Upload
hakiet
View
217
Download
0
Embed Size (px)
Citation preview
PUBLIC DISCLOSURE AUTHORISED
CARIBBEAN DEVELOPMENT BANK
TWO HUNDRED AND SIXTY-FOURTH MEETING OF THE BOARD OF DIRECTORS
TO BE HELD IN BARBADOS
DECEMBER 11, 2014
PAPER BD 94/14
INTEGRATED SOLID WASTE MANAGEMENT PROJECT - GRENADA
(President’s Recommendation No. 895)
1. This Report appraises a request from the Government of Grenada, (GOGR), for a loan to finance a
Project to improve and sustain integrated solid waste management in Grenada. The Project will include
consulting services, works to waste disposal sites, and the supply of equipment. Through activities that
include the revision of sector and institutional strategies, the development of action plans, and a programme to build awareness of appropriate waste management practices, the Project will contribute to improved
environmental sustainability in Grenada.
2. On the basis of the Report, I recommend:
(a) a loan to GOGR to be onlent to Grenada Solid Waste Management Authority (GSWMA) of
an amount not exceeding the equivalent of ten million seven hundred thousand United States dollars (USD10.7 mn) from the Special Funds Resources (SFR) of the Caribbean
Development Bank (CDB) ; and
(b) a grant to GOGR for use by GSWMA of an amount not exceeding the equivalent of point
three million United States dollars (USD0.3 mn) from CDB’s SFR to assist with financing the institutional strengthening of GSWMA;
on the terms and conditions set out and referred to in Chapter 7 of the attached Report; and
3. Funds are available within CDB’s existing resources and/or borrowing programme for the relevant
disbursement period.
This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.
PUBLIC DISCLOSURE AUTHORISED
CARIBBEAN DEVELOPMENT BANK
APPRAISAL REPORT
ON
INTEGRATED SOLID WASTE MANAGEMENT PROJECT - GRENADA
Considered at the Two Hundred and Sixty-Fourth Meeting of
the Board of Directors on December 11, 2014
(BD 94/14)
AR 14/11
Director (Ag.)
Projects Department
Andrew Dupigny
Division Chief (Ag.) Economic Infrastructure Division
Daniel Best
DECEMBER 2014
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.
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:
William Ashby, Portfolio Manager/Coordinator; Claudia James, Operations Officer (Technical Cooperation) [Analyst]; Hopeton Peterson, Operations Officer (Environment); Elbert Ellis, Operations Officer (Social Analyst); Clarence Hinkson, Economist; Leah Bobb-Semple, Legal Counsel; Richard Look Kin, Risk Management Officer; and Karene Daniel, Coordinating Secretary.
CURRENCY EQUIVALENT
Dollars ($) throughout refer to Eastern Caribbean Dollars (XCD) unless otherwise stated.
USD1.00 = XCD2.70
XCD1.00 = USD0.37
ABBREVIATIONS
ASL - Above Sea Level
BMCs - Borrowing Member Countries BOD - Board of Directors
CAE - Coordinator – Awareness and Education
CDB - Caribbean Development Bank CPI - Consumer Price Index CSO - Central Statistics Office
CUs - Credit Unions DWA - Decent Work Agenda
ECCB - Eastern Caribbean Central Bank
EFSI - Environmentally Friendly Schools Initiative EIA - Environmental Impact Assessment EMP - Environmental Monitoring Plan
ESMP - Environmental and Social Management Plan
GDP - Gross Domestic Product GM - General Manager GOGR - Government of Grenada
GRENLEC - Grenada Electricity Services Co Ltd. GSWMA - Grenada Solid Waste Management Authority IDC - Interest during Construction
ISP - Implementation Support Plan ISWM - Integrated Solid Waste Management ISWMSC - Integrated Solid Waste Management Steering Committee M&E - Monitoring and Evaluation
mn - million MOE - Ministry of Education
MOF - Ministry of Finance
MOH - Ministry of Health MOH_L - Ministry of Health Liaison Officer
MOSDH - Ministry of Social Development and Housing NAWASA - National Water and Sewerage Authority NAWASA_L - National Water and Sewerage Authority Liaison Officer
NWMS - National Waste Management Strategy OECS - Organisation of Eastern Caribbean States OIE - Office of Independent Evaluation p.a. - per annum
PAEP - Public Awareness and Education Programme PC - Project Coordinator
PCR - Project Completion Report PIT - Project Implementation Team PL - Perseverance Landfill
(ii)
1 kilometre (km)
1 square kilometre (km2)
=
=
0.621 mile (mi)
0.386 square mile 1 metre (m) = 3.281 feet (ft) 1 square metre (m
2) = 10.756 square feet
1 tonne = 1.1 tons
1 hectare = 2.47 acres
PLW - Project Launch Workshop
PPE - Project Performance Evaluation ROA - Return on Assets
ROE - Return on Equity SDF - Special Development Fund
SFR - Special Funds Resources S I A - Social Impact Assessment
SMS - Storm Water Management System SOL - School Outreach Liaison
SWM - Solid Waste Management TA - Technical Assistance
TOR - Terms of Reference TPH - Total Petroleum Hydrocarbons
USD - United States Dollars WMA - Waste Management Act (2001)
MEASURES AND EQUIVALENTS
(mi2)
(ft2)
TABLE OF CONTENTS
COUNTRY DATA: GRENADA
LOAN AND PROJECT SUMMARY
1. STRATEGIC CONTEXT AND RATIONALE2. PROJECT DESCRIPTION
3. FINANCING STRUCTURE AND COSTS4. PROJECT VIABILITY5. RISK ASSESSMENT AND MITIGATION
6. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT AND IMPLEMENTATION7. TERMS AND CONDITIONS
APPENDICES
1.1 MACROECONOMIC AND MACROSOCIAL CONTEXT
1.2 GRENADA SOLID WASTE MANAGEMENT AUTHORITY – ORGANISATIONAL
CHART
1.3 WASTE PICKERS 2.1 ADDITIONAL PROJECT DETAILS
2.2 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR THE REVISION OF THE NATIONAL WASTE MANAGEMENT STRATEGY
2.3 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR PLANNING AND CAPACITY BUILDING IN GRENADA SOLID WASTE MANAGEMENT AUTHORITY
2.4 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR COMMERCIAL COMPOSTING STUDY
2.5 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR THE
DEVELOPMENT AND IMPLEMENTATION OF A PUBLIC AWARENESS AND EDUCATION PROGRAMME
2.6 DRAFT TERMS OF REFERENCE – CONSULTING ENGINEERING SERVICES FOR FINAL DESIGNS AND CONSTRUCTION SUPERVISION
2.7 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR MONITORING AND EVALUATION
2.8 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR PROJECT COORDINATOR
3.1 PROJECT COST, PHASING AND FINANCING PLAN 4.1 HISTORICAL BALANCE SHEETS FOR THE YEARS ENDED DECEMBER 31
4.2 HISTORICAL STATEMENTS OF INCOME FOR THE YEARS ENDED DECEMBER 31
4.3 HISTORICAL STATEMENTS OF CASH FLOW FOR THE YEARS ENDED
DECEMBER 31
4.4 HISTORICAL FINANCIAL RATIOS, 2009-2013 FOR THE YEARS ENDED DECEMBER 31
4.5 WASTE DELIVERED TO PERSEVERANCE AND DUMFRIES LANDFILLS AND
WASTE DIVERSION SERVICES PROVIDED, 2009-2013 4.6 ASSUMPTIONS TO THE FINANCIAL ANALYSIS
4.7 PROJECTED BALANCE SHEETS – 2014-23 FOR THE YEARS ENDED DECEMBER 31
(ii)
4.8 PROJECTED STATEMENTS OF INCOME – 2014-23 FOR THE YEARS ENDED DECEMBER 31
4.9 PROJECTED STATEMENTS OF CASH FLOWS, 2014-23 FOR THE YEARS ENDED
DECEMBER 31 4.10 PROJECTED FINANCIAL RATIOS, 2014-23 FOR THE YEARS ENDING
DECEMBER 31 4.11 DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN 4.12 GENDER MARKER ANALYSIS
4.13 GENDER ACTION PLAN
4.14 ENVIRONMENTAL IMPACT ASSESSMENT SUMMARY
6.1 PROPOSED PROJECT MANAGEMENT ORGANISATIONAL STRUCTURE
6.2 RESPONSIBILITIES OF THE PROJECT IMPLEMENTATION TEAM
6.3 DUTIES AND COMPOSITION OF THE INTEGRATED SOLID WASTE
MANAGEMENT STEERING COMMITTEE 6.4 DRAFT PROJECT IMPLEMENTATION SCHEDULE 6.5 PROJECT IMPLEMENTATION SUPPORT PLAN 6.6 PROCUREMENT PLAN
6.7 ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE 6.8 REPORTING REQUIREMENTS
FIGURES
1.1 LOCATION OF PROJECT SITE ON MAP OF GRENADA
2009 2010 2011 2012 2013
PER CAPITA GDP (current market prices; $) 18,858 18,624 19,909 20,452 21,365
GROSS DOMESTIC PRODUCT (GDP)
GDP at Current Market Prices ($mn) 2,082.4 2,081.7 2,102.3 2,159.7 2,256.1
Consumption Expenditure 2,053.3 2,152.2 2,221.9 2,317.5 2,379.5
Gross Domestic Investment 498.2 458.2 418.6 353.0 453.0
Exports of goods and non-factor services 505.5 496.2 529.7 557.5 566.3
Imports of goods and non-factors ervices 974.7 1,024.8 1,067.8 1,068.4 1,142.7
Gross domestic savings ratio (%) 1.4 (3.4) (5.7) (7.3) (5.5)
Sectoral distribution of current GDP (%)
Agriculture & Fishing 5.3 5.2 5.2 5.6 5.6
Mining & Quarrying 0.5 0.4 0.3 0.2 0.3
Manufacturing 3.8 4.0 3.9 3.8 3.7
Utilities 4.4 4.5 4.5 4.6 4.4
Construction 8.2 8.2 6.9 5.7 6.9
Transport & Communication 14.2 13.1 12.9 12.2 12.0
Hotels & Restaurants 5.0 4.0 4.4 3.8 3.8
Wholesale & Retail Trade 7.5 7.9 8.2 8.2 8.0
Financial & Business Services 21.0 20.9 20.6 20.9 19.6
Government Services 28.9 30.3 31.6 33.7 34.3
Other Services 3.0 3.0 2.9 2.9 2.8
Less: Imputed Service Charge 1.5 1.5 1.3 1.5 1.3
GDP at Current Factor Cost ($mn) 1,824.9 1,797.3 1,803.9 1,863.9 1,960.8
GDP at constant 2006 Prices ($mn) 1,654.0 1,621.1 1,623.4 1,614.1 1,664.8
Annual rate of growth in GDP (%) (5.6) (2.0) 0.1 (0.6) 3.1
MONEY AND PRICES ($ mn)
Consumer prices (av. annual % change) (0.3) 3.4 3.0 2.4 0.0
Money supply (M1; annual % change) (10.0) 3.0 (5.1) 2.6 11.9
Total domestic credit(net) 1,641.8 1,699.1 1,782.5 1,857.4 1,695.4
Private sector (net) 1,668.8 1,762.2 1,800.3 1,803.2 1,700.4
Public sector (net) (27.0) (63.1) (17.8) 54.2 -5.0
Estimated Tourism Expenditure (USD mn) 111.9 111.6 116.8 121.6 120.2
CENTRAL GOVERNMENT FINANCES ($ mn)
Current Revenues 401.8 414.9 425.7 425.3 430.2
Current Grants 16.4 17.5 0.0 0.7 0.0
Current Expenditures 416.6 408.5 420.8 458.1 443.4
Current AccountSurplus/ (Deficit) 1.6 23.8 4.9 (32.1) (13.2)
Capital Revenue and Grants 12.9 33.3 60.2 20.9 26.6
Capital Expenditure and Net Lending 117.1 107.9 131.5 108.4 134.9
Overall Surplus/ (Deficit) (102.6) (50.8) (66.4) (119.6) (121.5)
BALANCE OF PAYMENTS (USD mn)
Merchandise Exports (f.o.b) 35.3 31.1 37.2 42.8 46.5
Merchandise Imports (c.i.f) 262.9 285.6 295.3 300.3 324.2
Trade balance (227.6) (254.5) (258.1) (257.5) (277.7)
Net Balance on services account 53.8 58.6 58.8 68.3 64.2
Income (net) (63.0) (39.9) (31.8) (34.3) (25.7)
Transfers (net) 39.6 31.8 24.1 30.3 26.4
Current Account Balance (197.2) (204.0) (207.0) (193.2) (212.8)
TOTAL PUBLIC DEBT (USD mn)
Total public debt 699.9 731.8 785.3 826.1 893.3
Domestic debt outstanding 209.7 215.9 246.7 279.0 302.4
External debt outstanding 490.2 515.9 538.6 547.1 590.9
Central Government Debt Service 21.3 24.7 46.4 57.6 26.4
Amortisation 9.9 12.7 27.3 30.3 14.0
Interest Payments 11.4 12.0 19.1 27.3 12.4
External debt service as % of exports of goods and services 11.4 13.4 23.7 27.9 12.6
Debt service as % of current revenue 25.3 21.0 29.4 36.6 16.6
COUNTRY DATA: GRENADA
Demand Components:
AVERAGE EXCHANGE RATE
Dollar(s) per US dollar 2.7 2.7 2.7 2.7 2.7
2009 2010 2011 2012 2013
POPULATION Mid-Year Population ('000) 110.4 111.8 105.6 105.6 105.6
Population Growth Rate (%) 0.6 1.2 (5.5) 0.0 0.0
EDUCATION
Net School Enrollment Ratio (%)
Primary 68.0 76.3 74.0 92.9 93.2
Secondary 68.2 61.3 67.0 90.2 91.4
Primary 18 17 20 17 18
Secondary 16 15 15 13 14
LABOUR FORCE
Unemployment Rate (%) … … … … 33.5
1990 2000 2010 2011 2012
INDICATORS OF HUMAN DEVELOPMENT
HEALTH
Life Expectancy at Birth (years) 69.7 65.3 73.0 76.0 …
Male 67.0 66.4 70.0 74.0 …
Female 73.0 63.7 76.0 78.0 …
Dependency Ratio 0.87 … 49.8 50.6 49.6
Male 0.85 … … … …
Female 0.88 … … … …
Human Development Index … 0.738 … … …
Households with piped water (%) 63.3 … 68.0 73.5 …
Households with access to flush toilets (%) 36.1 … 61.4 61.8 …
Households with electricity (%) 68.7 … 89.9 88.3 …
COUNTRY DATA: GRENADA
Pupil-Teacher Ratio
Source(s): ECCB Research Dept.; CDB estimates.
… not available;
Data as at November 13, 2014
LOAN AND PROJECT SUMMARY
Financial Terms and Conditions
Borrower: Government of Grenada (GOGR)
Amortisation Period: Special Funds Resources (SFR): 30 years
Executing
Agency:
Grenada Solid Waste Management Authority (GSWMA)
Grace Period: SFR: 10 years
Disbursement Period: September 30, 2015 to December 31, 2018
Source Amount
SFR – Loan: SFR - Grant
USD 10.700 million (mn) USD 0.300 mn
SFR Interest Rate: 2.0 % per annum (p.a.)
Total Loan and Grant: USD 11.000 mn (72%)
Counterpart: $11.265 mn (28%) (USD 4.172 mn)
Commitment Fee: N/A
Total: $40.965 mn (100%) (USD 15.172 mn)
Risk Management
Country Rating: N/A Overall Project/Entity Score: N/A Outlook: N/A
Limit: N/A
Public Sector Lending as at November 25, 2014: USD (mn)
Approvals: 215.6
Disbursements: 199.3
Repayments: 72.3
Undisbursed: 17.4
Outstanding Loans: 127.0
Availability (Adjusted for Approvals): N/A
Availability (Adjusted for Approvals and Disbursements): N/A
Incremental Capital Adequacy Charge: N/A
Office of Risk Management (ORM) Commentary:
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
No. Indicator 2014 2015 2016 2017
1. National/sector strategies/legal frameworks
developed or implemented to improve capacity for climate resilient conservation, rehabilitation, or
sustainable management
(NWMS and GSWMA strategies)
0 - 2
2. Community infrastructure built/upgraded
(New sanitary landfilling facility and closure of old
sites)
0 - 1 3
3. Beneficiaries of community infrastructure interventions
- Male
- Female
0 - - 54,434
53,165
(ii)
Project Summary
Project Outcome and Description:
The outcome of the Project will be improved and sustained Integrated Solid Waste Management (ISWM). The proposed project includes the following components:
(a) Land: Approximately 3,700 m2 of land for civil works;
(b) Civil Works: Works comprising cell development at Perseverance Landfill (PL); Closure of the
existing “Old Dumpsite” at Perseverance; Closure of original PL cells; and new Sanitary Facilities
accessible by waste pickers;
(c) Equipment: The supply of equipment and vehicles to effect and support GSWMA operations;
(d) Institutional Strengthening and Capacity Building: Consultancy services for Revision of the National Waste Management Strategy (NWMS); GSWMA Strengthening and Capacity Building; and a Commercial Composting Study;
(e) Public Awareness and Education Programme (PAEP): Services for the development and implementation of stakeholder awareness and education activities;
(f) Engineering Services: Consulting services for preparation of final designs and tender documents and
construction supervision for the Civil Works;
(g) Monitoring and Evaluation (M&E): Consultancy services for the development and implementation of
an M&E programme; and
(h) Project Management: Consultancy services for the function of a Project Coordinator (PC) and the
provision of counterpart staff, facilities and services to manage project implementation.
CDB/Special Development Fund (SDF) Contributions to Country Outcomes – Key Outcomes:
(iii)
Exceptions to CDB Policies:
Gender Marker Summary
Gender Marker Analysis Data Engagement Response Score Code
1.0 0.5 1.0 0.5 3.0 GM1/
1 GM – Gender Mainstreamed. Project has potential to contribute significantly to gender equality. See Appendix 4.12
for Gender Marker Analysis.
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
1. STRATEGIC CONTEXT AND RATIONALE
LOAN REQUEST
1.1 By letter dated September 3, 2014, GOGR requested the assistance of CDB in financing a project to fulfill Grenada’s solid waste management (SWM) objectives, including the development of facilities for the disposal of waste in a manner consistent with sound environmental principles.
MACROECONOMIC AND SOCIAL CONTEXT
Macroeconomic Context
1.2 The Grenadian economy contracted by an average of 2% p.a over the four-year period 2009-12,
mainly from the impact of the global financial and economic crisis. Weak domestic demand, coupled with increased tax exemptions and other incentives to maintain employment levels and jumpstart economic
activity, was reflected in a general deterioration of the recurrent fiscal balance. A similar widening of the
overall fiscal deficit resulted from attempts to boost capital expenditure, which in turn increased public
sector indebtedness. Domestic credit growth remained anemic in tandem with the weak economic activity and non-performing loans have trended upward. In 2013, however, a pickup in tourism related construction
activity and continued expansion of the curriculum and registrations at St. George’s University,
underpinned a 3.1% rebound in growth. This growth momentum has continued into 2014, but is expected to be dampened somewhat from the implementation of a three-year fiscal consolidation programme which
got underway in January 2014.
1.3 Growth prospects associated with a strong recovery remain challenging for Grenada because,
despite a continuation of the growth momentum in 2014, conditions in the economies of the main trading
partners remain fragile. The fiscal consolidation programme being implemented will have a dampening
effect on growth in the near-term, but improved growth dynamics are among the likely positive outcomes of the imminent debt restructuring which is expected to reduce the high fiscal drag by providing debt
servicing relief and thus facilitate growth-enhancing investments. The establishment of fiscal buffers,
coupled with the maintenance of a primary surplus, will also help to cushion against shocks, including natural disasters, as Government attempts to implement an all-inclusive growth programme.
Social Context
Demographic Characteristics
1.4 Grenada’s population moved from an estimated 104,769 in 2003, to 107,599 in 20121. Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less than 15 years
(24,318) constituting 20.6% of the population. Meanwhile, only 10.55% of the population (or 15,191) is
over the age of 65. The sex distribution of the population is practically equal with 50.59% of the population being male and 49.41% being female.
1 Census was undertaken by Central Statistics Office (CSO).
- 2 -
Poverty and Human Development
1.5 The poverty profile of Grenada has deteriorated over the years, moving from a recorded incidence
level of 32.1% in 1998, to 37.7% in 2008, according to the most recent poverty study2. The greatest
incidence of poverty was recorded in the parish of St. Patrick. Approximately 56.67% of residents in that
parish live in poverty. The second largest incidence of poverty, 54.46%, was recorded in the parish of St. Mark. Following on those two parishes were St. Andrew (44.68%), St. John (36.67%), and St. George (35.10%). The Project site is located on the western side of St. George. At the time of the Study,
more males (39.5%) than females (36.2%) lived in poverty in the country.
1.6 Indicators from the last study, in addition to highlighting the rural concentration of poverty,
revealed that despite its increase, coping mechanisms improved, resulting in a marked reduction in level of indigence from 12.9% in 1998, to a mere 2.4% in 2008. This reality was accompanied by a fall in the Gini
Coefficient from 0.45 to 0.37 over the decade of 1998-2008. However, despite this fall, significant inequality exists, with the most affluent 10% of the population consuming almost one-third (29.8%) of total
goods and services, whilst the poorest 10% consume just 2.9%. Closely correlated to the high inequality is
the level of unemployment which was estimated to be 34.9%3 among the poor, 10.0 percentage points above
the national level of unemployment. At the same time, 19.2% of the non˗poor were estimated to be unemployed. Further, 31.5% of those who were employed constituted the working poor, while the poor
constituted 36.3% of the total labour force. If poverty co-varies with unemployment, then the increased rate of unemployment to 33.5% in 2014, may suggest an increase in poverty beyond the 2008-observed
poverty incidence of 37.7%.
PL Area
1.7 A number of communities are located within a two-mile radius of PL. These are well-established
communities which are characterised by low to middle-income households. These households derive their income from diverse sources. The majority earn their livelihood from agriculture and fishing while others
make a living in the public, informal and services sectors, and others are self-employed. Further details of
the Macroeconomic and Macrosocial Context, including the PL area, are given at Appendix 1.1.
1.8 The unsanitary conditions at PL have compromised the community’s use of an important
recreational area (Halifax Harbour) located in close proximity. The conditions also harbour disease vectors, particularly rats and mosquitoes. These in particular, have contributed to the recent transmission
of dengue and chikungunya illnesses which have affected large numbers of the population, including workers on site (also waste pickers) and contributed to productivity losses. About 30 informally self-
employed waste pickers from the society’s lower quintiles currently derive their livelihood from recycling activities at the dump. However, they face constant daily challenges including health risks and injury
resulting from the unregulated and unsystematic manner of their operations.
SOLID WASTE MANAGEMENT SECTOR ANALYSIS
1.9 Over the period 2010-13, approximately 35,000 tonnes of solid waste were generated each year in
Grenada, Carriacou, and Petite Martinique, with 96% being generated on mainland Grenada. This represented an increase of approximately 17% from a decade earlier, compared to an increase in population
of around 3%. The per capita waste generation rate, 0.90 kg per day, is marginally below the average
2 Data from the Country Poverty Assessment report for Grenada, Carriacou and Petit Martinique (2008) conducted
by the GOGR with CDB support. On the basis of the poverty line of XCD$5,842.00 it was estimated that an annual
average income of XCD$585.95 would raise most poverty stricken individuals marginally above the poverty line. 3 Data obtained from the findings of the Labour Force Survey conducted in 2014 by CSO.
- 3 -
1.1 kg/capita/day for Latin America and the Caribbean4. In excess of 50% of Grenada’s waste stream comprises organics and biodegradables, and household waste represents about 62% of the waste disposed.
Organisation and Administration
1.10 The Ministry of Health (MOH), under the Public Health Act (Cap 263), has responsibility for regulation of the waste management sector through the Abatement of Litter Act (1973) and the Waste
Management Act (2001) [WMA]. WMA outlines requirements for waste haulers and other waste management service providers, including waste disposal facility operators. It provides for the issuance of
waste management licences, waste haulage permits and the management of used oil (hazardous waste), and addresses most aspects of waste management. The Act also mandates the preparation and review on a five-
yearly cycle, of a NWMS for Grenada to guide the sustainable management of waste in Grenada5. The first version of NWMS was completed in 2003. It has not been reviewed to date due to the limited institutional
capacity and the scarcity of financial resources.
1.11 Established under the Grenada Solid Waste Management Authority Act (1995), GSWMA has
responsibility for the collection and disposal of residential solid waste. GSWMA is also responsible for the
operation of sites for the disposal of all non-hazardous solid waste, and reports to the Ministry of Agriculture, Lands, Forestry and Fisheries and the Environment. GSWMA’s Organisational Chart is
presented at Appendix 1.2.
Collection
1.12 There is strong private sector participation in waste management in Grenada, and GSWMA contracts the collection of solid waste from residential and institutional premises to private firms with a
fleet of about 35 collection vehicles. For this purpose, Grenada is divided into seven zones, each serviced
by one collection contractor that is required to provide curbside collection and collection from communal receptacles sites in accordance with agreed standards. Where road access permits, curbside collection
occurs twice weekly. Communal receptacles are intended to serve areas where road access is limited.
GSWMA is satisfied with the performance of the collection contractors and, based on anecdotal reports, householders are also generally satisfied with the service provided. Private sector participation transfers
primary concern for maintenance of collection vehicle fleets and staffing issues from GSWMA. GSWMA
operates three compactor trucks to service special public events and for emergency use when collection
contractors are unable to provide service. GSWMA also outsources the cleaning of streets in towns and provides a commercial skip service using one truck. The commercial and construction sectors are required
to establish private waste collection arrangements. Excluding the GSWMA collection contracts, private
haulers deliver 35% of the waste materials handled by GSWMA at its disposal facility.
Disposal
1.13 The arrangements for waste disposal have not changed commensurately with the progressive
developments in solid waste collection over the last 15 years, principally due to limited financial resources.
There are two official landfill sites in Grenada; one on mainland Grenada, and another located on Carriacou. On mainland Grenada, the facility currently in use is a dump site located at Perseverance, situated on the
south-western coast, about 8 kilometres north of the capital St. George’s, and 200 metres inland from the
Caribbean Sea. The dump has been in use since the 1960s, and receives all of the island’s domestic,
4 What a Waste: A Global Review of Solid Waste Management; World Bank (2012). 5 This refers to the management of “any discarded material, liquid or solid (other than foul water or sewage) from
residential, commercial, institutional, industrial and agricultural operations, including vehicles, ships and aircrafts”.
- 4 -
industrial, commercial, institutional, green and ship-generated waste. Bio-medical waste generated in the health sector is incinerated at St. George’s General Hospital and the Princess Alice Hospital.
1.14 In January 2001, a new sanitary engineered landfill was commissioned at Perseverance, adjacent
to the old dumpsite. The design of PL included six cells, referred to as Cells 1 through 6. Only Cell 1 was
initially developed. In December 2001, a landslide lead to the suspension of operations at PL, and a resumption of operations at the old dumpsite. Landfilling subsequently continued at PL from 2005-11,
when parts of the unlined Cells 2 and 3 were also used as a dump. GSWMA proposes to revert to operating
at Cells 1 and 2 at PL until sanitary landfilling facilities become available. The location of PL is shown on Figure 1.1.
Materials Recovery
1.15 Currently, diversion of waste at source occurs on a small scale, mainly limited to commercial
operations through activities such as the export of crushed bottles by beverage companies and the collection of items such as cardboard boxes from supermarkets. Much of the materials recovery occurs at PL through
the work of approximately 30 waste pickers6 (23 men, 7 women) who operate informally at the dumpsite, recovering metals and other materials for sale to exporters. As discussed at Appendix 1.3, GSWMA
proposes to introduce and enforce health and safety and other requirements for these activities at its disposal site, in order to protect the well-being of these workers, and to ensure that their activities do not disrupt
landfilling operations. GSWMA also proposes to limit participation in this activity to existing pickers.
Financing
1.16 GSWMA is funded primarily from the collection of environmental levies applied in respect of
persons, goods and services as prescribed in the Environmental Levy Act (Cap 90B, 1997). The Levy is
applied to residential customers through charges of $5 or $10 on electricity bills. Environmental levies
are also applied to: the import of vehicles; white goods and beverage containers; visitors; ships entering Grenada; ship-generated waste; and domestic waste haulage and tipping services. The Levy collected by
the Grenada Electricity Services Co. Ltd. (GRENLEC) through electricity bills is paid directly to
GSWMA, and the levies on visitors and marine vessels are collected and paid through the Grenada Airport Authority and the Grenada Ports Authority. Levies on imports, collected by the Comptroller of Customs,
are directed to the Consolidated Fund, and disbursements are subsequently made to GSWMA.
Issues and Constraints
1.17 The following are among other main issues and constraints affecting the solid waste management sector in Grenada:
(a) Inadequate Landfill Capacity: At present, Perseverance is the only site acceptable to
stakeholders for landfill operations. The old dump will exhaust its capacity to receive waste by August 2015. The need to adopt ISWM practices to reduce the volume of landfill
waste is critical. ISWM is characterised by a hierarchy of options, including disposal,
resource recovery, and waste reduction, in increasing order of desirability.
(b) Environmental Degradation: Measurement and observation over the past 20 years have
indicated a consistent deterioration of environmental conditions in the ecosystems within
6 Waste pickers is a term used to refer to people who make a living by selling recyclables found in trash. They are
found in city streets, in the dumps, and on trucks that collect and transport to disposal locations. In Grenada, the
majority of them are found at PL.
- 5 -
which the waste disposal activities have been occurring. Contaminants detected in water
samples at elevated levels included faecal coliforms, nitrates, sulphates and phosphates.
This deterioration has impacted the biodiversity of coastal and marine environment around
Halifax Harbour, resulting in the loss of social and economic functions of these ecosystems. Conditions at the dump also foster disease vectors, particularly rats and mosquitoes, the
latter transmitting dengue and chikungunya, illnesses affecting large numbers of the
population and contributing to significant losses in productivity.
(c) Weaknesses in the Policy, Legal and Regulatory Framework: The current environment is
defined by several independent pieces of legislation. However, there remain gaps which contribute to weaknesses in the system. Draft amendments to the Environmental Levy Act
and the Grenada Solid Waste Management Authority Act are under review by GOGR.
These amendments have not yet been placed on the legislative agenda. The absence of
regulations to support solid waste legislation limits the functioning of key aspects of these laws. Weaknesses include:
(i) the lack of clarity about the responsibilities and authority of various parties in the enforcement of provisions against illegal dumping and littering, particularly the
Public Health Department;
(ii) inconsistencies in the provisions relating to the Environmental Levy, including the exclusion of businesses from payment of the Levy as applied to residential
customers through electricity bills towards waste collection and disposal services;
(iii) inadequate definition of the role of GSWMA in the physical planning and
development process.
(d) Absence of a Current Long-Term Strategy: A current strategy is required to promote and
sustain environmentally sustainable solid waste management practices.
(e) Inadequate Financial Resources: The Environmental Levy provides a good mechanism for
cost recovery, and has been relatively successful. However, the system depends on the
collection of the Levy by others, and the subsequent transfer of funds to GSWMA.
The lack of timely transfer of funds from the Consolidated Fund is the largest source of
financial strain on GSWMA.
(f) Inadequate Enforcement: Illegal dumping of waste in unapproved sites, particularly waste
generated by the construction sector, is negatively impacting the environment.
