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 93/14

PAPER BD 93/14 Corr.1

ENHANCEMENT OF IMMIGRATION SERVICES - BARBADOS (President’s Recommendation No. 894)

1. The attached Report appraises a proposal from the Government of Barbados (GOBD) for a Loan

to finance the enhancement of Immigration Services in Barbados. The expected outcome is the enhanced

efficiency of Immigration Services. The Project will comprise the retrofitting, furnishing, and equipping

of sections of the Princess Alice Highway Car Park Complex into new offices for the Immigration

Department; information technology systems upgrade, legislative reform and institutional strengthening

including organisational assessment, training in operations and client centred approaches to service

delivery.

2. On the basis of the Report, I recommend a loan to GOBD of an amount not exceeding the equivalent

of six million four hundred and seventy-four thousand United States dollars (USD6.474 mn) from the

Ordinary Capital Resources of the Caribbean Development Bank (CDB), on the terms and conditions set

out and referred to in Chapter 7 of the attached Report.

3. Funds are available within CDB’s existing resources and/or borrowing programme for the relevant

disbursement period.

PUBLIC DISCLOSURE AUTHORISED

CARIBBEAN DEVELOPMENT BANK

APPRAISAL REPORT

ON

ENHANCEMENT OF IMMIGRATION SERVICES – BARBADOS

Considered at the Two Hundred and Sixty-Fourth Meeting of

the Board of Directors on December 11, 2014.

(BD 93/14)

AR 14/10

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:

Albert Gillings, Operations Officer (Civil Engineer)/Coordinator; Merlyn Combie, Operations Officer (Analyst); Hopeton

Peterson, Operations Officer (Environment); Elbert Ellis, Operations Officer (Social Analyst); Kari Grenade, Country

Economist; Marsha Caddle, Operations Officer (Technical Cooperation); Alana Goodman Smith, Legal Counsel; Richard Look

Kin, Risk Management Officer; and Karene Daniel, Coordinating Secretary

CURRENCY EQUIVALENT

Dollars ($) throughout refer to Barbados Dollars (BBD) unless otherwise stated.

USD1.00 = BBD2.00

ABBREVIATIONS

ACIO - Assistant Chief Immigration Officer

ADPO - Assistant Data Processing Officer

BMCs - Borrowing Member Countries

BMS - Border Management System

BOQ - Bill of Quantities

BTI - Barbados Tourism Investment Inc.

CALC - Country Assessment of Living Conditions

CARICOM - Caribbean Community

CCTV - Close Circuit Television

CDB - Caribbean Development Bank

CGA - Country Gender Assessment

CIO - Chief Immigration Officer

CSME - CARICOM Single Market and Community

DCIO Deputy Chief Immigration Officer

DE - Data Entry

DEO - Data Entry Officer

DFATD - Department of Foreign Affairs, Trade and Development Canada

DFID - Department for International Development of The United Kingdom

EPA - Economic Partnership Agreement

ESRP - Environmental and Social Review Procedures

GDP - Gross Domestic Product

GOBD - Government of Barbados

HDR - Human Development Report

ID - Immigration Department

IDB - Inter-American Development Bank

IO - Immigration Officer

ISP - Implementation Support Plan

IT - Information Technology

km - kilometres

km2 - square kilometres

m - metres

M&E - Monitoring and Evaluation

m2 - square metres

MDGs - Millennium Development Goals

MEP - Mechanical, Electrical and Plumbing

mn - million

MOF - Ministry of Finance and Economic Affairs

MOH - Ministry of Housing and Lands and Rural Development

MTDS - Medium Term Development Strategy

MTGDS - Medium-term Growth and Development Strategy

NCSI - National Initiative for Services Excellence Customer Satisfaction Index

NISE - National Initiative for Services Excellence

OCR - Ordinary Capital Resources

(ii)

OIE - Office of Independent Evaluation

OPM - Office of the Prime Minister

ORM - Office of Risk Management

p.a. - per annum

PAC - Project Advisory Committee

PC - Project Coordinator

PCIS - Project Coordinator, Institutional Strengthening

PCR - Project Completion Report

PLW - Project Launch Workshop

PPES - Project Performance Evaluation System

PS - Permanent Secretary

RCI - Regional Cooperation and Integration

SIDS - Small Island Developing State

SIO - Senior Immigration Officer

TA - Technical Assistance

TOR - Terms of Reference

UNDP - United Nations Development Programme

USD - United States dollars

VRV - Variable Refrigerant Volume

MEASURES AND EQUIVALENTS

1 kilometre (km)

1 square kilometre (km2)

=

=

0.621 mile (mi)

0.386 square mile (mi2)

1 metre (m) 1 square metre (m2)

= =

3.281 feet (ft) 10.756 square feet (ft2)

