDB, to undertake the engineering services required during the implementation of the Project, including providing the
services outlined in Appendix 2.2 to this Report;
(v) provide such administrative and other support as may be necessary to
ensure the successful completion of the Project, including the collection
and storage of, and provision of access to, all existing maps, reports, drawings, studies and any other relevant documents;
(vi) institute and maintain organisational, administrative, accounting and
auditing arrangements for the respective components of the Project;
(vii) keep the works financed from the Loan, or cause the same to be kept in good repair and condition and shall provide the necessary resources to
adequately carry out maintenance of the works; and
(viii) except as CDB may otherwise agree, furnish or cause to be furnished to
CDB, the reports listed in Appendix 5.7, in such form or forms as CDB
may require, not later that the times specified therein.
AP
PE
ND
IX 1
.1
DISASTER MANAGEMENT SECTOR ORGANISATIONAL STRUCTURE
MINISTRY OF HOME AFFAIRS
NATIONAL EMERGENCY
MANAGEMENT ADVISORY
COUNCIL
DEPARTMENT OF
EMERGENCY
MANAGEMENT
EMERGENCY
DISASTER FUND
Standing Sub-Committees:
1. Emergency Services
2. Mass Crowd Planning and Response
3. Fire Suppression, Search and Rescue
4. Public Information and Education
5. Emergency Housing and
Rehabilitation
6. Welfare Services
7. Damage Assessment and Statistics
8. Shelter Management
9. Telecommunications
10. Health and First Aid Services
11. Public Utilities
12. Emergency Transport
13. Health and First Aid Services
14. Road Clearance and Tree Trimming
15. Food and General Supplies
16. Coastal Hazards
17. Tourism Emergency Management
1. National Emergency Management Plan
2. National Alerting System
3. National Emergency Operations Centre
4. 30 Voluntary District Emergency
Organisations
APPENDIX 1.2
PHOTOGRAPHS OF IMPACT OF FLOODING
APPENDIX 1.2
Page 2
APPENDIX 1.3
MACROECONOMIC AND MACROSOCIAL CONTEXT
MACROECONOMIC CONTEXT
Recent Developments
1. The economy is estimated to have contracted by 0.7% during the first 9 months of 2013, underpinned by declines in value added in the key economic sectors: tourism, international business, construction, manufacturing, and agriculture. The average unemployment rate was estimated at 11.1% at
end-June 20131. However, the rate would have accelerated given several business closures and layoffs
since June. Regarding inflation, consistent with the economic slack and, moreover, given the retreat in international fuel prices, the 12-month moving average rate of inflation slowed to 2.1% at end-July 2013, compared with the average rate of 7.8% in the corresponding period in 2012.
2. The fiscal position of the Central Government worsened during the review period, with the overall deficit widening to 4.6% of GDP in the first six months of the 2013/14 fiscal year (April˗September) up 1.4 percentage points from the ratio in the corresponding period in fiscal year 2012/13. The deterioration was underpinned by a contraction in revenue of 12.0%, more than offsetting the 1.7% decline in current expenditure. Capital expenditure is estimated to have remained tamed given a slow execution of Government’s Public Works Programme. The deficit added to an already large gross public
debt stock2, which was estimated to be around 105.8% of GDP at end˗September 2013, up from 97.5% in
the corresponding period of 2012.
3. Based on the real sector developments for the first nine months of 2013, particularly, a weaker˗than˗expected performance in tourism, an overall economic contraction of 0.6% is estimated
for 2013. By 2015, growth is expected to pick up on the premise that tourism performance will strengthen
with a firmer recovery of the economies of Barbados’ main trading partners. Additionally,
growth˗promotion measures (including beefed-up tourism marketing) proposed in the 2013/14 Budget, if implemented as planned, are also expected to spur medium-term growth. The fiscal deficit is projected to
narrow on the assumption that the budgetary measures will be implemented as proposed. Smaller deficits are
projected to contribute to lower debt ratios, as well as a deceleration in the pace of debt accumulation over the medium term (Table 1).
TABLE 1: KEY MACROECONOMIC PROJECTIONS
Items 2012 2013(E) 2014
(P) 2015(P)
Real GDP Growth (%) 0.0 (0.6) 0.8 1.7 Overall Fiscal Balance (% of GDP) (6.7) (9.0) (5.4) (4.0) Gross Public Debt (% of GDP) 93.8 106.6 104.4 102.2 Source: CDB
1
The latest period for which data is available. 2
Gross Central Government plus total Government Guaranteed.
APPENDIX 1.3
Page 2
MACROSOCIAL CONTEXT
Poverty, Human and Social Development
4. Barbados, categorised as a Small Island Developing State (SIDS)3, has recorded high levels of
human development over the last two decades. This development has been supported by strong social indicators underpinned by steady achievements in education, health care (including public health care), universal access to safe drinking water, and sanitation services, as confirmed by various Millennium Development Goals (MDGs) reports and the annual United Nations Development Programme (UNDP) Human Development Reports (HDRs). Barbados recorded a number of social achievements in the midst
of fiscal challenge. Among the achievements, Barbados was ranked 47th
out of 187 countries by UNDP in
its 2011 HDR4. The 2013 HDR
5 revealed that Barbados had improved its performance and was ranked
38th
out of 187 countries, and remains the only country within the Caribbean to be ranked in the Very High Human Development category.