(g) Limited Institutional Capacity: GSWMA is operating without a current strategic plan and key operational plans and procedures. The lack of effective M&E capacity, and the
limited exposure of staff to training specific to SWM, were among other weaknesses identified by CDB staff.
(h) Weak Coordination among Agencies: The effectiveness of SWM is hindered by weak
coordination among GOGR ministries and other agencies.
- 6 -
(i) Limited Public Awareness and Participation: While GSWMA promotes SWM awareness
through a range of community outreach and media initiatives, including its
Environmentally Friendly Schools Initiative (EFSI), the authority perceives a lack of understanding among stakeholders about appropriate SWM practices.
COUNTRY’S SECTOR STRATEGY
1.18 The sustainable management of the environment has long been accorded a high priority by GOGR
through the enactment of legislation to promote environmental protection and the establishment of implementing agencies. WMA identifies SWM objectives which are also articulated in NWMS, which
remains the principal instrument for operationalising national SWM policies. The primary objectives
encompass further regulatory development and clarification of the roles defining interaction between
GOGR agencies; enhanced institutional capacity; the implementation of sustainable waste diversion activities; increased private sector involvement in the provision of SWM services; and operation of an
enhanced system for the payment for waste management services by users.
1.19 Grenada’s strategic vision for waste also incorporates the capture of energy contained in waste disposal sites through the use of appropriate technology. GOGR proposes to develop a Request for
Proposals to select a partner for a waste-to-energy which will further divert waste from landfilling, though a landfill would continue to be required. A systematic approach is being pursued in that regard.
1.20 GOGR’s comprehensive framework represents an ISWM approach7, and seeks to: reduce the
quantity of waste requiring disposal; reduce the costs for waste collection and disposal; reduce environmental and health impacts; promote efficient use of waste resources; and ultimately, extend the
useful life of waste disposal sites. Through WMA, GOGR established a target for the reduction of solid waste generated by five percent per decade, until a 50% reduction is achieved through source reduction,
recycling and composting activities. To date, the objectives of ISWM in Grenada remain largely unmet as initiatives in SWM have been skewed towards the collection and disposal parts of the waste management
cycle.
LINKAGE OF PROJECT TO CDB’S STRATEGIC OBJECTIVE AND POVERTY GOALS
1.21 The current framework for SWM in Grenada was established as an outcome of the Organisation
of Eastern Caribbean States (OECS) Solid Waste Management Project, an initiative financed by CDB and
other development partners. The changes arising from CDB financing of projects in the sector in 1995 and 1999 included the development of pertinent legislation and NWMS; an improved collection process
and coverage; improved disposal arrangements; and the development of a relatively successful cost-
recovery system for SWM. Enhanced environmental sustainability through improved SWM was among
the goals identified in Grenada’s Country Strategy Paper, 2014-18, which was approved by CDB’s Board of Directors (BOD) in May 2014.
1.22 The proposed project is consistent with:
(a) CDB’s Strategic Objective of Supporting Inclusive Growth and Sustainable Development.
(b) CDB’s Corporate Priorities to Strengthen/Modernise Social and Economic Infrastructure
and Promote Environmental Sustainability.
7 UNEP Integrated Waste Management Scorecard.
- 7 -
(c) SDF8 Strategic Themes of Environmental Sustainability and Climate Change and
Inclusive and Sustainable Growth.
(d) SDF 8 theme of Capacity Building to Strengthen Good Governance.
(e) CDB’s Climate Resilience Strategy 2012-17.
PROJECT RATIONALE
1.23 The Strategy for SWM in Grenada is dated, and must be updated to reflect current technologies and practices, particularly for waste diversion. The absence of regulations contributes to weak enforcement of
existing laws, which further undermines the administration of the SWM. It also prevents the development
of new incentive regimes for waste diversion activities. GSWMA lacks adequate financial resources,
planning, management, and operational capacity, and therefore there is a critical need to build technical capacity and management systems. While collection services are adequate, the current disposal
arrangements are unsustainable and compromise the environment, and the use of recycling and other waste
diversion methods is minimal. The sole landfill site on mainland Grenada is expected to become unusable by August 2015. Overall, current SWM practices do not reflect modern “best practices” and do not accord
with the long-term ISWM objectives of GOGR.
1.24 The Project proposes to develop sanitary, engineered cells at PL to provide necessary landfill space and to avoid further degradation of the country’s environment. To ensure that the life of the landfill is
maximised, the Project will enhance the legal, policy, strategic and institutional frameworks for
implementation of ISWM to encourage increased waste diversion and contribute to increased stakeholder awareness and participation in recycling, through increased public awareness of the benefits of ISWM and
opportunities for recycling and composting. Waste pickers, among the main actors in current waste
diversion efforts, now operate in unsanitary and unsafe conditions. The Project will provide sanitary facilities, including a rest area accessible to the waste pickers off the site of PL, and contribute to enhanced
health and safety practices in their activities.
1.25 Although the collection operations for SWM are principally undertaken by private contractors, GSWMA maintains a limited collection capacity to ensure that no disruption to collection services occurs.
Due to the loss of service of some vehicles because of age and maintenance requirements, this capacity has
diminished. The Project will replace a number of aged vehicles which are no longer serviceable and provide a vehicle for use in the performance of project management functions. GSWMA also lacks key pieces of
landfill workshop equipment, including tools to adequately process tyres for disposal or recycling. The
Project will provide key pieces of equipment to support landfill operations.
2. PROJECT DESCRIPTION
PROJECT OUTCOME
2.1 The anticipated outcome of the Project is improved and sustained ISWM in Grenada.
PROJECT COMPONENTS
2.2 The Project will consist of the following components:
(a) Land: Approximately 3,700 m2 of land for civil works.
- 8 -
(b) Civil Works: Works comprising:
(i) Cell development at PL;
(ii) Closure of the “Old Dumpsite” at Perseverance;
(iii) Closure of original PL Cells; and
(iv) Sanitary facilities accessible by waste pickers (est. 23 men, 7 women).
(c) Equipment: The supply of equipment and vehicles to effect and support GSWMA operations.
(d) Institutional Strengthening and Capacity Building: Consulting services for:
(i) Revision of NWMS, including a review of the relevant legislation and
recommendations for improving consistency with current requirements.
(ii) GSWMA Strengthening and Capacity Building. The preparation of strategic, contingency and training plans, and training of male and female staff in areas
specific to SWM; and
(iii) Commercial Composting Study – Study to assess the feasibility of commercial
composting operations by private sector stakeholders.
(e) Public Awareness and Education Programme: Services for the development and
implementation of stakeholder awareness and education activities.
(f) Engineering Services: Consulting services for preparation of final designs and tender documents and construction supervision for the Civil Works.
(g) Monitoring and Evaluation (M&E): Consulting services for the development and implementation of an M&E framework.
(h) Project Management: Consulting services for the function of PC and counterpart staff, facilities and services to manage project implementation.
2.3 Details of the Project components are presented in Appendix 2.1. Draft Terms of Reference (TOR) for the consulting services are set out at Appendices 2.2 through 2.8.
LESSONS LEARNED AND INCORPORATED INTO DESIGN
2.4 Significant lessons drawn from the experience of CDB and other development agencies which are
applicable to this project, including from the OECS Solid Waste Management Project, include the
following:
(a) The importance of an integrated approach to SWM has been demonstrated within CDB’s
Borrowing Member Countries (BMCs). Accordingly, the Project design incorporates outputs and mechanisms that provide appropriately engineered disposal facilities; improve
the policy, legal and institutional framework within which the SWM sector operates;
- 9 -
enhance inter-agency coordination; and increase materials recovery and waste reduction,
particularly through public awareness and education.
(b) Cost recovery is essential for sustainability. Efficient and effective operation of SWM systems requires timely availability of financial resources. The Project will contribute to
addressing weaknesses in the existing cost-recovery system. Also, markets must be
identified for materials recovered from the waste stream for recycling in order to make the activity economically viable, as it will not be sustainable otherwise. The TOR for the
Consultant tasked with developing a long-term strategy for SWM includes identification
of existing and potential markets for these materials.
(c) Public awareness and education are essential in building support for major changes. To accomplish behavioural change or change within public institutions that are required to
achieve project outcomes, public awareness campaigns can produce significant results at
relatively low cost. It is expected that the PAEP included in the Project will lead to
increased support for, and use of, waste diversion techniques among the public and other stakeholders.
- 10 -
TABLE 2.1: DESIGN AND MONITORING FRAMEWORK
Design Summary Performance Targets/Indicators Data Sources/Reporting
Mechanisms Assumptions
Project Impact:
To contribute to improved environmental
sustainability.
1. Decreases in ammonia concentration in water
samples taken from the mouth of the Salle River
from 9.595 mg/l in 2009 by 50% to 4.797 mg/l by
2023, and in faecal coliforms from 10,000
cfu/100ml in 2009 to 400 cfu/100ml by 2023.
2. Recolonisation of closed disposal sites by local
species by 2023.
Environmental Monitoring Reports by
GSWMA.
Assumptions:
1. Economic and other GOGR policies
are conducive to sustainable
development.
2. Stable macroeconomic environment.
3. Absence of significant external
shocks or major natural hazard
events.
Project Outcome:
Integrated solid waste management improved
and sustained in Grenada. 1. Waste disposed in landfill decreased from 34,282
tons in 2014 by 10% to 30,854 tons in 2020.
2. Percentage of households consistently practicing
waste diversion increased from an estimated 1% in
2014 to 10% in 2020.
3. GSWMA annual revenue increased by at least 20%
from XCD9.2 mn in 2014 to XCD11.0 mn in 2020
1. Reports from M&E System
operated by GSWMA.
2. GSWMA Annual Reports.
3. Beneficiary survey by GSWMA (at
end of implementation).
4. Consultancy reports.
5. Environmental Reports
Assumptions for Achieving Impact:
1. Terms of the agreement between
GOGR and the International
Monetary Fund (IMF) are satisfied.
2. Capacity of GSWMA for effective
SWM continues to be supported by
GOGR.
3. Continued GOGR commitment to
environmental sustainability and
ISWM.
Intermediate Outcomes:
1. GOGR governance framework for waste
management strengthened.
2. GSWMA capacity to manage solid waste
functions strengthened.
1. Revised NWMS and Action Plans approved by
Cabinet by March 2017.
2. GSWMA’s Strategic Plan approved by BOD of
GSWMA by December 2016.
3. GSWMA’s M&E System operational and
providing SWM data by June 2016.
1. Consultancy Reports.
2. Project Management Reports.
3. GOGR publications.
4. GSWMA Annual Reports.
Assumptions for Achieving
Outcomes:
1. Provisions of NWMS are
implemented by the respective
stakeholders.
Project Outputs:
1. Adequate short-term sanitary landfill
capacity provided.
2. Existing solid waste disposal sites
appropriately closed.
3. Sanitary facilities for waste pickers
constructed and operational.
4. Additional equipment for landfill
operations procured and operational.
5. Vehicles to effect and support GSWMA
operations procured and operational.
6. Recommendations for strengthened
GOGR governance framework for waste
management prepared.
1. New sanitary landfill cells constructed and
operational by Dec. 2017.
2. Existing Perseverance dump effectively closed
in accordance with accepted technical and
environmental practices by December 2016.
3. Cells 1 and 2 effectively closed in accordance
with accepted technical and environmental
practices by December 2017.
4. Sanitary facilities satisfactory to male and
female waste pickers constructed in accordance
with appropriate standards by December 2016.
1. Monthly Progress Reports from PC.
2. Consultants’ Reports.
3. Consultants’ Project Completion Reports (PCR).
4. As-built drawings.
5. PC’s PCR.
6. CDB’s PCR.
7. Steering Committee Minutes.
8. Survey of waste pickers one month
after sanitary facilities are opened
(data disaggregated by sex).
Assumptions for Achieving
Outcomes:
1. GSWMA adequately staffed, and
staff trained through Project
retained.
2. GSWMA continues to allocate
resources to staff training and training activities are effective.
3. Resources available for
implementation of institutional
strengthening recommendations.
TABLE 2.1: DESIGN AND MONITORING FRAMEWORK (Cont’d) - 1
1 -
Design Summary Performance Targets/Indicators Data Sources/Reporting
Mechanisms Assumptions
7. Improved planning and decision-making
tools developed for GSWMA.
8. GSWMA staff training completed.
9. Public awareness and education
programme developed and implemented.
10. Commercial composting study
completed.
5. Specified workshop equipment for landfill
operations procured and operational by
December 2016.
6. Three GSWMA trucks procured and
operational by December 2017.
7. Two pickup trucks procured by December
2015.
8. Draft Revised NWMS, recommendations and
Action Plans completed by December 2016.
9. New GSWMA Strategic Plan prepared and
approved by BOD by December 2016.
10. Gender-Aware PAEP developed and
implemented by December 2016.
11. M&E System developed by June 2016.
12. At least six GSWMA staff (3 men, 3 women)
trained in M&E and areas specific to SWM by
December 2016.
13. Compost Market Potential Analysis completed
by June 2016.
5. PAEP activities are effective and
result in positive behavioural
changes.
6. Adequate participation of
stakeholders is achieved for all
project activities.
7. Facilities and equipment are
operated and maintained in
accordance with appropriate
technical and environmentally
sustainable practices.
Activities/Inputs: $’000
1. Consultant’s Reports.
2. Monthly Progress Reports fromEngineering Consultants.
3. CDB site supervision visits.
4. Quarterly Reports on Investment Costs.
5. CDB disbursement records.
1. GOGR counterpart contribution
available.
2. Timely establishment of project
management arrangements.
3. Strong and effective construction
supervision is undertaken.
4. Informally settled households are
relocated from the Project site in a
timely manner.
5. Timely contracting of construction
works and delivery of materials and
equipment.
6. Construction unaffected by
unfavourable or extreme weather.
CDB
GOGR Total Item Loan Grant
1. Infrastructure 19,877 - 7,870 27,747
2. Services 3,943 810 1,615 6,368
Total Base Costs 23,820 810 9,485 34,115
3. Physical and Price Contingencies 4,494 - 1,782 6,276
4. Finance Charges 577 - - 577
TOTAL 28,891 810 11,267 40,968
USD Equivalent 10,700 300 4,172 15,172
- 12 -
TABLE 2.1: DESIGN AND MONITORING FRAMEWORK ( Cont’ d)
Baseline
2014 2015 2016 2017 2018 2019 2020 Report and
Frequency Responsibility
for Data
Project Outcome Indicators
1. Waste disposed in landfill (tonnes). 34,282 34,282 33,596 32,911 32,225 31,540 30,854 M&E, Annual GSWMA
2. Percentage of households consistently practicing waste diversion (%). 1 1 2 4 6 8 10 M&E, Annual GSWMA
3. GSWMA annual revenue (million XCD). 9.2 9.2 9.2 9.7 10.1 10.6 11.0 M&E, Annual GSWMA
Intermediate Outcome Indicators
1. Revised NWMS and Action Plans approved by Cabinet. No - - Yes Once GSWMA/PC
2. GSWMA’s Strategic Plan approved by BOD. No - Yes Once GSWMA/PC
3. GSWMA’s M&E System operational and providing SWM data. No - Yes Annual GSWMA/PC
Project Output Indicators
1. New sanitary landfill cells constructed and operational. No - - Yes Monthly PC
2. Existing Perseverance dump effectively closed in accordance with
accepted technical and environmental practices.No - Yes Monthly PC
3. Cells 1 and 2 effectively closed in accordance with accepted technical andenvironmental practices.
No - - Yes Monthly PC
4. Sanitary facilities for male and female waste pickers constructed in
accordance with appropriate standards.No - Yes Monthly PC
5. Specified workshop equipment and vehicles procured and operational. No - Yes Monthly PC
6. Three GSWMA trucks procured and operational. No - - Yes Monthly PC
7. Two pickup trucks procured and operational. No Yes Monthly PC
8. Draft Revised NWMS and Action Plans completed. No - Yes Monthly PC
9. New GSWMA Strategic Plan prepared and approved. No - Yes Monthly PC
10. Gender-Aware PAEP developed and implemented. No - Yes Monthly PC
11. M&E System developed. No - Yes Monthly PC
12. At least six GSWMA staff (3 men, 3 women) trained in M&E and areasspecific to SWM.
No - Yes Monthly PC
13. M&E System developed. No - Yes Monthly PC
14. At least six GSWMA staff (3 men, 3 women) trained in areas specific toSWM.
No - Yes Monthly PC
15. Compost Market Potential Analysis completed. No - Yes Monthly PC
- 13 -
3. FINANCING STRUCTURE AND COSTS
3.1 The Project is estimated to cost $41.058 mn. Cost estimates for the civil works, namely the
construction of a sanitary landfill cell, and the closure of the old dumpsite and cells 1 and 2 at Perseverance, were developed by engineering consultants considered to be acceptable by CDB staff. Table 3.1 provides
a summary of the Project costs and financing plan. Further details of the Project Costs, Phasing and
Financing are presented at Appendix 3.1.
3.2 The Project will be financed by:
(a) a loan not exceeding the equivalent of USD10.7 mn to GOGR from CDB’s SFR to assist with the financing of: (i) Civil Works comprising the construction of a new cell, closure of
the old dump site and new sanitary facilities accessible by waste pickers; (ii) institutional
strengthening of GSWMA; (iii) M&E; (iv) engineering services for design and project
supervision; (v) contingencies; and (vi) IDC. CDB funding represents 70% of the Project cost. CDB’s SFR Loan is repayable in 20 years, after a grace period of 10 years, at an
interest rate of 2% p.a.;
(b) a grant not exceeding the equivalent of USD0.3 mn to GOGR from CDB’s SFR to assist
with financing the institutional strengthening of GSWMA. CDB grant funding represents
2% of the Project cost; and
(c) counterpart funding in the amount of $11.265 mn from GOGR representing 28% of the
Project costs. This will assist with financing the closure of the old dump site and original PL Cells, purchase of equipment and project management services.
TABLE 3.1: SUMMARY OF PROJECT COSTS AND FINANCING PLAN
($’000)
Item
CDB
GOGR Total SFR1 Grant
1. Infrastructure 19,877 - 7,870 27,747
2. Services 3,943 810 1,615 6,368
Total Base Costs 23,820 810 9,485 34,115
3. Physical and Contingencies 4,494 - 1,782 6,276
4. Finance Charges 577 - - 577
Total Project Costs 2 28,891 810 11,267 40,968
USD Equivalent 10,700 300 4,172 15,172
Percentage (%) Allocation 70 2 28 100
1/ SFR ‒ Repayable in 20 years after a grace period of 10 years, at a fixed interest rate of 2%. 2/ Project Costs are in 2014 Current Prices.
This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.
- 14 -
4. PROJECT VIABILITY
TECHNICAL ANALYSIS
4.1 The PL site is relatively steep, sloping upward from the coast road from an elevation of
approximately 8 m above sea level (ASL) to about 50 m ASL. The soils at the site are cohesive, but variable, generally comprising mixtures of silts, sands and clays with cobbles and boulders throughout the depth of
the soil layers investigated. Through technical assistance (TA) financing from CDB, GOGR, in 2009, engaged engineering consultants to prepare designs for the least-cost option for the rehabilitation of PL and
the decommissioning of the existing dumpsites. Studies into the cause of the 2001 failure had previously been completed, and these provided information for the design consultants.
Alternatives Considered
4.2 The 2009 consultants recommended the development of Cells 5 and 6 on the southern end of PL
site. The Consultants’ design assumed an annual increase in waste generated of 1.5%. Between 2012 and
2013, waste received by GSWMA increased by 1.1% p.a.. For the cell development, alternatives for the liner systems were considered, and alternative configurations of the design to maximise the volume of waste
that could be stored in the cells through the choice of landfill liner and the location of the leachate treatment
ponds. The options considered included:
(a) retention of leachate ponds in existing location and the use of a natural clay liner;
(b) retention of leachate ponds in existing location and the use of a geosynthetic clay liner;
(c) relocation of the leachate ponds and the use of a natural clay liner; and
(d) relocation of the leachate ponds and the use of a geosynthetic clay liner.
4.3 Option (c) was demonstrated to be the least-cost solution on the basis of cost-per-unit volume of landfill capacity. However, the consultants also recommended the use of a geosynthetic clay liner in order
to maximize landfill volume. The final design estimated a landfill capacity of 320,000 m3. The analysis undertaken by the consultants indicated that life of the landfill would be approximately ten years if inert
materials are removed before disposal, and longer if more substantial waste diversion measures are effected. The need to rapidly implement provisions to reduce the volume of waste delivered for landfilling, and
thereby extend the life of the landfill, was clearly demonstrated.
Geotechnical Design
4.4 The geotechnical design for the development of Cells 5 and 6 was based on assumptions that remain to be verified through further ground investigations. The design proposes excavation of soil up to
approximately 11 m below existing ground level surface, and includes a cut slope on the east side of the
cells with a slope of 2.75 horizontal to 1 vertical (20%). The analysis of the stability of slopes is highly dependent on the groundwater conditions assumed in the analysis. Various consultants have recommended
that a programme of groundwater monitoring be instituted in order to obtain accurate information for the
computation of slope stability for proposed designs. Previous investigations have not provided information which can be used to finalise the designs for Cells 5 and 6. Reliable groundwater information is now
required to finalise the design of the excavation for the deposit of waste and the design of the berm structure
that will retain waste at the base of the sloped site. Soil shear strength parameters and other soil
characteristics are also to be verified. The factors of safety of the berm and refuse layer will also be checked for stability and sliding due to earthquake effects.
- 15 -
Stormwater and Leachate Management
4.5 The scarcity of information on which to base stormwater designs was highlighted as a constraint
by the Design Consultants. In August 2010, after the consultancy was completed, rainfall intensity- duration-frequency curves were published for a number of Eastern Caribbean territories, providing
information relevant for the verification of the stormwater and leachate management elements proposed by
the consultants. The adequacy of these proposals will be verified for appropriate rainfall events during final designs.
Construction
4.6 The consultants proposed the installation of a closely-spaced field of gas collection vents to be
installed and adjusted during filling operations to enable flaring of landfill gas. The risk of the equipment
being damaged is high. For small landfills, such as Perseverance, where landfill gas is not likely to be
available in commercially viable quantities, the placement of adequate cover during operation reduces the combustion risk, and wells are installed upon closure of the cell. Some of the perimeter details proposed
for closure of the existing dump will also be amended due to changes in the geometry of the waste mound.
4.7 CDB staff have found the approach used in the preparation of the designs to date to be generally consistent with recommended practices. However, to facilitate preparation of detailed designs, the Project
will include consulting services for the required geotechnical engineering and completion of designs, bidding documents, and construction drawings.
Equipment
4.8 Much of the equipment operated by GSWMA is aged, with the average age of light transport
vehicles being 8 years and trucks, 12.5 years. Two of the Authority’s compactor trucks and its skip truck are no longer serviceable. These were procured under the CDB-funded OECS Solid Waste Management
Project, and are over 12 years old. The Project will provide a replacement compactor truck and a
replacement skip truck. The Project will also provide a new tipper truck to replace an existing tipper truck which was also procured under the OECS Solid Waste Management Project, and provided unreliable
service due to the heavy age-related, maintenance requirements. Similarly, the maintenance requirements
of the pickup used by the landfill manager hamper its reliability, and it will be replaced. A 4x4 vehicle will also be procured by GSWMA for use by PC to facilitate the performance of project coordination duties.
TA
4.9 The design of the TA activities in the Project scope was guided by several factors, including:
(a) the objectives and scope of NWMS as set out in WMA;
(b) recommendations by consultants (2009) validating ISWM objectives of that strategy and
outlining the scope of activities required to achieve those objectives, including, among others, the need for wide community participation in waste reduction; having the
appropriate enabling environment to incentivise recycling activities; and increased public
awareness and education;
- 16 -
(c) the absence of regulations to support SWM legislation, as identified by CDB staff and others8; and
(d) the identification of weaknesses in legislation, and a lack of clarity about roles and
authority of stakeholder agencies9.
4.10 The proposed consulting services cover the range of support required to: strengthen the enabling environment for ISWM; strengthen the work processes of GSWMA and the competencies of key staff
members; and achieve the wide stakeholder participation needed to reduce waste generation and to increase
waste diversion. The TA activities will seek to identify areas of disparity between men and women, with regard to access, control, resources, services and opportunities, and address those disparities in the
recommendations by the consultants.
FINANCIAL ANALYSIS
ECONOMIC BENEFITS
4.18 Adequate waste management is crucial in economic terms to Caribbean economies because they are heavily dependent on natural resource bases to support tourism, mining, agriculture and fisheries which
are usually the dominant sectors. These economic activities can be significantly reduced by a deficient
SWM system. Tourism is a key sector in Grenada and it is an important contributor to the gross domestic product (GDP) and employment. While agriculture is also a major contributor to GDP, at the same time it is
a generator of solid waste which has the potential to damage the natural environment and create serious
health problems. Additionally, there is also strong relationship between SWM and public health, with the
main issues in Grenada being leptospirosis and dengue fever. Maintenance of a clean and pleasant environment is a key strategy for avoiding a number of public health costs that are likely to arise from
deficient SWM. Moreover, given the significance of the tourist industry to the Grenadian economy, the
maintenance of a clean environment is important for attracting visitors which in turn contributes to increased tourism sector earnings.
4.19 The proposed project will result in significant environmental and economic benefits when
compared with the ‘no project’ alternative. However, its characteristics do not fit those of the typical project for which cost-benefit analysis methodologies were originally designed. Although the Project could be
considered as an environmental protection project for which the costs are easily identifiable, the monetisation of its external and indirect benefits is difficult. Generally, benefits are calculated based on increased aggregate consumption and computation of “willingness to pay”, but in cases where there are
external or internal benefits the literature is not explicit, and interpretation of the ‘without’ project scenario is highly subjective.
________________________________ 8 Regional Evaluation Municipal SWM Services – Country Analytical Report (Grenada) – PAHO – February 2004. 9 Review and Interpretation of Environmental and Sustainable Development Legislation for the Grenadines Islands
(Mattai, I. & Mahon, R.), UWI, CERMES Technical Report No. 15 (2006).
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
- 17 -
4.20 In addition, annualisation of the benefit is problematic because the Project is in response to a need
to avert a situation which could have significant negative consequences for the Grenadian economy. Although the project’s benefits are not easy to quantify, SWM is considered a very high priority in Grenada.
An Economic Rate of Return calculation has not been relied upon to determine priority. It should be noted
that the determination as to whether the investment is the most efficient use of resources to address the waste management problems, is based on the least cost approach.
ENVIRONMENTAL AND SOCIAL AND GENDER ANALYSIS, RISKS AND SAFEGUARDS
Social and Gender
4.21 The Project is classified as Category “A” under the Bank’s Environmental and Social Review
Procedures. There is potential for significant adverse social impacts and social risks and, in this regard, the project design benefitted from a feasibility study that included an environmental impact assessment (EIA); a
social impact assessment (SIA); and the articulation of an environmental monitoring plan (EMP). The SIA,
through community meetings, examined the key social issues of concern to residents. Among the tools that will be applied to monitor compliance with best practices will be the Environmental and Social
Management Plans (ESMPs). ESMPs (see Appendix 4.11) shall be prepared in respect of the civil works
and shall include potential social impacts during the construction, operation and decommissioning phases of
the Project, and recommendations on mitigation measures to be implemented to reduce potential impacts.
4.22 The overall positive impacts of the Project include:
(a) behaviour change of the population toward implementing positive solid waste practices;
(b) reuse, recycle, separation, divergence, and waste reduction of refuse;
(c) a cleaner environment, and improved health and safety of persons living in communities
located in close proximity to the landfill and workers on site, including waste pickers;
(d) improved working conditions for male and female waste pickers at the landfill; and
(e) reduction in indiscriminate dumping of waste in efforts to minimise the likelihood that
pests and vermin could increase and endanger the health of the population.
4.23 The latter, in particular, is expected to reduce the burden of care on households (and female household heads in particular who disproportionately provide domestic care) and the health care system
generally, as a result of becoming ill by contracting diseases from pests and vermin such as mosquitoes, and rats that originate or exist in the landfill’s environs. Furthermore, proper management of the landfill
and the SWM sector will improve livelihood opportunities for waste pickers and other categories of male
and female workers and entrepreneurs (including small recycling operators10) leading to increased income
which may contribute to reducing household poverty and vulnerability to poverty. Income-earning opportunities will become available during the construction phase of the Project, and skilled and unskilled
residents (male and female) in neighbouring communities would have an opportunity to access temporary employment.
10 Gender and Recycling: Tools for Project Design and Implementation - Regional Initiative for Inclusive Recycling
– October 2013.
- 18 -
4.24 SWM is affected by illegal dumping, a challenge that will be addressed by the Project through
enhanced education and sensitisation, and the promotion of stronger regulation and enforcement targeted
towards selected groups. These activities are expected to influence attitudes leading to positive behaviour
change by emphasising corporate and community social responsibility in waste management and disposal. Given research evidence and lessons of experience that concur with the view that behavioural change is
more likely to occur and be sustained when public education and sensitisation efforts are supported by law
enforcement, the Project is expected to make positive impacts in this regard. In recognising the importance of stakeholder collaboration in influencing behaviour change, the Project will partner with a range of
government ministries and agencies in developing gender-aware11 programmes and messages designed to
reach specific and diverse audiences in order to achieve its objectives. In particular, through educational
programmes targeted at primary and secondary school children, to be delivered in a manner that complements current institutional efforts of GSWMA, MOH, and the Police Department, the Project will emphasise the
importance of attitudinal change to SWM and highlight the benefits to be derived therefrom, as part of an
integrated system to SWM in Grenada.
4.25 Part of the Project’s success hinges on the relocation of one male resident who is living informally
on government land in close proximity to the landfill. This plot of land has been identified as the site for the
location of the leachate pond for the proposed cell development. To date, the resident has been officially notified by the Lands Department of the impending relocation and has been invited to meet with Ministry
representatives and the Ministry of Social Development and Housing (MOSDH) to discuss the process. As
part of their support, MOSDH will undertake a social assessment of the resident to ascertain his needs and
provide the necessary relocation assistance. CDB staff expects that the relocation will occur in a timely manner and will monitor progress. It will be a condition precedent to disbursement in respect of the cell
development at PL that CDB receive from GOGR, evidence, satisfactory to CDB, that the resident has been
relocated. It will also be a condition precedent to disbursement with respect to civil works that lands earmarked for the Project have been vested in GSWMA.
__________________________ 11 http://www.gdrc.org/uem/waste/swm-gender.html. According to Gender and Urban Waste Management, gender
issues are relevant to waste management. The definitions of waste and discarded materials may be influenced by the sex of the person making the judgment. What looks like “junk” to women may be motorcycle parts to men; what looks like “dirt” to men may be compost or fertilizer to women. In this regard, the design and delivery of messages must take account of the differences in perspectives and behaviours of men and women.
- 19 -
4.26 During project appraisal, a gender-inclusive consultation was held with a representative sample of
waste pickers (18 men and 5 women)12 currently working on the landfill. Participants ranged in age from 18
to 60. The group consisted of male and female household heads and individuals who are represented in the
lower poverty quintiles, and for whom the landfill provides their main, and in some cases, only source of livelihood. Unobtrusive observation and in depth discussions during the stakeholders’ meeting confirmed that this group of self-employed, informal sector workers faces numerous challenges including inter alia,
operating in an unsafe and unsanitary environment with no access to basic amenities during working hours. The Project, by design, is unable to address the majority of challenges confronting the waste
pickers. However, as an urgent social inclusion priority, the Project has identified an opportunity to incrementally improve the working conditions of this category of worker who, despite providing an
important service, continues to be at risk of injury, ill health, and loss of livelihood from mishaps on the site. Information received during project appraisal highlighted that the recycling activities of waste pickers
have contributed significantly to prolonging the life of the landfill. The Project will improve their sanitation and working conditions and within the framework of the International Organisation’s Decent Work
Agenda (DWA)13 will provide sanitary facilities (including an outdoor, covered rest area) accessible to waste pickers, with separate toilet facilities for male and female workers and access to potable water during
hours of landfill operation.