1 tonne = 1.1 tons

1 hectare = 2.47 acres

TABLE OF CONTENTS

COUNTRY DATA: BARBADOS

LOAN AND PROJECT SUMMARY

1. STRATEGIC CONTEXT AND RATIONALE

2. PROJECT DESCRIPTION

3 FINANCING STRUCTURE AND COSTS 4. PROJECT VIABILITY

5. RISK ASSESSMENT AND MITIGATION

6. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT AND IMPLEMENTATION

7. TERMS AND CONDITIONS

APPENDICES

1.1 MACROECONOMIC AND MACROSOCIAL CONTEXT

1.2 IMMIGRATION AND PASSPORT DEPARTMENT – ORGANISATIONAL CHART

2.1 RESPONSIBILITIES OF ENGINEERING CONSULTANT

2.2 ADDITIONAL PROJECT DETAILS

2.3 DRAFT TERMS OF REFERENCE – TECHNICAL ASSISTANCE TO SUPPORT THE

ENHANCEMENT OF THE IMMIGRATION SERVICES IN BARBADOS

2.4 DRAFT TERMS OF REFERENCE – MONITORING AND EVALUATION

CONSULTANCY

3.1 PROJECT COST, PHASING AND FINANCING PLAN

4.1 LEAST COST ANALYSIS

4.2 GENDER MARKER ANALYSIS

4.3 DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN

6.1 THE EXECUTING AGENCY

6.2 RESPONSIBILITIES OF THE PROJECT COORDINATOR

6.3 PROJECT IMPLEMENTATION ORGANISATIONAL STRUCTURE

6.4 PROJECT IMPLEMENTATION SCHEDULE

6.5 IMPLEMENTATION SUPPORT PLAN

6.6 ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE

6.7 PROCUREMENT PLAN

6.8 REPORTING REQUIREMENTS

FIGURES

1.1 PROJECT LOCATION MAP

LOAN AND PROJECT SUMMARY

Financial Terms and Conditions

Borrower: Government of Barbados (GOBD)

Amortisation

Period:

Ordinary Capital Resources (OCR): 17 years

Executing Agency: Barbados Tourism Investment Inc. (BTI)

Grace Period:

OCR: 5 years

Disbursement

Period:

September 30, 2015 to September 30, 2016

Source Amount (USD mn)

OCR – Loan:

6.474

Interest Rate:

Currently 3.95% (variable).

Counterpart:

4.475

Commitment Fee:

1% per annum (p.a.) on the

undisbursed balance of the

Loan, commencing from the

60th day after the date of the Loan Agreement.

TOTAL: 10.950 Risk Management

Country Rating:

Outlook:

Limit:

N/A

N/A

N/A

Overall Project/Entity Score: N/A

Public Sector Lending as at November 01, 2014: (USD ‘000)

Approvals: 410,842

Disbursements: 319,667

Repayments: 177.343

Undisbursed: 92,013

Outstanding Loans: 142,324

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.

(ii)

Project Summary

Project Outcome and Description:

The expected outcome of the Project is enhanced efficiency of immigration services. Project components

include:

(a) Building: Sections of the ground and first floor to be provided for retrofitting works.

(b) Retrofitting Works.

(c) Information Technology (IT) Infrastructure.

(d) Furniture.

(e) IT Systems Upgrade.

(f) Relocation of staff, equipment and relevant furniture from existing offices to retrofitted

building on Princess Alice Highway.

(g) Institutional Strengthening:

(i) organisational support technical assistance (TA);

(ii) legislative reform; and

(iii) monitoring and evaluation (M&E) consultancy.

(h) Architectural and Supervision Services.

(i) Project Management.

CDB/Special Development Fund Contribution to Country Outcomes – Key Outputs:

Capacity Development

No. Indicator 2015 2016

1. Public sector employees trained in M&E 10 5

2. Immigration Department staff trained in trained in web based applications 25 50

3. Immigration Department staff trained in trained in Border Management Systems 40 40

4. Immigration Department staff trained in Customer Service 10 30

Gender Marker Summary

Gender Marker

Analysis Data Engagement Response Score Code

1.0 0.5 0.5 0.5 2.5 MM1

1 MM – Marginal Gender Mainstreaming. Project can make limited contribution to gender equality. See Appendix 4.2 for the

Gender Marker Analysis.

1. STRATEGIC CONTEXT AND RATIONALE

LOAN REQUEST

1.01 By letter dated April 3, 2014, GOBD requested that the Caribbean Development Bank (CDB) assist

with the financing of a project to enhance immigration services in the country. The Project forms part of

the reform of the country’s immigration services currently being executed through a Compete Caribbean2

programme, and was initiated by the recommendations of the Diagnostic Report which was the main output

of the programme.

MACROECONOMIC CONTEXT

1.02 During the past decade (2003-2013) the macroeconomic environment in Barbados became

increasingly strained, particularly post 2008 (as a result of the global crisis), characterised by acute

sluggishness in economic activity with the attendant consequences of heightening unemployment and

weakening already tenuous public finances. Key economic developments for the first 9 months of 2014

suggest that the economy remains severely challenged amid weak domestic and external demand, occasioned

by the lack of a robust recovery in the economies of its main trading partners, the United States of America

(USA) and the United Kingdom (UK). Consequently, job losses continued (especially in the tourism,

manufacturing and construction sectors) becoming more acute as a result of the Government’s retrenchment

programme.

1.03 The fiscal challenges have intensified, necessitating a consolidation of public finances; a 19-month

adjustment programme, which commenced in October 2013, is underway. Though the measures are a step in

the right direction, the magnitude of the fiscal correction appears insufficient, given the scale of the fiscal and

debt problem (fiscal deficit and gross debt estimated at 12.5% and 109.4% of gross domestic product (GDP)

respectively, at the end of the fiscal year 2013/2014). It is imperative and urgent that fiscal consolidation is

deepened so that it gives more emphasis to reforms of public enterprises and social expenditure. Over the

short term, fiscal tightening and a modest recovery in the USA and UK will constrain growth, with

implications for employment creation. However, over the medium term, the outlook is broadly positive,

premised on the implementation of strategies to: (a) maintain macroeconomic stability, by improving fiscal

outcomes; and (b) promote inclusive growth.