5. Barbados’ development progress is also reflected in its efforts to achieve the MDGs and the
Caribbean-specific MDGs. Having adopted the MDGs-plus agenda to focus its development trajectory at sustaining high human development, the country has achieved four Goals and is making progress to
achieve and, where possible, surpass the remainder. Of concern, however, is the country’s health profile which is now similar to that of a developed country. While major contagious diseases have long been
eradicated or brought under control, lifestyle-related diseases including heart disease, cancer, stroke, diabetes and hypertension, present the greatest challenge to the country. The spread of HIV remains a
challenge despite a decline in infection rates in 2011. The current status for Barbados is shown in Table 2 below:
TABLE 2: C-MDGs AND THE STATUS OF BARBADOS
MDGs Barbados’ Status 1. Eradicate Extreme Poverty and Hunger Partial 2. Achieve Universal Primary Education Achieved 3. Promote Gender Equality and Empower Women Achieved 4. Reduce Child Mortality Achieved 5. Improve Maternal Health Achieved 6. Combat HIV/AIDS, Malaria and Other Diseases Changes Needed 7. Ensure Environmental Sustainability Changes Needed 8. Develop a Global Partnership for Development Insufficient Information Source: Country Assessment of Living Conditions (CALC) 2010:13.
6. Instructively, the Government has undertaken an extensive programme to mainstream gender into
all policy areas. Gender, as a cross-cutting theme, has important implications for all objectives related to building social capital, particularly in poverty reduction, education, health, and youth empowerment. The
Government has implemented a Gender Management System to ensure that all of its policies are gender
sensitive. With respect to the Gender Inequality Index (GII) – a measure of human development adjusted to gender inequalities – Barbados’ performance is lower, but comparatively better, than countries in the Latin
America and Caribbean Region. In 2012, the country had a GII value of 0.343, ranking it 61st out of 148
countries. The Bahamas ranked 53rd on the same index. While there is gender parity in secondary education 3
SIDS in the Region are generally low-lying coastal countries that share similar sustainable development challenges. These challenges include,
among others, limited resources, undiversified economies, vulnerability to external economic shocks, excessive dependence on international
trade, susceptibility to natural hazards, and fragile environments. 4
UNDP HDR (2011). Sustainability and Equity: A Better Future for All. 5
UNDP HDR (2013): The Rise of the South: Human Progress in a Diverse World.
APPENDIX 1.3
Page 3
and the female participation rate in the labour market is high (64.8% as compared to 52.7% in countries with
high Human Development Index), the variables that pull the rank down refer to maternal mortality (51 for 100,000 live births), teenage pregnancy (40.8 for 1,000 live births), and political participation below
the critical mass (19.6%).
7. Against the foregoing achievements, however, Barbados recorded poverty and indigence levels of
19.3%6
and 9.1%, respectively, and an inequality level of 0.47 based on the 2010 CALC7. In concurrence
with the 2010 Poverty and Social Impact Assessment8, CALC revealed that vulnerable groups in the
society faced increasing hardship as a result of a number of inter-related factors. These factors included the sluggish recovery of the local economy (similarly to many countries across the globe) and erosion of purchasing power of the vulnerable and poor (including the working poor) due inter alia, to increased food and energy prices, unemployment, and limited employment opportunities for first-time job seekers and those trying to re-enter the labour market after job loss.
6 Although not strictly comparable with the earlier poverty study undertaken in Barbados (1996/97), which showed a poverty level of 13.9%, the
CALC findings serve to demonstrate an increase in the poverty level and highlight causality through the triangulated methodological approach to
the Study. 7
CDB supported GOBD in undertaking CALC. The Study was supported by the Cabinet-approved National Assessment Team, comprising
multi-sectoral representation. CALC consists of the following components: Survey of Living Conditions/Household Budgetary Survey, Institutional Assessment, Macro Social and Economic Assessment, and the Participatory Poverty Assessment. CALC further revealed the
following: average per capita poverty line – $7,861.00 and average per capita indigence line – $3,970.00. 8 Social Implications of the Global Economic Crisis on Living Conditions in Barbados (Final Report, 2010:22). Commissioned by UNDP and
prepared by Lynette Joseph-Browne.
APPENDIX 2.1
DRAFT TERMS OF REFERENCE
DEVELOPMENT OF SPEIGHTSTOWN FLOOD REDUCTION MAINTENANCE PLAN
AND PUBLIC EDUCATION PROGRAMME
1. BACKGROUND
1.1 The Speightstown catchment area spans approximately 900 hectares and is drained by a series of
gullies which confluence into a primary drainage channel that passes through the main commercial district of Speightstown. Due to the dynamic interplay between high rainfall levels, the coastal drainage
system, infrequent maintenance of the drainage system, seasonal beach accretion, and high tides,
Speightstown is at high risk to flooding from storm water runoff and from coastal flooding due to storm
surge. The low-lying areas adjacent to the main drainage channel, historically experience recurrent flash flooding with at least 21 serious flood events being recorded since 1949. These flood events have led to
significant social disruption and economic loss over the years.