4.27 These improvements are expected to enhance livelihood opportunities and contribute to poverty
reduction. Notwithstanding these expected positive impacts, an assessment of options and recommendations to
improve waste reduction and diversion through private sector recycling activities and expansion of entrepreneurship opportunities for small business and individuals (including male and female waste pickers),
and opportunities to provide training and skills enhancement linked to labour market needs to increase
livelihood options for waste pickers, will be assessed under the consultancy to revise the NWMS, intended to guide long-term waste management planning in Grenada. The Project has been scored as Gender
Mainstreamed, and details of this analysis and a Gender Action Plan for the Project may be found at
Appendices 4.12 and 4.13, respectively.
Environmental Assessment
Context
4.28 PL has undergone several technical investigations, including an EIA in March 2010, to establish
the suitability of further cell development at the site. The site is of concern because of the environmental
sensitivities in the area. Chief among them is that the site abuts terrestrial, coastal and marine ecosystems that provide important ecological, recreational and socio-economic functions and are already experiencing
degradation.14 There are potential negative impacts of landfill operations on the protected area for the
Grenada Dove, an endangered species of international significance is another area of concern (see Appendix 4.14).
12 During the consultation, information received by CDB staff suggested that the waste pickers totaled approximately 30 in number. However, and as expected, the number of waste pickers working on the site fluctuates daily.
13 Accordingly to the International Labour Organisation, the DWA is the balanced and integrated programme to pursue the objectives of full productive employment and decent work for all at global, regional, national, sectoral, and local
levels. It is premised on four principles: (a) standards and rights at work; (b) employment creation and enterprise development; (c) social protection; and (d) social dialogue.
- 20 -
4.29 The Project is classified as Category “A” under CDB’s Environmental Review Guidelines as there
is a risk of environmental impacts in a very sensitive environment. CDB’s Environmental Review
Procedures require that these risks be minimised, managed or eliminated through appropriate project design. Extensive consultations were held with the communities in close proximity to the landfill site to document
and get a better understanding of their concerns with a view to having the issues raised in the design of the
Project. The principal concerns related to the foul odour from the dump; exposure to smoke from fires at the dump; and respiratory complaints. A draft Environmental and Social Management Plan (ESMP) has
been prepared and will be finalised by consultants for inclusion in the tender documents.
Environmental Impacts during Construction
4.30 The EIA found that water quality could be affected by the spills or leaks of fuels, oils and
construction materials associated with site clearing and construction activities. Adverse impacts of poor water quality during the construction phase will be managed to ensure that any liquid and solid waste
created during construction phase be appropriately disposed. This will include: a ban on the use of chemicals such as pesticides and herbicides except for biodegradable products; and the adequate storage of
soil stripped to facilitate construction of the landfill cells for use as final cover material.15 Measures will be taken to control potentially adverse emissions from construction site vehicles and dust from the
construction activities.
Environmental Impacts during Operations
Environmental Water Quality
4.31 Threats of pollution to surface, ground and marine waters will be reduced with closure of the old dump, the construction of Cells 1 and 2 and the implementation of measures to: prevent pollution by
leachate, facilitate early detection of groundwater and surface water pollution, and allow quick response to any groundwater or surface water pollution needs.
Destruction of Habitats
4.32 The primary threat to the bird species is the small and fragmented population in the face of habitat loss and fragmentation due to natural hazard occurrence and intrusive land use activities. This potential risk
will be mitigated by strict adherence to the guidelines in the Perseverance Protected Area (Dove Sanctuary) Management Plan (1990).
14 Water sampling carried out at three sites in June 2009 established a clear link between the contamination of the Salle
River and the influx of pollutants from existing waste disposal operations. Leachate samples from a borehole within
the Old Dump Site indicate that total petroleum hydrocarbons (TPH) (955 mg) values were high and attributed to
frequent disposal of used oil. 15 This will provide support for the local species (flora and fauna).
- 21 -
Positive Impacts
4.33 The project will result in improved control of leachate, better management of landfill gas and reduced access of vectors to the site. The closure of the Old Dump Site will reduce fire ignition, leachate
generation, gas generation, soil and water pollution, noise levels, dust and air pollution, and rodent and vermin infestation. Construction of the landfill cells will facilitate improved collection and treatment of
leachate of the new cell, reduction of health risks, and improved opportunities for waste diversion.
SUSTAINABILITY
4.34 Sustainability of the Project benefits will depend on the following, all of which are enhanced through capacity building measures included in the Project and applicable loan conditions:
(a) the implementation of a comprehensive, long-term strategy for SWM which selects sites
for waste disposal in the future, while guiding steps to significantly reduce the volume of
waste for landfill disposal;
(b) strengthening and maintaining the capacity of GSWMA to effect its mandate, including
enhancing and addressing issues of timely transfers of funds collected through the Environmental Levy; and
(c) the successful engagement of wide stakeholder support, including the public and businesses across key sectors such as tourism and construction, in achieving positive
changes in attitudes and behaviours about environmental protection in general, and their contribution to SWM in particular.
Maintenance
4.35 It is expected that the maintenance requirements of most elements of the Project infrastructure will be minimised through appropriate design and construction. However, periodic inspections will be
required to assure the condition of the operating and closed disposal facilities, and to programme required
repairs. Maintenance manuals will be provided for all items of infrastructure and equipment, and the
Institutional Strengthening component will include an assessment of the capacity and training needs of GSWMA with regard to maintenance. With regard to its disposal sites, the maintenance capacity of the
Authority has been limited and will be improved following the institutional review and staff training. With
regard to vehicles, GSWMA utilises the services of its personnel to effect day-to-day maintenance, but out- sources scheduled maintenance operations and vehicle repairs to established, private sector, vehicle
maintenance facilities. It will be a condition of the Loan that GSWMA adequately maintains the
infrastructure, equipment and facilities financed under the Project. It will be a further condition of the Loan that, on an annual basis, GSWMA prepare a three-year maintenance plan to inform its operations, including
for the Project infrastructure and equipment.
- 22 -
5. RISK ASSESSMENT AND MITIGATION
5.01 A summary of key risks impacting the Project is outlined in Table 4.1.
TABLE 5.1: SUMMARY OF RISK ASSESSMENT AND MITIGATION
Risk Type Description of Risk Mitigation Measures
Financial Credit: Lack of
counterpart
Funding.
Counterpart contribution is significant at 34%,
though, omitting contingencies, about 24% of this amount will be in-kind contributions.
GOGR has demonstrated the high level support from which the Project benefits.
Implementation Construction Risk: Risk of
cost overruns or time
delays.
The goods, works and services contracts will be
based on model contracts which incorporate
recommended practices for the assignment of risk.
Cost estimates for the infrastructure works are
based on a 2014 review by independent consultants of the 2009 outline designs and cost
estimates.
To mitigate the risk of time and cost increases
due to design changes arising from the findings of the geotechnical investigation, or other
unforeseen circumstances, adequate
contingencies have been provided to ensure the
completion of the proposed components.
Implementation will be led by a consultant PC
with adequate experience in project implementation, who will supplement the
capacity of the Executing Agency.
To mitigate the risk of delays due to inadequate
coordination among GOGR agencies, the project implementation arrangements include the Integrated Solid Waste Management
Steering Committee (ISWMSC), a multi- stakeholder coordination committee intended to
be sustained through the operational phase.
To mitigate the risk of delays due to poor
ground conditions arising from high rainfall
events, the bidding documents will require that the contractor price mitigation measures for
such events highlighted in the Draft ESMP, e.g.
de-watering the site in the event of such
occurrences.
- 23 -
Risk Type Description of Risk Mitigation Measures
Gender/Social Risk-
inadequate support for gender and social
inclusion.
Country partners are committed to supporting
gender equality and social inclusion thrust of the Project. An ISWMSC will be formed to provide
a mechanism for support during project
implementation with representation from MODSH (including Department of Gender).
The Project provides for construction of male
and female sanitary facilities at the landfill.
Operational Maintenance The infrastructure design will incorporate design features that reduce maintenance
requirements. Maintenance manuals will also be produced and GSWMA capacity increased.
The conditions of the Loan include requirements that GSWMA adequately
maintains the Project infrastructure and equipment.
Obsolescence To mitigate the risk of untimely exhaustion of
the landfill capacity, the Project includes provisions to expand waste diversion in
Grenada, including a review of NWMS, identification of potential alternative sites for
disposal, and sector specific waste diversion strategies and action plans.
Environmental: Risk of
inadequate drainage capacity of the landfill.
Design elements will be reviewed using the
latest available rainfall intensity-duration- frequency information that may be applied to
Grenada, and the selection of an adequate rainfall return period.
Environmental: Risk of Landfill Combustion.
Operational practices will be designed to
include application of daily cover and appropriate compaction of waste to reduce combustibility.
Environmental: Contamination of ground,
surface and marine water.
The design includes a leachate collection and management system to mitigate this risk.
Environmental: Risk of
loss and fragmentation of habitat of the Grenada
Dove.
To mitigate this risk, a Sanctuary Management Plan will be implemented.
- 24 -
Risk Type Description of Risk Mitigation Measures
Health and Safety. To mitigate health and safety risks to GSWMA
landfill operatives, a Landfill Operations Plan specific to PL is to be updated by consultants.
Consultants will also review the occupational
health and safety requirements and practices of GSWMA staff, and pertaining to GSWMA
facilities (eg. waste pickers). GSWMA will also
require and enforce use of appropriate personal
protective equipment by waste pickers.
Inadequate enforcement of
SWM and environmental
laws.
The PAEP will increase awareness among
stakeholders of their roles and authority. A
review of the legislative arrangements for SWM
will contribute to increased clarity of roles and authority for enforcement.
Natural disaster – Risk of
damage due to earthquakes.
To mitigate this risk, design checks for stability
and sliding of berm and refuse layer will be undertaken.
6. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT
AND IMPLEMENTATION
THE BORROWER
6.1 The Borrower is GOGR. GOGR may, pursuant to Section 3(1) of the Loans (Caribbean
Development Bank) Act, 1972 of Grenada (the Grenada Loans (CDB) Act) in such manner and on such terms
and subject to such conditions as may be agreed between GOGR and CDB, borrow from CDB, from time to time such sums as may be required by GOGR. Any agreement between GOGR and CDB in respect of sums
borrowed under this power must be made in the name of GOGR and may be signed on behalf of GOGR by
its Minister responsible for Finance or by any person authorised thereto in writing by such Minister. A copy
of such Agreement must be laid before the House of Representatives of Grenada as soon as possible after it is concluded.
6.2 The loans to the Statutory Authorities have been made under Section 5 of the Grenada Loans (CDB) Act and guaranteed by GOGR pursuant to Section 7 of that Act. The loans by CDB to the Statutory
Authorities have been made under guarantee by GOGR. CDB has approved a loan of USD8.9 mn to the University of the West Indies of which an amount of $3.2 mn has been guaranteed by GOGR.
Macroeconomic Impact
6.3 The provision of resources to GOGR to assist in improved and sustained integrated solid waste
management will have long-term positive macroeconomic effects. Importantly, the Project will contribute
to improving solid waste management in an environmentally sustainable manner through capacity building and public education programmes. The Project is also expected to generate employment and income
opportunities for persons involved in waste diversion activities and will have a positive developmental
impact the balance of trade greater as an increasing amount of recycled material is processed and exported. This will out-weight the short-term negative impact associated with the importation of equipment and
construction materials during project implementation.
- 25 -
THE EXECUTING AGENCY
Legal Status
6.4 GSWMA will be responsible for the execution of all components of the Project. The GSWMA,
established under Section 3 of the Grenada Solid Waste Management Act, No.11 of 1995, (the Act) is by virtue of Section 8 of the Act, a body corporate, with power, subject to the prior approval of the Minister
of Environment, to purchase, lease or otherwise acquire and hold and dispose of land and other property and shall have a common seal, and may sue and be sued in its corporate name.
Duties, Functions and Powers
6.5 The duties and functions of the GSWMA are, in sum, to develop all aspects of solid waste
management in Grenada, to undertake such research, experiment and operations as may appear to them to be necessary for the improvement of GSWMA and generally to undertake any such activity necessary for
the purpose of carrying out their duties and functions. These activities would include, inter alia, entering
into any transaction including those involving expenditure, borrowing, granting of loans or investment of money or the acquisition of any property or rights.
Management
6.6 The powers of GSWMA are exercised through the eight-member BOD which consists of a
Chairman, a Deputy Chairman and representatives from key stakeholders from the public and private sector, namely, Ministry of the Environment, Grenada Ports Authority, MOF, Grenada Chamber of Industry and
Commerce, the Royal Grenada Police Force and the community. Under the GSWMA Act members of the BOD are appointed for a three-year term.
Government Control
6.7 The Minister controls the appointment of the members of the BOD including the Chairman and the
Deputy Chairman. Under GSWMA Act, the Minister may also give the BOD general policy direction or written directions in relation to special matters concerning the public interest and the Authority is required
to give effect to such directions.
ORGANISATIONAL STRUCTURE
6.8 GSWMA’s BOD has overall responsibility for policy formulation and strategic direction. The
current BOD was appointed by the Minister in April 2013. There is a six-member management team
comprising a General Manager (GM), Deputy Manager (Operations), Landfill Manager, Finance Officer, Senior Public Relations Officer and an Administrative Officer and they carry out the BOD’s directives and
oversee the Authority’s routine solid waste disposal operations at the landfills in Perseverance and
Dumfries. As presented in the Organisational Chart at Appendix 1.2, the GM reports to the BOD and the managers and officers report to the GM.
6.9 The GM oversees the day-to-day administration and operations of the five informal units: Landfill
Operations; Collection and Street Cleaning; Finance; Administration; and Public Relations. The GM who has an environmental postgraduate degree, with a specialisation in SWM, has been working with GSWMA
since its inception in 1996 and was appointed to the post in 2011. The other members of the management team a l s o have qualifications and certificates that relate to their positions. Staffing is relatively low,
reflecting the high level of privatisation of the waste and street cleaning aspects of the organisation’s operations, with the total staff compliment at the end of 2013 being 28 persons, with 13 persons working at the main office and 15 persons working at the two landfills. The Waste Diversion Officer position is
currently vacant, however this position is expected to be filled in 2015. CDB staff is satisfied with the quality of GSWMA’s staff and management. As a condition of the proposed loan, the positions of GM,
Deputy Manager (Operations), Finance Officer, Waste Diversion Officer, Public Relations Officer and positions of comparable rank shall be held by persons whose qualifications and experience are acceptable
- 26 -
to CDB. To this end, GSWMA shall inform CDB of all such appointments which it proposes to make to these posts.
6.10 The organisation’s policies and procedures for operations, health and safety, finance, human resources and public relations are documented in a manual, and are generally consistent with the policies
and procedures of similar organisations. The policies and procedures manual has been updated on an ad
hoc basis. The proposed planning consultancy will include a review of the manual and this will identify any shortcomings and recommendations for improvement. In relation to accounting policies and
procedures, GSWMA’s accounting policies conform to generally accepted accounting principles.
Although the staff responsible for the accounting function is small, the organisation employs standard
accounting procedures and internal controls which are also documented in the operations manual. The accounts are audited annually and the audited financial statements and the company’s annual report are
submitted to the Auditor General and subsequently tabled in Parliament. CDB staff is satisfied that the
general operating policies and procedures are adequate for the maintenance of sound operations.
Operations of GSWMA
6.11 GSWMA’s mission is to protect and enhance the environment through the provision of effective,
efficient, reliable and acceptable SWM. GSWMA has been compiling data on various aspects of its operations such as quantity and type of waste received, waste collection and transportation and waste
diversion. The organisation should establish a system to consistently monitor key SWM indicators. The
M&E consultancy will help to address this aspect of the organisation’s operations. It will be a condition of
the loan that GSWMA develops an ISWM M&E system which is acceptable to CDB by June 2016. As part of the Bank’s performance monitoring activities GSWMA will be required to provide information on
selected indicators identified in the Monitoring and Reporting requirements for the Project.
PROJECT MANAGEMENT AND IMPLEMENTATION
6.12 GSWMA, will be responsible for managing the execution of the Project. The time available to the
existing staff of the Authority is substantially committed to the execution of the current responsibilities of the Authority. In addition, the technical staff have limited experience in the implementation of major
projects. Accordingly, it will be a condition precedent to first disbursement of the Loan that GSWMA
engage a PC with qualifications and experience acceptable to CDB. PC will be responsible for the overall management of the Project, and will report to GM, GSWMA.
6.13 To enable timely implementation of the Project, GSWMA will be required to establish and maintain, within GSWMA, a Project Implementation Team (PIT) headed by PC, and including key staff
members who will be assigned to perform the required project management functions. Positions within
PIT will include the Coordinator – Awareness and Education (CAE) and Finance Officer, both of whom
shall have qualifications and experience acceptable to CDB. It is expected that these functions will be assigned to staff members whose current duties align with the respective requirements. PIT will be
supported by the clerical staff assigned by GSWMA. As a condition precedent to first disbursement of the
Loan, GOGR will be required to submit to CDB evidence that PIT has been established.
6.14 It will be a condition of the loan that GOGR assign from within the Ministry of Education (MOE),
a School Outreach Liaison (SOL). The SOL will be responsible for facilitating the implementation of the
school-based elements of PAEP, and will, for administrative purposes, report to the Permanent Secretary, MOE, and for the purposes of project management, report to PC through CAE. MOE has been undertaking
the EFSI for several years, and has in its service, staff with the capacity to effectively perform the liaison
role.
6.15 It will be a condition precedent to disbursement with respect to the consulting services for revision
of NWMS that GOGR assign from within the MOH, an officer who shall be the liaison with PIT to represent MOH in the coordination of those services. Similarly, it will be a condition precedent to disbursement with
respect to the consulting services for revision of NWMS that GOGR make arrangements for the National Water and Sewerage Authority (NAWASA) to assign an officer who shall be the liaison with PIT to
- 27 -
represent MOH in the coordination of those services. For the purposes of the Project, the MOH Liaison Officer (MOH_L) and the NAWASA Liaison Officer (NAWASA_L) shall report to PC.
6.16 To provide a mechanism for inter-agency coordination throughout implementation, and to provide
a catalyst for long-term coordination among ISWM stakeholders, it will be a condition precedent to first disbursement of the Loan that GOGR establishes ISWMSC to monitor and provide guidance and
coordination in the implementation of the overall Project, and to foster improved communication and
coordination among the various stakeholders involved in SWM. The membership of ISWMSC shall comprise officials of GSWMA and representatives of GOGR agencies which interface with responsibilities
in the sector, as well as private sector representation.
6.17 The Proposed Project Management Organisational Structure is presented at Appendix 6.1. The
duties and composition of PIT and ISWMSC are set out at Appendices 6.2 and 6.3, respectively.
6.18 It will be a condition precedent to disbursement with respect to the Civil Works component that
GOGR engage consultants, whose qualifications and experience are acceptable to CDB, to provide the engineering services for final designs and construction supervision of the civil works.
IMPLEMENTATION SCHEDULE
6.19 The Project will be implemented over a four-year period commencing in December 2014. The
proposed Project Implementation Schedule is presented in Appendix 6.4. An Implementation Support Plan
is set out at Appendix 6.5.
PARTICIPATION OF STAKEHOLDERS AND BENEFICIARIES
6.20 The preparation and appraisal of this project involved consultation with a wide range of key
stakeholders to ensure that their opinions and concerns were expressed and considered in the design of the Project. The engagement of primary stakeholders included management and staff of GSWMA; various
Government Ministries including inter alia, Finance; Health and Social Security; Economic Development,
Trade, Planning and Cooperatives; Tourism; Civil Aviation and Culture; Social Development and Housing
including Division of Gender and Family Affairs; Agriculture and Environment; Education; statutory corporations; residents of nearby communities; private sector entities including waste collection
contractors, recycling operators and waste pickers. Stakeholders expressed the urgency of improving the
unsanitary conditions at the dump, and concerns about impact of those conditions on public health, in particular, the spread of mosquito-borne illnesses. During implementation, the highly participatory nature
of stakeholder engagement will be facilitated as necessary by ISWMSC. This will be supported by various
consultancies that have been identified and will be conducted in a participatory manner, to gather data and information from male and female stakeholders at various stages of the project cycle.
6.21 PAEP Consultant(s) will be tasked with the development and implementation of a programme of
communication activities aimed at changing attitudes and behaviours in respect of SWM, through a comprehensive programme of engagement with persons involved in the sector, schools, and the wider
community, on the issues around ISWM.
PROCUREMENT
6.22 Procurement of the Civil Works will be in accordance with CDB’s Guidelines for Procurement
(2006). The procurement of consulting services will be in accordance with CDB’s Guidelines for the Selection and Engagement of Consultants by Recipients of CDB Financing (2011). The Procurement Plan
is provided at Appendix 6.6.
- 28 -
DISBURSEMENT
6.23 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
September 30, 2015. The Loan is expected to be fully disbursed by December 31, 2018. An Estimated
Quarterly Disbursement Schedule is presented in Appendix 6.7.
MONITORING AND REPORTING
6.24 The M&E Strategy will include the use of consultancy services to develop and implement an M&E
system for monitoring outputs and progress towards achievement of outcome targets throughout the project implementation period. It will be a condition of the Loan that PC shall furnish or cause to be furnished to
CDB, the reports listed in Appendix 6.8 to this Report, in such form or forms as CDB may require, not later
than the times specified therein.
Environmental Monitoring
6.25 ESMPs are to be finalised by the Engineering Consultants and included in tender documents for
pricing by bidders. During implementation, the Engineering Consultants will be responsible for monitoring of contractor conformance with contractually stipulated mitigation measures. Of primary concern are
environmental impacts in relation to water pollution, air pollution, land management and natural hazards.
The ESMPs will require that contractors assign responsible management personnel to oversee and report
on the implementation of environmental controls and mitigation measures stipulated by the ESMP. The TOR for the engineering services will require that the consultants have adequate experience in monitoring
and reporting on the compliance of contractors with the environmental requirements of works contracts. In
addition, PC will monitor construction ensuring compliance by contractors and the effectiveness of supervision by the Engineering Consultants.
6.26 During operation of PL, an EMP approved by MOH, and satisfactory to CDB, will be implemented
by GSWMA to monitor potential environmental impacts. The EMP shall be guided by the recommendations of previous environmental studies of the site. GSWMA will submit monitoring reports
to the Ministry of Health in form and substance and at the frequency stipulated by MOH. GSWMA shall
submit to CDB, the results of independent monitoring of key environmental parameters in accordance with the reporting requirements for the Project.
- 29 -
PERFORMANCE EVALUATION RATING
6.27 The existing composite performance rating, based on CDB’s Project Performance Evaluation (PPE)
system, has been estimated at 6.0. This is a ‘highly satisfactory’ rating, indicating that that Project
objectives are expected to be substantially achieved. The details of PPE are presented in Table 6.1.
TABLE 6.1: PPE SYSTEM
Criteria Scores Justification
Strategic Relevance 7.5 GOGR’s environmental and, in particular, SWM-related legislation and the
supporting NWMS indicate the importance attached to ISWM by GOGR. NWMS has ISWM as its focus and sets targets for the achievement of
outcomes.
Poverty Relevance 5.0 Project directly contributes to provision of an adequate framework for waste
management and will address some social issues facing informal, low-income
workers in the sector. It will contribute to opportunities for stimulation of entrepreneurship, employment creation and income-generation for small
business, households and individuals through increased awareness of waste
diversion options. The provision of sanitary facilities for male and female waste pickers will directly improve their circumstances.
Efficacy 6.0 Components are comprehensive and expected to contribute to full achievement of project objectives through the provision of works, equipment
and TA and effective project management.
Cost Efficiency 5.5 The Project will contribute to the achievement of significant social, economic
and environmental benefits. The designs were prepared, and will be finalised
using least life-cycle cost approaches.
Institutional
Development Impact
6.5 The preparation of a current strategic plan for GSWMA and action plans for communication, contingencies, training and other measures will contribute to significant improvement in the capacity of GSWMA. TA activities will clarify roles and authority of other agencies, particularly to enhance enforcement and M&E capacity in GWSMA is to be improved.
Sustainability 5.5 Key project risks have been identified and appropriate mitigation measures
incorporated in project design. PAEP will improve SWM knowledge
awareness and practices, contributing to sustainability of project benefits. The basis of the ISWM approach, reducing volumes of waste disposed,
contributes to environmental sustainability. Project design includes leachate
treatment and closure of existing dump to reduce leachate generated and to
manage landfill gas which reduces long-term risks to the environment.
Composite Score 6.0 Highly satisfactory.
7. TERMS AND CONDITIONS
7.1 The proposed financing for this Project is as follows:
(a) a loan to GOGR of an amount not exceeding the equivalent of ten million seven hundred
thousand United States dollars (USD 10,700,000) from CDB’s SFR to assist GSWMA in
financing a solid waste management project in Grenada (the Loan Component); and
- 30 -
(b) a technical assistance grant to GOGR of an amount not exceeding the equivalent of three
hundred thousand United States dollars (USD 300,000) (the Grant) from CDB’s SFR to assist with financing the institutional strengthening and capacity building of GSWMA
through the execution of a NWMS review (the TA Component);
(together the Project).
7.2 It is recommended that CDB lend to GOGR an amount not exceeding the equivalent of ten million
seven hundred thousand United States dollars (USD10,700,000) (the Loan) from CDB’s SFR to assist GSWMA in financing the Loan Component on CDB’s standard terms and conditions and on the following
terms and conditions:
(1) Repayment: Repayment of the Loan will be made in eighty (80) equal or approximately equal and consecutive quarterly instalments commencing ten (10) years
after the date of the Loan Agreement.
(2) Interest: Interest shall be payable quarterly at the rate of two percent (2%) p.a. on the amount of the Loan withdrawn and outstanding from time to time.
(3) Disbursement:
(a) The first disbursement of the Loan shall be made by September 30, 2015, and the
Loan shall be fully disbursed by December 31, 2018, 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 at
Appendix 3.1 up to the respective limits specified therein; and
(ii) total disbursements shall not exceed in the aggregate seventy percent
(70%) of the cost of the Project.
(c) The Loan shall not be used to meet any part of the cost of the Project which consists of identifiable taxes and duties.
(4) Procurement:
(a) Procurement shall be in accordance with the procedures set out and/or referred to in the Loan Agreement between CDB and GOGR or such other procedures as CDB
may from time to time specify in writing.
(b) The Procurement Plan set out in Appendix 6.6 has been approved by CDB for the
purposes of the Project. Any revision to this Plan shall require CDB’s prior approval.
- 31 -
(5) Conditions Precedent to First Disbursement:
(a) GSWMA shall:
(i) have engaged the services of the PC referred to in sub-paragraph (8)(j)(i); and
(ii) have established the PIT referred to in sub-paragraph (8)(j)(ii).
(b) GOGR shall have established the ISWMSC referred to in sub-paragraph (8)(k).
(6) Conditions Precedent to Disbursement with respect to civil works:
(a) GOGR shall provide evidence acceptable to CDB that the lands earmarked for the
Project have been vested in GSWMA free of encumbrances and without any covenants, conditions or stipulations which may adversely affect the Project or
alternatively that GOGR and GSWMA have entered into arrangements
satisfactory to CDB for entry into possession of such lands for the purposes of the
Project.
(b) GOGR shall have engaged the consultants referred to in sub-paragraph (8)(l).
(7) Condition Precedent to Disbursement with respect to cell development works:
CDB shall have received from GOGR evidence satisfactory to CDB that the individual occupying the land required for the construction of the leachate ponds has been relocated.
(8) Other Conditions:
(a) GOGR shall onlend the proceeds of the Loan to GSWMA on the same terms and conditions as the Loan, subject to necessary modifications, and GSWMA shall
make the principal and interest repayments on the Loan to CDB.
(b) GOGR may exercise its rights under any agreement entered into or implied
between GOGR and GSWMA pursuant to (a) of this sub-paragraph in such a manner as to protect the interest of GOGR and CDB, and to accomplish the
purpose of the Loan and except as CDB may otherwise agree, GOGR shall not
assign, amend, abrogate or waive any such agreement or part thereof.
(c) If GOGR shall require GSWMA to observe any additional condition or stipulation
as a condition of making the proceeds available to GSWMA, the prior approval by
CDB in writing of such condition or stipulation shall be obtained.
(d) GOGR shall take all necessary steps to facilitate and ensure the performance by
GSWMA of its obligations under the terms of the onlending referred to in (a) of this sub-paragraph.
(e) Except as CDB may otherwise agree, GSWMA shall execute the Project on behalf
of GOGR.
- 32 -
(f) Except as CDB may otherwise agree, GOGR shall contribute to the Project an
amount of not exceeding the equivalent of eleven million two hundred and sixty- five thousand dollars ($11,265,000) which shall be expended on the components
of the Project allocated for financing by GOGR as shown in the Financing Plan for
the Project.
(g) If GSWMA is unable to meet its administrative and other operating expenses from
its own resources, adequate arrangements must be made by GOGR in a timely manner to enable GSWMA to do so.
(h) GSWMA shall carry out the Project 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. In particular, and without limiting the
foregoing, GSWMA shall:
(i) institute and maintain organisational, administrative, accounting and auditing arrangements for the Project acceptable to CDB;
(ii) keep its staff at a level consistent with financial prudence and technical and administrative competence;
(iii) ensure that the proceeds of the Loan are used exclusively for the Project; and
(iv) conduct its business along strict commercial lines and in such a manner as
to generate operating revenue sufficient to cover its operating expenses
including depreciation.
(i) The positions of General Manager, Deputy Manager (Operations), Finance
Officer, Waste Diversion Officer and Public Relations Officer of GSWMA or positions of comparable rank, shall be held by persons whose qualifications and
experience are acceptable to CDB. To this end GSWMA shall inform CDB of all appointments which it proposes to make to these posts.
(j) For the purposes of the Project GSWMA shall:
(i) appoint a PC. PC shall be a person whose qualifications and experience are acceptable to CDB to undertake the services in accordance with the
TOR at Appendix 2.8 of the Report; and
(ii) maintain, for the duration of the implementation of the Project, the Project
Implementation Team (PIT) with the composition and responsibilities
outlined in paragraph 6.13 and Appendix 6.2 of this Report.
(k) For the purposes of the Project GOGR shall establish the ISWMSC with the
composition and responsibilities outlined in paragraph 6.16 and Appendix 6.3 of this Report.
(l) GOGR shall in accordance with the procurement procedures applicable to the Loan, select and engage engineering consultants whose qualifications and
- 33 -
experience are acceptable to CDB to provide the services in accordance with the TOR at Appendix 2.6 of this Report.
(m) GOGR shall assign as SOL, from the MOE a person whose qualifications and
experience are acceptable to CDB. SOL shall be responsible for facilitating the
implementation of the school based elements of PAEP including providing the services outlined in paragraph 6.14 and Appendix 6.2 of the Report. The
qualifications and experience of any persons subsequently appointed to the
position of SOL shall be acceptable to CDB.