SOCIAL CONTEXT

Demography and Human Development

1.04 Barbados is categorised as a Small Island Developing State (SIDS) and, with an estimated population

of 277,8213, is one of the most densely populated countries in the Western Hemisphere. Despite its SIDS

categorisation, based on a number of vulnerabilities including small size, limited resources, poor economic

resilience and susceptibility to natural hazard impacts, the country, by international standards, has achieved

high human development. This level of development has been achieved through continuous and substantial

investment in the education and health sectors over decades.

1.05 Since 2010, Barbados’ development was defined by episodes of improvement and decline.

The decline has been influenced by the worsening economic situation, influenced partly by the challenges

2 Compete Caribbean is a programme, jointly funded by the Inter-American Development Bank (IDB), the United Kingdom

Department for International Development (DFID) and the Foreign Affairs, Trade and Development Canada (DFATD),

and which in partnership with CDB, supports projects in 15 Caribbean countries. CDB’s support is targeted to the OECS Member

Countries its BMCs Website: http://www.competecaribbean.org/about-us 3 Population and Housing Census (2012) conducted by the Barbados Statistical Service.

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posed by an undiversified economy and a weak performance in tourism. This notwithstanding, the country

recorded a number of social achievements in the midst of economic challenge, and achieved Very High

Human Development status. The 2013 Human Development Report (HDR4) revealed that Barbados had

improved its performance and was ranked 38th out of 187 countries. However, as a consequence of ongoing

socioeconomic challenges, sluggish and uncertain economic improvement, HDR 20145 determined that

Barbados’ rank had slipped to 59th out of 187 countries, and was now categorised in the High Human

Development category. Overall, Barbados’ human development has not been accompanied by a concomitant

reduction in gender inequality6. In an effort to systematically promote gender mainstreaming across all

sectors, GOBD is in the final stage of developing its National Policy on Gender7 which articulates the practice

of gender justice as a key approach to achieving sustainable development.

1.06 Despite its achievements, Barbados registered poverty and indigence levels of 19.3% and 9.1%,

respectively [Country Assessment of Living Conditions (CALC), 2010]8. Similar to other Borrowing

Member Countries (BMCs), female-headed households were overly represented in the poverty statistics,

accounting for 19.4% of the population compared with 11.5% in male-headed households. Barbados’

sluggish economic recovery, in the face of the impacts of the global downturn, has precipitated severe social

consequences. Vulnerable groups in society continue to face increasing risks as predicted by the 2010 Poverty

and Social Impact Assessment,9 with high levels of unemployment in the public sector resulting from

retrenchment and attrition and in the private sector, from layoffs and redundancies in response to declining

profitability in an environment where business activity contracted in the productive and services sectors. The

findings of the Country Gender Assessment (CGA, 2014)10 informed that within the context of lower

participation rates in the labour force, and higher unemployment rates for females, especially in the tourism

and services sectors where women predominate the labour market, together with higher levels of dependency

and poverty in female-headed households, the crisis is having a disproportionate economic impact on women

than on men. In the face of adversity, and drawing on lessons of experience across the globe, Barbados and

its CARICOM partners have recognised the importance of economic integration as a functional response to

the current challenges and in that regard, have sought to deepen functional cooperation.

Barbados and Caribbean Single Market and Economy

1.07 GOBD has highlighted the importance of productivity and competitiveness in improving the socio-

economic development of the country and in this connection, sees the free movement of persons within the

CARICOM Single Market and Economy (CSME) as critical to strengthening regional co-operation and

integration as a means to achieve this objective. The prevailing view is that free movement serves as a catalyst

to the fulfilment of improved standards of living and work, full employment across the region, and enhanced

levels of international competitiveness, as articulated in the Revised Treaty of Chaguaramas. Article 45 of

the Revised Treaty commits Member States, including Barbados, to the goal of free movement of nationals

within the Community.

4 UNDP HDR (2013): The Rise of the South: Human Progress in a Diverse World. 5 UNDP HDR (2014): Sustaining Human Progress: Reducing Vulnerabilities and Building Resilience. 6 According to the World Economic Forum (2013): Global Gender Gap Index -While the average Gender Inequality Index for

countries at the “very high human development” level was 0.193 in 2012, Barbados’ score was 0.343. In the same year

Barbados was ranked 27 out of 135 countries with a score of 0.723 on the Gender Gap Index. Barbados’ ranking slipped

further in 2013 and with a score of 0.730 was ranked 29 out of 136 countries. 7 The National Policy on Gender is being developed with the oversight of the Bureau of Gender Affairs. 8 CDB supported GOBD in undertaking the CALC which was the first comprehensive study on poverty and human development

undertaken in Barbados. 9 Social Implications of the Global Economic Crisis on Living Conditions in Barbados (Draft Final Report, 2010:22).

Commissioned by UNDP and prepared by Lynette Joseph-Browne. 10 CGA (the first for Barbados) was conducted by GOBD with CDB support during the period 2013-2014.