1.2 Inadequate routine maintenance of drainage infrastructure is a critical issue contributing to the
flooding in Speightstown. Observed evidence of inadequate maintenance includes the buildup of sand and refuse at the discharge point of the Speightstown Bridge, and of debris in the gully upstream.
2. OBJECTIVE
2.1 The expected outcome of the consultancy is an improved system of flood reduction maintenance
and practices in the Speightstown water catchment. This will be achieved through assisting the Government of Barbados in developing a practical and sustainable maintenance plan for Speightstown, and through the
development and implementation of a public education and sensitisation programme.
3. SCOPE OF SERVICES
3.1 The consultants will engage the key government ministries, business owners in Speightstown,
residents and land owners in the larger catchment area, in the development of: (a) a flood reduction maintenance plan, which identifies the critical maintenance activities with associated costs and the roles
and responsibilities of the critical stakeholders; and (b) a public education and sensitisation programme on flood reduction measures, targeting stakeholders in the Speightstown catchment.
3.2 The scope of services to be provided by the Consultant(s) will include, but not be limited to:
Flood-Reduction Maintenance Planning and Funding
(a) Conducting an assessment of the Speightstown water catchment to identify flood
maintenance requirements. The assessment should include a digital and geo-referenced
inventory and condition survey of man-made and natural drainage structures.
(b) Conducting an assessment of land-use in the catchment and identify activities which
impact on surface water run-off. All human-induced causes of flooding should be assessed,
and their impact on the Speightstown catchment categorised.
(c) Identifying practical cost-effective runoff reduction measures to be implemented by
stakeholders in the catchment.
APPENDIX 2.1 Page 2
(d) Evaluating the existing maintenance mandates in the project catchment area of various government agencies. These agencies should include, but not be limited to, the:
(i) Ministry of the Environment, Water Resources and Drainage (MED); (ii) Ministry of
Transport and Works (MTW); (iii) Town and Country Planning Department; (v) Ministry
of Agriculture, Food, Fisheries and Water Resource Management; (vi) Lands and Surveys
Department; (vii) Ministry of Housing, Lands and Rural Development; (viii) Department of Emergency Management; (ix) Ministry of Social Care, Constituency
Empowerment and Community Development; (x) Environmental Protection Division; and (xi) National Conservation Commission (NCC).
(e) Evaluating the maintenance planning capacity and operational procedures and budget of
the responsible agencies (including MED, in particular the Drainage Division and the
Coastal Zone Management Unit), MTW, and NCC). Also assess the adequacy of the existing operations vis-à-vis the maintenance requirements identified.
(f) Identifying maintenance activities which could be funded and executed by the private
sector, and develop at least three implementation models.
(g) Identifying and meeting to build consensus on the private sector models developed with:
(i) the key private sector companies operating in Speightstown; and (ii) relevant
government agencies.
(h) Developing a draft Memorandum of Understanding or other suitable agreement
document, which will reflect agreements and commitments made amongst the key stakeholders at (g) above.
(i) Preparing a Draft Flood Reduction Maintenance Plan. The Plan should make
recommendations for improvement of maintenance operations of the responsible
agencies, and propose mechanisms (including draft agreements between key stakeholders) for their implementation.
(j) Organising consultations with all stakeholders (government agencies and private sector)
to discuss the Draft Flood Reduction Maintenance Plan.
(k) Finalising the Speightstown Flood Reduction Plan based on feedback from consultation
in (j) above.
Flood Reduction Community Education and Sensitisation Programme
(l) Conducting a Local Area Census of the Salt Pond area of Speightstown. The
consultant(s) should collect relevant social data including: (i) demography (by age and
sex); (ii) structure and organisation (including, e.g., community-based organisations, leadership and patterns of decision-making); (iii) livelihood and labour force information
(by age and sex); and (iv) information on socio-cultural patterns.
(m) Conducting a Knowledge Awareness and Perception Survey and Assessment of
stakeholders within the wider Speightstown water catchment, and identifying flood issues which impact them. Stakeholders’ contribution to flooding should also be assessed.
APPENDIX 2.1 Page 3
(n) Developing a comprehensive Education and Awareness Programme on flood reduction
targeting specific stakeholder groups (including residents and businesses in the most affected flood zones and land owners in the upper catchment areas). The design of the
Programme should target various demographic groups (men, women, youth, school
children). Deliverables should consider: (i) simplified and illustrative educational information, and communication material and toolkits to assist Barbados Tourism
Investment Inc. (BTI) and MED with a sustainable public education programme; and
(ii) training workshops for stakeholders. A budget of USD25,000 should be assumed.
(o) Developing appropriate effective measurement indicators and performance targets for the
Programme.
(p) Conditional on approval from BTI and MED, implementing the proposed Programme.