(n) GOGR shall in accordance with the procurement procedures applicable to the
Loan, select and engage competent and experienced contractors to carry out the
construction works financed by the Loan.
(o) GSWMA shall in accordance with the procurement procedures applicable to the
Loan select and engage consultants to provide the services in accordance with the TORs at Appendices 2.3 to 2.5 and 2.7 to 2.8 this Report.
(p) Except as CDB may otherwise agree, GSWMA shall:
(i) by June 30, 2016 develop an ISWM M&E system which is acceptable to
CDB;
(ii) by June 30, 2016 provide to CDB evidence acceptable to CDB of the separate agreement executed between GSWMA and each of GRENLEC,
the MOF, Grenada Ports Authority and Grenada Airports Authority for
the collection, payment and submission of information on the monthly
collection of the environmental levy by each agency;
(iii) undertake not to dispose of, or create any mortgage, charge or lien, or any equipment acquired under the Project;
(iv) undertake to keep the infrastructure, equipment and facilities financed by
the Loan in good repair and condition and shall provide the resources necessary to adequately carry out such maintenance works as may be
required from time to time;
(v) furnish or cause to be furnished to CDB the reports listed in Appendix 6.8 to this Report in the form(s) specified or in such form(s) as CDB may
require, not later than the times stated therein for so doing;
(vi) on an annual basis, prepare a three-year maintenance plan to inform its
operations including infrastructure and equipment; and
(vii) GOGR shall submit to GSWMA monthly reports on the transfer of environmental levies collected by the Comptroller of Customs with effect from June 30, 2016, and the reports are to be submitted on or before the
15th day of the subsequent months.
7.3 It is also recommended that CDB make a grant to GOGR of an amount not exceeding the equivalent of three hundred thousand United States dollars (USD300,000) (the Grant) from CDB’s SFR for use by
- 34 -
GSWMA to assist in financing the TA Component on CDB’s standard terms and conditions and on the following terms and conditions:
(1) Disbursement:
(a) Except as CDB may otherwise agree, and subject to sub-paragraph (b) below, disbursement of the Grant shall be paid as follows:
(i) an amount not exceeding thirty thousand United States dollars (USD30,000) shall be paid to GSWMA as an advance (the Advance) on
account of expenditures in respect of the TA Component, after receipt of CDB of:
(aa) a request in writing from GSWMA for such funds;
(bb) a copy of the signed contract between GSWMA and the
consultant(s) for the services in respect of which the payment is to be made; and
(cc) evidence acceptable to CDB that the conditions precedent to first disbursement at paragraph (3) below have been satisfied; and
(ii) the balance of the Grant shall be paid to GSWMA periodically after receipt by CDB of an account and documentation, satisfactory to CDB, in support
of expenditures incurred by GSWMA with respect to the TA Component, provided however that CDB shall not be under any obligation to make:
(aa) the first such payment until CDB shall have received an account and documentation, satisfactory to CDB, in support of
expenditures incurred by GSWMA with respect to the Advance;
(bb) any payment until CDB shall have received the requisite number
of copies of the reports, in form and substance acceptable to CDB, required to be furnished for the time being to CDB and GSWMA
in accordance with the TOR; and
(cc) payments exceeding two hundred and seventy thousand United
States dollars (USD270,000) until CDB shall have received the requisite number of copies of the Final Report, in form and
substance acceptable to CDB, required to be furnished by the
consultants to CDB and GSWMA in accordance with the TOR
and a certified statement of the expenditures incurred by GSWMA in respect of and in connection with the TA Component.
(b) The first disbursement of the Grant shall be made by September 30, 2015, and the Grant shall be fully disbursed by December 31, 2016, or such later dates as may
be specified in writing by CDB.
- 35 -
(2) Procurement:
Procurement will be in accordance with the procedures set out and/or referred to in the Grant Agreement or such other procedures as CDB may from time to time specify in
writing.
(3) Conditions Precedent to First Disbursement: CDB shall not be obliged to disburse any
amount under the TA Component until:
(a) GOGR assigns from within MOH, an officer to be the liaison officer for MOH
within the PIT in order to facilitate the coordination of the consultancy services.
(b) GOGR procures that NAWASA assigns from within NAWASA, an officer who shall be the liaison officer for NAWASA within the PIT in order to facilitate the
coordination of the consultancy services.
(c) All the conditions precedent to first disbursement of the Loan shall have been
satisfied.
(4) Other Conditions:
(a) The consultancy services for the TA Component will be executed by GSWMA.
(b) GOGR shall make the proceeds of the Grant available to GSWMA for financing
the Project.
(c) Except as CDB may otherwise agree, in accordance with the procurement
procedures applicable to the Grant, GSWMA shall engage the consultants to perform the services set out in the TOR at Appendix 2.2 of this Report, and shall
within a time-frame acceptable to CDB, implement such of the recommendations arising out of the consultancy as may be acceptable to CDB.
(d) Except as CDB may otherwise agree, GOGR shall meet or cause to be met:
(i) the cost of the items designated for financing by it in the budget set out in the TOR at Appendix 2.2 of this Report (the Budget);
(ii) any amount by which the cost of the TA Component exceeds the estimated costs set out in the Budget; and
(iii) the cost of any other items needed for the purpose of, or in connection with
the TA Component;
and shall provide all other inputs required for the punctual and efficient
carrying out of the TA Component not being financed by CDB.
(e) CDB shall be entitled to suspend, cancel or require a refund of the Grant or any part thereof if the Loan or any part thereof is suspended, cancelled or called in,
except that GOGR shall not be required to refund any amount of the Grant already expended in connection with the TA Component and not recoverable by GOGR.
APPENDIX 1.1
MACROECONOMIC AND MACROSOCIAL CONTEXT
1. MACROECONOMIC CONTEXT
Overview
1.1 The impact of the global economic and financial crisis plunged the Grenadian economy into a deep
recession in 2009, and the lingering impacts prevailed until 2012. On average, the economy contracted by
2% p.a. over the four-year period (2009-12). However, growth rebounded to 3.1% during 2013, largely
driven by tourism-related construction activity and supported by continued expansion in agriculture production and growth in registrations at St. George’s University. Fiscal performance over the 2009-13
period was mainly characterised by widening deficits and mounting arrears as the government adopted a
counter-cyclical fiscal policy stance. There was a general upward trend in non-performing loans in the banking sector, with domestic credit growth remaining weak, reflecting the anaemic economic activity.
Weak domestic demand was also reflected in the generally low rate of inflation over the period (see
Table 1).
TABLE 1: SELECTED REAL SECTOR INDICATORS
(Percentage Change unless otherwise noted)
Item 2009 2010 2011 2012 2013
Real GDP (5.6) (2.0) 0.1 (1.6) 3.1
Agriculture, Livestock and Forestry 21.0 (12.1) 2.6 3.3 3.6
Mining and Quarrying (19.6) (44.2) (25.4) (14.1) 27.0
Manufacturing (5.3) 3.9 (0.1) (0.2) (2.3)
Construction (31.6) (1.0) (11.8) (17.6) 26.3
Wholesale and Retail Trade (16.8) (0.4) 0.8 0.9 3.0
Hotels and Restaurants (12.3) (13.6) 13.9 7.0 (6.7)
Memorandum Item:
Consumer Price Index (CPI) (%) (0.3) 3.4 3.0 2.0 0.0 Sources: Central Statistical Office; Eastern Caribbean Central Bank (ECCB).
1.2 The pace of recovery is projected to be modest over the medium term, with a dampening effect
resulting from the fiscal consolidation measures being implemented since January 2014. Stronger growth will also be hindered by the expected slow recovery in the country’s main trading partners and by slow
credit growth as banks repair their impaired balance sheets. These factors, coupled with weak investor confidence in the aftermath of the fiscal crisis and subsequent debt default, could also dampen revenue growth over the medium-term. Overall fiscal performance should improve, however, as expenditure control
measures become more entrenched.
Sectoral Analysis
Real Sector, Employment and Prices
1.3 A substantial pickup in construction sector activity and increased output in the agricultural sector provided a much needed fillip to economic activity during 2013. Prior to this, the construction sector
suffered several years of continuous decline, averaging 15.5% p.a. between 2009 and 2012, resulting from a sudden stop in external foreign direct investment. However, the strong construction sector recovery was
APPENDIX 1.1 Page 2 of 9
driven by the externally-funded Sandals1 Project and the self-financed National Insurance Scheme building. Work on these two large projects started during the early part of the year with the former, particularly,
providing a much-needed boost to economic activity given the anaemic performance over the last four
years. Spill off effects from construction sector activity were clearly evident in the wholesale and retail trade sectors and, to a lesser extent, the transportation sector.
1.4 A low, but steady, growth rate in the agriculture sector was one of the main characteristic over the
2009-13 period. Production of nutmegs and mace, buoyed by relatively high international prices, increased
by an average of 17% p.a. over the five-year period. Increased production was also facilitated by the maturing of trees that were either rehabilitated or planted subsequent to the passage of Hurricane Ivan in
2004. These products continue to be vital in providing employment and foreign exchange. Gains in banana
production also occurred over the review period, with average growth of 77.6% p.a being recorded for the
five years to 2013. Improved disease control techniques and an increased supply of fertilisers significantly boosted banana production in 2011, with the strong growth carrying over into 2012. However, growth
slowed thereafter as the fiscal crunch the country was experiencing, had an adverse impact on the supply
of some sector inputs.
1.5 The contribution of the education sector to overall output continues to be enhanced by ongoing
expansion of the curriculum at the St. George’s University. During the period under review, the University expanded its matriculation by offering additional bachelors programmes as part of a drive to reduce unit
costs and increase overall efficiencies.
1.6 Notwithstanding the improved performance in some economic sectors, output from the key productive sector, tourism, continued to be adversely affected over the review period by lacklustre demand
resulting from weak income growth in major source markets. Limited fiscal space also had a negative impact on the country’s promotional programme. Data for the five-year period indicates that, on average,
growth in total visitor arrivals declined by 5.5% p.a., from a high of 459,210 in 2009, to 315,303 in 2013. The fall in stay-over arrivals during the period resulted in the closure of a number of establishments, with
one major hotel being sold during the peak 2012-13 winter tourist season2. The loss of rooms, lack of airlift support, and lack of visibility in major markets, contributed to significant negative repercussions throughout
the industry and the economy over the period. The establishment of a Tourism Authority and subsequent rebranding of the destination within the last year, appears to be reversing the downward trend evident over
the last few years
1.7 Cruise passenger arrivals declined continuously between 2010 and 2013, to record an annual
average contraction of 6.6% over the review period. Grenada’s extreme southern location has worked against it as a cruise destination, as cruise ships embarked on cost-savings measures by, among other things,
shortening cruise itineraries and selecting destinations that offer multiple and diverse attractions (see
Table 2).
1 The Sandals Project involved an investment of USD80 mn to add 125 rooms and 7 restaurants to the former La Source property. The full complement of 225 rooms and 9 restaurants opened on December 21, 2013, after adverse
weather conditions delayed the originally scheduled opening date of December 12. 2 This property has since reopened with a significant improvement in capacity.
APPENDIX 1.1 Page 3 of 9
TABLE 2: TOURISM DATA 2009-2013
Item 2009 2010 2011 2012 2013
Total Visitors 459,210 445,622 428,596 362,091 315,303
Stay-Over Visitors 109,474 105,419 113,947 112,335 112,777
United States of America (USA) 24,734 24,590 27,356 30,205 34,558
Canada 6,921 6,992 7,237 7,822 9,648
UK 27,090 25,927 27,236 24,489 20,586
Caribbean 25,739 23,368 26,476 24,849 24,439
Other Countries 24,990 24,542 25,642 24,970 23,546
Excursionists 2,829 2,435 1,972 3,343 1,606
Cruise Ship Passengers 342,852 333,291 309,564 242,757 197,308
Yacht Passengers1/ 4,055 4,477 3,113 3,656 3,612
Number of Cruise Ship Calls 246 206 198 135 144
Total Visitor Expenditure2/ (XCD mn) 302.10 301.44 315.34 329.11 327.47 Source: ECCB Notes: 1/ ECCB estimate for 2012 and 2013. 2/ ECCB estimates.
1.8 A steady fall in employment levels consequent upon the closure of hotel plant and other businesses, as a result of the impact of the global financial crisis, has been a prominent feature of labour market
conditions over the review period. A survey undertaken in 2013, revealed an unemployment rate of 33.5%,
even as the economy was beginning to show signs of recovery. While public sector employment remained generally stable over the review period, the strain of supporting an over-sized public service was evident in
the latter years, as revenues slowed in line with economic activity. Some temporary relief to the high
unemployment rate came in 2013, with the employment of approximately 1,500 persons on the Sandals
Hotel Expansion and Renovation Project. The completion of the Project towards the end of 2013, coupled with a slow implementation of both public sector and private sector labour-intensive projects, has led to a
slower than anticipated decline in the unemployment rate. Notwithstanding the many jobs created in 2013,
however, no impact has been evident on the aggregate CPI. The Index has virtually stagnated during the year.
Fiscal Performance
1.9 Fiscal operations over the review period continued to be undermined by weak revenue outturns.
Since the onset of the global recession in 2008, a pronounced deterioration of revenues has hampered fiscal
operations. The tightening in liquidity has created difficulties in meeting expenditure obligations (including the payment of public sector salaries and the servicing of public debt), and has resulted in the accumulation
of arrears. As the economic crisis deepened, GOGR’s increasing inability to meet performance criteria
under its three-year Extended Credit Facility Programme with IMF, led to a suspension of the Programme
in June 2011. Since then, and in a context of increasing political instability, large fiscal deficits have persisted culminating in a fiscal crisis by the end of 2012, and a debt default in early 2013. Fiscal
performance has since improved as the Government commenced implementation of a “home-grown”
structural adjustment and growth-enhancing programme.
1.10 Recurrent revenue increased initially with the introduction of a value added tax in early 2010, and
its performance strengthened in the following year, as the effects of a broadened tax base and a full year of
collections were felt. By 2012, however, the cumulative effects of a contracting economy and the
APPENDIX 1.1 Page 4 of 9
significant use of discretionary exemptions reduced the current revenue to GDP ratio below its 2010 level. This downward trend continued into 2013, despite the up-tick recorded in economic activity for that year.
Partly because of the exemptions introduced to spur economic activity and preserve jobs, recurrent revenues
did not meet their budgeted target in any of the years under review.
1.11 The worse than anticipated revenue and grants outturn had no impact whatsoever on the growth in
total expenditure and, instead of forcing downward adjustments within some of the major categories,
GOGR opted to manage the situation through a combination of increased borrowings, depletion of assets and the accumulation of arrears. While recurrent expenditure remained relatively constant at around 20%
of GDP, its composition shifted towards larger outlays on personal emoluments and interest payments as
reductions in transfers and subsidies resulted from the on-going rationalisation of a number of social safety net programmes. Thus rising capital expenditure was the main driver behind the increase in total
expenditure and the overall deficit.
TABLE 3: FISCAL OPERATIONS, 2009-13
(% of GDP)
Fiscal Items 2009 2010 2011 2012 2013
Total Revenue and Grants 20.7 22.4 23.1 20.7 20.8 Recurrent Revenue 19.3 19.9 20.2 19.7 19.4 Capital Revenue 0.0 0.0 0.0 0.0 0.0
Grants 1.4 2.4 2.9 1.0 1.4
Total Expenditure 25.6 24.8 26.3 26.2 27.3
Recurrent Expenditure 20.0 19.6 20.0 21.2 20.5
of which:
Personal Emoluments 9.2 9.6 10.5 10.5 10.8
Goods and Services 4.1 4.4 3.6 4.0 3.4
Interest Payments 2.2 2.1 2.5 3.4 3.1
Transfers and Subsidies 4.5 3.6 3.4 3.3 3.2
Capital Expenditure 5.6 5.2 6.3 5.0 6.8
Recurrent Balance before Grants -0.7 0.3 0.2 -1.5 -1.1
Primary Balance after Grants -2.8 -0.4 -0.7 -2.1 -3.4
Overall Balance after Grants -4.9 -2.4 -3.2 -5.5 -6.6
Source: ECCB and GOGR.
1.12 The disbursed and outstanding public debt increased from $1,889.8 mn at the end of 2009
(90.8% of GDP) to $2,411.9 mn by the end of 2013 (106.9% of GDP). The growth collapse since 2009, and subsequent higher levels of borrowing than programmed, have changed the debt trajectory. More
importantly, the higher cost of new commercial borrowing and the increasing cost of existing debt have
increased the debt burden. A step-up in the interest rate on the restructured bond took effect on
September 15, 2011 (from 2.5% to 4%), which resulted in significant fiscal pressure during 2012. A further interest rate step-up (to 6%) was scheduled to come into effect from September 15, 2013, but the rising
fiscal pressure at the start of the year resulted in a debt default, with GOGR seeking debt relief through a
comprehensive debt restructuring to improve near-term prospects and sustainability. While GOGR has finalised a Debt Strategy under the Eastern Caribbean Currency Union/Canadian International
Development Agency’s Debt Management and Performance Assessment Programme, its use and impact
has been limited because of the severe impact of the global crisis. The evolving profile of the public debt
is shown at Table 4.
APPENDIX 1.1 Page 5 of 9
TABLE 4: PUBLIC DEBT BY MAJOR CREDITORS – 2009-13 ($ mn)
Item
December % of Total
2009 2010 2011 2012 2013 2009 2013
Domestic 566.3 586.9 666.1 753.3 816.5 30.0 33.9
Treasury Bills 99.7 133.5 220.3 259.4 279.7 5.3 11.6
Debentures 1.6 1.6 1.6 1.6 1.6 0.1 0.1
Bonds 10.1 9.9 20.9 56.5 59.1 0.5 2.5
Commercial Banks 99.2 87.1 95.9 70.0 72.8 5.3 3.0
Other 355.7 350.8 327.4 365.8 403.3 18.8 16.7
External 1,323.5 1,392.9 1,454.2 1,477.2 1,595.4 70.0 66.1
CDB 292.6 308.8 310.6 315.0 316.6 15.5 13.1
World Bank 135.5 157.1 156.4 163.1 169.4 7.2 7.0
International Bond 721.6 721.6 721.6 721.6 721.6 38.2 29.9
Other 173.8 205.4 265.6 277.5 387.8 9.2 16.1
Total 1,889.8 1,975.8 2,120.3 2,230.6 2,411.9 100.0 100.0
Of which: Government Guaranteed 126.0 125.1 156.2 149.4 142.0 6.7 5.9 Source: GOGR – Commonwealth Secretariat Debt Recording and Management System.
Financial Sector
1.13 Weak private sector demand mainly characterised the activity in the banking sector during the
review period. Net domestic credit increased by an annual average of 3.7% between December 2009 and December 2012, before contracting by 8.7% during 2013. This contraction in credit during 2013 mainly
reflected the state of uncertainty within the business environment. An elevated level of non-performing
loans continues to be a cause of concern but liquidity was not reported as a serious challenge to the various
financial institutions. However, as ECCB moves towards the full implementation of Basle III, some difficulties are expected in terms of meeting the new capital and other requirements. Selected financial
sector indicators are presented in Table 5.
1.14 Within the non-bank sector, the Grenada Authority for the Regulation of Financial Institutions has
reported that there are no major issues associated with the ten operating credit unions (CUs). The average
delinquency on loans during the last five years averaged, rose steadily before declining reflecting the
prevailing difficult economic situation. Average delinquency is now between 6% and 7% and most of the CUs have adequately provisioned for losses. Further, all provisioning with respect to British American
Insurance Company/Colonial Life Insurance Company Limited has been completed. CUs also continue to
enjoy adequate liquidity ratios and, by 2013, the ratio was currently “slightly below” the Protection, Effective Financial Structure, Asset Quality, Rates of Return, Liquidity, and Signs of Growth (PEARLS)
benchmark. The risk assessment ratings among CUs were in the range of 2-2.5 (out of a maximum score
of 5), where one represents the optimal score. Comparable data for previous years was not immediately
available for comparison and further analysis.
APPENDIX 1.1 Page 6 of 9
TABLE 5: SELECTED FINANCIAL SECTOR INDICATORS (2009-13) ($’mn)
Item
December
2009 2010 2011 2012 2013
Domestic Credit 1,641.9 1,699.0 1,782.5 1,857.4 1,695.4 Narrow Money (M1) 332.0 341.9 324.5 333.0 381.0 Quasi-Money 1,488.1 1,495.5 1,525.1 1,529.2 1,557.7
Total Monetary Liabilities (M2) 1,820.0 1,837.4 1,849.7 1,862.2 1.938.7
(Percentage Change)
Domestic Credit 2.5 3.5 4.9 4.2 (8.7) Narrow Money Supply (10.0) 3.0 (5.1) 2.6 14.4
Quasi-Money 6.4 0.5 2.0 0.3 1.9 Total Monetary Liabilities (M2) 3.0 1.0 0.7 0.7 4.1
Source: ECCB
1.15 Managing the operations of the 24 insurance companies in Grenada is more problematic than for
CUs, particularly because of the ownership structure of these entities. Most are subsidiaries or branches of companies headquartered elsewhere in the Caribbean and this is an overriding factor leading to a high level
of delinquency in reporting, with many operating outside the statutory one-month period. Outside of this,
however, the legal requirement to have liabilities fully backed by pledged assets is almost met; the ratio is currently around 97%.
Macroeconomic Outlook
1.16 Improved economic activity during the first half of 2014 suggests that the Grenadian economy may
be on the verge of a sustained growth path. The brisk pace of construction activity, coupled with the continued expansion in agriculture production and growth in registrations at St. George’s University, are
major factors underlying the growth assumption. Additionally, the recovery evidenced in the tourism
sector, consequent to the opening Sandals La Source Resort, all underpin the expected growth performance
of 2.5% to 3% for 2014, with a slight moderation over the medium term.
1.17 Fiscal performance is expected to stabilise in the near term and strengthen over the medium term,
as the Government implements a three-year “home-grown” macroeconomic adjustment programme (2014˗16) in conjunction with IMF and other development partners. Keeping the deficit under control;
strengthening the social safety net; and maintaining a primary surplus, are key performance criteria under
the Programme. The adjustment measures being implemented are intended to eliminate the primary deficit
(which averaged 1.9% of GDP between 2009 and 2014) by 2015, and reach a primary surplus of 3.5% of GDP by 2016, before stabilising thereafter. Similarly, the overall deficit is projected to decline from a high
of 6.6% of GDP in 2013 to an average of 1% of GDP by 2017. The Government is continuing negotiations
with creditors and is soon expected to formally launch a debt-exchange offer which, when completed, will result in improved cash flow from the restructured payment terms and place the debt on a downward
trajectory over the medium-to-long term. The fiscal consolidation programme, including the debt
restructuring, is designed to achieve a debt-to-GDP ratio of 60% by 2020.
1.18 Efforts to help transform the economy will largely hinge on the success of the Citizenship by
Investment Programme for which the legislation was passed in September 2013. The priority areas
APPENDIX 1.1 Page 7 of 9
targeted for investment are: (i) health, wellness and education services; (ii) green/renewable energy;
(iii) agribusiness; (iv) hotel development; and (v) information communication technology. These areas are intended to form the core of the “new economy” for growth and development going forward.
1.19 A number of new revenue measures were introduced during the Budget presentation in December
2013 with the key objective of raising the tax effort (that is, the tax to GDP ratio) of the country on the one hand, and managing expenditure growth on the other. These measures are expected to yield an incremental
1% of GDP in 2014, thus bringing the tax revenue to GDP ratio to 20.3%. The medium-term objective is
to reach a minimum of 25% bringing the country more in line with its regional counterparts.
1.20 Externally, the slow rate of economic recovery in the USA, combined with the tepid growth being
generally experienced throughout Europe, could have an adverse impact on tourism performance and inward investment in Grenada. The Government could therefore be challenged to maintain growth and
facilitate any downward movement in the high unemployment rate, while simultaneously attempting to strengthen macroeconomic management and maintain fiscal discipline.
2. MACROSOCIAL CONTEXT
Demographic Characteristics
2.1 Over the decade, Grenada’s population moved from an estimated 104,769 in 2003, to 107,599 in
20123
. Although there was steady growth in Grenada’s population over the past decade, the population
has not changed significantly (see Table 6 for population estimates for the period 2006-12).
TABLE 6: POPULATION ESTIMATES: GRENADA 2006-12
Year 2006 2007 2008 2009 2010 2011 2012
Population 104,708 104,981 105,298 105,175 105,038 106,667 107,599
Source: Central Statistical Office (CSO), Grenada.
2.2 Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less
than 15 years (24,318) constituting 20.6% of the population. Meanwhile, only 10.55% of the population
(or 15,191) is over the age of 65. The 2012 population estimates indicated that Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less than 15 years (24,318)
constituting 20.6% of the population. This relatively young population has the potential to provide Grenada
with an element of demographic dividend, assuming a high level of educational attainment together with the acquisition of an adequate degree of functional literacy and competency. Meanwhile, only 10.55% of
the population (or 15,191) is over the age of 65. The sex distribution of the population is practically equal
with 50.59% of the population being male and 49.41% being female (see Table 7 for geographic and gender
distribution of population).
3Census was undertaken by CSO.
APPENDIX 1.1 Page 8 of 9
TABLE 7: 2011 GEOGRAPHIC AND GENDER DISTRIBUTION OF POPULATION
Parish Male Female Total
Rest of St. George 17,568 17,550 35,118
Town of St. George 1,556 1,577 3,133
St. John 4,356 4,110 8,466
St. Mark 2,304 2,102 4,406
St. Patrick 5,316 5,187 10,503
St. Andrew 13,467 13,036 26,503
St. David 6,465 6,412 12,877
Carriacou & Petit Martinique 2,866 2,795 5,661
Total 53,898 52,769 106,667
Percentage 50.59 49.41 100
Source: CSO Grenada.
2.3 The population and gender distribution of communities surrounding the Perseverance Estate (Project area) mirrors that of the general population with males accounting for 50.65% of the population
and females 49.35% (see Table 8 below).
TABLE 8: POPULATION AND GENDER DISTRIBUTION OF COMMUNITIES
SURROUNDING THE PERSEVERANCE ESTATE
Community Households Male Female Total
Happy Hill 247 412 389 801
Beausejour 193 279 272 551
Brizan 113 155 172 327
Perseverance Estate 13 15 6 21
Total 566 861 839 1700
Percentage 50.65 49.35 100 Source: CSO Grenada.
2.4 Happy Hill community accounts for the largest number of households in contrast to the community
of Perseverance Estate which accounts for only 13. However, these are well-established communities which are characterised by households that range from low to middle-income status. These households
derive their income from diverse sources. The majority earn their livelihood from the agriculture and
fishing while others make a living in the public, informal and services sectors, and as self-employed.
Poverty and Human Development
2.5 The poverty profile of Grenada has deteriorated over the years, moving from a recorded incidence
level of 32.1% in 1998, to 37.7% in 2008, according to the most recent poverty study4. The greatest
incidence of poverty was recorded in the parish of St. Patrick. Approximately 56.67% of residents in that parish live in poverty. The second largest incidence of poverty, 54.46%, was recorded in the parish of
4 Data from the Country Poverty Assessment report for Grenada, Carriacou and Petit Martinique (2008) conducted
by GOGR with CDB support. On the basis of the poverty line of $5,842.00 it was estimated that an annual average
income of $585.95 would raise most poverty stricken individuals marginally above the poverty line.
APPENDIX 1.1 Page 9 of 9
St. Mark. Following on those two parishes were St. Andrew (44.68%), St. John (36.67%), and St. George (35.10%). At the time of the Study, more males (39.5%) than females (36.2%) lived in poverty.
2.6 Indicators from the last study, in addition to highlighting the rural concentration of poverty, revealed that despite its increase, coping mechanisms improved, resulting in a marked reduction in level
of indigence from 12.9% in 1998, to a mere 2.4% in 2008. This reality was accompanied by a fall in the Gini Coefficient from 0.45 to 0.37 over the decade of 1998-2008. However, despite this fall, significant
inequality exists, with the most affluent 10% of the population consuming almost one-third (29.8%) of total goods and services, whilst the poorest 10% consume just 2.9%. Closely correlated to the high
inequality is the level of unemployment which was estimated to be 34.9%5 among the poor,
10.0 percentage points above the national level of unemployment. At the same time, 19.2% of the non˗poor were estimated to be unemployed. Further, 31.5% of those who were employed constituted the
working poor, while the poor constituted 36.3% of the total labour force. If poverty co-varies with
unemployment, then the increased rate of unemployment to 33.5% in 2014, may suggest an increase in the poverty beyond the 2008-observed poverty incidence of 37.7%.
2.7 The female unemployment rate was determined to be 39.6%, while the unemployment rate among males was calculated to be 28.1%. Female unemployment among the youth was particularly high at
63.0%, compared to male youth where it was 49.1%. Females in the 25 to 64 age group experienced a higher rate of unemployment (34.3%) compared to males (22.1%) in the same age group. More
importantly, the long-term unemployment rate was estimated to be 37.4%. The high level of long-term unemployment would suggest that Grenada could face a severe episode of structural unemployment which
in turn could hamper the prospects for economic growth with negative implications for the reduction of poverty.
2.8 Grenada’s Growth and Poverty Reduction Strategy 2012-16, highlighted concerns regarding the
well-being of women and the families which they head. Grenada has the highest recorded percentage of
women-headed households among OECS Member States, a factor that closely aligns with having the highest dependency ratio among OECS Member Countries. This phenomenon has increased focus on
females given their low labour force participation rates and comparatively low incomes. According to the
Country Gender Assessment (2014:41), 24% of poor female heads of households are not in the formal
labour force and, of those seeking to participate, only 21% are employed. Furthermore, in urban households, 44% of female heads are in the three lowest consumption quintiles, compared with only 18.6%
of male heads.
5 Data obtained from the findings of the Labour Force Survey conducted in 2014 by CSO.
AP
PE
ND
IX 1
.2
GRENADA SOLID WASTE MANAGEMENT
AUTHORITY ORGANISATIONAL CHART
Minister of the Environment
Board of Directors
General Manager
Deputy Manager (Operations)
Landfill Manager
Waste Diversion Officer
Finance Officer
Administrative Officer
Senior Public Relations Officer
Site Security Contractor
Mechanic Zonal Supervisor
Zonal Supervisor (Carriacou)
Heavy Equip. Operator
Collection & Street Cleaning Contractors
Heavy Equip. Operator
Landfill Clerk
Assistant
Mechanic Landfill
Clerk
Accounts
Clerk Clerk/Typist Public Relations
Assistant
Truck Driver
Landfill
Attendant Landfill
Attendant
Office
Attendant
Cleaner Cleaner
APPENDIX 1.3
Page 2 of 2WASTE PICKERS
1. WHO ARE THEY?
1.1 The term waste picker is used to refer to people who salvage recyclables from the waste stream for sale or personal consumption. There are millions of waste pickers worldwide who make a living collecting,
sorting, recycling, and selling materials that someone else has thrown away. Vital actors in the informal economy, waste pickers provide widespread benefits to their communities, their country and the
environment. In many countries, waste pickers provide the only form of SWM. However, they often face low social status, deplorable living and working conditions, and sometimes little support from the state or
local authorities.1
2. PREVALENCE AND DEMOGRAPHICS
2.1 In 2010, World Bank estimated that there were 1.5 million waste pickers in India alone. Brazil, the country that collects the most robust official statistics on waste pickers, estimates that nearly a quarter
million of its citizens engage in waste picking. Waste picker incomes vary vastly by location, form of work, and gender. Some waste pickers live in extreme poverty, but many others earn multiple times their country’s minimum wage. Official statistics in Brazil indicate that men earn more than women, regardless
of age. Approximately two-thirds of Brazil’s waste pickers are men overall, but this proportion jumps to 98% in high income waste picker groups (those earning between 3-4 times the minimum wage). No women
were found in the highest income groups (those earning over 10 times the minimum wage).