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1.08 Despite the commitment to facilitating freer movement of persons within the Community, research

highlights a number of impediments to the movement of labour, particularly in relation to women. Persisting

gender inequality and traditional gender roles are recognised as limiting women’s propensity to migrate, and

adversely shape women’s participation in the formal labour market. Women’s experiences in the labour

markets of CARICOM are characterised by occupational segregation, concentration in the informal sector

and unpaid work, higher levels of unemployment, experiences of poverty, and a greater assumption of the

burden of care of children and the elderly (Vassell, 2011)11. Barbados’ Immigration Department (ID), in line

with others across the globe, is at the vanguard of facilitating the freer movement of people in and out of its

jurisdiction. However, ID has been challenged to efficiently and effectively perform its role in a globalised

environment which has significantly increased the movement of people across borders and elevated complex

issues around, inter alia, cross border crime, human trafficking and national security. In the current

environment of socio-economic challenges and increasing demands and heightened expectations for freer

movement of persons, GOBD has responded by initiating the process to modernise its existing Immigration

Policy to more efficiently respond to the challenges. It is within this context that efforts are underway, to seek

to strike the appropriate balance between protecting the legitimate rights and expectations of citizens, with the

need to accelerate the pace and deepen the quality of regional integration and economic growth. The ID’s

role as a facilitator in this process is fundamental given that the outcomes of its activities impact the social

and economic development of Barbados and the Region. (See Appendix 1.1 for more details on the macro

and social context)

THE IMMIGRATION DEPARTMENT

1.09 ID falls under the Defence and Security Division in the Office of the Prime Minister (OPM). The

mission of ID is to protect the national interest of Barbados through: (a) the enforcement of its immigration

and citizenship laws; and (b) offering reliable, professional, and humanitarian services to its clientele, both

national and non-national. In meeting these objectives, the Department must give priority to national security

and the promotion of sustainable social and economic development.

1.10 ID has a mandate to be responsive to the dynamics of business, enabling businesses to attract and

retain highly qualified and skilled immigrants that make a competitive difference to the country. The

Department must honour regional, hemispheric and international commitments about movement of people.

In addition, ID plays a pivotal role in securing the country against terrorism, transnational crime, human

trafficking, narco-trafficking and other criminal activity.

1.11 Most of the functions carried out, and services offered by ID are governed by the following legislation:

(a) The Constitution of Barbados.

(b) Barbados Citizenship Act, Cap. 186 and Regulations.

(c) Immigration Act, Cap. 190 and Regulations.

(d) Caribbean Community (Movement of Skilled Nationals) Act 2004.

(e) Passports and Travel Documents (Fees) Act, Cap. 81.

1.12 The Barbados Citizenship Act, in conjunction with the Constitution, makes provision for the

acquisition, deprivation, and renunciation of Barbadian citizenship. ID facilitates the granting of citizenship

to persons who qualify on grounds of descent, registration and naturalization. The Immigration Act and the

11 Vassell (2011) cited in Regional Gender Analysis of the CSME and Its Impacts-draft report prepared by Tamara A. Huggins

and Lebrechetta Nana Oye Hesse Bayne (2014).

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accompanying Regulations make provision for the control of entry of persons into Barbados and for related

matters. It is the main legislation governing immigration matters in Barbados. The main focus of the

Caribbean Community (Movement of Skilled Nationals) Act is to facilitate the free movement of CARICOM

skilled nationals.

1.13 The Chief Immigration Officer (CIO) oversees all operations of the Immigration Department and

reports to the Permanent Secretary (PS) of the Defence and Security Division within the OPM. The CIO

and the Deputy CIO have management responsibility for all operational divisions, with a staff complement

of 200 employees. The staff is spatially located at 4 sites with half of the employees located at the

headquarters in Bridgetown; 80 officers are based at the Grantley Adams International Airport (GAIA), and

the remainder assigned to the sea ports in Bridgetown and Port St. Charles.

1.14 The services currently offered by ID are:

(a) Control of Entry and Departure of persons at ports of entry.

(b) Processing of applications for various forms of immigration status such as: Citizenship;

Permanent Resident Status; Immigrant Status; Work Permits/Training attachments;

Renunciation of Citizenship; Student Visas; Extensions of Stay; Issuing of Barbados

passports and other travel documents; CARICOM free movement; Entry Visas; and Special

Entry Permits

Issues and Constraints

Physical Infrastructure and Environment

1.15 The present layout of ID provides very limited accessibility for staff, special-needs persons and

customers in general. Many passages fall below the internationally accepted minimum required width of

1.12 m to accommodate persons with special needs, such as wheel chair accessibility. In addition, there are

telecommunication cables and electrical conduits that traverse the floors and are hazardous to staff and

customers. The Ministry of Housing and Lands (MOH) spatial assessment of ID determined that it did not

meet the required minimum space specifications for functionality for the various staff levels. For example,

the work area for 20 immigration officers’ currently averages 2.3 m2 per officer, compared to the minimum

requirement of 4.7 m2 per officer. The passport department housing 4 staff members and production

equipment share an average space of 2.8 m2 per staff member compared to the requirement of 6.0 m2. The

investigation unit occupies 55.7 m2 of space compared to the requirement of 151.4 m2. This situation is

further compounded as there are security concerns within the investigation unit in which there is currently

no separation of staff, the general public, and the detainees. Lack of bathroom facilities and the lack of

separation between the general public, staff and detainees also pose acute security challenges. Space

limitations also restrict the number of booths for conducting interviews and effective delivery of customer

service, particularly in the processing of applications. This contributes to the backlog of pending

applications.

1.16 Health and safety issues are a concern to both staff and the general public. On visual inspection, it

is evident that the structure has been poorly maintained over its 40-year plus life, with several structural

cracks in the walls and the floor. The growth of mould is prevalent on many of the walls as a result of the

structure being built of limestone, the presence of a high water table within Bridgetown, and the absence of

a damp-proof membrane in the foundation of the structure. The mould, along with the dust resulting from

the numerous files stored throughout the office, contribute to poor indoor air quality, which negatively

impacts staff health. In the last 2 years, an average of 44% of sick leave was attributed to respiratory

ailments related to environmental conditions at the work place.