(q) On completion of the implementation of the Education Programme, preparing a final
report on the effectiveness the Programme.
4. CONSULTANT REQUIREMENTS
4.1 The technical expertise and experience required for the consultancy should include, but not necessarily be limited to:
(a) Communications Specialist – Bachelors Degree in Communications or related field.
At least 10 years’ experience in designing and implementing public education and
awareness campaigns.
(b) Social Analyst - Bachelors Degree in Sociology or related field. At least 5 years’
experience in community work and social analysis.
(c) Civil Engineer – Bachelors Degree in civil engineering or related field and at least 10 years
total experience, 5 years in public sector or municipal operations.
(d) Disaster Risk Management Specialist – Bachelors Degree a related field and at least 10
years’ total experience, 5 years in conducting disaster risk assessments.
(e) Institutional Specialist – Bachelors Degree in Management or related field. At least 10 years’ experience in conducting organizational assessments.
5. REPORTING REQUIREMENTS AND DELIVERABLES
5.1 The Consultant(s) will present six copies of reports, four copies to BTI and two copies to the
Caribbean Development Bank (CDB). Electronic submissions of all reports should also be made in “pdf” format. These reports are as follows:
(a) Inception Report
The Inception Report will be presented 30 days after the signing of the contract, and it
will include:
(i) initial findings including any comments on these Terms of Reference (TOR);
APPENDIX 2.1 Page 4
(ii) consultants’ detailed work schedule and methodology;
(iii) a programme for the use of resources including personnel, equipment, and
materials; and
(iv) a proposed outline for the final reports.
(b) Draft Flood Reduction Maintenance Plan
The Draft Flood Reduction Maintenance Plan will be presented three months after the signing of the contract, and it will include:
(i) an assessment of the flood reduction maintenance requirements in the
Speightstown catchment;
(ii) an assessment of the operations of the key institutions;
(iii) recommendations for improving maintenance; and
(iv) recommendations for private sector involvement, and draft Memorandum of
Understanding.
(c) Final Flood Reduction Maintenance Plan
Within 14 days following the stakeholder consultation workshop on the Draft Maintenance Plan, the Consultant(s) shall present the Final Maintenance Plan.
(d) Draft Flood Reduction Public Education Plan
The Draft Flood Public Education Plan will be presented four months after the signing of
the contract, and it will include:
(i) an assessment of the stakeholders in the Speightstown catchment;
(ii) a Public Education Action Plan; and
(iii) a Results Monitoring Framework.
(e) Final Flood Reduction Public Education Plan
Within 14 days of receipt of comments from BTI and CDB on the Draft Flood Reduction
Education Programme, the Consultant(s) shall present the Final Flood Reduction Education Plan.
(f) Report on Implementation of Flood Reduction Education Plan
The Report on Implementation of the Flood Reduction Education Plan will be presented one month after the substantial completion of the Education Plan.
APPENDIX 2.1 Page 5
6. COMMENTS BY THE CONSULTANTS
6.1 The Consultant(s) is requested to make any comments on and suggestions for, improvements to
these TOR. The financial implications, if any, of these recommendations should be indicated separately in the Financial Proposal.
BUDGET
(USD)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 2.2
RESPONSIBILITIES OF ENGINEERING CONSULTANT
The Engineering Consultant will undertake the following tasks:
1. preparation of construction drawings, and bidding documents for all infrastructure works;
2. assistance to BTI in the evaluation of tenders, including the preparation of tender reports;
3. assistance to BTI in negotiation of contracts for the construction works;
4. technical inspection of construction for compliance with the contract documents;
5. environmental monitoring and reporting during construction;
6. certification of work done for payment;
7. consultation and advice to BTI during construction;
8. preparation of monthly reports on the progress of the works, indicating any engineering
difficulties affecting their efficient and timely execution, commencing one month after
the start date as defined in the construction contract;
9. revision of designs to suit unforeseen conditions which may arise during construction;
10. issuance of certificates of completion to the contractor upon completion of the
construction contract; and
11. preparation of a Completion Report on construction of the Project, and as-built drawings, within three months after the date of issue of a certificate of practical completion of the
Project.