3. CONDITIONS THAT FUEL WASTE PICKING IN DEVELOPING COUNTRIES
3.1 Rapid urbanisation has greatly increased the demand for informal waste collecting services, as countries often lack the infrastructure and resources to manage the totality of waste generated by their
populations. Despite spending 30-50% of operation budgets on waste management, developing cities today
collect only 50-80% of refuse generated by their inhabitants. Residents and businesses often resort to burning garbage or disposing of it in streets, rivers, vacant lots, and open state dumps. This is a source of
air, land and water pollution that threaten human health and the environment. Across the globe, informal
waste collectors help mitigate this harm by collecting recyclable materials by various means including by foot, push carts, animal-drawn carts, and pickup trucks. On the supply side, urbanisation has facilitated the
expansion of waste picking by creating a large pool of unemployed and underemployed residents with few
alternative means of earning a livelihood. Known as “the one industry that is always hiring,” waste picking
provides a cushion for many who lose their jobs during times of war, crisis, and economic downturn in countries in particular, that do not have welfare systems. It is also one of the few work opportunities
available to people who lack formal education or job experience.
3.2 Authorities in Caribbean Region have recognised the contribution made by waste pickers, and the
challenge they often present to landfill operations. In Guyana, upon construction of a new landfill in
Georgetown, waste pickers were organised into a cooperative, and they contribute fees to cover the
operation and maintenance of sanitary facilities, and a place to safely recycle waste.
1 http://www.inclusivecities.org/pt
APPENDIX 1.3 Page 2 of 2
4. WASTE PICKERS AT PERSEVERANCE
4.1 In 2010, there were approximately 8-12 waste pickers2 recycling materials at PL. That number
increased to approximately 30 by 2014.3 Demographic information received during a stakeholders’ meeting with 23 (18 males and 5 females) waste pickers at project appraisal revealed that males comprised about
80% of the group. Of that number, 1 male was 18 years of age; 8 persons (6 males and 2 females) were between 20 and 30 years; 9 persons (8 males and 1 female) were between 31 and 40; and 5 persons (3
males, 2 females) were over 40 years. Six participants (3 males and 3 females) were heads of households comprising 5 or more persons; while 5 participants (2 men and 3 women) were heads of households
comprising 5 persons or less.
4.2 The length of time pickers spent working at the landfill ranged from 3 months to 20 years. The
majority of persons (over 90%) informed that this form of work was their main or only source of livelihood. About 5% stated that they had artisanal skills and would pursue other livelihood opportunities when they
became available, e.g. masonry. However, given the slowdown in construction, they returned to the landfill
to earn a living in order to support their families. The waste pickers stated their interest in organising
themselves. They also highlighted concerns about access to wider markets to which the recyclable materials could be sold and generate more income. They currently sell recovered metal to local dealers for XCD300
per ton, and opined that this is insufficient when compared to international market prices.
4.3 The majority of pickers live in the following neighbouring communities: Perseverance, Happy Hill,
Brizan, Beausejour, Cherry Hill, Barbeau, Fontenoy and Grand Roy. One worker informed that he lived in
Grenville, which is located some distance away from the landfill. He commutes to and from work by taking
two buses each day and stated that this was his only form of livelihood. His small earnings supported his household of four. He intimated that unless some other income-earning opportunity presented itself, which
he saw as unlikely given the difficult economic situation, he would continue recovering waste materials.
4.4 The waste pickers target materials with recyclable value. The recovered materials metals include copper, lead from batteries, brass, aluminium, and stainless steel which are sold to small metal recycling businesses. Other recyclable products extracted from the landfill include glass bottles that are sold to the
local cottage industry, rum distilleries and brewery.4 The pickers face some drawbacks to their manual sorting operations, including contamination of recovered waste and health and safety risks.
4.5 As it related to their health, the pickers informed that GSWMA organises inoculations for them twice
yearly and they expressed interest in having a facility/shed erected where they could change their clothes
and store their lunch, toilet facilities, and access to clean water. Information received from GSWMA confirmed that despite the challenges faced by the waste pickers, their recycling activities have contributed
significantly to prolonging the life of the landfill. GSWMA has arranged consultations with the waste pickers
to encourage their participation in the National Insurance Scheme. GSWMA proposes to introduce and enforce mandatory requirements for the operation of waste pickers at its facilities, including the use of
personal protective equipment. The Authority is also considering (a) the introduction of a fee for waste
picking on the landfill, which would contribute to the cost of facilitating such operations, and (b) preventing any future access by persons not currently engaged in the activity.
2 Consultancy report prepared by Hydroplan (2010) - Consultants contracted by CDB to provide consultancy services
for the preparation of Designs for Rehabilitation of the Perseverance Landfill and Closure of Existing Dumpsites
and a Long-term Solid Waste Reduction and Disposal Strategy. 3 Information received during stakeholder meeting with waste pickers during project appraisal mission on October 8,
2014. At the time discussions were held with 23 waste pickers (18 males and 5 females). 4 Ibid.: 89.
APPENDIX 2.1
Page 2 of 2ADDITIONAL PROJECT DETAILS
1. LAND
Approximately 3,700 of GOGR lands to be vested in GSWMA, which is to provide 200 m2 for theconstruction of sanitary facilities accessible to waste pickers, and 3,500 m2 for the construction of leachate
management facilities.
Estimated Cost: USD
2. CIVIL WORKS
(a) Cell Development at PL
The construction of sanitary landfill facilities at Perseverance, including Cells 5 and 6, with
a capacity estimated at approximately 300,000 m3, inclusive of: site clearing; earthworks;
drainage; liner system; leachate collection and treatment; berm construction; access road; lighting; fencing; monitoring systems; manholes; and related works.
Estimated Cost: USD
(b) Closure of the Existing “Old Dump” Site
Closure of the “old dump” inclusive of: earthworks; handling/transport of refuse to reshape mound; capping; retention structures; drainage; gas collection and monitoring system;
access road; fencing; manholes; and related works.
Estimated Cost: USD
(c) Closure of Original Cells at PL
Closure of Cells previously used for landfilling at PL including Cell 1 and parts of Cells 2 and 3, inclusive of: earthworks; handling/transport of refuse to reshape mound; capping;
retention structures; repair of leachate collection system; drainage; gas collection and monitoring system; access road; fencing; manholes; and related works.
Estimated Cost: USD
(d) Sanitary Facilities (accessible to Waste Pickers)
This component consists of the construction of sanitary facilities for use by waste pickers inclusive of toilets and showers, with separate facilities provided for men and women.
The estimated floor area will be 40 m2. The facilities shall be designed in accordance with
the requirements of the Grenada Building Code. They shall be designed to minimise operational and maintenance requirements, including utility costs and security.
Estimated Cost: USD
APPENDIX 2.1 Page 2 of 3
3. EQUIPMENT
Equipment for GSWMA operations, comprising:
(a) Landfill Workshop Equipment, including:
(i) Tyre De-beader (1 no.); (ii) Tyre Cutter (1 no.);
(iii) Air Compressor (1 no.); and
(iv) Air Impact Wrench Set (1 no.).
Estimated Cost: USD
(b) Trucks for SWM Operations, including:
(i) Compactor Truck (1 no.);
(ii) Skip Truck (1 no.); and
(iii) Tipper Truck, with Crane (1 no.);
Estimated Cost: USD
(c) Operations Vehicles (small): Pick-up Trucks (2 no.)
Estimated Cost: USD
4. INSTITUTIONAL STRENGTHENING AND CAPACITY BUILDING
Consulting services for
(a) Revision of NWMS: including a review of the relevant legislation and recommendations for improving consistency with current requirements;
Estimated Cost: USD
(b) GSWMA Strengthening and Capacity Building: The preparation of a five-year strategic
plan; development of a contingency plan for SWM during natural hazard events; preparation of a GSWMA training plan; and training of GSWMA staff in areas specific to
SWM.
Estimated Cost: USD
APPENDIX 2.1 Page 3 of 3
(c) Composting Feasibility Study: Study to assess feasibility of composting operations by sector and industry stakeholders.
Estimated Cost: USD
5. PUBLIC AWARENESS AND EDUCATION PROGRAMME
Consulting services for the development of a communication strategy for GSWMA, and the development and implementation of stakeholder awareness and education activities.
Estimated Cost: USD
6. ENGINEERING SERVICES
Consulting services for geotechnical monitoring of the landfill site; preparation of final designs and tender documents and contract documents; assistance to GOGR in procurement activities, including
prequalification of bidders, preparation of evaluation reports, invitation of bids, etc.; and supervision of the civil works.
Estimated Cost: USD
7. M&E
Consulting services for the development and implementation of a M&E framework to: monitor the
achievement of project outputs and outcomes; train GSWMA staff in M&E methodologies; and coach GSWMA staff in the establishment of M&E systems to measure the extent of change attributable to the
activities of the Authority.
Estimated Cost: USD
8. PROJECT MANAGEMENT
The services of PIT are included in this component, including the cost of consulting services for
PC. It also includes the estimated cost of operations of ISWMSC and support by the Executing Agency required for the overall management and coordination of the Project.
Estimated Cost: 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
DRAFT TERMS OF REFERENCE
CONSULTING SERVICES FOR THE REVISION OF THE
NATIONAL WASTE MANAGEMENT STRATEGY
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The protection of Grenada’s natural environment is critical to the sustainability of social and economic activity on the
island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority
(GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA
currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in 2001, but
were rendered unserviceable by landslides later that year and waste disposal was returned to the old dump
site. The capacity of that site will be exhausted within months, and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.
1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry of Health. Waste Management Planning in Grenada is guided by the Waste Management Act (2001). The
National Waste Management Strategy (NWMS), which the Act requires be reviewed every five years, was
prepared in 2003 and is to be reviewed with a view to guiding the achievement of Grenada’s ISWM
objectives of reducing waste generation and maximising waste diversion. Within the Act, waste is defined as including foul water and sewage, which come under the responsibility of the National Water and
Sewerage Authority. A number of the enforcement provisions of the Waste Management Act are not
applied. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach, including through broadcast and print media, and has sponsored the Environmentally Friendly
Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives,
the Project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of
GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the
effectiveness of additional stakeholder awareness and education activities will also be part of the project
scope.
2. OBJECTIVE
2.1 Consulting services are required for the revision of NWMS to guide long-term waste management
planning in Grenada. While NWMS is required to be reviewed every five years, the Strategy is to consider a minimum 20-year horizon, and include short, medium, and long-term objectives and action plans. In
designing the Strategy, the Consultant(s) shall accord a high priority to ensuring that it can be realised by
GOGR, and that its operation can be transferred to GOGR stakeholders. Once the strategy is agreed upon
by stakeholders, the Consultant(s) will be required to assist GOGR in establishing arrangements for its implementation.
3. SCOPE OF SERVICES
3.1 The scope of the consulting services shall include, but not be limited to, all of the activities required
for preparation of NWMS as articulated in the Waste Management Act (2001). The Consultant(s) shall carry out all the technical and other studies, research, analysis and related work to attain the objective
outlined above. They shall identify and assess policy, legislative and institutional options and best practices
for integrated waste management and make recommendations for waste solutions that are cost effective, socially acceptable and environmentally sustainable. Participatory methodologies will be utilised
APPENDIX 2.2 Page 2 of 7
throughout the conduct of the services. The Consultant(s) shall also consider issues of gender in all aspects of the assignment, identifying any areas of existing or potential gender inequality, and recommending
measures for producing equitable results. The Consultant(s) will be required to present the findings to
stakeholders in a consultation meeting, before completing the Final Report. Among other things, the Consultant(s) shall also:
(a) identify key stakeholders and develop a stakeholder consultation plan; provide sex-
disaggregated data on attendance at consultations and pertinent issues raised by women
and men;
(b) assess the policy, institutional, legal and regulatory framework for the management of all
types of waste, including, but not limited to, a complete analysis of all types of solid waste, including at least domestic, industrial, ship-generated, hazardous and medical wastes; as
well as previous reviews of the national framework;
(c) research factors/characteristics of SWM legislation, with special reference to developing
states, that are relevant to the legal and regulatory framework for ISWM;
(d) conduct a detailed review of Grenada’s waste management trends and patterns, including
but not limited to: demographic changes, waste generation, and waste characteristics, etc. This shall include a review of existing studies on the status of SWM in Grenada and a gap
analysis on the existing data identifying further areas of research and data collection that
the Consultant(s) will be required to undertake to complete the assignment;
(e) review standards, requirements and procedures for the management of waste in Grenada
including the generation, handling, storage, treatment, transport and disposal of all types
of waste;
(f) undertake a comprehensive literature review of waste diversion approaches. This will include, but not limited to: waste diversion technologies; gender-aware best practices for
public education and awareness methods for promoting public participation in waste
reduction and waste diversion activities; options for law enforcement; and the engagement of non˗residential customers;
(g) analyse population and relevant economic-growth trends to project solid waste generation and composition for the next 20 years;
(h) determine a statistically appropriate waste-sampling regime to conduct a waste characterisation study for Grenada;
(i) using the sampling regime developed, analyse the solid waste composition (percentage of
wet weight) for various components including, but not limited to: organics (food waste, yard and other agriculture waste); paper and paperboard; plastics (PE bottles, HDPE
containers, film, and hard plastics); textiles; metals (ferrous, aluminium, other metals); and
construction and demolition material;
(j) analyse the moisture content and lower heating calorific value of waste samples;
(k) consult with relevant officials at the Ministry of Economic Development and Planning,
Ministry of the Health Environment, Physical Planning Department, and Department of
APPENDIX 2.2 Page 3 of 7
Agriculture and Lands to ascertain land-use plans, and relevant zoning information and regulations related to siting of waste disposal and treatment facilities;
(l) examine the options available for locating future waste disposal facilities in Grenada. If possible a shortlist of potential sites along with a preliminary discussion of the strengths
and weaknesses of each option should be presented. Site visits shall be made to the existing
and potential disposal and recovery sites in Grenada, and to related private sector operations;
(m) assess environmental and social issues such as disposal practices, including the application
of daily cover, compaction levels, presence and activities of waste pickers, utilisation of appropriate equipment, environmental and social impacts, including consideration of the
informal sectors that currently exist;
(n) assess the current management of methane and the potential for feasible emissions reduction activities;
(o) evaluate waste diversion opportunities in Grenada. Specific attention should be paid to sorting, recycling, reuse, and composting;
(p) identify existing and potential markets for materials recovered or diverted from the waste
stream;
(q) make recommendations for gender-inclusive stakeholder engagement and awareness for
achievement of strategy objectives;
(r) make recommendations for development or amendment of policies, legislation and/or
regulations for achievement of ISWM objectives;
(s) evaluate potential waste-treatment and disposal options for Grenada, including:
(i) conventional sanitary land-filling;
(ii) waste-to-energy systems;
(iii) methanisation and gas-energy production; and
(iv) any other appropriate technological methods;
For each option, state the assumptions and discuss the advantages and disadvantages,
potential environmental impacts, and likely capital and operational costs;
(t) conduct a preliminary economic feasibility assessment of the options;
(u) conduct cost and sustainability assessments for SWM and wastewater management: The Consultant(s) will present at least: (i) a historic cost analysis of collection, transportation
and final disposal of waste in Grenada; (ii) a financial analysis of the current and future costs of collection, transportation and disposal, and the minimum average tariff that is
needed to recover all the costs related; (iii) an analysis of the existing entities (private and public) dealing with waste collection/disposal revenues and define a basic business model
that will improve the current situation; (iv) an inclusion of willingness/capacity of payment
APPENDIX 2.2 Page 4 of 7
criteria for the above section; and (v) an institutional diagnosis with the necessary modifications that are recommended, in order to have the required sustainability;
(v) prepare a revised, comprehensive NWMS for Grenada. NWMS shall include action plans, a suite of potential capital investments and an implementation plan that will assist Grenada
in achieving ISWM objectives. Sector specific strategies and gender-sensitive action plans
shall be developed, addressing tourism, agriculture, commercial, and other key sectors
identified by the Consultant(s). NWMS shall also have a results-based monitoring and evaluation framework;
(w) conduct workshops with stakeholder groups during development of the Strategy, and upon
completion of the Draft Strategy; and
(x) develop gender-aware communications materials for GSWMA for use in its broad-based
public awareness and education campaign to achieve the objectives of the Strategy.
4. DURATION OF THE CONSULTING ASSIGNMENT
4.1 The assignment is expected to be conducted over a period of approximately eight months. The
duration reflects the requirement for adequate stakeholder consultation over the study period.
5. REPORTING REQUIREMENTS
5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GOGR and two (2)
copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in
Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used
in the preparation of the reports shall also be submitted to CDB. GOGR and CDB will provide comments on the reports within fourteen (14) days of receipt and the Consultant(s) will revise the reports according
to the comments received. These reports are as follows
(a) Inception Report: The Inception Report will be presented within 21 days after the signing
of the contract, and it will include:
(i) Initial Findings;
(ii) Consultants’ detailed work schedule and methodology, including the schedule and
scope of all surveys, investigations, and tests, etc., to be conducted;
(iii) a programme for the use of resources including personnel, equipment, and
materials, etc.;
(iv) a proposed outline for future reports; and
(v) criteria to be employed, including identification of all technical standards and
procedures to be used.
(b) Monthly Progress Reports: Reports presenting progress and work activity during the reporting period shall be presented within seven days after the end of each calendar month
during the performance of the services.
APPENDIX 2.2 Page 5 of 7
(c) Baseline SWM Study: The Report shall be presented within two months after the signing of the contract. In addition to the assessment of the current situation, the Report shall
present the findings of stakeholder consultations.
(d) Baseline Wastewater Management Study: The Report shall be presented within three
months after the signing of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.
(e) Draft Final SWM Study: The Report shall be presented within five months after the signing
of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.
(f) Draft Final Wastewater Management Study: The Report shall be presented within five
months after the signing of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.
(g) Draft Final Policy, Legislation and Regulation Report: The Report shall be presented within four months after the signing of the contract. It shall include recommendations for
development or amendments to policies, legislation and regulations to support ISWM. It shall also include guidelines for the drafting of the related legislation and regulations;
(h) Draft Final NWMS Report: The Report shall be presented within six months after the
signing of the contract. The consultation shall present the recommendations at a multi- stakeholder workshop.
(i) Final NWMS Report: The Report shall be presented within eight months after the signing
of the contract. It shall include the revised NWMS and final drafts of all reports and
deliverables due under the contract.
6. QUALIFICATIONS AND EXPERIENCE
6.1 All of the members of the consulting team must have excellent communication and interpersonal
skills and must be fluent in English. The technical expertise required for the consultancy should include, but
not necessarily be limited to: project management; SWM systems planning; civil and environmental engineering; environmental impact assessment; social impact assessment; gender analysis and gender impact
assessment; institutional assessment; and financial and economic analysis. Team members should possess
postgraduate and/or professional qualifications appropriate to their discipline, and a minimum of ten+ years
of relevant professional experience. A minimum of 15-years’ experience will be required for the Team Leader. The Consultant(s) shall have extensive experience in wastewater management; municipal SWM in
the areas of landfill design and operations; strategic planning for SWM; policy development; as well as
implementation of wastewater management and solid waste management initiatives. Specific experience in the Caribbean will be an asset.
6.2 The team shall also include a qualified attorney-at-law, preferably with postgraduate qualifications
in legal drafting and/or environmental legislation. A minimum of ten-years’ experience in practice and/or administration law with specific experience in developing framework for the administration and regulation of environmental issues in small island developing states and a demonstrated capacity to develop drafting
instructions for British Commonwealth type legal systems is required
APPENDIX 2.2 Page 6 of 7
7. HUMAN RESOURCE SCHEDULING AND COSTS
7.1 The Consultant(s) is to support their proposal with the provision of the following information:
(a) The methodology to be used in the assignment.
(b) The names, experience, qualifications, and standing in the firm of the Principal Staff who
will be assigned to each component of this project.
(c) A Gantt chart showing the input of each staff member for the assignment, indicating the
overall length of time required for each stage of each package and the person-days of each
staff member.
(d) Full submission of costs with detailed breakdown, which should include :
(i) Consultant fees;
(ii) support staff services;
(iii) equipment/laboratory hire (if applicable);
(iv) communication costs;
(v) report production costs; and
(vi) travel expenses and per diem requirements.
8. COMMENTS BY THE CONSULTANT(S)
8.1 The Consultant(s) may make comments on these Terms of Reference and make suggestions for
their improvement. The financial implications, if any, of these recommendations must be indicated in the
Financial Proposal.
9. COORDINATION AND FACILITIES
9.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report to GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the
Consultant(s) to carry out their duties. The services shall be conducted in Grenada and in the home country
of the Consultant(s). The Consultant(s) team members are expected to bring their own computers. GOGR shall designate counterpart personnel whom the Consultant(s) shall mentor in all aspects of the assignment.
While GSWMA will provide direct supervision, the Consultant(s) will be required to liaise closely with other
key stakeholders across several GOGR agencies.
APPENDIX 2.2 Page 7 of 7
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 2.3
DRAFT TERMS OF REFERENCE
CONSULTING SERVICES FOR PLANNING AND CAPACITY BUILDING IN
GRENADA SOLID WASTE MANAGEMENT AUTHORITY
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards the design and implementation of an integrated solid waste management (ISWM)
project for Grenada which includes the design and construction of additional sanitary, engineered cells at
the Perseverance Landfill and institutional strengthening of the Grenada Solid Waste Management
Authority (GSWMA). Established in 1995, through an Act of Parliament, GSWMA, a statutory body, has
responsibility for providing coordinated and integrated systems for the collection, treatment, recycling and
disposal of solid waste, and to establish and manage sanitary landfills. GSWMA currently operates
two landfills, one at Perseverance which is used for the disposal of solid waste generated on mainland
Grenada, and the other at Dumfries in Carriacou which is utilised for the disposal of waste generated in
Carriacou and Petite Martinque.
1.2 Waste collection services on mainland Grenada are provided for curb, communal bins and
government institutions spread across five collection zones, which are serviced by six private contractors.
This provides collection coverage to 98% of the island. Collection frequency in Grenada’s rural areas
outside St. George’s is twice-per-week. The urban areas in and around St. George’s, receive daily pickup
service (except Sunday). Privatisation of the collection services has helped to improve the level of the
quality of service. The Authority also provides street sweeping services, and this is carried out by five
private contractors. In relation to Carriacou and Petite Martinique, the collection coverage is essentially
100%. Both islands receive service that is equivalent to that provided to Grenada’s rural areas. Waste from
Petite Martinique is transported to Carriacou for disposal.
1.3 General oversight of GSWMA was the responsibility of the Ministry of Health and in September 2009, this role was assumed by the Ministry of the Environment. GSWMA operates within the context of
the National Waste Management Strategy (NWMS) approved by Cabinet in September 2003. The revised NWMS should have been prepared within five years of the adoption of the initial strategy. Work remains
on the updated version. Strategic leadership is provided by a board of directors (BOD) comprising eight representatives of key stakeholders from the public and private sectors, namely: the Ministry of the
Environment; Grenada Ports Authority; the Ministry of Finance; Grenada Chamber of Industry and Commerce; the Royal Grenada Police Force; and the community. The BOD, its Chairperson and Deputy
Chairperson were appointed for a three-year term by the Minister of the Environment in April 2013.
GSWMA is managed by an executive management team made up of six1 persons and they carry out the
BOD’s directives and oversee the day-to-day operations. Total staffing is relatively low, reflecting the high level of privatisation of the waste collection and the street cleaning aspects of the organisation’s operations.
The total staff compliment at the end of 2013 was 28 persons, with 13 persons (6 males and 7 females) working in the main office and 15 persons (13 males and 2 females) working at the landfills in Perseverance
and Carriacou.
1.4 Effective organisation and management is required to efficiently sustain GSWMA’s operations.
The last Strategic Plan covered the five-year period 2004-08 and in the absence of a new plan, the Authority
has been using three-year work plans and annual budgets to set priorities, coordinate work activities, and
1 The Executive Management Team comprises the following: General Manager, Operations Manager, Landfill
Manager, Finance Officer, Senior Public Relations Officer, and an Administrative Officer.
APPENDIX 2.3 Page 2 of 7
identify resource constraints. The BOD and management understand the importance of medium to
long-term planning, as this would ensure that the organisation remains relevant and responsive to the needs
of its stakeholders. More importantly, medium to long-term planning is critical to good management and
governance. The capacity of the Authority to effectively and efficiently carry out its mandate, is heavily
dependent on internal management and the quality of the staff. Proper and relevant training of staff at all
levels in all aspects of solid waste management (SWM) is integral to the success and safety of GSWMA’s
operations and recycling programmes. Training managers in areas such as recycling, solid waste
technologies, procurement, and pollution prevention keeps the managers in charge of various programmes,
up to date on new technologies, regulations and opportunities for programme improvement.
1.5 Contingency planning is critical to the uninterrupted operation of GSWMA, the continued disposal
of solid waste in Grenada and maintenance of points of contact with the organisation’s stakeholders –
householders, commercial and industrial enterprises, visitors, private and public sector institutions, etc. The
Authority does not have a documented plan which outlines the contingency options for handling solid waste
at the landfills at Perseverance and Dumfries.
1.6 Monitoring the performance of GSWMA’s SWM System is an important aspect of the
organisation’s operations. Basically, the System has a number of goals, such as it can be used to: improve
service quality; monitor and evaluate the quality of services provided by private service contractors; assess
targets versus actual performance; and provide information that can be used by management for policy
development and decision making. Currently, data is being collected by GSWMA on various aspects of its
operations, including the: type of waste delivered to both landfills; quantity; weigh days; number of tyres
delivered as segregated loads; and metal bales produced, etc. It is not clear that the System is being
processed and used to generate generally-accepted key performance measures related to SWM, as well as
to reduce or eliminate inefficiencies.
1.7 The sustainability of GSWMA requires a more strategic perspective and it is for this reason that
the institutional strengthening component of CDB’s project seeks to address the identified shortcomings in
four key areas, specifically, strategic planning, contingency planning and capacity development.
2. OBJECTIVES
2.1 The overall objective of the consultancy is to assist GSWMA in improving its planning capacity,
while ensuring that gender issues are incorporated in all aspects of the organisation’s operations. This will
be accomplished through the following:
(a) preparation of a five-year strategic plan and an accompanying gender-responsive action plan;
(b) building capacity within the organisation to institutionalise the strategic planning process,
through coaching and guidance on good practice approaches to the preparation of the Plan;
(c) preparation of a contingency plan to ensure the continued operation of the organisation;
and
(d) preparation of a customised medium-term gender-responsive training plan, which builds the governance capacity of the BOD and technical capacity of management and staff, in
various aspects of SWM.
APPENDIX 2.3
Page 3 of 7
3. SCOPE OF WORK AND METHODOLOGY
3.1 The specific tasks to be carried out under the consultancy are, but not limited to, the following:
(a) Team Leader/Strategic Planning Facilitator
The Team Leader will be an experienced facilitator who is expected to generally enable the strategic planning process in the context of the unique business environment of a small
public sector solid waste company. Activities to be undertaken by the Consultant(s) include the following:
(i) assisting in structuring the planning process, preparation of a detailed work plan
and guiding the working group/internal strategic planning team;
(ii) undertaking a baseline study which covers a review of the data on: waste quantities and composition; existing SWM operations; the institutional and financial framework; the role of men and women in SWM in Grenada, a review of the
institutional arrangements for the collection of the environmental levy; etc;
(iii) establishing the Strategic Planning Framework including: assisting with the
preparation of the inception workshop, conduct of meetings, focus group
discussions, and gender-inclusive stakeholder consultations; supporting GSWMA internal strategic planning team; and preparation of the Draft Strategic Planning
Framework Report which includes a medium-term capital investment plan;
(iv) assessing the options for the building of GSWMA’s ISWM System and conducting
on˗going special workgroup meetings to obtain inputs from key stakeholders –
men, women, children, private and public sector organisations, institutions, non- government organisations, etc;
(v) examination of the organisational structure and staffing, including the
qualifications and experience of existing staff, to recommend any required changes to the structure or to the staffing requirements for GSWMA to achieve its strategic
and operational objectives;
(vi) developing recommendations for improving the tracking and collection of the amounts payable to GSWMA through the Environmental Levy (from Grenada
Electricity services Ltd., GOGR, and port and airport authorities), and assisting GSWMA to implement those recommendations;
(vii) assisting the Working Group/Internal Strategic Planning Team with the evaluation of the options for addressing key issues, conducting workshops and meetings to
discuss the key issues and strategic responses, and preparing the Draft Five-Year
Strategic Plan for review by the BOD;
(viii) assisting the Working Group/Internal Strategic Planning Team with developing the
Action Plan for the delivery of the Strategy;
(ix) preparing an action plan (covering five years), an immediate action plan (covering
two to three years), and a capital investment plan;
APPENDIX 2.3 Page 4 of 7
(x) attending meetings and making presentations to the BOD and political directorate, as required, to finalise the Strategic Plan; and
(xi) conducting two (2) review meetings to assess the implementation of the Plan.
(b) Contingency Planning Specialist
This specialist will be responsible for conducting a review of the alternate sites that could be used as temporary disposal facilities and points of contact for development of options
for the temporary management of wastes in an emergency situation or unplanned interruptions in solid waste disposal.
(c) Training and Development Specialist
This specialist will be responsible for the following:
(i) conducting a needs analysis through research, which includes an assessment of the company’s goals, its specific safety needs and legal obligations, e.g. training in
areas such occupational health and safety, landfill maintenance, and the Labour Department’s training requirements; an assessment of the differences in the
population in terms of gender, age, household size and status, income, location, etc. In respect of health and safety, the activities and practices of waste pickers and
others whose activities occur on GSWMA facilities shall also be considered;
(ii) determining which employees need training in terms of gender, areas or subjects and the frequency, through the use of focus groups, meetings, informal discussions,
review of employee records and performance data, and questionnaires, etc.;
(iii) preparing a gap analysis report; and
(iv) preparing the Training Plan which sets out the specific goals to meet the identified training needs, list of persons to be trained in each topic/area, the training schedule,
and recommended methods for training the identified group of trainees. Visit(s)
may also be recommended to a regional solid waste management authority,
identified as an example of good practice, to fulfil the knowledge needs identified, and the relevant contacts established and costs determined.
4. ROLES AND RESPONSIBILITIES
4.1 The Consultant(s) will report to GSWMA’s General Manager, or designated representative, who
will work with the Consultant(s) to enable knowledge transfer; oversee the implementation of the
consultancy; and coordinate logistical arrangements for meetings, as identified by the Consultant(s).
4.2 The Consultant(s) will be responsible for the overall management and implementation of the
assignment; coordination of the team’s activities, as well as to ensure that the requirements of the Terms of
Reference (TOR) are followed; and the timely submission of all deliverables.
APPENDIX 2.3
Page 5 of 7
4.3 GSWMA will be responsible for providing ground transportation and support facilities, such as
office accommodation, stationery, information on its operations and other agencies that impact on their
operations, and local laws and regulations.