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Information Technology Systems

1.17 An IT audit12 in 2012, which was conducted jointly by an IT provider and ID, revealed that the IT

equipment and software do not meet the present or projected needs of the Department. The introduction of

online appointments for passports only, has improved quality of service in convenience, delivery time, and

reliability for this aspect of the Department’s mandate. Currently, there are no significant queues for the

application or collection of passports, and there is more reliability in processing passport applications within

10 working days. The deficiency in IT infrastructure however, is preventing the Department from having

similar success for other services. The existing IT infrastructure also constrains potential future advances

in immigration services such as performing biometric analysis on customers if recommended legislative

reforms are implemented.

1.18 ID’s filing and storage system is paper-based, with most of the activities involving printed or hand

written documents. This system has its origins in existing legislation13 and lack of training. The Diagnostic

Report notes the use of a “Registry” book to record applications and extensive storage of “hard copy”

correspondence even though duplicate information has already been captured electronically by the

department’s data entry staff. The Report also notes that a card index system is used to track application

folders within the department, and that this system becomes problematic when the card index is not properly

updated each time a file is moved.

Organisational Structure

1.19 The current organisational structure has not changed significantly since the formation of ID in the

1980’s. As the volume of work increased, posts were added, but ID did not benefit from an assessment of

skills needed to fulfil its mandate, particularly in a changing international environment. As shown in

Appendix 1.2, the CIO, who heads ID, has a Deputy CIO (DCIO) and 10 Section Heads, including 2

Assistant Chief Immigration Officers, (ACIO), under the CIO’s span of control. However, the post of

Deputy has been vacant for over a year, and only one of the ACIO posts is actually filled. While Section

Heads may approve applications for passports, work permits, citizenship by descent and student visas, all

other approvals, as well as all denials and sensitive investigative matters, are referred to the CIO. The practice

of having many approvals and virtually all denials handled by the CIO is counterproductive, places an

onerous supervisory and paperwork burden on the CIO, and inhibits the individual’s ability to manage the

operation effectively. While some of these pressures may be alleviated by the increased use of IT and a

revamping of existing human resource management and development practices, an appropriate level of

personnel with the right skill sets is critical to increases in productivity.

1.20 Over the years, training has been carried out in an ad hoc manner, primarily on-the-job and by

attendance at courses and seminars organised by the Government's Training Administration Division and

the Office of Public Sector Reform. While this approach has reaped some success, a systematic and

comprehensive training plan, is required to support the achievement of departmental objectives and

upgrade the skills and competencies of staff.

12 Audit conducted by GOBD in conjunction with IT consultant - IBM 13 Regulations requires paper-based documentation for extended period

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Legislation, Operating Procedures and Practices

1.21 In 2009, the Ministry of Labour and Immigration tabled proposals for substantive legislative reform

in Barbados’ immigration sector to address gaps in the existing legislation and to amend certain provisions,

to more closely align them with practical issues faced by the ID. The most salient of the proposals related

to the Immigration Act and the Caribbean Community (Movement of Skilled Nationals) Act. The proposed

amendments to the Immigration Act included, inter alia:

(a) specifying clear conditions for potential business investors seeking immigrant status;

(b) introduction of additional penalties on both employee and employer with respect to breaches

of work permits;

(c) provisions to address the Economic Partnership Agreement between CARIFORUM States

and the European Community and its Member States;

(d) provision for “special entry permits” to persons wishing to retire in Barbados;

(e) provision for the immediate deportation of persons convicted of narco-trafficking and other

serious offences; and

(f) amendments to the constitution of the Immigration Review Committee.

Customer Satisfaction

1.22 In a 2010 National Initiative for Services Excellence (NISE) Customer Satisfaction Index (NCSI)

survey14, ID was ranked fifth out of 7 public sector services in customer satisfaction. The ID public sector

NISE score15 was 64. In addition, a comparison of the score was made with the United States (US) passport

control (76) and the UK-Identity and Passport Service (78). The indicators used for NCSI were perceived

quality, customer expectations, trust and customer complaints.

COUNTRY’S SECTOR STRATEGY

1.23 Among the priorities identified by GOBD as part of its Medium-term Growth and Development

Strategy (MTGDS) 2013-2020 are “enhanced international competitiveness, national productivity,

efficiency and service excellence” and “more modern and efficient public and private sector institutions”.

Immigration institutions in particular – and the services they provide – are key to enhanced competitiveness

and productivity as inputs to job-led growth and development. Immigration services facilitate travel for

tourism; investment and the establishment of enterprises; free movement of labour16, regional cooperation

and integration; and South-South collaboration for development. The modernisation of ID and support to

its enhanced delivery of services potentially adds significant value to other GOBD interventions aimed at

improving efficiency and productivity across a range of public sector services and institutions, as well as

encouraging labour and investment inputs to growth sectors.

1.24 An assessment of ID, conducted as part of a Compete Caribbean Initiative, included an internal

review of the Department’s policies, procedures, legal framework, facilities, working conditions, staff,

organisational structure and technological capabilities. The Diagnostic Report and Action Plan suggested

14 http://nisebarbados.org/downloads/NCSI_Advertorial.PDF 15 on a scale of 0 to 100, where 100 represent the highest possible score attainable 16 Both under work permit arrangements as well as under the Revised Treaty of Chaguaramas establishing the CARICOM

including CSME.

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several recommendations for strengthening and modernising the Department’s operations in order to

streamline workflow and improve efficiency. GOBD intends to proceed with key recommendations from

the Diagnostic Report and Action Plan, which include:

(a) Relocation of ID to a retrofitted building.