APPENDIX 3.1
PROJECT COST, PHASING AND FINANCING PLAN
($'000)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.1
ASSUMPTIONS TO THE ECONOMIC ANALYSIS
1. The project life is estimated at 20 years.
2. The analysis is based on 2013 constant prices.
3. The financial costs of the Capital Works have been converted to their economic cost equivalents by
applying an overall conversion factor of 0.91. The calculations are shown in Table 3. 4. Conversion Factors for the different cost components are provided in Table 1 below:
TABLE 1: CONVERSION FACTORS FOR COST ADJUSTMENT
Items
Shadow
Rate
Standard Conversion
Factor
Base Factor
Skilled Labour 1.00 0.96 0.96
Unskilled Labour 0.70 0.96 0.67
Materials Local 0.80 0.96 0.77
Materials Foreign 1.00 0.96 0.96
Equipment 1.00 0.96 0.96
Land 1.00 0.96 0.96
5. The derivation of the Specific Conversion Factors (SpCF) used to convert financial cost of the
capital works are given in Table 2 below:
TABLE 2: DERIVATION OF SpCF
Items Skilled Labour
Unskilled Labour
Local Materials
Imported Materials
Equipment
Land
SpCF
Base Factor 0.96 0.67 0.77 0.96 0.96 0.96 1. Land - - - - - 1.00 0.96 2. Pre-Investment Study 0.95 - 0.05 - - - 0.95 3. Drainage Works 0.27 0.07 0.23 0.35 0.08 - 0.90 4. TA 0.60 0.10 0.10 0.13 0.07 - 0.91 5. Engineering Services 0.80 - 0.05 0.05 0.05 0.10 0.95 6. Project Management 0.78 0.17 - - 0.05 - 0.91
APPENDIX 4.1 Page 2
6. Computation of the overall Conversion Factor for the Project is shown in Table 3.
TABLE 3: OVERALL CONVERSION FACTOR FOR THE PROJECT
Financial Economic
Items SpCF Cost Cost
1. Land 0.96 644 618 2. Pre-Investment Study 0.96 250 240
3. Infrastructure Works 0.90 9,131 8,218 4. TA 0.91 345 315 5. Engineering Services 0.95 1,122 1,066
6. Project Management 0.91 485 442
Total Base Cost and Physical Contingencies -11,977 10,899
Overall Conversion Factor 0.91
7. The economic evaluation of a flood mitigation project is based on the calculation of average annual
damages avoided as a result of the Project, as well as estimate of avoided disruption of economic activity. Benefits are defined as avoidance losses/cost and are calculated based on the following:
Residential Damages
(a) Damage to residential structures is estimated at 40% of the building value for a one-storey,
no basement structure, based on Federal Emergency Management Agency’s (FEMA)
Mitigation Benefit Cost Analysis toolkit. All structures in the serious flood area are assumed to be of this type. Value of residential structures in the low-lying area of the
flood zone (i.e. the area where structures are deemed to be inundated by water up to 1.5 m)
was estimated at $11.1 mn.
(b) Damage to contents is assumed at 150% of damages to the building, as contents are
typically more vulnerable to flood-damage than buildings.
Damages to Commercial Structures
(c) It is assumed that retail businesses and restaurants will be affected in terms of damage to
flooring and low-lying goods, as well as the need to clean up the entire property. Within
the flood zone, two restaurants, a gas station and 10 retail properties were identified.
Based on FEMA’s guidelines, inundation of between 0 to 1 feet of water may cause damage to structures of between 9 and 14% of the property value. The value of commercial
structures in the low-lying area was estimated at $25.0 mn.
(d) Damages to contents are estimated at 150% of damage to structures.
APPENDIX 4.1 Page 3
Other Damages
(e) It is assumed that each of the 34 occupied residential properties in the low-lying flood zone
will suffer 100% loss of a vehicle, of $24,000 per vehicle.
(f) Disruption of economic activity – avoided losses for the economy were calculated based on
GDP per capita per day, the number of days the water will stay on the affected surfaces, the
frequency of the event, and the number of persons in the affected area. The method is consistent with the approach used by the World Bank in Cost Benefit Analysis of Flood
Prevention and Drainage projects.
8. The maintenance cost of the proposed infrastructure works is estimated at 0.5% of the capital cost
for the initial 5 years following implementation, and 1% thereafter.
9. The residual value of the investment at the end of the analysis period is the assumed book value of
the project assets. Project assets are assumed to have a useful life of 50 years.
APPENDIX 4.2
ECONOMIC RATE OF RETURN CALCULATION
($'000)
Year Capital
Cost Operation & Maintenance
Losses Avoided
Net Benefits 2014 2,122 - - (2,122) 2015 6,240 - 868 (5,372) 2016 2,537 54 1,736 (856) 2017 - 54 1,736 1,681 2018 54 1,736 1,681 2019 54 1,736 1,681 2020 54 1,736 1,681 2021 109 1,736 1,627 2022 109 1,736 1,627 2023 109 1,736 1,627 2024 109 1,736 1,627 2025 109 1,736 1,627 2026 109 1,736 1,627 2027 109 1,736 1,627 2028 109 1,736 1,627 2029 109 1,736 1,627 2030 109 1,736 1,627 2031 109 1,736 1,627 2032 109 1,736 1,627 2033 109 1,736 1,627 2034 (6,031) 109 1,736 7,658
ERR 16% NPV $2,284
APPENDIX 2.1 Page 1
APPENDIX 5.1
THE EXECUTING AGENCY
Legal Status 1. On December 1, 1995, Barbados Tourism Investment (Properties) Inc. was incorporated as a limited liability company under the Companies Act, Cap 308 of the laws of Barbados (the Act). On
April 17, 1998, its name was changed to BTI. 2. BTI as a company incorporated under the Act, has the capacity, and subject to the Act, the rights, powers and privileges of an individual and is empowered to carry on its business, conduct its affairs, and
exercise its power in Barbados and in any jurisdiction outside Barbados to the extent that the laws of
Barbados and of that jurisdiction permit. However, BTI may not carry on any business or exercise any power that it is restricted by its Articles of Incorporation from carrying on or exercising, nor may it
exercise any of its powers in a manner contrary to its Articles. The carrying out of the Project would not
be in breach of the Act or BTI’s Articles.