5. PLACE OF WORK AND IMPLEMENTATION ARRANGEMENTS
5.1 GSWMA will be the Executing Agency and the General Manager will be responsible for the overall
management of implementation of the consultancy. GSWMA will provide the Consultant(s) with office
accommodation, including access to the internet, administrative support, and arrange introductory meetings
with key project stakeholders. Where required, the organisation will provide transportation to the meetings
with key stakeholders. The Consultant(s) will be based in Grenada and will work on the preparation of the
Strategic Plan for a period of up to six months.
5.2 The Consultant(s) will be required to visit GSWMA to conduct the meetings to review the progress
of the implementation of the Strategic Plan. In undertaking this assignment, the Consultant(s) should adopt
a collaborative approach to foster the transfer of knowledge in the area of strategic planning.
6. QUALIFICATIONS AND EXPERIENCE
6.1 The Consulting team should have a qualified and experienced strategic planner who will lead the
team. The team should comprise persons who have the following qualifications and experience:
(a) post graduate degree in a relevant field such as Organisational Development, Strategic
Management, Human Resource Development, Training and Development, and Computing and Systems Development;
(b) at least ten years’ experience in:
(i) conducting and facilitating strategic planning processes and implementation with
specific emphasis on facilitating the development of strategic plans for SWM companies;
(ii) preparation of contingency plans for SWM agencies; and
(iii) preparing training plans.
(c) experience with establishing and maintaining effective partnerships and working relationships with both public and private sectors;
(d) should have undertaken at least one assignment of a similar nature in the last two years;
(e) knowledge and experience of using participatory approaches and facilitation techniques;
(f) excellent communication, writing, inter-personal and facilitation skills; and
(g) fluency in written and spoken English.
APPENDIX 2.3 Page 6 of 7
7. REPORTING REQUIREMENTS
The Consultant(s) will be required to provide the following reports and deliverables:
(a) Inception Report: prior to commencing the assignment, the Consultant(s) will be required to submit an Inception Report. The Report should include a detailed implementation
schedule setting out the tasks, activities and resources, and methodologies to be used to execute the Project. The Implementation Schedule will be amended by agreement by CDB
and GSWMA. A total of two (2) hard copies of the Inception Report should be submitted, one (1) to CDB and one (1) to GSWMA. CDB and GSWMA will be required to forward
comments on the Inception Report within two (2) weeks’ of the receipt of the Report.
(b) Report on the Findings of the Consultations: specifically, the Strategic Planning and Training Plan workshops, focus group meetings and consultations with stakeholders.
(c) Draft Final Report: which includes a detailed analysis of the findings, conclusions, and
recommendations of meetings and discussions, and a copy of the Draft Strategic Plan, and Draft Training Plan in respect of the items outlined under the Scope of Works at Section
3.01 of the TOR. Two (2) copies of the report in hard copy and one (1) in the electronic format ‒ Microsoft Word, Excel and PowerPoint where appropriate – should be submitted for review and comments within one (1) week before the end of the assignment. CDB and GSWMA shall submit comments within two (2) weeks of receipt of the Draft Final Report.
(d) Final Report: which includes the Final Strategic Plan and Final Training Plan along with
pertinent recommendations is to be submitted within two (2) weeks of the receipt of
comments from CDB and GSWMA on the Draft Final Report. The Consultant(s) shall submit four (4) hard copies of the Final Report – two (2) copies to CDB and two (2) to
GSWMA, along with one (1) copy of the report in the electronic format ‒ Microsoft Word,
Excel and PowerPoint, where appropriate. The Final Report should take account of the
comments and suggestions of CDB and GSWMA.
(e) Plan Implementation Report: to be submitted by the Strategic Planning Consultant, within four (4) months after the completion of the Final Report.
8. DURATION
8.1 The assignment should be completed over a period of eight months.
APPENDIX 2.3
Page 7 of 7
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 2.4
DRAFT TERMS OF REFERENCE CONSULTING SERVICES FOR COMMERCIAL COMPOSTING STUDY
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards an integrated solid waste management (ISWM) project for Grenada. The protection of Grenada’s natural environment is critical to the sustainability of social and economic activity on the
island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management
Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which
has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in
2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and additional sanitary, engineered
cells will be constructed at the Perseverance Landfill.
1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied.
The National Waste Management Strategy (NWMS), which the Act requires be reviewed every five years, was prepared in 2003, and will be updated with a view to guiding the achievement of Grenada’s ISWM
objectives of reducing waste generation and maximising waste diversion. Wide stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices,
GSWMA engages in wide public outreach through broadcast and print media, and has sponsored the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of
Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional framework for SWM, and
at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will
also be part of the project scope.
2. OBJECTIVE
2.1 The main objective of the study is to demonstrate the feasibility of commercial composting in
Grenada, and thereby stimulate growth in this aspect of waste diversion.
3. SCOPE OF SERVICES
(a) Engage key stakeholders from governmental, private sector and non-governmental organisations, as required, through one-on-one meetings to capture their perspectives on
composting.
(b) Assess waste trends and patterns in Grenada. This should include an assessment of the
type, potential, quantity and quality of compost material available in the waste stream.
(c) Review of past and existing composting activities in Grenada, highlighting strengths and
weaknesses of the approaches taken.
APPENDIX 2.4 Page 2 of 4
(d) Determine the market potential for composting in Grenada. This will include:
(i) identification of key characteristics affecting future demand for composting in
Grenada; identification of potential purchasers of compost; and identification of
potential sources of composting resources;
(ii) assessment of the potential for various composting products that have market potential. This should include mulch, soil amendments, organic fertilizers, and
blended product. For each product, the Consultant will examine the total cost for
the product including marketing and distribution and make a recommendation regarding its suitability for the Grenadian market. The Consultant will also
recommend the level of technology that should be used for composting;
(iii) determining the capital and recurrent costs for composting for operating a commercial composting facility;
(iv) based on the findings of the market demand and giving due consideration to the
distribution of waste collection zones, and the transport network for waste
collection, developing a strategic plan for the number, size, and potential location of commercial composting facilities. The potential locations for composting
facilities should take into consideration the environmental sensitivities of
residential development; and
(v) making recommendations for the development of commercial composting in
Grenada.
4. DURATION OF THE CONSULTING ASSIGNMENT
4.1 The assignment is expected to be conducted over a period of approximately four months.
5. REPORTING REQUIREMENTS
5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GOGR and two (2)copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in
Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used
in the preparation of the reports shall also be submitted to CDB. GOGR and CDB will provide comments
on the reports within fourteen (14) days of receipt and the Consultant(s) will revise the reports according to the comments received. These reports are as follows
(a) Inception Report: The Inception Report will be presented within 21 days after the signing of the contract, and it will include:
(i) Initial Findings;
(ii) Consultant(s) detailed work schedule and methodology, including the schedule and
scope of all surveys, investigations, and tests, etc., to be conducted;
(iii) a programme for the use of resources including personnel, equipment, and
materials, etc.;
(iv) a proposed outline for future reports; and
APPENDIX 2.4
Page 3 of 4
(v) Criteria to be employed, including identification of all technical standards and
procedures to be used.
(b) Report – Data and Information Compiled on Waste Trends and Past Composting Activities in Grenada: The Report shall be presented within one month after the signing of the
contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.
(c) Report on Compost Market Potential Analysis: The Report shall be presented within
two (2) months after the signing of the contract.
(d) Final Report: The report will comprise a summary of data and Information on waste trends
and past composting activities in Grenada; compost Market Potential Analysis; Strategic
Plan for Commercial Composting and recommendations. The Report shall be presented within four (4) months after the signing of the contract.
6. QUALIFICATIONS AND EXPERIENCE
6.1 The Consultant must have excellent communication and interpersonal skills and must be fluent in
English. The Consultant should have qualifications and experience in areas relevant to the consultancy that
might include SWM systems planning; and financial and economic analysis; and environmental engineering.
7. COMMENTS BY THE CONSULTANTS
7.1 The Consultant(s) may make comments on these Terms of Reference, and make suggestions for
their improvement. The financial implications, if any, of these recommendations must be indicated in the
Financial Proposal.
8. COORDINATION AND FACILITIES
8.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report to
GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the Consultant(s) to carry out his/her duties. The services shall be conducted in Grenada and in the home country
of the Consultant(s).
APPENDIX 2.4 Page 4 of 4
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 2.5
DRAFT TERMS OF REFERENCE
CONSULTING SERVICES FOR THE DEVELOPMENT AND IMPLEMENTATION OF A
PUBLIC AWARENESS AND EDUCATION PROGRAMME
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards the design and implementation of an integrated solid waste management project for Grenada, which includes the design and construction of additional sanitary, engineered cells at the
Perseverance Landfill and institutional strengthening of the Grenada Solid Waste Management
Authority (GSWMA). Established in 1995, through an Act of Parliament, GSWMA, a statutory body, has responsibility for providing coordinated and integrated systems for the collection, treatment, recycling, and
disposal of solid waste, and to establish and manage sanitary landfills. GSWMA currently operates two
landfills, one at Perseverance which is used for the disposal of solid waste generated on mainland Grenada,
and the other at Dumfries in Carriacou which is utilised for the disposal of waste generated in Carriacou and Petite Martinique.
1.2 Waste collection services on mainland Grenada are provided for curb, communal bins, and government institutions, spread across five collection zones which are serviced by six private contractors.
This provides collection coverage to 98% of the island. Collection frequency in Grenada’s rural areas
outside St. George’s, is twice per week. The urban areas in and around St. George’s receive daily pickup service (except Sunday). Privatisation of the collection services has helped to improve the level of the
quality of service. The Authority also provides street sweeping services, and this is carried out by five
private contractors. In relation to Carriacou and Petite Martinique, the collection coverage is essentially
100%. Both islands receive service that is equivalent to that provided to Grenada’s rural areas. Waste from Petite Martinique is transported to Carriacou for disposal.
1.3 General oversight of GSWMA was the responsibility of the Ministry of Health and in September 2009, this role was assumed by the Ministry of the Environment. GSWMA operates within the context of
the National Waste Management Strategy (NWMS) approved by Cabinet in September 2003. The revised NWMS should have been prepared within five years of the adoption of the initial strategy. Work on the
updated version remains. Strategic leadership is provided by a board of directors (BOD) comprising eight representatives from key stakeholders from the public and private sectors, namely: the Ministry of the
Environment; Grenada Ports Authority; the Ministry of Finance; Grenada Chamber of Industry and Commerce; the Royal Grenada Police Force; and the community. The BOD, its Chairperson and Deputy
Chairperson, were appointed for a three-year term by the Minister of the Environment in April 2013.
GSWMA is managed by an executive management team made up of five1 persons, and they carry out
BOD’s directives and oversee the day to day operations. Total staffing is relatively low, reflecting the high level of privatisation of the waste collection and street cleaning aspects of the organisation’s operations.
The total staff compliment at the end of 2013 was 28, with 13 persons working in the main office and 15 persons working at the landfills in Perseverance and Carriacou.
1.4 GSWMA has spearheaded various public awareness campaigns which have resulted in the cleanup of illegal disposal sites and the adoption of areas by civic organisations, community groups and schools.
In recent years, the Authority has focused on promoting good solid waste management (SWM) practices in
schools through its annual Environmentally Friendly Schools Initiative (EFSI), which includes community-
level projects that target beaches, historic sites, marine protected areas and rivers, and waste reduction and recycling initiatives that focus on composting organic school waste. The wider public education activities
1 The Executive Management Team comprises the following: General Manager, Operations Manager, Landfill
Manager, Finance Officer, Senior Public Relations Officer, and an Administrative Officer.
APPENDIX 2.5
Page 2 of 5
have concentrated on encouraging and improving SWM; increasing awareness of the issues related to
littering; poor sanitation practices; illegal waste disposal; and improper waste transportation.
1.5 Compositing has been promoted by GSWMA as part of its Waste Diversion Programme. To this
end, several compost initiatives have been implemented over the years, including: training of students as
part of EFSI; members of the public; representatives from Non˗Governmental Organisations; farmers; and
gardeners and grounds men at hotels. Most of the hotels have continued their waste separation projects and the production of compost, as a means of waste diversion. This has contributed to the award of Green Hotel
Status to five hotels in Grenada.
1.6 The waste diversion activities carried out by GSWMA have had a positive impact, as there was a
decrease in the quantity of waste received at both landfills over the last five years, which fell by 15%
moving down from 42,799 tonnes in 2009, to 36,214 tonnes in 2013. This translated to a reduction in the Daily Waste-Generation Rate which went down from 117 tonnes per day in 2009, to 99 tonnes per day
in 2013. Despite this improvement, there has been an increase in the per capita waste generation rate as it
increased from 1.78 lbs/person/day in 2009, to 2.29 lbs/person/day in 2013. Further, a review of the Annual
Solid Waste Received data revealed that, between 2011 and 2013, there was a steady increase in amount of waste delivered to the Perseverance Landfill. Recognising that one way to reverse this trend is to increase
public awareness and education of waste diversion and reduction strategies, the institutional strengthening
component of CDB’s Project seeks to build GSWMA’s capacity to develop and implement public awareness and education programmes.
2. OBJECTIVES
2.1 The main objectives of the Public Awareness and Education Programme (PAEP) are to: provide
information on SWM good practices and its benefits and the personal and societal costs of poor practices; gain public support and build the profile of SWM; and reduce quantities of waste received at the landfills
in Perseverance and Dumfries.
3. SCOPE OF WORK AND METHODOLOGY
3.1 PAEP Consultant(s) will be tasked with the development and implementation of a programme of
communication activities aimed at changing attitudes and behaviours in respect of solid waste management, through a comprehensive programme of engagement with persons involved in the sector, schools, and the
wider community, on the issues around integrated SWM.
3.2 The specific tasks to be carried out under the consultancy are, but not limited to, the following:
(a) Preparation of an inventory and review of recent and current public awareness initiatives in Grenada, Carricacou and Petite Martinique; level of public involvement, programmes
that target males, females and children, the public and private sectors and non-government organisations, institutions, mechanisms used; and achievements and successes.
(b) An assessment of the differences in the population in terms of gender, age, household size
and status, income, location, etc.
(c) Assisting GSWMA in the design, preparation, planning and management of the PAEP,
including a community participation programme
(d) Planning and delivering initial briefing, training and orientation to GSWMA’s BOD and
staff in public education and community participation, and the Awareness Programme.
APPENDIX 2.5 Page 3 of 5
(e) Developing and implementing specific measures to ensure the participation of vulnerable groups, including women and the poor.
(f) Developing and implementing through the Ministry of Education (MOE), a programme of
awareness and education activities around SWM for various cohorts of students that may be applied across the entire school system.
(g) Monitoring the performance and impact of the Programme in the field, across sectors and
on communities and, where required, make adjustments to the Programme.
(h) Planning and organising gender-aware training events, including workshops and seminars, that facilitate public/private dialogue on SWM issues.
(i) Advising on the preparation of gender-aware information, education and communication materials, and media campaigns and web pages.
(j) Reviewing staff reports and advise GSWMA on actions required to address identified
issues, and prepare reports on the performance and impact of initiatives carried out as part of the Programme.
4. ROLES AND RESPONSIBILITIES
4.1 The Consultant(s) will report to GSWMA’S General Manager who will oversee the implementation
of the consultancy and coordinate logistical arrangements for meetings as identified by the Consultant(s), as well as designate a member of staff to work with the Consultant(s) to enable knowledge transfer.
4.2 The Consultant(s) will be responsible for the overall management and implementation of the
assignment; coordination of activities to ensure that the requirements of the Terms of Reference (TOR) are followed; and the timely submission of all deliverables.
4.3 GSWMA will be responsible for providing ground transportation and support facilities, such as office accommodation, stationery, information on its operations, and other agencies that impact on their
operations, local laws and regulations, and other materials required for the implementation of the consultancy.
5. PLACE OF WORK AND IMPLEMENTATION ARRANGEMENTS
5.1 GSWMA will be the Executing Agency and the General Manager will be responsible for the overall management of implementation of the consultancy. GSWMA will provide the Consultant(s) with office
accommodation, including access to the internet, administrative support, and arrange introductory meetings with key project stakeholders. Where required, the organisation will provide transportation to the meetings
with key stakeholders. The Consultant(s) will be based in Grenada.
5.2 The Consultant(s) will be required to liaise with the MOE through the School Outreach Liaison or
other officers designated by the Permanent Secretary, MOE for the purposes of designing and implementing aspects of the programme in schools.
APPENDIX 2.5 Page 4 of 5
6. QUALIFICATIONS AND EXPERIENCE
6.1 The Consultant(s) should have the following qualifications and experience:
(a) Bachelor’s Degree in communications, journalism, marketing, public relations or other
relevant fields. A Master’s Degree in a relevant field is desirable.
(b) At least ten (10) years’ experience in managing communication programmes in the public
sector. Experience with SWM agencies will be an asset.
(c) Demonstrated ability to manage and implement innovative and relevant communication
tools.
(d) Demonstrated knowledge of issues relating to SWM, including gender, governance and
climate change.
(e) Successfully completed public awareness and communication programmes in SWM or a
related field.
(f) Demonstrated ability to mentor staff.
(g) Strong interpersonal skills and demonstrated pro-active approach to problem solving.
(h) Excellent communication, writing, inter-personal and facilitation skills, and fluency in
written and spoken English.
6.2 The name, qualification, and experience of the Consultant(s) must be provided to CDB.
7. REPORTING REQUIREMENTS
7.1 The Consultant(s) will be required to provide the following reports and deliverables:
(a) Inception Report: Prior to commencing the assignment, the Consultant(s) will be required
to submit an Inception Report. The Report should include a detailed implementation schedule setting out the tasks, activities and resources, and methodologies to be used to
execute the Project. The Implementation Schedule will be amended by agreement by CDB and GSWMA. A total of two (2) hard copies of the Inception Report should be submitted,
one (1) to CDB and one (1) to GSWMA. CDB and GSWMA will be required to forward comments on the Inception Report within two (2) weeks’ of the receipt of the Report.
(b) Interim Reports on the Findings of the Consultations and Progress Reports: Specifically,
the reports on the meetings, training conducted, consultations with stakeholders, and
reports on the impact of the activities undertaken.
(c) Draft Final Report: Includes a detailed analysis of the findings, conclusions, and
recommendations of meetings and activities undertaken, and a copy of the Draft PAEP in respect of the items outlined under the Scope of Works at Section 3.01 of TOR. Two (2)
copies of the Report in hard copy and one (1) in the electronic format ‒ Microsoft Word, Excel and PowerPoint where appropriate – should be submitted for review and comments
APPENDIX 2.5 Page 5 of 5
within one (1) week before the end of the assignment. CDB and GSWMA shall submit comments within two (2) weeks of receipt of the Draft Final Report.
(d) Final Report: Includes the Final PAEP, along with recommendations to be submitted
within two (2) weeks of the receipt of comments from CDB and GSWMA on the Draft
Final Report. The Consultant(s) shall submit four (4) hard copies of the Final Report – two
(2) copies to CDB and two (2) to GSWMA, along with one (1) copy of the Report in the electronic format ‒ Microsoft Word, Excel and PowerPoint, where appropriate. The Final
Report should take account of the comments and suggestions of CDB and GSWMA.
(e) Plan Implementation Report: To be submitted by the Consultant(s) within six (6) months
after the completion of the Final Report.
8. DURATION
8.1 The assignment should be completed over a period of 12 months.
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 2.6
DRAFT TERMS OF REFERENCE
CONSULTING ENGINEERING SERVICES FOR
FINAL DESIGNS AND CONSTRUCTION SUPERVISION
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The protection
of Grenada’s natural environment is critical to the sustainability of social and economic activity on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management
Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada.
GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in
2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the
old dump site. The capacity of that site will be exhausted within months and additional sanitary, engineered cells will be constructed at the Perseverance Landfill (PL).
1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry
of Health. Waste Management Planning in Grenada is guided by the Waste Management Act (2001). The National Waste Management Strategy, which the Act requires be reviewed every five years, was
prepared in 2003 and is to be reviewed with a view to guiding the achievement of Grenada’s ISWM
objectives of reducing waste generation and maximising waste diversion. Within the Act, waste is defined as including foul water and sewage, which come under the responsibility of the National Water and
Sewerage Authority. A number of the enforcement provisions of the Waste Management Act are not
applied. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach, including broadcast and print media, and has sponsored the Environmentally Friendly Schools
Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the
Project includes a wide range of institutional strengthening and capacity building measures targeted at
improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the
effectiveness of additional stakeholder awareness and education activities will also be part of the project
scope.
1.3 Through funding provided by CDB, consultants engaged by GOGR prepared designs for rehabilitation of the PL and closure of existing dumpsites in November 2009. GOGR now proposes to
engage the services of Consultant(s) to review the 2009 designs and to make any amendments required for
consistency with current recommended practice. The Consultant(s) will be required to undertake a
programme of geotechnical investigation, including groundwater monitoring, to inform the review and revision of the design.
2. OBJECTIVE
2.1 The objectives of the assignment are as follows:
(a) to ensure that designs for the rehabilitation of PL, the closure of the old dump and of Cells 1 and 2, are reviewed and revised in accordance with the highest practicable international
engineering and design standards, to provide solutions with the lowest life-cycle costs that satisfy client requirements and appropriate design criteria;
APPENDIX 2.6 Page 2 of 10
(b) to ensure that high quality construction is achieved and that all work is carried out in full
compliance with the engineering design, technical specifications, and other contract
documents; and
(c) to provide support to the Executing Agency in the execution of its project management functions, including its monitoring and evaluation functions.
3. DESCRIPTION AND SCOPE OF SERVICES
3.1 The Consultant(s) will be expected to design and implement a programme of geotechnical
investigations, including groundwater monitoring, to inform the review and revision of the design of the
proposed infrastructure.
3.2 The consulting team will be composed of highly qualified and experienced experts, who can carry
out the investigation, design and construction supervision duties as a fully competent and independent unit.
The Scope of Work is understood to cover all activities necessary to accomplish the objectives of the consulting assignment, whether or not a specific activity is cited in these Terms of Reference (TOR).
3.3 The Consultant(s) will adopt a participatory approach to the conduct of the services, including participation, as required, in meetings with stakeholders to discuss project-related matters. The design and
construction of the infrastructure shall seek to minimise maintenance requirements and operational costs.
3.4 The Scope of Services will include, among other things:
Phase I: Design Review and Investigations
(a) Review of the reports (including annexes, drawings, etc.) prepared under assignment titled, “Consulting Services for Grenada ‒ Preparation of (a) Designs for Rehabilitation of the PL
and Closure of Existing Dumpsites and (b) A Long-Term Solid Waste Reduction and Disposal Strategy”. The documents include, among others, the Final Design Report
(November 2009); Final Design Drawings (October 2009); Final Environmental Impact Assessment Report (March 2010); and Options for Waste Disposal in Grenada (November 2009).
(b) Review of other reports and documents referenced in the 2009 Consultants Reports,
particularly the previous investigations referred to in the Geotechnical Report in the Conceptual Design Report Annexes (August 2009). Those reports include the
Geotechnical Engineering Report for Perseverance ‒ Grenada (July 1998); Perseverance Estate Proposed Landfill Hydrogeology Report (April 1999); Final Report on Geotechnical
Investigations for Slope Stability and Cause of Slope Failure at Perseverance Landfill (March 2004); Inspection Report on Soil Investigation for Slope Instability at Perseverance Landfill (January 2004); Report on Slope Design at Perseverance Landfill (February 2005);
and Supplemental Report on Slope Design at Perseverance Landfill (December 2005).
(c) Review of available information necessary for the drainage design, including the August
2010 Report on the Development of Rainfall Intensity-Duration-Frequency Curves and National Flood Hazard Maps, prepared by H.R. Wallingford.
APPENDIX 2.6 Page 3 of 10
(d) Design and implement a programme of geotechnical investigations, including groundwater
monitoring, to inform the review and revision of the design of the proposed infrastructure, including the installation of boreholes, piezometers and inclinometers.
(e) Conduct of topographical surveys of the sites of the old dump and PL.
Phase II A: Detailed Design Completion/Revision
3.5 The Phase II A activities will pertain to the closure of the old dump and the waste picker facilities, and will include:
(a) Finalising or, to the extent required, revising the proposed closure and restoration plans for the old dumpsite, making any amendments necessary to conform to current recommended
practices, including for the collection and management of landfill gas and minimising the infiltration of surface water.
(b) Designing toilet and changing facilities for the use of waste pickers at PL, on a site to be
identified by GSWMA, in accordance with the requirements of the Grenada National Building Code.
(c) Preparing bidding documents, inclusive of detailed construction drawings, technical specifications, and detailed estimates of the cost of the Works for closure of the old
dumpsite and construction of the facilities for waste pickers. Separate contracts are proposed for these two items of Work. The bidding documents shall conform to the
requirements of the Guidelines for Procurement and Standard Bidding Documents published by CDB.
(d) Reviewing the draft Environmental and Social Management Plans (ESMP) for the works for inclusion in the bidding documents.
(e) Providing assistance to GOGR in the bidding process.
(f) Providing assistance to GOGR in the evaluation of tenders.
Phase II B: Detailed Design Completion/Revision
3.6 The Phase II B activities will pertain to the rehabilitation of PL and the closure of Cells 1 and 2,
and will include:
(a) Preparing closure and restoration plans for Cells 1 and 2 of PL in accordance with current
recommended practices, including for the collection and management of landfill gas and minimising the infiltration of surface water.
(b) Finalising or, to the extent required, revising final designs, with final design drawings, construction details, cross sections, final quantities, costs, technical specifications, and
tender documents for the rehabilitation of PL.
(c) Preparing bidding documents, inclusive of detailed construction drawings, technical
specifications, and detailed estimates of the cost of the works for rehabilitation of PL and
APPENDIX 2.6 Page 4 of 10
closure of Cells 1 and 2. The bidding documents shall conform to the requirements of the
Guidelines for Procurement and Standard Bidding Documents published by CDB.
(d) Reviewing and revising the draft ESMP for the Project for inclusion in the bidding documents.
(e) Providing assistance to GOGR in the prequalification of contractors.
(f) Providing assistance to GOGR in the evaluation of tenders.
Phase III A & B: Construction Supervision (A & B shall correspond to the Phase II activities)
3.7 The Consultant(s) will be required to:
(a) Prepare a Construction Supervision Manual outlining routines and procedures to be applied
in contract management, construction supervision, and administration.
(b) Issue the Order to Commence to the contractors.
(c) Approve the setting out of the Works.
(d) Approve the Contractors' key superintendence personnel, construction programmes, method statements, land to be occupied by the Contractor, materials and sources of
materials.
(e) Order special tests of materials or completed works and/or removal and substitution of
improper materials and/or work, as required.
(f) Check all quantity measurements and calculations required for payment purposes and ensure that all measurements and calculations are carried out in a manner and at the
frequencies specified in the contract documents.
(g) Identify construction problems and delays and actions to expedite progress, if the Works
fall behind schedule.
(h) Control and appraise the progress of the Works, order suspension of the Works and authorise, in accordance with the terms of the construction contract, extensions of the
period for completion of the Works.
(i) Issue variation orders, evaluate variations, fix rates for unpriced work, or order day work
all in accordance with the terms of the construction contract, and/or to make recommendations to the Employer regarding alternatives.
(j) Issue interim certificates for payment to the contractors on the basis of measured work
items or to certify the completion of the Works, or parts thereof.
(k) Inspect the Works periodically, during the construction period and the defects liability period and to issue Defects Liability Certificates after the rectification by the Contractor of
possible defects.
APPENDIX 2.6 Page 5 of 10
(l) Supervise the Contractor in all matters concerning safety and care of the Works (including
the erection of warning signs) and, if required, request the Contractor to provide any
necessary lights, guards, fencing, and watchmen.
(m) Carry out generally all the duties of the Engineer as specified in the Contract, within the limitations specified therein.
(n) Advise the Employer on all matters relating to claims from the Contractor and to make recommendations thereon, including the possible recourse to arbitration.
(o) Prepare detailed as-built drawings for all works contracts.
(p) Prepare closure reports for
(q) Participate in community meetings throughout project implementation to ascertain and inform, among other things, communities’ views on the Project, and implementation
progress and impacts.
(r) Monitor and report in all progress reports on the adherence of all responsible parties to the
requirements to the approved ESMPs.
4. DURATION OF THE CONSULTING ASSIGNMENT
4.1 The assignment is expected to be conducted over a period of approximately three and a half years (3.5) years.
5. REPORTING REQUIREMENTS
5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GSWMA and two
(2) copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used in the preparation of the reports shall also be submitted to CDB. These reports are as follows:
(a) Inception Report: The Inception Report will be presented within twenty-one (21) days
after the signing of the Contract, and it will include:
(i) Initial Findings.
(ii) Consultants’ detailed work schedule and methodology, including the schedule
and scope of all surveys, investigations, and tests, etc., to be conducted.
(iii) A programme for the use of resources including personnel, equipment, and
materials, etc.
(iv) Details of the geotechnical programme to be implemented.
(v) A proposed outline for future reports.
(vi) Design criteria to be employed, including identification of all technical standards and procedures to be used.
APPENDIX 2.6 Page 6 of 10
Phase I: Design Review and Investigations
5.2 The Phase I Report will, inter alia, present the results of the design review, including any proposed
revision to existing designs; present the alternatives considered; and recommend the preferred options.
Survey and geotechnical results, together with all design assumptions, calculations, technical justifications and estimated costs, are to be presented in a design report to be submitted for approval by GOGR and CDB,
no later than four (4) months after the signing of the Contract.
Phase II A: Detailed Design Completion/Revision
Draft Final Report
5.3 Phase II A may run concurrently with Phase I. The Phase II A Draft Final Report will be submitted
within two (2) months after the signing of the Contract. The Report will include:
(a) The relevant results from the Phase I activities.
(b) Detailed designs and Engineer’s estimates.
(c) Bid documents for the proposed contracts for closure of the old dump site and the
construction of waste picker facilities.
Final Report
5.4 The Final Report will be due within four (4) weeks of receipt of comments from GOGR and CDB
on the Phase II A Draft Final Report.
Phase II B: Detailed Design Completion/Revision
Draft Final Report
5.5 The Phase II B Draft Final Report will be submitted within two (2) months after the submission of
the Phase I Final Report. The Report will include:
(a) The relevant results from the Phase I activities.
(b) Detailed designs and Engineer’s estimate.
(c) Bid documents for the contract for the rehabilitation of PL and the closure of Cells 1 and
2.
Final Report
5.6 The Final Report will be due within four (4) weeks of receipt of comments from GOGR and CDB
on the Phase II B Draft Final Report.
APPENDIX 2.6 Page 7 of 10
Phase III: Construction Supervision
(a) Monthly Reports: The Consultant(s) will, no later than the specified date of each month,
prepare a progress report for each works contract summarising the work accomplished for the preceding month. The Report will outline any problems encountered (administrative,
technical or financial) and give recommendations on how these problems may be
overcome. The reports will detail progress of on-going works, include analysis and summaries of all test results, and shall record the status of payment of all contractors
monthly certificates, of all claims for cost or time extensions, and of actions required of
GSWMA, other GOGR agencies, or other stakeholders to permit unconstrained works implementation.
(b) Contract Completion Reports: The Consultant(s) will prepare a comprehensive
Contract Completion Report for each of the construction contracts, which reach substantial completion during the period of the services. These reports, which must be submitted
immediately after the taking over of each contract, shall summarise the method of
construction, the construction supervision performed, actual implementation progress and costs, compared to planned progress and costs, quality assurance and quality control
results, technical issues addressed, and recommendations for future projects of similar
nature to be undertaken by the Employer.