(b) Evaluation of organisational structure and recommendations for changes.

(c) Reform of legislation, internal procedures and practices including review of the Immigration

Act and proposed legislation and updating of the Operations Manual.

(d) Technological updates to streamline operations.

(e) Training in client-centred approaches to service delivery.

LINKAGE OF PROJECT TO CDB’s STRATEGIC OBJECTIVE

1.25 The proposed Project is consistent with:

(a) CDB’s Strategic Objective of Promoting Good Governance; and

(b) CDB’s Corporate Priority to Support Capacity Development and Strengthen Economic

Management.

1.26 The Project is consistent with CDB’s proposed Country Strategy for Barbados 2015-2018 to

support the modernisation and institutional strengthening of ID to improve its service delivery, and by

extension, business facilitation with a view to addressing a key competitiveness constraint of businesses.

1.27 The CDB’s Draft Strategic Plan 2015-2019 identifies good governance as one of the Bank’s two

distinct but complementary development objectives, supported by the mainstreaming of three cross-cutting

areas, one of which is regional cooperation and integration (RCI). CDB’s objective of promoting good

governance as set out in its Strategy on Governance and Institutional Development (currently under

revision) aims as one of its three focal areas – to support BMC’s efforts such as supporting the creation

of a modern, effective and accountable public sector capable of delivering valued public services – and it

is this governance objective to which the proposed intervention responds.

PROJECT RATIONALE

1.28 The lack of adequate space at ID inhibits normal movement of staff, special needs persons, and

the general public. The limited spatial capabilities and poor environmental conditions affect not only

operational efficiency, but also staff health, safety, morale and general security. MOH’s spatial assessment

of ID in 2012 determined an additional 279 m2 is required based on staff and customer usage requirements.

In addition, it was reported by the Ministry of Labour that ID has breached 9 sections17 of the Health and

Safety Act (2005). For the period 2012 to 2013, 44% of staff of ID reported sick as a result of the health

challenges arising from their work environment.

17 Section 8 - Access to Place of Work; Section 6 – General Duties of Occupier or employer; Section 7 - General Duties of

Occupier to persons generally; Section 38 – Provision and maintenance of means of fire warning; Section 41 – Instructions as

to use of means of escape in case of fire; Section 43 – Floors and passages; Section 54 – Over crowding; Section 59 – Lunch

rooms; Section 64 – Sick Bay

- 8 -

1.29 The existing IT systems do not carry the requisite capacity for effective data management,

telecommunication speed, web-based information access and processing. With limited IT infrastructure ID

has been unable to introduce much needed online applications for many of its services. This has adversely

affected efficiency and impacted data management capacity and telecommunication speed. The outcome

of this deficiency has been poor time management, slow processing speeds, unreliability, and inconvenience

for the general public.

1.30 There have only been minor updates to the Immigration Act since it was enacted in 1975. Changes

are needed to allow for the adoption of modern enforcement and facilitation tools such as biometrics and e-

passports. A recent Study of ID concluded that authorisation levels and procedures relating to approval and

denial of applications for immigration benefits are out of date, and serve to inhibit the expeditious

processing of applications and permits. These outdated authorisations and procedures impinge on senior

managements’s ability to effectively manage operations. A detailed assessment of the organisational

structure, and staffing is therefore required to ensure that staff resources are aligned with the expected

changes in processes and technologies and to ensure optimum utilisation of available human resources.

1.31 GOBD recognises the importance of improved immigration services in enhancing productivity,

facilitating business and investment, and supporting regional cooperation efforts. In this context, the

country’s ID must improve the quality, effectiveness and efficiency of its services. The action proposed

by the Diagnostic Report is to: (a) improve the working environment; (b) upgrade its technology and

operations systems; (c) legislative reform; and (d) improve its organisational structure and human

resources. The Project components will address all four proposed intervention areas, with the objective

of enhancing efficiency and effectiveness of the immigration services.

2. PROJECT DESCRIPTION

PROJECT OUTCOME

2.01 The expected outcome of the Project is enhanced efficiency of Immigration Services. The

Design and Monitoring Framework is presented at Table 2.1.

PROJECT DESCRIPTION

2.02 The proposed project comprises the following components:

(a) Building: GOBD, through MOH will enter into a lease agreement with BTI, whereby

GOBD will lease sections of the premises owned by BTI at Princes Alice Highway Car

Park Complex, for the purpose of housing ID for a minimum period of 25 years.

(b) Retrofitting Works: retrofitting of sections of the ground and first floors of the four-storey

Princess Alice Highway Car Park Complex into the new offices of ID Headquarters.

(c) IT Infrastructure: Installation of computers, uninterrupted power supply (ups) and voice

over internet protocol (VoIP)

(d) Furniture: Installation of new office furniture.

(e) IT Systems Upgrade: Installation of additional servers, upgrade of BMS, passport

processing system, and web based applications.

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(f) Relocation: Relocation of staff, equipment and relevant furniture from existing offices to

retrofitted building on Princess Alice Highway.

(g) Institutional Strengthening:

(i) Consultancy: consultancy services to conduct an assessment of the organisational

structure, operations systems and procedures of the Department, and

recommendations for the reorganisation, strengthening of ID and training of staff.

(ii) M&E: Consultancy services for establishing M&E systems.

(iii) Legislation Reform: Reform of legislation, internal procedures and practices

including review of the Immigration Act, Regulations and new proposed

legislation.

(h) Project Management.

(i) Architectural and Supervision Services (See Appendix 2.1).