Operations
3. BTI commenced operations in April 1998. The company’s principal function is the promotion of
tourism investment and the development of its vested properties into financially viable entities. As a
Government-owned entity, BTI is financed by GOBD, but it can raise financing for programmes that it undertakes. BTI was mandated by GOBD to raise the necessary financing to meet GOBD’s contribution
to the Tourism Development Programme, of which this project is a part. BTI issued a $25 mn Special
Development Bond in July 2000. It was fully subscribed.
Shareholding
4. BTI is authorised by its Articles to issue an authorised number of shares of one class designated as common shares. As at December 31, 1999, the only shareholder, GOBD, had been issued 4,288,400
common shares . Under BTI’s Articles, the public may be invited to subscribe for bonds, debentures, or other securities of the company.
Directors and Management
5. BTI’s Articles provide for a minimum of 3 and a maximum of 13 directors, at least 3 of whom
should not be officers or employees of the company. BTI’s Board of Directors at present consists of 8 directors, none of whom are officers or employees of BTI, and all of whom are nationals of Barbados.
6. BTI’s By-Laws provide, subject to any unanimous shareholder agreements, for the business of
BTI to be managed by the directors. There are no unanimous shareholder agreements. The directors may
appoint, from among their number, a committee of directors and delegate to such committee, subject to the Act, any of the powers of the directors.
7. BTI is headed by a President/Chief Executive Officer who is responsible for the day-to-day management, direction, and control of the company’s operations. He is assisted by a Manager, Property
Development; a Financial Controller; and Programme Director, Urban Rehabilitation Unit, who will function as the PC.
APPENDIX 2.1 Page 2
APPENDIX 5.2
TERMS OF REFERENCE
PROJECT COORDINATOR
1.1 The Project Coordinator (PC) will be responsible for coordinating and monitoring all aspects of the implementation of the Project. PC’s duties will include, but will not be limited to:
1. managing the selection and engagement of the Technical Assistance Consultant and
supervising these consultancies;
2. evaluation of bids and recommendation of the awards for construction contracts;
3. overseeing the engineering consultancy and construction contracts;
4. cost control;
5. expediting of the submission to Caribbean Development Bank (CDB) of claims for
disbursement/reimbursement;
6. liaising with CDB on all technical and administrative aspects of the Project;
7. preparing and submitting to CDB a Quarterly Report on the Investment Cost of the
Project in the form specified by CDB, within two weeks after the end of each calendar
quarter, commencing with the quarter following the commencement of the assignment;
8. keeping separate accounts for project-related expenditures and disbursement activities;
9. preparing and submitting reports on project monitoring framework indicators;
10. submitting to CDB, within two weeks after the end of each month, the monthly reports
prepared by the engineering consultants;
11. submitting to CDB the Completion Report within three months after the date of issue by
the engineering consultants of a certificate of practical completion of the contract; and
12. preparing and submitting to CDB a Project Completion Report, within three months after
practical completion of the works.
AP
PE
ND
IX 5
.3
IMPLEMENTATION SCHEDULE
ID Task Name 2014 2015 2016 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2
1 CDB BOD Approval 12/12
2 Signing of Loan Agreement
3 Project Management
4 Satisfaction of Conditions Precedent
5 Land Acquisition
6 Infrastructure Works
7 Preparation of Bidding Documents
8 Procurement of Contractor
9 Notification of Bidding Opportunities 2/1
10 Invitation to Bid
11 Bid Evaluation
12 Award of Contract 11/28
13 Construction Period
14 Technical Assistance
15 Selection and Engagement of TA Consultants
16 Development of Maintenance and Public Education Plans
17 Implementatation of Public Education Programme
Project: Implementation Schedule Date: Thu 11/21/13
Task Progress Milestone Summary
Page 1
APPENDIX 5.4
IMPLEMENTATION SUPPORT PLAN
1. CDB is well placed to provide implementation support based on its considerable experience in the
Sector in the Region. The implementation support to be provided will include:
(a) reviewing implementation progress and achievement of project outcomes;
(b) addressing implementation issues;
(c) monitoring systems to ensure their continued adequacy through monitoring and audit
reports, and field visits; and
(d) monitoring changes in risks and compliance with legal agreements, as needed.
The Implementation Support Plan (ISP) will be reviewed at least once a year to ensure that it continues to
meet the implementation support needs of the project. In addition to reviewing implementation progress, the ISP aims at providing technical support to BMCs in the achievement of the results.
2. The strategy for implementation support has been developed based on the design of the Project,
its risk profile and an assessment of the Borrower and Executing Agency. The strategy remains a flexible
tool that may be amended during project implementation in response to the changing needs of the Project and the Borrower/Executing Agency.