(c) Closure Reports and Maintenance Manuals: The Consultant(s) will prepare closure reports
for the closed dump sites and comprehensive maintenance manuals for all GSWMA infrastructure, equipment and vehicles, including inspection procedures, schedules,
budgets, etc. These shall be submitted immediately upon substantial completion of each works contract.
(d) Landfill Operations Plan: The Consultant(s) will prepare a detailed Landfill Operations Plan to facilitate the safe, efficient, and effective operation of the completed facility in
accordance with appropriate industry standards. Site operations, site safety, emergency
response, and site monitoring shall be among the topics covered. This shall be submitted immediately upon substantial completion of the cell development contract.
(e) Project Completion Report: The Consultant(s) will prepare a single Project Completion Report to consolidate information from the Contract Completion Reports.
6. QUALIFICATIONS AND EXPERIENCE
6.1 All of the members of the consulting team must have excellent technical, management,
communication and interpersonal skills and must be fluent in spoken and written English. The key experts
required for the Consultants’ team and their minimum qualifications and experience are as follows:
(a) Key Expert No. 1: Civil Engineer (Team Leader/Resident Engineer)
(i) Education: MSc. in Civil Engineering (or equivalent).
(ii) Experience: At least fifteen (15) years of experience in the design and construction of sanitary landfills with at least five (5) years’ experience in developing countries.
The candidate must also have at least five (5) years’ experience as a Team Leader working on projects in developing countries and must have performed this role on
APPENDIX 2.6 Page 8 of 10
at least two (2) projects of this size and complexity within the past eight (8) years.
The candidate must be a registered/licensed professional engineer. The Team
Leader will reside in Grenada full time throughout the period of the services.
(b) Key Expert No. 2: Geotechnical Engineer
(i) Education: MSc in Geotechnical Engineering (or equivalent).
(ii) Experience: At least ten (10) years’ of experience in design and implementation of geotechnical investigation programmes, with extensive experience in groundwater
monitoring and the analysis of slope stability. The candidate must have at least
two (2) years’ experience on projects of a comparable nature in developed countries or on projects in developing countries with international financing. The
candidate must be a registered/licensed professional engineer and must have
performed this function on at least two (2) similar projects within the past five (5)
years.
(c) Key Expert No. 3: Hydraulic Engineer
(i) Education: BEng. in Civil Engineering (or equivalent).
(ii) Experience: Ten (10) years’ experience in drainage design, with at least two (2)
years’ experience in developing countries. The candidate must be a registered/licensed professional engineer. The candidate must have performed this
role on at least two (2) projects of this size and complexity within the past 5 years.
(d) Key Expert No. 4: Social and Environmental Specialist
(i) Education: Bachelor's in Social or Environmental sciences, Project
Implementation, Monitoring and Evaluation, or a related discipline.
(ii) Experience: Ten (10) years’ experience in social analysis, environmental monitoring and related activities in the context of development projects.
Experience in major infrastructure projects and projects financed by multilateral development agencies would be assets. The candidate must have performed this
role on at least two (2) projects of this size and complexity within the past five (5) years. The candidate must have excellent technical, organisational and
communication skills, and must be fluent in spoken and written English.
6.2 It is envisaged that part-time inputs would be required from the following non-key experts:
(a) Civil Engineers.
(b) Surveyors.
(c) CAD Technicians.
6.3 The Consultant(s) must specify the qualifications and experience of each expert to be assigned to
the project. For each key expert proposed, curriculum vitae detailing the relevant qualification and
experience should be provided in the format presented in CDB’s Standard Request for Proposals.
APPENDIX 2.6 Page 9 of 10
7. MANPOWER SCHEDULING AND COSTS
7.1 The Consultant(s) is to support his offer with the provision of, inter alia, the following information:
(a) The methodology to be used in the assignment.
(b) The names, experience, qualifications and standing in the firm of the principal staff who will be assigned to this project.
(c) A bar chart showing the input of each staff member for the assignment indicating the
overall length of time required for each stage and the man-weeks of each staff member.
(d) full submission of costs with detailed breakdown as follows:
(i) consultants fees;
(ii) consultants out-of-pocket expenses;
(iii) support staff services;
(iv) equipment hire;
(v) communication and report production costs;
(vi) contract documentation production costs;
(vii) supervision costs; and
(viii) survey costs.
8. COMMENTS BY THE CONSULTANTS
8.1 The Consultant(s) may make comments on these TOR, and make suggestions for their improvement. The financial implications, if any, of these recommendations must be indicated in the
Financial Proposal.
9. COORDINATION AND FACILITIES
9.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report
to GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the Consultant(s) to carry out their duties. The services shall be conducted in Grenada and in the home
country of the Consultant(s). The Consultant(s) team members are expected to bring their own computers.
GSWMA shall designate counterpart personnel whom the Consultant(s) shall mentor in all aspects of the assignment. During Phases I and II of the assignment, the Client will provide a vehicle (4-wheel drive) for
transportation purposes of the Consultant(s). The Client will be responsible for providing the services of a
driver, fuel and other operating costs. Transportation for the Consultant(s) during Phase III of the
assignment shall be provided as a priced items in the Bills of Quantities within the terms of the Works Contract(s).
APPENDIX 2.6
Page 10 of 10
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 2.7
DRAFT TERMS OF REFERENCE
CONSULTING SERVICES FOR MONITORING AND EVALUATION
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development
Bank (CDB) towards an integrated solid waste management (ISWM) project for Grenada. The protection
of Grenada’s natural environment is critical to the sustainability of social and economic activity on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority
(GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA
currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in 2001, but
were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump
site. The capacity of that site will be exhausted within months and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.
1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry
of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. The National Waste Management Strategy, which the Act requires be reviewed every five years, was
prepared in 2003 and will be updated with a view to guiding the achievement of Grenada’s ISWM
objectives of reducing waste generation and maximising waste diversion. Wide stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices,
GSWMA engages in wide public outreach through broadcast and print media, and has sponsored the
Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and capacity-
building measures targeted at improving the policy, legislative and institutional framework for SWM, and
at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop,
implement, and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.
2. OBJECTIVE
2.1 The objectives of the services are the development and implementation of a comprehensive results- based Monitoring and Evaluation (M&E) framework for measuring the achievement of project outputs
during implementation, and the achievement of the intended development outcomes. In addition, the
consultancy is expected to contribute to strengthened M&E capacity within GSWMA, and to establish a
system for the long-term M&E of ISWM initiatives in Grenada. In designing a Management Information System for M&E, the Consultant(s) shall accord a high priority to ensuring sustainability of its operation
and that the System can be transferred for use with other initiatives undertaken by GSWMA. Once the
System is agreed upon by stakeholders, the Consultant(s) will be required to assist GOGR in establishing arrangements within GSWMA for implementation of the System, which will facilitate informative and
summative evaluations of the Project.
3. SCOPE OF CONSULTANCY SERVICES
3.1 The Consultant(s) will carry out all the technical and other studies, research, analysis and related work to attain the objective outlined above. The M&E System will be used for monitoring the use of project
inputs; effectiveness of the project implementation process; production of project outputs; achievement of project outcomes; project impacts and the extent to which the project impacts can be attributed to the
Project. The Consultant(s) will be expected to enhance GSWMA’s human resources capacity in M&E;
APPENDIX 2.7 Page 2 of 4
create M&E tools; and improve policymakers and planning officers’ understanding and support for M&E. The Consultant(s) will be expected to, among other things:
(a) Review the objectives of the Project and the Draft M&E Framework in the appraisal report
prepared by CDB.
(b) Identify the range and quality of data and information required for appropriate and
economic project M&E.
(c) Identify key stakeholders and develop a gender-inclusive stakeholder consultation plan.
(d) Assess the institutional capacity of GSWMA as it relates to management information
systems to support M&E, including human resources, skills and knowledge, structure,
systems, data, training needs, etc.
(e) Identify the users of the M&E information and determine the level of needs of each level of project management, and the reports to be prepared and the reporting frequency.
(f) Identify and/or validate the relevant, measurable, appropriate, unambiguous indicators of
project outputs, and outcomes and impact. Some of these may be proxy indicators.
(g) Undertake base-line surveys and studies required to measure the outputs, outcomes, and
impacts, including a survey of Knowledge, Attitudes and Practices with regard to SWM
among the public.
(h) Recommend the human resources, materials, equipment and methodologies that should be employed in operating the M&E System.
(i) Develop and conduct formal training activities in M&E for the project management team
assigned to the Project, as well as the technical staff of GSWMA, to the extent necessary
to ensure their capacity to independently undertake all required M&E activities in the design, implementation and evaluation of future projects of various levels of complexity,
and in the routine operations of the authority.
(j) Prepare and populate suitable electronic templates/databases and information systems
required as part of a management information system-based M&E system. The System should be simple in nature and should use standard spreadsheet software such as MS Excel.
(k) Present the System to stakeholders in a sensitisation seminar, demonstrating the
identification, collection, analysis, and reporting of data and information.
(l) undertake annual coaching with GSWMA in the implementation of the M&E system for the submission of M&E information to satisfy the reporting requirements of the project
throughout the period of project implementation.
(m) Attend and participate in the Exit Workshop at the end of project implementation, expected
in 2018.
3.2 In the conduct of this work, the Consultant(s) shall cooperate fully with GOGR agencies
responsible for the development and implementation of the Project, and the operation of the M&E System,
APPENDIX 2.7 Page 3 of 4
in particular, GSWMA, the Ministry of Health and the Ministry of Environment. Participatory methodologies will be utilised in data gathering and action planning. The Consultant(s) will be required to
present the findings to stakeholders in a consultation meeting, before completing the Final Report and implementing the agreed system in manual format. While GSWMA will provide counterpart service, the
Consultant(s) will be required to liaise closely with other key stakeholders across several GOGR agencies.
4. CONSULTANT(S) REQUIREMENTS
4.1 The Consultant(s) should have specialist training and suitable qualifications and experience in
M&E, impact evaluation, social analysis, transportation, and social and economic development.
5. REPORTS AND SCHEDULES
5.1 The Consultant(s) will present four (4) copies of each report, three (3) copies to GSWMA and one(1) copy to CDB. Electronic copies of the reports shall also be submitted in “pdf” as complete documents,
as well as in Microsoft Word and Excel and/or other standard formats used in their creation. A copy of all
data used in the preparation of the reports shall also be submitted to GSWMA and CDB. The Consultant(s) shall commence field work within fifteen (15) days of the effective date of the Contract and shall submit
the following reports to GOGR and CDB within the time periods indicated:
(a) An Inception Report, within two (2) weeks after commencement of field work providing
details of the work project and methodology. GOGR and CDB will provide comments on this report (within about two (2) weeks), and the Consultant(s) will adjust the work project
and methodology accordingly.
(b) A Progress Report, detailing the proposed training plan and progress in respect of
development of the M&E System, including collection of baseline data, two (2) months after commencement of field work.
(c) A Draft Final M&E System Implementation Report, within six (6) months of commencement of field work. The Consultant(s) will provide one (1) copy and one (1)
compact disk (Microsoft Word and Excel), containing a detailed summary of the main findings, conclusions and recommendations illustrated by appropriate diagrams, forms etc.
The Report shall also present the details of the training conducted with GSWMA staff and proposals for the conduct of the sensitisation workshop. GOGR and CDB will provide
comments on this Report (within about three (3) weeks of receipt) and the Consultant(s) will adjust the Report according to the comments received.
(d) A Final M&E System Implementation Report within two (2) months of receipt of
comments on Draft Report for GOGR and CDB’s acceptance. The Final Report shall be
prefaced with an executive summary which contains the main findings, conclusions and
recommendations of the Report. It shall include the findings derived from the sensitisation workshop.
(e) Annual reports on the coaching and support to GSWMA in the use of the M&E System for the collection and submission of information required to comply with project requirements.
APPENDIX 2.7 Page 4 of 4
6. HUMAN RESOURCES SCHEDULING AND COSTS
6.1 The Consultant(s) is to support the proposal submission with the provision of the following information:
(a) The methodology to be used in the assignment.
(b) A Gantt chart showing the input for the assignment indicating the overall length of time
required for each stage of each package and the man-weeks required.
(c) Full submission of costs with detailed breakdown which should include professional fees
and all reimbursable expenses, including communication costs, report production costs,
travel expenses and per diem requirements (if applicable).
7. SUPERVISION OF THE CONSULTANT(S)
7.1 The Consultant(s) will report to Project Coordinator assigned by GSWMA, who will be responsiblefor routine supervision of the Consultant(s) and monitoring the progress of this consultancy.
8. DURATION
8.01 The assignment is to be completed over a period about two and one-half (2½) years.
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 2.8
DRAFT TERMS OF REFERENCE
CONSULTING SERVICES FOR PROJECT COORDINATOR
1. BACKGROUND
1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean DevelopmentBank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The
protection of Grenada’s natural environment is critical to the sustainability of social and economic activity
on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in
Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at
Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance
were commissioned in 2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and
additional sanitary, engineered cells will be constructed at the Perseverance Landfill.
1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry
of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. The National Waste Management Strategy, which the Act requires be reviewed every five years, was
prepared in 2003 and will be updated with a view to guiding the achievement of Grenada’s ISWM objectives of reducing waste generation and maximising waste diversion. Wide stakeholder
participation will be required to achieve these objectives. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach through broadcast and print media, and has sponsored
the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and
capacity-building measures targeted at improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM.
Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.
2. OBJECTIVE
2.1 Consulting services are required for the position of Project Coordinator (PC). The objective ofthe assignment is the effective and timely achievement of the project outputs and outcome(s) through
efficient coordination of project implementation.
3. SCOPE OF SERVICES
3.1 The PC will be responsible for coordinating and monitoring all aspects of the implementation of
the Project. Additional administrative, technical and clerical support will be provided by GSWMA. The PC will be an ex-officio member of the Integrated Solid Waste Management Steering Committee
(ISWMSC). The PC’s duties will include, but will not be limited to:
(a) preparing and submitting to GOGR and CDB quarterly work plans for the Project;
(b) directing and supervising the day to day operations of the Project, guided by the project
documents and the annual work plans;
(c) ensuring that stakeholders are kept informed about the progress of the Project, including work schedules of contractors and consultants in all components, traffic management
APPENDIX 2.8 Page 2 of 4
plans, diversions, closures, and all aspects of the performance of the Environmental and
Social Management Plan (ESMP);
(d) monitoring and evaluation of the Project, in a manner consistent with the Project’s
Monitoring and Evaluation Framework;
(e) mentoring and supervision of GSWMA staff assigned to assist in the execution of
project˗related functions;
(f) supervision of all components, including ensuring that activities and procurement schedules are carefully planned and executed, and that there is adherence to CDB’s
procurement procedures, including updating the procurement plan as stipulated by CDB;
(g) developing close working relationships with all project participants and stakeholders
(including non-governmental organisations, government agencies, private sector entities,
and Local Government officials) to achieve a shared vision of the Project and its objectives;
(h) representing of GOGR in all its dealings with all consultants, suppliers and contractors;
(i) serving as secretary to ISWMSC;
(j) involvement and reporting on participation by community members and other stakeholders
in implementation of the Project;
(k) managing and administrating the implementation of works, goods and consultancy
contracts;
(l) ensuring that, where appropriate, public notices regarding project implementation matters
are disseminated in the media, distribution of notices in the communities, etc.
(m) establishing mechanisms for the airing of public grievances, including the setting up of a project hotline for this purpose;
(n) preparing monthly reports on the social and environmental monitoring of the Project,
compliance with the ESMP by the contractor(s), the adequacy of supervision of the
ESMP by the Engineering Consultant(s), data on the social and environmental indicators in the monitoring and evaluation framework, public grievances, and public consultations.
The reports should include discussion and analysis of observed direct and indirect impacts
on stakeholders including differential gender impacts, effects on livelihoods, disruption of social life, safety, etc. Data and information should be disaggregated by gender;
(o) convening, at least monthly, meetings with the contractor(s) and Engineering Consultant(s), for the purpose of coordinating works activities;
(p) submitting to CDB, quarterly reports on the investment cost of the Project in the format shown in the Reporting Requirements presented in CDB’s Appraisal Report or in such
form or forms as may be specified by CDB within four (4) weeks after the end of each quarter, commencing with the quarter following PC’s assignment;
APPENDIX 2.8 Page 3 of 4
(q) expedition of the submission to CDB of claims for disbursement/reimbursement with
regard to all components financed from the Loan;
(r) controlling the budget and introducing safeguards acceptable to CDB to prevent funds
and assets misuse;
(s) maintaining accounts on project-related expenditure and disbursement activities;
(t) advertising for, and assisting, in the selection and engagement of the various consultants for the various components of the Project;
(u) ensuring that all contractual obligation are adhered to and making all necessary arrangements to ensure implementation meets projected targets;
(v) submitting to CDB, within one (1) week after the end of each month, the monthly reports
on implementation of all components of the Project as referred to in the Reporting Requirements contained in CDB’s Appraisal Report, including reporting on formal
community participation in implementation of the Project;
(w) liaising with CDB on all relevant technical, financial and administrative aspects of the
Project;
(x) submitting to CDB (within three (3) weeks after the end of each month), the monthly reports prepared by the Engineering Consultant(s) on the progress of the works;
(y) submitting to CDB the Civil Works Implementation Completion Report and As-built
Drawings referred to in the Reporting Requirements contained in CDB’s Appraisal Report,
within two (2) months after the date of issue by the Engineering Consultant(s) of a certificate of practical completion of the last Civil Works contract; and
(z) preparing and submitting to CDB a Project Completion Report by the deadline specified in the Reporting Requirements contained in CDB’s Appraisal Report;
4. QUALIFICATIONS AND EXPERIENCE
4.1 Prospective candidates should have a Bachelors’ Degree in Civil Engineering or its equivalent
and a minimum of ten years of suitable experience in project implementation, monitoring and evaluation. Candidates must demonstrate a sound experience in the implementation of projects of a similar nature,
including flood protection works and capacity building. Candidates must be fluent in English and must
demonstrate excellent oral and written communication skills. Previous experience in the management of
projects in developing countries, particularly the Caribbean Region, will be an advantage.
5. DURATION OF THE CONSULTING ASSIGNMENT
5.1 The assignment is expected to be conducted over a period of approximately thirty (30) months.
APPENDIX 2.8
Page 4 of 4
6. COORDINATION AND FACILITIES
6.1 GSWMA is the Executing Agency for the consulting assignment. PC shall report to the GeneralManager, GSWMA. GSWMA will facilitate the issuance of any permits required for PC to carry out
his/her duties and make available all relevant reports, documents, maps and data. GSWMA shall designate counterpart personnel whom PC shall mentor in all aspects of the assignment.
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 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
HISTORICAL BALANCE SHEETS
FOR THE YEARS ENDED DECEMBER 31 ($’000)
.
This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.2
HISTORICAL STATEMENTS OF INCOME
FOR THE YEARS ENDED DECEMBER 31
($’000)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.3
HISTORICAL STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED DECEMBER 31
($’000)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.4
HISTORICAL FINANCIAL RATIOS, 2009-13
FOR THE YEARS ENDED DECEMBER 31
($’000)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.5
WASTE DELIVERED TO PERSEVERANCE AND DUMFRIES LANDFILLS
AND WASTE DIVERSION SERVICES PROVIDED, 2009-13
Item 2009 2010 2011 2012 2013
Type of Waste :
25,810 25,021 20,951 20,818 20,227
Perseverance Landfill:
Household
Construction, Demolition and Site Cleaning 5,195 4,256 4,916 5,828
Institutional 855 758 622 1,017 651
Commercial 7,002 6,436 5,238 5,560 5,485
Industrial 6,391 653 786 780 617
Ship 81 39 65 136 171
Green 570 553 720 678 1,131
Sub-total 40,709 38,655 32,638 33,905 34,110
Dumfries Landfill - Carriacou (estimated total) 2,090 2,228 2,349 1,639 -
Total Waste (delivered to Perseverance and
Dumfries Landfills) 42,799 40,883 34,987 35,544 34,110
Waste Generated Each Day 117 112 96 97 93
Grenada - average waste per capita per day
2.18 2.07 2.16 2.23 2.29 (lbs./person/day)
Carriacou and Petite Martinique - average
waste per capita per day (lbs./person/day) - - - - -
Waste Diversion:
26,748 27,352 30,152 26,220 32,532 No. tyres delivered as segregated loads
No. metal bales produced - - 1,623 3,709 3,129
Source: GSWMA Annual Reports 2009-13
APPENDIX 4.6
ASSUMPTIONS TO THE FINANCIAL ANALYSIS
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.7
PROJECTED BALANCE SHEETS, 2014-23
FOR THE YEARS ENDED DECEMBER 31
(XCD’000)
This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.8
PROJECTED STATEMENTS OF INCOME, 2014-23
FOR THE YEARS ENDED DECEMBER 31
(XCD’000)
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.9
PROJECTED STATEMENTS OF CASH FLOWS, 2014-23
FOR THE YEARS ENDED DECEMBER 31
(XCD’000)
This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.10
PROJECTED FINANCIAL RATIOS, 2014-23
FOR THE YEARS ENDING DECEMBER 31
This information is withheld in accordance with one or more of the exceptions to
disclosure under the Bank’s Information Disclosure Policy.
APPENDIX 4.11
DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN
Environmental and Social
Issues/Component
Remedial
Measures/Actions
Mitigation
Costs
Responsible
Party
1. Construction Phases
1. Air Quality – noise, dust, and
vibration emission from construction
machinery and use of vehicles.
2. Emissions from construction site vehicles.
3. Dust generation.
1. Use appropriately sized vehicles for
assigned tasks.
2. Structure planning and scheduling
of clearing activities and minimal
idling.3. Handling and stockpiling of
excavated materials by methods at
locations approved by the
supervising consulting engineer.
4. Temporary covering of dusty heaps
of soil with plastic or geotextileand/or sprinkling with water.
5. Seed intermediate stockpile material
with grass shortly after making pile
and install proper drainage for
erosion control.
Contractor
Water Quality (surface water): Decrease in water quality from spills, or
leaks of fuel and construction materials.
1. Proper management of liquid andsolid wastes generated.
2. Avoid use of chemicals such as
pesticides and herbicides except for
biodegradable products.
3. Adhere to proposed landfill closure
design and procedures in tender
documents. Procedures covergrading, compaction, drainage,
revegetation, etc.
Contractor
Flora and Fauna: 1. Negative impact on flora from
increased sediment load of the Salle
River.
2. Harm to aquatic flora and fauna from
fuel, cement or other substances
entering the river.
1. Develop emergency responseplans and protective methods in
preparation for the possibility of a
cover breach.
2. Prepare method statements to
include measures to minimiseimpact on local species.
Contractor
Terrestrial Ecology: 1. Habitat removal, fragmentation.
2. Disturbance to or loss of species.
1. Re-vegetate the Old Dump Site as a
test restoration site for a Grenada
Dove.2. Restrict activities related to
development, operation and closure
of disposal sites to boundaryestablished for landfill.
3. Install Grenada Dove perimeter
protection fence on all boundaries
separating landfill from the
sanctuary or corridor.
APPENDIX 4.11 Page 2 of 3
Environmental and Social
Issues/Component
Remedial
Measures/Actions
Mitigation
Costs
Responsible
Party
Land: 1. Creation of new landforms.
2. Soil compaction.
3. Erosion.
4. Removal or alteration of soils on site
for landfill site for landfill linerconstruction.
1. Control erosion by using vegetation
at capped sites and/or berms and
dams.
2. Perimeter ditching to keep water
channel away from the site duringconstruction, operation and closure.
3. Design drains to withstand effects of
heavy rains and flash floods.
4. Promote drainage by ensuring that
slopes at capped landfills are 5%minimum.
Human Environment: 1. Risk of injury on construction site.2. Noise from construction traffic.
3. Mud on roads.
4. Odours from waste disposal and
landfill gas.
5. Unsightly litter.6. Exposure of waste pickers and
communities to pathogens,
mosquitoes, rodents and fly
infestation.
1. Health and Safety Plan for all site
personnel.
2. Adopt requisite standards to reduce
exposure of waste pickers to
hazards.
3. Pest and Rodent Control
Programme.
2. Operational
Air Quality:
1. Release of landfill gas to atmosphere.2. Exhaust emissions.
3. Contribution to greenhouse effect
from release of landfill gas.
Landfill Gas Management System GSWMA
Surface Water Quality: 1. Decrease in water quality from
sudden release or gradual seepage of
leachate in River Salle and HalifaxHarbour.
2. Sediment loading of water courses.
3. Pollution from leaks of fuel oil.
1. Adhere to proposed closing
procedures especially pre-closure
activities – grading, compacting, anddrainage.
2. Emergency response plans and
protective methods in preparation for
the possibility of a cover breach.
GSWMA
Groundwater Quality:
1. Decrease in water quality from
sudden release or gradual seepage of
leachate in River Salle and Halifax
Harbour.2. Pollution from leaks of fuel oil.
1. Implement reliable and cost effective
leachate management system.
2. Adhere to recommended cells and
leachate treatment designs and
stockpiling cover material for at least14 days.
3. Adhere to recommendations for
minimising groundwater pollution.
GSWMA
Flora and Fauna: 1. Pollution of water caused.
2. Direct and indirect effects of oil, fuel,or other substances.
Adhere to flora and fauna monitoring
plan.
GSWMA
APPENDIX 4.11 Page 3 of 3
Environmental and Social
Issues/Component
Remedial
Measures/Actions
Mitigation
Costs
Responsible
Party
Land: 1. Contamination of soil from toxic or
hazardous waste material.
2. Generation of landfill gas.3. Soil compaction.
4. Soil erosion.
Landfill management system. GSWMA
Human Environment: 1. Odours from waste disposal and
landfill gas.
2. Unsightly litter.
3. Attraction of insects, scavengers,
birds, rats, and vermin.
4. Risk of harm from waste disposal.5. Consumption of contaminated
groundwater.
6. Risk of explosions and fire.
7. Exposure of waste pickers to
hazards.
1. Health and Safety Plan for all site
personnel.
2. Household hazardous waste
collections points
GSWMA
APPENDIX 4.12
GENDER MARKER ANALYSIS
CRITERIA SCORE DESCRIPTION/CODE
Analysis 1 Social and gender analysis conducted during preparation
and relevant findings of Labour Force Survey (2014),
Country Gender Assessment (2011) and social data from the Population and Housing Census (2011) duly
incorporated into the appraisal document.
Data 0.5 Sex-disaggregated data included in the analysis,
baselines, indicators and targets.
Engagement 1.0 Consultations were held with a wide range of
stakeholders during appraisal and MODSH, Department of Gender is included in the ISWMSC to monitor the
Project’s compliance with the Government’s policies on
gender equality.
Response 0.5 Gender-responsive outcomes, outputs, and indicators
included.
TOTAL 3.0 Code: GM
APPENDIX 4.13
GENDER ACTION PLAN
PROJECT OUTPUTS ACTIVITY RESPONSIBILITY
Overall Consultation meetings are held
for men and women. Separate meetings will be held with
women, as needed.
Data are disaggregated by sex for
gender monitoring, where appropriate.
Safe working conditions for both
male and female workers.
GSWMA, Contractors,
Consultants.
GWSMA, MOH.
GSWMA.
Output 1: Sanitary facilities
accessible by male and female waste pickers constructed in
accordance with appropriate
standards.
Consultation meetings with male
and female waste pickers conducted with separate
meetings with females, as
necessary.
GWSMA.
Output 2: Draft Revised Waste
Management Strategy and
Action Plans completed.
Gender-aware stakeholder
consultations conducted during data collection and information
dissemination stages.
GSWMA, Consultants.
Output 3: GSWMA PAEP
developed.
Gender-balanced stakeholder
consultations conducted during input and information
dissemination stages.
GSWMA, Consultants.
APPENDIX 4.14
ENVIRONMENTAL IMPACT ASSESSMENT SUMMARY
1. INTRODUCTION
1.1 PL has undergone several technical investigations, including an EIA in March 2010, to establish thesuitability of further cell development at the site. The site is of concern because of the environmental sensitivities in the area. Chief among them is that the site abuts terrestrial, coastal and marine ecosystems that provide important ecological, recreational and socio-economic functions and which are already
experiencing degradation.1 There are potential negative impacts of landfill operations on the protected area for the Grenada Dove, an endangered species of international significance.
2. DESCRIPTION OF EXISTING ENVIRONMENT AND OPERATIONS
Climate
2.1 The area is characterised by year round warm and moist climate with a marked dry season from
January to May and a wet season from June to December. Temperatures range between 250C and 27.50C. Average rainfall ranges between 200 mm and 400 mm per year. Diurnal temperature is modified by land and sea breezes and temperature inversions are usually set-up in the valley. The short dry season gives rise to humid conditions in the valley.
Geology and Soil Characteristics
2.2 The geology of the landfill site is of volcanic origin comprising bedrock of pyroclastic rocks
underlain by basaltic lava flows. This has contributed to building the scarps and steeper slopes in the western
section of the site and its immediate environs. The moderate slopes at the site are covered by a soil layer comprising weathered tuff and slope debris containing boulders made of basaltic rocks. Large boulders are
also present across the entire surface of the area. Fine textured, poorly drained soiled referred to Pearls
Clay dominate the valley floor of the Salle River which traverses the site. Above the 50 ft. contour the soil type changes to Perseverance Clay, a clay type characterised by large boulders and clay.
Water Resources
2.3 The drainage system in the area is dominated by the Rivers Douce and Salle, which flow from the West and Northwest respectively before draining into Halifax Harbour. The surrounding hills reach a
maximum height of approximately 200 ft. at Richmond in the East and drop to below 50 ft. in the flood
plains of the rivers. The abrupt change in gradient from steep slopes to low land areas makes runoff fairly rapid after heavy rains.
Flora and Fauna
2.4 The floral and faunal survey was undertaken to evaluate the composition and conservation value
of the flora and fauna on the site. The information from the survey was complemented by the findings of
the Grenada Dry forest Conservation Project. Rhizopora mangle (red mangrove) was found to form an
extensive network of roots and branches along the river making it inaccessible in many areas. Avicennia geminans occurs in a zone where the soil is always saturated and flooded during the rainy season by the
1 Water sampling carried out at three sites in June 2009 established a clear link between the contamination of the Salle
River and the influx of pollutants from existing waste disposal operations. Leachate samples from a borehole within
the old dump site indicate that TPH (955 mg) values were high and attributed to frequent disposal of used oil.
APPENDIX 4.14 Page 2 of 5
Salle River. Behind this zone, pterocarpus forms a basin forest which traps water during the dry season and is flooded during the rest of the year. The extensive root system of the Pterocarpus retards movement of water from the basin so that the soil there is always saturated. The Pterocarpus forest is in closest association with the dump site and leachate leaving the site pass through the swamp before entering the
river. The tree canopy reaches an average height of 10 m and covers an area of 72,000 m2.
2.5 The Grenada Dove Sanctuary is located in the vicinity of the project area has, by far, the most significant faunal species in the area. The Grenada Dove is the National Bird of Grenada and is considered
to be the most critically endangered dove in the world because of its extremely small and fragmented
population which has declined owing to habitat loss, natural hazard occurrence and intrusive land use
activities. Habitat fragmentation is the primary threat to the dove. Other significant species found at the site include iguanas (Iguana iguana), cattle egrets (Bubulcus ibis), herons (Ardeidae), Caribbean coots
(Fulica caribaea); pelicans (Pelecanus); gulls (Laridae); and sand pipers (Actitis hypoleucos.).