2.03 Details of the Project components are presented in Appendix 2.2. The Draft Terms of Reference

(TOR) for the consultancies are set out at Appendices 2.3 and 2.4.

LESSONS LEARNT

2.04 Significant lessons drawn from the experience of CDB and other development agencies which are

applicable to this Project include the following:

(a) monitoring and impact indicators must be results-based and M&E systems should be

incorporated early in the project cycle for best results;

(b) the importance of setting realistic timeframes for project deliverables based on

implementation experience;

(c) institutional strengthening components should be delegated to appropriate government

agency to reduce unnecessary delays in the completion of these components and to

facilitate ownership by the agency; and

(d) ensuring that the requisite planning approvals for the works are expedited from the relevant

agencies.

2.05 These lessons indicated in the preceding paragraph have informed the design of this Project as

follows:

(a) An M&E consultancy has been incorporated in this Project to establish M&E systems that

will focus on results.

(b) Implementation durations of project tasks have been determined based on the experience

of previous development projects successfully implemented by BTI in the capacity of

Project Manager.

(c) ID will be integrally involved in the management of the Institutional Strengthening TA.

- 10 -

(d) All regulatory approvals with respect to the retrofitting works have been received from the

Town and Country Planning Office (T&CP) and permission has been granted to proceed

with construction.

TABLE 2.1: DESIGN AND MONITORING FRAMEWORK

Design Summary

Performance

Indicators/Targets

Data Sources/Reporting

Mechanisms

Critical

Assumptions

1. Impact:

Contribute to an improved enabling

environment for business, investment and

regional corporation and integration

Ease of Doing Business score

increased to 66 out of 100 by 2020

(Baseline 2014 - 61 out of 100).

World Bank Doing Business

Report

Macroeconomic stability.

2. Outcome:

Enhanced Efficiency of Immigration

Services.

1. Improvement in processing times for

the following services by December

2017:

(a) Citizenship applications

(disaggregated by sex) from 6

months to 3 months.

(b) Work permit applications

(disaggregated by sex) from 4

weeks to 2 weeks.

(c) Immigration status applications

(disaggregated by sex) from 6

weeks to 4 weeks.

2. Average sick leave (disaggregated

by sex) attributed to respiratory

ailments decreases from 44% to 20%

by 2017.

3. NCSI for ID increases from 64 to 75

by 2017.

1. Immigration Department Annual

Report.

2. Human Resources Records.

3. NCSI surveys.

Funding remains available for

operation and maintenance of

equipment and facilities

Intermediate Outcome:

1. ID demonstrating improved proficiency with

operating new systems.

2. Enhance capability in using M&E systems.

Percentage of staff (sex disaggregated)

meeting systems compliance

requirements by September 30, 2017.

(Target 100% male and female)

ID statistic report published yearly by

2017.

Staff appraisal assessment and staff

surveys.

Training and capacity

development translate to

improved performance of staff in

systems compliance and M&E.

- 11

-

Design Summary

Performance

Indicators/Targets

Data Sources/Reporting

Mechanisms

Critical

Assumptions

Outputs:

1. Retrofitted office completed and Operational

2. Feasible recommendations for improved organisational

structure and procedures developed.

3. ID staff trained.

4. Updated regulatory framework.

5. M&E systems developed.

1(a) 2050 m2 of office space retrofitted as

specified in the building contract by

June 2016.

1(b) Designated detainee areas for males and

females operational by June 2016.

2 Physical IT infrastructure installed as specified in

the building contract by June 2016.

3. ID Staff, furniture and equipment at new location

by July 2016.

4. Installation and commissioning of new BMS

application by July 2016.

5. Installation and commissioning of online

application by December 2016.

6. Organisational Assessment and Operational Plan

completed by March 2016.

7. Drafted regulatory framework by 2017.

8. Development of M&E System by

September 2015.

9. Male and female staff trained in M&E, web based

application, BMS and customer service

September 2016.

1. Site inspections.

2. Engineering Consultant’s

Completion Reports.

3. PC’s reports.

4. TA consultants’ reports.

Adequate financing available to operate and

maintain IT systems

Recommendation of key aspects of the

legislation are adopted by January 2016.

Activities/Inputs

CDB

GOBD

Total

1. Consultant’s Monthly Progress Reports.

2. CDB site supervision visits.

3. Quarterly Reports on Investment Costs.

GOBD counterpart contribution available. 1. Infrastructure 10,421 7,045 17,466

2. Services 713 1,580 2,293

Sub total 11,134 8,625 19,759

3. Physical and Price Contingencies 1,501 325 1,826

4. Finance Charges 314 - 314

Total 12,949 8,950 21,899

USD Equivalent 6,475 4,475 10,950

% Financing 59 41 100

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-

Item

Baseline

2014

2015

2016

2017

2018

Report

and

Frequency

Responsibility

for Data

Collection

Project Income Indicators:

Improvement in processing times for the following services by December 2017:

(a) Citizenship application (monthly); 6 6 6 3 3 Annually ID

(b) Work permit applications (weekly) 4 4 4 2 2 Annually ID

(c) Immigration status application (weekly) 6 6 6 4 4 Annually ID

Average sick leave (disaggregated by sex) attributed

to respiratory ailments decreases from 44% to 20%

by 2017

44% 44% 35% 25% 20% Annually ID

NCSI for ID increases from 64 to 75 by 2018 64 64 68 70 75 Annually ID

Intermediate Indicators: Annually ID

% of staff (sex desegregated) meeting systems

compliance requirements.

0 25 75 100 Annually ID

Report on immigration statistics published annually beginning June 2017.