Strategy and Approach for Implementation Support
3. Supervision of the Project will be undertaken by a team comprising the lead supervisor, an Engineer, and the Disaster Risk Management Specialist. The Team will be supported by a Procurement
Specialist, Financial Analyst, Social Analysis, and Legal Counsel. Formal supervision and field visits will be undertaken semi-annually.
4. The first formal supervision activity will be the Project Launch Workshop (PLW). The objective of PLW is to review the implementation arrangements, train the project management in the use of CDB’s
fiduciary management and procurement systems, and discuss project supervision issues. PLW is scheduled
for the second quarter of 2014. Arrangements for PLW will be finalised after confirmation by GOBD/BTI that all project management arrangements are in place, i.e., the PC and PAC. Participants at PLW will
include key stakeholders of the Ministries of Finance and Transport and Works, DD, BTI, PAC members,
and PC.
5. The training provided during PLW on the Bank’s financial management and procurement procedures and guidelines, will be augmented during the semi-annual supervision visits and support will
be provided on a timely basis to respond to the client’s needs.
APPENDIX 5.4 Page 2
6. The Supervision Coordinator will coordinate CDB’s team to ensure that project implementation is consistent with the requirements as specified in the Procurement Plan, Terms and Conditions, and other
legal documents. The supervision team will prepare annual Project Supervision Reports identifying the
status of project implementation, and any issue requiring the resolution of management. On the completion of the Project, or after 90% of the funds have been disbursed, staff will conduct an Exit Workshop
to assess project results, discuss implementation issues, and identify lessons learned. A draft PCR will
be prepared and discussed with the client during the Exit Workshop. The final PCR will be validated by the
Office of Independent Evaluation (OIE). Staff will prepare a Management response to OIE’s Validation Report. The Validation Report and management’s response will be presented to the APEC.
TABLE 1: Staff Skills Required
Period
Focus
Skills and Resources Estimate
January –
December 2014
Specific 1. PLW.
2. Support in satisfying Conditions Precedent.
3. Review of contract documents,
evaluation reports, and draft contracts.
4. Provide procurement support relating to draft procurement
notices, resolving procurement
bottlenecks, etc.
General
1. Monitor Project Budgeting and Allocations.
2. Monitor Project Physical Works
progress and quality, including field trips.
3. Monitor Project Results Framework.
4. Provide technical support to PC and Executing Agency.
5. Preparation of annual Project
Supervision Report.
6. Review and certification of requests for disbursement.
7. Review of TA reports.
8. Review of Monthly and Quarterly Reports.
Lead Project
Supervisor 3-4 weeks
Legal Counsel 1 week
Financial
Analyst 0.5 weeks Environmental
Specialist 0.5 weeks
Social
Specialist 0.5 weeks
Gender
Specialist 0.5 weeks Procurement
Specialist 1 week Administrative
Assistant 1.5 weeks Divisional
Secretary 1 week
APPENDIX 5.4 Page 3
Period
Focus
Skills and Resources Estimate
January –
December 2015
General
1. Monitor project budgeting and allocations.
2. Monitor project physical works progress and quality, including field trips.
3. Monitor Project Results Framework
4. Provide technical support to PC and
Executing Agency. 5. Preparation of annual Project
Supervision Report.
6. Review and certification of requests for disbursement.
7. Review of TA reports.
8. Review of Monthly and Quarterly Reports.
Lead Project Supervisor
Legal Counsel
Financial Analyst
Environmental Specialist
Social Specialist
Gender Specialist
Administrative Assistant
Divisional Secretary
3-4 weeks
0.5 weeks
0.5 weeks
0.5 weeks
0.5 weeks
0.5 weeks
1.5 weeks
1 week
January – June 2016
Specific
1. Review PC and consultants final reports.
2. Conduct Exit Workshop and complete PCR.
General
1. Monitor project budgeting and allocations.
2. Monitor project physical works progress
and quality, including field trips. 3. Monitor Project Results Framework.
4. Provide technical support to PC and Executing Agency.
5. Preparation of annual Project
Supervision Report.
6. Review and certification of requests for disbursement.
7. Review of TA reports. 8. Review of monthly and quarterly
reports.
Lead Project Supervisor
Legal Counsel
Financial Analyst
Environmental Specialist
Social Specialist
Gender Specialist
Administrative Assistant
Divisional Secretary
2 weeks
0.5 weeks
0.5 weeks
0.5 weeks
0.5 weeks
0.5 weeks
1 week
1 week
APPENDIX 5.5
ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE
($'000)
Year Quarter No. OCR
2014
1
-
2 - 3 78 4 522
Sub-Total 600
2015
1
1,500
2 1,500 3 1,500 4 1,500
Sub-Total 6,000
2016
1
1,500 2 1,130 3 - 4 -
Sub-Total 2,630
Total 9,230
-
APPENDIX 5.6
PROCUREMENT PLAN
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 5.7
REPORTING REQUIREMENTS
Reports Frequency Deadline for Submission
Implementation
1. Progress Reports on project
implementation prepared by Engineering Consultants.