3. DESIGN CONSIDERATIONS
3.1 The design of the landfill proposes several measures to control leachate in order to minimise groundwater, and surface water and marine pollution. Some measures to minimize groundwater pollution
include the establishment of compacted natural clay liner with a granular layer and a permeability of less than 1 x 10-7 cm. Another important feature of the landfill design is the establishment of a leachate
collection system and sumps that have sufficient capacity and ability to resist lateral forces which may act on it.
3.2 The project design allows for the control of surface water through the provision of adequate
drainage to divert surface water from open spaces of the cells for collection and either storage and/or
discharged into the Salle River following the screening of solid waste particles. A system of berms and/or cut-off drains will be used to divert upslope run off and storm water away from the landfill site and in so
doing minimise leachate generation. The storm-water management system (SMS) will be designed to
withstand a 50-year event storm in the drainage basin in which the landfill site is located. Further, a SMS pond and a land settlement pond will be integrated into the design to prevent siltation of the Salle River.
3.3 The project also involves the closure and remediation of the Old Dump Site. The closure and
remediation plan will be designed for maximum environmental protection in order to reintegrate the former dump site to gain an aesthetically pleasing appearance.
4. POTENTIAL ENVIRONMENTAL IMPACTS
Positive Impacts
4.1 The current disposal of waste in Grenada is associated with several negative environmental impacts
including the generation of gaseous emissions (leachate and landfill gas) that are harmful to the environment
and breeding disease-bearing animals and microorganisms. It is anticipated that the project will have positive environmental impacts due largely to the planned closure of the Old Dump, affected Cells 1 and 2,
and the construction of new landfill cells. These changes will result in improved control of leachate and so
stem its direct flow into Salle River, the wetland and the Halifax Harbour. It will also lead to better
management of landfill gas and reduced access of vectors to the site. Some of immediate benefits resulting from the closure of the Old Dump Site include: reduction of fire ignition, decrease of leachate generation,
decrease of gas generation, reduction of soil and water pollution, reduction of noise, dust and air pollution,
and reduction of rodent and vermin infestation. From the construction of the landfill cells, direct benefits
APPENDIX 4.14 Page 3 of 5
will include: collection and treatment of leachate of the new cell; regularisation of waste picking through
licensing – reduction of health risks; improved opportunities for recycling of useful material through waste
pickers and reduction of waste amounts to be deposited; implementation of SMS to reduce flooding and erosion; and the development of waste management strategies that emphasise waste reduction and recycling.
Environmental Impacts During Construction
4.2 The goods and services provided by the sensitive freshwater and marine ecosystems in
Perseverance, including fishing, tourism, drinking water, bathing water, yachting, boat, and swimming, are
already under severe threat due to the inadequate management of waste at the disposal site. Further degradation of these ecosystems is likely during the construction phase of the project as water quality could
be affected by spills or leaks of fuels, oils and construction materials associated with site clearing and
construction activities. Also, emissions from construction site vehicles and dust from the construction activities could impact negatively on air quality.
4.3 Careful management will be required to minimise the possibility of pollution during the
construction phase. This includes measures to ensure that any liquid and solid waste created during
construction phase be appropriately disposed, and a proposed ban on the use of chemicals such as pesticides and herbicides except for biodegradable products. It is anticipated that the soil stripped to facilitate
construction of the landfill cells will be stored and used as final cover which will provide support for the
local species (flora and fauna). Some of measures to reduce dust pollution will include the training of
machine operators to minimise dust creation, and proper planning and scheduling of clearance activities (especially the design of access roads and deciding when which area is cleared with respect to minimising
transport distances and frequencies through dusty areas. Temporary covering of dusty heaps of soil with
plastic cover or geotextile and/or sprinkling with water will also help to reduce dust generation.
Environmental Impacts During Operations
Water Quality
4.4 Leachate samples from a borehole within the Old Dump Site indicate that TPH (955 mg) values were high and attributed to frequent disposal of used oil. Further, the results of water quality assessments undertaken in June 2009 established a clear link between the contamination of the Salle River and the influx
of pollutants from existing waste disposal operations. Fecal and total coliform levels were above the
National Effluent Standards, and high levels of nutrients (ammonia, sulphate and phosphates)2 were present. The possibility of high sediment levels in the Salle River and the waters in Halifax Harbour, due to surface
run-off from the newly constructed cells, is also of concern.
4.5 The construction of the new landfill and the decommissioning of the Old Dump Site will
significantly reduce the pollution of the surface, ground and marine waters but only if adequate steps are taken to achieve the environmental goals associated with landfill design, monitoring, management and
remediation. This involves being able to prevent pollution by leachate, the implementation of effective
2 The effects of this contamination have been highlighted in scientific studies undertaken by Jessimy who found a
strong relationship between the contamination of the Salle River and Halifax Harbour and observed changes in
freshwater and marine species over a 20 year period.
APPENDIX 4.14 Page 4 of 5
mechanism for early detection of groundwater and surface water, and the speedy response to any
groundwater or surface water pollution needs.
4.6 The threats to water quality during operational phases of the project can be significantly reduced
with appropriate rehabilitation of the Old Dump Site and by outfitting the new landfill cells with appropriate
design, construction, operations management, and monitoring features to satisfy performance-based environmental guidelines for landfill management. Regular covering of the compacted waste is an essential
part of the landfill operation and cover material should be available and stockpiled (to last at least for 14
days and waste should be covered with 15 centimetres of soil after compaction. Daily covering provides
further advantages, such as insect and rodent control, fire prevention, prevention of litter exposure and blowing and is aesthetically pleasing.
4.7 The implementation of measures to minimise groundwater pollution will also be critical to the
successful operation of the landfill. A landfill liner, leachate collection system and sumps will be designed
with a sufficient capacity and be able to withstand lateral forces and a leachate management plan will be developed. These provisions will be complemented by regular monitoring of the leachate composition
before and after leachate treatment.
4.8 The management of surface water is another essential aspect of controlling pollution from the
landfill. This will necessitate the achievement of objectives related to the diversion of surface water from open areas of the cells for collection and either storage or screening for solid waste particles before
discharge into Salle River and the use of system of berms and/or cut-off drains to divert upslope run-off
and storm water around and away from the landfill site. Some of the measure that will be used to achieve
these objectives include the design of an SMS to: withstand a 50-year storm event in the respective drainage area; and accommodate all phases of the facility’s development, operation and closure. The hydraulic
separation of the SMS, the leachate collection, storage and treatment system; and the implementation of
erosion control using vegetation (at capped sites) and/or berms and dams will also be essential aspects of the design.
Destruction of Habitats
4.9 The loss of vegetation and habitat for the endemic and endangered Grenada Dove (Linotile wells)
and the Grenada Hooked Billed Kite (Chondroheirax uncinatus mirus) species represents another key
environmental sensitivity in the area. The primary threat to the bird species relates to the small and
fragmented population in the face of habitat loss and fragmentation due to natural hazard occurrence and intrusive land use activities. This potential risk will be mitigated by strict application of the guidelines in
the Perseverance Protected Area (Dove Sanctuary) Management Plan developed for the area in 1990;
creation of buffer zone to the Grenada Dove Sanctuary; reduction in the population of Grenada Dove predators; and reduction of hazardous contamination of the Grenada Dove Sanctuary.
5. ENVIRONMENTAL MONITORING
5.1 The environmental issues of primary concern for this project relate to water pollution, air pollution,
land management and hazards. Thus, the environmental goals of the Project have been established to
prevent pollution by leachate, detect water pollution, control landfill gas emission, assure quality of landfill design, construction and operation; and preventing degradation of the area surrounding the landfill.
5.2 The requirements for the attainment of the above goals have been outlined in the EMP. The main components of the EMP involve discrete plans for:
APPENDIX 4.14 Page 5 of 5
(a) Groundwater and surface water monitoring.
(b) Drainage control.
(c) Leachate control.
(d) Biogas control.
(e) Cover and vegetation control.
5.3 Groundwater monitoring will be largely based on the existing groundwater monitoring well
network and is recommended to take place every six months. Following a three-year baseline monitoring
timeline, the monitoring programme will be revised and adjusted as necessary. Leachate testing is anticipated to take place quarterly and semi-annually. The efficacy of the leachate monitoring programme
will be maintained through the testing of leachate at a point before and after treatment directly before the
discharge point into the Salle River. Monitoring of landfill gas is critical because in addition to contributing
to the greenhouse effect, landfill gas often contains a variety of corrosive, toxic, or odorous components. A landfill gas management system will be established for the project.
5.4 The Project makes provisions for the development of flora and fauna monitoring plans in collaboration with relevant scientific specialists and stakeholders. Of importance here will be:
(a) the creation of transects for biological monitoring;
(b) the inclusion of toxicity tests for water samples, assessment of freshwater, estuarine and
marine invertebrates as bio-indicators;
(c) assessment of general plant and animal health conditions; and
(d) inspection of capped and covered areas for the identification and removal of trees that may
have developed deep root systems.
5.5 Post closure monitoring of the Old Dumpsite will also be a critical aspect of the monitoring programme to minimise the escape of gas to the surrounding environment. Key aspects of this monitoring
programme include installation of a final cover system, leachate collection or avoiding system, groundwater monitoring system and methane gas evacuation and monitoring system.
5.6 Ongoing submission of monitoring reports forms an essential part of the EMP. GSWMA is
required to prepare and submit documentation on the monitoring mechanisms and methodologies to be used
for landfill monitoring. The elements of this report should encompass gas monitoring devices and well/probe design; gas monitoring specifications; groundwater monitoring well drilling and construction
logs; quality control and quality assurance activities; and land use within 500 metres of the landfill’s
perimeter.
APPENDIX 6.1
PROPOSED PROJECT MANAGEMENT ORGANISATIONAL STRUCTURE
P.S. Min of
Environment
P.S. Min. of
Education P.S. Min. of
Health
ISWMSC
BOD,
GSWMA
GM,
GSWMA
GM,
NAWASA
PC
Finance
Officer
CAE SOL MOH_L NAWASA_L
Consultants
(Works) Consultants
(TA)
Contractors
APPENDIX 6.2
RESPONSIBILITIES OF THE
PROJECT IMPLEMENTATION TEAM
1. PROJECT COORDINATOR
1.1 PC will be responsible for coordinating and monitoring all aspects of the implementation of the
Project. Additional administrative, technical and clerical support will be provided by GSWMA. PC will
be an ex-officio member of the ISWMSC. PC’s duties will include, but will not be limited to:
(a) preparing and submitting to GOGR and CDB of quarterly work plans for the Project;
(b) directing and supervising the day-to-day operations of the Project, guided by the project
documents and the annual work plans;
(c) ensuring that stakeholders are kept informed about the progress of the Project, including work schedules of contractors and consultants in all components, traffic management
plans, diversions, closures, and all aspects of the performance of the ESMP;
(d) monitoring and evaluating of the Project, in a manner consistent with the Project’s M&E
Framework;
(e) mentoring and supervising of GSWMA staff assigned to assist in the execution of
project˗related functions;
(f) supervising all components, including ensuring that activities and procurement schedules are carefully planned and executed and that there is adherence to CDB’s procurement
procedures;
(g) developing close working relationships with all project participants and stakeholders (including non-governmental organisations, government agencies, private sector entities,
and Local Government officials) to achieve a shared vision of the Project and its objectives;
(h) representating GOGR in all its dealings with all consultants, suppliers and contractors;
(i) serving as Secretary to ISWMSC;
(j) involving and reporting on participation by community members and other stakeholders
in implementation of the Project;
(k) managing and administrating the implementation of works, goods and consultancy
contracts;
(l) ensuring that, where appropriate, public notices regarding project implementation matters are disseminated in the media and distribution of notices in the communities, etc.
(m) establishing mechanisms for the airing of public grievances, including the setting up of a project hotline for this purpose;
APPENDIX 6.2 Page 2 of 4
(n) preparing monthly reports on the social and environmental monitoring of the Project,
compliance with the ESMP by the Contractor(s), the adequacy of supervision of the
ESMP by the Engineering Consultant(s), data on the social and environmental indicators in the M&E framework, public grievances, and public consultations. The reports should
include discussion and analysis of observed direct and indirect impacts on stakeholders
including differential gender impacts, effects on livelihoods, disruption of social life, safety, etc. Data and information should be disaggregated by gender;
(o) convening, at least monthly, meetings with the Contractor(s) and Engineering
Consultant(s), for the purpose of coordinating works activities;
(p) submitting to CDB, quarterly reports on the investment cost of the Project in the format shown in the Reporting Requirements presented in CDB’s Appraisal Report or in such
form or forms as may be specified by CDB within four weeks after the end of each
quarter, commencing with the quarter following PC’s assignment;
(q) expediting the submission to CDB of claims for disbursement/reimbursement with regard
to all components financed from the Loan;
(r) controlling the budget and introducing safeguards acceptable to CDB to prevent funds
and assets misuse;
(s) maintaining accounts on project-related expenditure and disbursement activities;
(t) advertising for, and assist in, the selection and engagement of the various consultants for the various components of the Project;
(u) ensuring that all contractual obligation are adhered to and make all necessary
arrangements to ensure implementation meets projected targets;
(v) submitting to CDB, within one (1) week after the end of each month, of the monthly
reports on implementation of all components of the Project as referred to in the Reporting Requirements contained in CDB’s Appraisal Report, including reporting on formal
community participation in implementation of the Project;
(w) liaising with CDB on all relevant technical, financial and administrative aspects of the
Project;
(x) submitting to CDB (within three (3) weeks after the end of each month), of the monthly
reports prepared by the Engineering Consultant(s) on the progress of the works;
(y) submitting to CDB the Civil Works Implementation Completion Report and As-built
Drawings referred to in the Reporting Requirements contained in CDB’s Appraisal Report, within two (2) months after the date of issue by the Engineering Consultant(s) of a
certificate of practical completion of the last Civil Works contract; and
(z) preparing and submitting to CDB a PCR by the deadline specified in the Reporting Requirements contained in CDB’s Appraisal Report.
APPENDIX 6.2 Page 3 of 4
2. COORDINATOR – AWARENESS AND EDUCATION
2.1 CAE will be responsible for implementation of the Stakeholder Awareness and Education
Programme on behalf of GSWMA. CAE will report to PC on matters relevant to the Project. No change
shall be made to the appointment of CAE without the prior approval of CDB. CAE will be required to:
(a) develop close working relationships with all key participants and stakeholders involved in the Project (including contractors, consultants, government agencies, private sector,
communities) to assist in effective implementation of the Project;
(b) ensure that public consultations are held at an appropriate frequency, and at appropriate locations, where the wider community would be engaged;
(c) assist PC in the supervision of project activities, particularly the Stakeholder Awareness
and Education, and the M&E consultancy services, providing reports to PC in accordance with the frequency and format as PC may specify; and
(d) participate and report on formal community participation in implementation of the Project,
including discussions at public meetings and in the local media.
3. FINANCE OFFICER
3.1 The Finance Officer will support PC, PIT, and will be specifically responsible for:
(a) keeping the register of goods acquired and services contracted, in a database that includes
information on: the services and/or activities contracted; the conditions of the contracts and their money value; the schedule on which the partial and/or final disbursements will
be made; and the state of such commitments and the register of the project’s income and
spending;
(b) recording in the register of contracts, the activities related to each contract (start date,
reports presented, reimbursements requested, payments made, etc.);
(c) preparing complete and up-to-date information on details of project income and
expenditure, etc., in order to keep accounting registers in accordance with the accounting plan adopted;
(d) verifying the progress of contracted activities and the preparation of disbursement requests
in accordance with CDB’s policies and procedures;
(e) assisting in preparing the annual consolidated budget for the Project activities scheduled
for each year;
(f) preparing required accounting reports and financial statements;
(g) preparing and submitting to PC, quarterly reports on the investment cost of the Project in the format of Appendix 6.9, or in such form or forms as may be specified by CDB, within
four weeks after the end of each quarter; and
(h) undertaking any other related financial activities that may be required by the PC.
APPENDIX 6.2 Page 4 of 4
3.2 Prospective candidates should have a Bachelors Degree or its equivalent with a minimum of
seven years’ experience working in project-related activities, of which at least two years must be in a senior finance position.
4. SCHOOL OUTREACH LIAISON
4.1 SOL will be assigned within MOE and will be responsible for the successful implementation of
the School Waste Management Education activities under the Road Safety Awareness component of the
Project. SOL will report to PC through CAE and will be required to apprise the Permanent Secretary (PS), MOE, of progress with respect to the project activities. No change shall be made to the appointment
of SOL without the prior approval of CDB. SOL will be supported by staff within MOE, as assigned by
PS, MOE. SOL’s duties will include, but will not be limited to:
(a) developing working relationships with all project participants and stakeholders (including
non-governmental organisations, GOGR agencies and private sector) to achieve a shared
vision of the Project and its objectives;
(b) representing the Ministry of Education in dealings with PAEP Consultant(s);
(c) liaising and working with PC, CAE, GSWMA and the Consultants, to enable the transfer
of knowledge;
(d) coordinating the logistical arrangements for school outreach within PAEP activities;
(e) ensuring that all contractual obligation are adhered to and make all necessary
arrangements to ensure implementation meets projected targets; and
(f) preparing and submitting to CDB, through CAE and PC, of a Completion Report on the school outreach activities under PAEP within three weeks of completion of
implementation of the consultancy.
5. SECRETARY
5.1 The Secretary will support PC and staff of the PIT. Responsibilities will include:
(a) preparing correspondence and providing quality assurance for outgoing correspondence from the PIT;
(b) filing all correspondence and other documentation; and
(c) providing receptionist services for the PIT.
APPENDIX 6.3
DUTIES AND COMPOSITION OF THE
INTEGRATED SOLID WASTE MANAGEMENT STEERING COMMITTEE
1. BACKGROUND
1.1 GOG has requested financing from CDB towards an ISWM Project for Grenada. The protection
of Grenada’s natural environment is critical to the sustainability of social and economic activity on the
island. Established in 1995 through an Act of Parliament, GSWMA has responsibility for the collection
and disposal of domestic solid waste in Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new
landfill at Perseverance were commissioned in 2001, but were rendered unserviceable by landslides later
that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.
1.2 The regulatory and enforcement aspects of SWM rest with MOH. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. NWMS, which the Act requires be
reviewed every five years, was prepared in 2003 and will be updated with a view to guiding the achievement
of Grenada’s ISWM objectives of reducing waste generation and maximising waste diversion. Wide
stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach through broadcast and print media, and
has sponsored the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to
the achievement of Grenada’s ISWM objectives, the project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional
framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM.
Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.
2. OBJECTIVE
2.1 ISWMSC is to provide a mechanism for support, feedback, guidance, stakeholder participation andinter-agency coordination during project implementation, and to act as a catalyst for an ongoing coordination mechanism after implementation has been completed. The Committee will be required to meet
as required, but not less than once every two months.
3. SCOPE OF SERVICES
3.1 The duties of ISWMSC shall be as follows:
(a) familiarisation with the arrangements for project implementation, including the intended project outcome, outputs, scope, financing arrangements, reporting requirements,
implementation schedule, and other details contained in the appraisal report and financing
agreements;
(b) monitor progress in implementation of the Project towards achievement of the project output and project outcome;
(c) ensure that potential threats to timely project implementation are identified and addressed;
(d) facilitate the taking of policy decisions by the relevant authorities to ensure timely fulfillment
of loan conditions;
APPENDIX 6.3 Page 2 of 2
(e) review work plans on a semi-annual basis and ensure that recommendations with respect
to adequate budgetary allocations are made, procurement activities are executed as
scheduled, and that adequate controls;
(f) ensure that stakeholder participation is appropriate and sustained throughout implementation and that stakeholder expectations are addressed;
(g) ensure that the project remains aligned to the policy and strategic objectives of GOGR;
(h) discuss the perspective of the entities from which its members are drawn on various issues,
informed by the consultation of ISWMC members with their respective organisations;
(i) monitor the performance of the PIT; and
(j) champion the project, advocating for achievement of the project outcomes.
4. COMPOSITION
4.1 ISWMSC will be chaired by the GM, GSWMA. In addition, ISWMC shall include the following members:
(a) PC;
(b) GM, GSWMA;
(c) Community Representative, BOD, GSWMA;
(d) PS, MOF or his/her nominee;
(e) PS, MOH or his/her nominee;
(f) PS, Ministry of Environment or his/her nominee;
(g) PS, MOE or his/her nominee;
(h) PS, Ministry of Social Development and Housing (including Department of Gender) or his/her nominee;
(i) PS, Ministry of Tourism or his/her nominee;
(j) Representative, Hotel and Tourism Organisation; and
(k) Executive Director, Grenada Chamber of Commerce and Industry.
AP
PE
ND
IX 6
.4
DRAFT PROJECT IMPLEMENTATION SCHEDULE
ID Task Name Q4
2015 Q1 Q2 Q3 Q4
2016 Q1 Q2 Q3 Q4
2017 Q1 Q2 Q3 Q4
2018 Q1 Q2 Q3 Q4
1 CDB Board Approval 12/1 1
2 Sign Loan Agreement
3 Selection and Engagement of PC
4 Advertising REOI
5 Shortlisting and Final Selection
6 Project Launch Workshop 6/29
7 Compliance with Other Conditions Precedent
8 Project Implementation
9 Engineering Services
10 Selection and Engagement of Consultants
11 Design - Dump Closure and WP Facilities
12 Design - New Cells and Closure Cells 1&2
13 Construction Supervision
14 Defects Liability Period Monitoring
15 Closure of Existing Dump
16 Tender and Evaluation
17 Award of Contract 12/11
18 Construction
19 Defects Liability Period
20 Sanitary Facilities (for Waste Pickers)
21 Tender and Evaluation
22 Award of Contract 12/11
23 Construction
24 Defects Liability Period
25 Cell Development at PL
26 Prequalification of Bidders
27 Tender and Evaluation
28 Award of Contracts 2/19
29 Construction
30 Defects Liability Period
31 Closure of Cells 1 and 2
32 Tender and Evaluation
33 Award of Contract 10/20
34 Construction
35 Defects Liability Period
36 Equipment
37 Tender and Evaluation
38 Contract award 8/17
39 Delivery and Commissioning
40 Review of NWMS
41 Selection and Engagement of Consultants
42 Contract Period
43 GSWMA Strengthening & Capacity Building
44 Selection and Engagement of Consultants
45 Contract Period
46 Public Awareness and Education
47 Selection and Engagement of Consultants
48 Contract Period
49 Composting Feasibility TA
50 Selection and Engagement of Consultants
51 Contract Period
52 M&E Consultancy
53 Selction and Engagement of Consultant
54 Contract Period
55 Project Completion Report 9/11
56 Exit Workshop 11/10
Task Milestone Summary Progress
Integrated Solid Waste Management Project - GRENADA
APPENDIX 6.5
PROJECT IMPLEMENTATION SUPPORT PLAN
1. CDB has had considerable experience in the SWM sector in Grenada and other BMCs within theOECS. This experience provides the basis for providing implementation support to GOGR. The
implementation support will be provided as part of CDB’s project supervision functions, and will include, among other things:
(a) reviewing implementation progress and achievement of project outcomes;
(b) addressing implementation issues;
(c) monitoring systems to ensure their continued adequacy through monitoring reports, 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,
ISP aims at providing technical support to the 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, supported
by legal counsel and specialists in the areas of environment; procurement; financial analysis; and social
analysis. Formal supervision and field visits will be undertaken at least semi-annually during the implementation phase of the Project.
4. The first formal supervision activity will be the Project Launch Workshop (PLW). The objectiveof 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 2015, and arrangements will be finalised in consultation with GOGR when
necessary conditions have been satisfied, including the establishment of the PIT and ISWMSC. PLW participants will include representatives of the key stakeholder agencies of GOGR, including GSWMA;
the Ministries responsible for Finance, Environment, Health, Education, Housing, Tourism and Public
Works; and Grenada Chamber of Commerce and Industry. Consultants whose services have been engaged by that time will also be required to participate.
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 client’s needs.
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
APPENDIX 6.5
Page 2 of 3
Exit Workshop to assess project results, discuss implementation issues, and identify lessons. 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
Audit and Post-Evaluation Committee.
TABLE 1: STAFF SKILLS REQUIRED
Period Focus Skills and Resources Estimate
January –
December 2015
Specific
(1) Project Launch Workshop.
(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 7 weeks
Legal Counsel 2 weeks
Financial
Analyst 0.5 weeks
Environmental
Specialist 1 week
Social
Specialist 1 week
Gender
Specialist 0.5 weeks
Procurement
Specialist 1 week
Administrative
Assistant 1-½ weeks
Divisional
Secretary 2 weeks
APPENDIX 6.5 Page 3 of 3
Period Focus Skills and Resources Estimate
January –
December 2016
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
8 weeks
0.5 weeks
0.5 weeks
2 weeks
2 weeks
0.5 weeks
2 weeks
1 week
January –
December 2017
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
6 weeks
1 week
2 weeks
2 weeks
2 weeks
0.5 week
1 week
2 weeks
APPENDIX 6.6
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 6.7
ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE
($’000)
Year Quarter No. Grant SFR
Finance Charges Total Cumulative
2015 4 162 1,722 35 1,919 0
Sub-total 162 1,722 35 1,919 1,919
2016 1 162 4,624 94 4,881 6,799
2 162 4,624 94 4,881 11,680
3 162 4,624 94 4,881 16,561
4 162 4,624 94 4,881 21,442
Sub-total 648 18,498 377 19,523 21,442
2017 1 - 1,335 27 1,362 22,804
2 - 1,335 27 1,362 24,165
3 - 1,335 27 1,362 25,527
4 - 1,335 27 1,362 26,889
Sub-total 5,338 109 5,447 26,889
2018 1 - 689 14 703 27,592
2 - 689 14 703 28,294
3 - 689 14 703 28,997
4 - 689 14 703 29,700
Sub-total 2,755 56 2,811 29,700
Total 810 28,313 577 29,700 29,700
APPENDIX 6.8
REPORTING REQUIREMENTS
Reports on Implementation and Operation Frequency Deadline for Submission
Implementation
1. Monthly progress reports on Civil Works
component by the Engineering Consultants.
Monthly Within three weeks of the end of each calendar
month commencing one month after
engagement.
2. Monthly reports on progress of project
implementation, prepared by the PC.
Monthly Within one week of the end of each month,
commencing one month after appointment of PC.
3. Report on Investment Cost (Sample Guidelines inAnnex 1).
Quarterly Within six weeks of the end of each quarter
commencing with the quarter following the appointment of PC, until construction is
completed.
4. Consultants Reports. - Within one week after the submission deadlines stipulated in the respective TOR and contracts.
5. Completion Report for Civil Works contract(s)prepared by the Engineering Consultants
(including as˗built drawings).
- Within one month of the date of issue of a certificate of practical completion for each
Contract.
6. Maintenance Manuals for each infrastructureitem (prepared by the Engineering Consultants).
- Within one month of the date of issue of a certificate of practical completion for each
Contract.
7. Summary of GOGR reports on the transfer ofEnvironmental Levy.
Annually December 31, commencing in 2015, continuing throughout operation.
8. PC’s Project Implementation Completion Report. - Within three months of practical completion.
9. Reports on Monitoring Indicators from PC, &subsequently GSWMA.
Annually December 31, commencing in 2015.
10. Maintenance Plans for infrastructure and
equipment, by GSWMA.
Annually December 31, commencing in the year of
substantial completion of respective works and supply of equipment.
Operation
11. Audited financial statements. Annually No later than six months after the end of each financial year.
12. Annual Monitoring and Evaluation Report onSWM operations.
Annually No later than six months after the end of each financial year.
APPENDIX 6.8 Page 2 of 3
SOLID WASTE PERFORMANCE INDICATORS
Indicators Year 1 Year 2 Year 3 Year 4
A. GENERATION
Demographic Information:
1. Administrative service area (in square kilometres)
2. Population (urban, rural, and total)
3. Number of households, commercial/industrial
establishments, and institutions in service area
B. QUANTITIES OF WASTE GENERATED
4. Waste generation rate for households,
commercial/industrial, and construction and demolition
sectors (in kilograms/capita/day)
C. WASTE CHARACTERISATION
5. Waste composition (major categories including paper,
plastic, glass, metal, wood, food waste, yard waste, textiles,
and innards).
D. COLLECTION AND TRANSPORT
Service Performance Indicators:
6. Waste collection coverage (by population, households, etc.)
7. Waste collection frequency
8. Waste service complaints
Resource Input Indicators:
9. Human resources involved in solid waste management
(number of employees)
10. Physical resources (list of equipment)
Efficiency Indicators:
11. Weight or volume collected daily per dollar of collection
cost
12. Population served per worker
13. Population served per vehicle
14. Households served per worker
C. RESOURCE RECOVERY
Service Performance Indicators:
15. Human resources involved in SWM (number of employees)
Efficiency Indicators:
16. Weight or volume received
17. Disposal cost per ton
D. FINAL DISPOSAL
Service Performance Indicators:
18. Disposal capacity (total and remaining)
19. Waste service complaints
APPENDIX 6.8 Page 3 of 3
Indicators Year 1 Year 2 Year 3 Year 4
Resource Indicators:
20. Human resources involved in SWM (number of employees)
21. Physical resources (list of equipment)
Efficiency Indicators:
22. Cost for disposal (per ton or cubic metre)
F. RECYCLING AND DIVERSION
23. Number of Recycling enterprises in Grenada
24. List of Recyclables
25. Quantity (tons) Recyclables
26. Sales of Recyclables (local and exports)
G. MONITORING AND REGULATION
27. Leachate quality1 and migration monitoring- Methane gas quantities
- Ground, marine and Surface Water quality
- Public Health and Safety (morbidity and accidents)
- Air quality (odour, noise, CO2) suspended solids, etc.
- Effectiveness of SWM (GSWMA Reports and public
opinion surveys)
1 Biological and chemical oxygen demand, total organic carbon, total suspended solids, organic nitrogen, ammonica, total phosphorous, alkalinity, etc.
AN
NE
X T
O A
PP
EN
DIX
6.8
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 Proposals to Meet Cost
Overrun Ending Ending Ending
(1) (2) (3) (4) (4) (4) (5) (6) (7) (8) (9)
1.Infrastructure 27,747
2. Services 6,368
Base Cost 34,115
3. Physical and Price Contingencies 6,276
4. Finance Charges 577
Total Project Costs 40,968
Financing:
CDB Loan (SFR) (USD) 10,700
CDB Grant (USD) 300
GOGR (equiv. USD) 4,172
Total (USD) 15,172
ANNEX TO APPENDIX 6.8 Page 2
GUIDELINES FOR COMPLETION OF
REPORT ON PROGRESS OF INVESTMENT COST
1. Elements of Programme - The elements of the Programme as outlined in the Appraisal Report must
be recorded in this column. If it becomes necessary to further sub-divide the main elements of theProgramme, 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 inrespect of each element of the Programme must be recorded in this column.
3. Cumulative Expenditure to Date - The expenditure incurred in respect of each element of the
Programme from the commencement of the Programme to the end of the quarter to which the reportrelates 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 Programme - This column should be completed only in respect
of those elements of the Programme, construction/installation of which stretches beyond threequarters from the end of the quarter to which the report relates. Where a programme extends over
more than one year - four quarters - an estimate of the expenditure to be incurred in the periodsubsequent 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 ofexpenditure to be incurred in respect of each element of the Programme. These amounts may be
less or greater than the appraised expenditure.
7. Programme Estimates as per Appraisal Report - The estimate of expenditure to be incurred in
respect of each element of the Programme, as outlined in the Appraisal Report, must be recordedin 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 varianceresults 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
programme estimates as per Appraisal Report.