Monthly
Within one month after the end of each
calendar month until project implementation is completed,
commencing one month after the start date as defined by BTI.
2. Report on the shortlists for TA
consultancies to be prepared by the PC.
- Within two weeks of the submission deadline for the proposals.
3. Evaluation Report of TA proposals by the PC.
- Within one month of the closing date for the proposals.
4. Bid Evaluation Report. - Within two months of the closing date for the bids.
5. Reports on the Investment Costs of
the Project prepared by the PC. (sample Guidelines presented in
Annex).
Quarterly Two weeks after the end of each quarter
until project implementation is completed, commencing with the quarter
following the appointment of the PC.
6. Report on the progress of TA consultancy prepared by the PC.
- As specified in TOR.
7. Reports on Project Performance Indicators
-
As specified in the Project Monitoring Framework.
8. Project Implementation Completion Report prepared by the PC.
- Within three months of completion of practical completion of the Project.
AN
NE
X T
O A
PP
EN
DIX
5.7
QUARTERLY REPORT ON INVESTMENT COST OF PROJECT
($'000)
Elements of Project
Expenditure
for this
Quarter
Cumulative
Expenditure
to Date
Projected Expenditure
for the Quarter
Estimated
Expenditure
to Complete
Project
Latest
Estimate of
Expenditure
Project
Estimate
as per
Appraisal
Report
Variance
Favourable/
(Adverse)
Comments/
Reasons for Adverse
Variance and
Financing Proposal to
Meet Cost Overrun
Ending
Ending
Ending
(1)
(2)
(3)
(4)1
(4)2
(4)3
(5)
(6)
(7)
(8)
(9)
1. Land
-
2. Pre-Investment Study
-
3. Infrastructure Works
7,224
4. TA
300
5. Engineering Services
-
6. Project Management
-
Total Base Costs
7,524
7. Physical Contingencies
1,129
8. Price Contingencies
578
Total Project Costs
9,230
9. IDC
-
10. Commitment Fee
-
Total Financing Costs
9,230
Financing:
CDB: - OCR
9,230
GOBD
3,895
ANNEX TO APPENDIX 5.7 Page 2
GUIDELINES FOR COMPLETION OF
REPORT ON PROGRESS OF INVESTMENT COST
1. Elements of Project - The elements of the Project as outlined in the Appraisal Report must be recorded in this column. If it becomes necessary to further sub-divide the main elements of the
project, then the sub-elements should be grouped to facilitate the determination of the expenditure related to the main elements identified in the Appraisal Report.
2. Expenditure for this Quarter - The expenditure incurred in the quarter to which the report relates
in respect of each element of the project must be recorded in this column. 3. Cumulative Expenditure to Date - The expenditure incurred in respect of each element of the
project from the commencement of the project to the end of the quarter to which the report relates
must be recorded in this column.
4. Projected Expenditure for Quarter - An estimate of the expenditure to be incurred in each of the
next three quarters must be recorded in the columns 41, 42, and 43. 5. Estimate of Expenditure to Complete Project - This column should be completed only in respect
of those elements of the project, construction/installation of which stretches beyond three quarters
from the end of the quarter to which the report relates. Where a project extends over more than one year - four quarters - an estimate of the expenditure to be incurred in the period subsequent
to the year must be recorded in this column.
6. Latest Estimate of Expenditure - The amounts to be recorded in this column should be derived by
adding columns 3, 4123, and 5. The amounts recorded in this column should be the best estimate
of expenditure to be incurred in respect of each element of the project. These amounts may be less or greater than the appraised expenditure.
7. Project Estimates as per Appraisal Report - The estimate of expenditure to be incurred in respect
of each element of the project, as outlined in the Appraisal Report, must be recorded in this column.
8. Variance - The difference between columns 6 and 7 must be recorded in this column. Where the
amount in column 6 is less than that in column 7, a favourable variance results. An adverse variance results where the amount in column 6 is greater than that in column 7.
9. Comments - An explanation should be given for each variance which is more than 10% of the
project estimates as per Appraisal Report.
FIGURE 2.1
AERIAL PHOTOGRAPH OF PROJECT SITE
LAND AQUSITION AREAS LAND AREA (m2)
17/08/02/009 905.406 17/08/02/024 133.719
17/08/02/008 29 1.323 17/08/02/025 70.715 17/06/02/007 503.674
17/03/02/034 621. 152 17/12/07/003 475.6 46 17/07/05/015 107.944 17/08/05/00 1 199.346 17/08/0 1/0 12 25.926
TOTAL 3334.851
FIG
UR
E 2
.2
LAND ACQUISITION REQUIREMENTS
LAND AQUSITION AREAS
LAND AREA (m2)
AREA 1 315.039
Land Acquisition requirements shown by Hatched Areas
FIGURE 4.1
ONE-IN-TWENTY YEAR FLOOD MAPS
1-in-20 Year Flood Map of Speightstown Without Proposed Drainage Work
FIGURE 4.1
1-in-20 Year Flood Map of Speightstown With Proposed Drainage Work
Page 2