No No No Yes Annually ID

Project Outcome Indicators: Annually

1. 2050 m2 of office space retrofitted as specified in the building contract by June 2016.

0 25% 100% Quarterly BTI

2. Physical IT infrastructure installed as specified in the building contract by June 2016

0 0 100% Quarterly BTI

3. ID Staff, furniture and equipment at new location by June 2016.

0 5% 100% Quarterly BTI

4. Installation and commissioning of new BMS application by July 2016.

0 0 100% Annually BTI

5. Installation and commissioning of online application by December 2016.

0 0 95% 100% Annually ID

6. Organisational Assessment and Operational Plan completed by March 2016.

0 0 100% Quarterly ID

7. Male and female staff trained in M&E, web based application, BMS and customer service 2016.

0 15% 40% 100% Quarterly ID

- 13 -

- 14 -

3. FINANCING STRUCTURE AND COSTS

OVERVIEW OF COSTS AND FINANCING

3.01 The Project is estimated to cost $21.899 mn. Detailed designs and cost estimates for the Project

were prepared by architectural and engineering consultants engaged by BTI. The costs are acceptable

to CDB staff. A Summary of the Project Cost and Financing Plan is shown in Table 3.1, and a detailed

Project Cost, Phasing and Financing Plan is presented at Appendix 3.1.

TABLE 3.1: SUMMARY OF PROJECT COST AND FINANCING PLAN

($‘000)

Item CDB GOBD Total

1. Infrastructure 10,421 7,045 17,466

2. Services 713 1,580 2,293

Sub total 11,134 8,625 19,759

3. Physical and Price Contingencies 1,501 325 1,826

4. Finance Charges 314 - 314

Total Project Costs 12,949 8,950 21,899

USD Equivalent 6,475 4,475 10,950

% Financing 59 41 100

3.02 The Project will be financed by:

(a) a loan to GOBD from CDB not exceeding the equivalent of USD6.474 mn from CDB’s

OCR. The proposed loan will finance 59% of the project cost. The Loan will be repayable

in 17 years inclusive of a grace period of 5 years. The OCR interest rate, which is variable,

is currently 3.95% p.a. A commitment charge of 1% p.a. on the undisbursed balance of

the Loan, commencing from the 60th day after the date of the Loan Agreement, will also

be payable; and

(b) counterpart financing of $8.951 (USD4.475), to meet 41% of the project cost.

3.03 The CDB Loan will be used to finance the retrofitting of the building and associated IT

infrastructure, IT systems upgrade, and Institutional Strengthening. GOBD will provide the Building,

finance the relocation to the new facilities, Architectural and Supervision Services, Project Management

and part of the IT Systems Upgrade and the Institutional Strengthening component.

This information is withheld in accordance with one or more of the exceptions to

disclosure under the Bank’s Information Disclosure Policy.

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4. PROJECT VIABILITY

TECHNICAL ANALYSIS

Existing Building

4.01 The Princess Alice Highway Car Park Complex, is a four-storey reinforced concrete building built

structurally as a column and beam framed structure. The ground floor, which has never been utilised was

designed for retail services and the remaining floors were to be used for parking. All floors, including the

roof, can be accessed via ramps (in the centre of the building), stairs and an elevator. The building was

designed and constructed in 2007 in accordance with British Design Standards (BS8110) to withstand a

category 3 hurricane event. The proposed layout has been designed to meet all special and access

requirements and was approved by the Labour Department, Environmental Protection Department, Chief

Fire Officer, MOH and the Building Standard Agency. The building specifications for the new structural,

electrical, mechanical and architectural components were reviewed and accepted by the Barbados

Building Authority. T&CP has granted permission to BTI to proceed with the retrofitting works in

accordance with the conditions stated in their submitted application.

4.02 The design and layout of the new offices will take advantage of the high clear span of the ground

floor and long spans between columns. There will be no obstructions resulting from the installation of

electrical, cable, and air conditioning components in the ceiling spaces of the new offices. Detachable

partitions will be installed for most of the office layout. In addition, the layout of the offices is such that

there will be no columns obstructing the passageways.

Information Technology Infrastructure

4.03 In assessing the technology requirements for enhanced ID operations, system security, reliability

and ease of use of applications were among the key parameters considered. BMS is an international

interconnected application that is systematically upgraded to the demands of immigrations services

globally. An upgrade of ID’s BMS is therefore imperative given the criticality of keeping pace with global

advances in border management. The threat of cyber-attack as a result of expanding online services will

be managed using the appropriate security systems that will be maintained by GOBD’s Data Processing

Department (DPD)18 and the system’s vendors. In-house servers as opposed to hosted servers will also be

used for running the Department’s software (including web-based applications) as they provide a greater

measure of security and control as compared to hosted servers. Barbados has a relatively high aging

population and so it can be expected that assistance will be required for using ID’s new online services.

Design of the online application will take into consideration the demography of users for all services

including elderly men and women and special-needs persons such as the visually impaired. ID will provide

customer service support in completing web based applications and in using the new kiosks that will be

installed at the new Headquarters.

Energy Efficiency

4.04 Energy efficiency improvement of 25% is projected for the ID building, to be achieved through

the incorporation of energy efficiency measures in areas of lighting, air-conditioning and ventilation

equipment and controls. These include, substituting fluorescent fixtures with Light Emitting Diode

lighting technology, standard efficiency air conditioning units with Variable Refrigerant Flow, and

integrating occupancy sensor controls for lighting, air conditioning and ventilation fans. Based on these

proposed energy efficiency technology upgrades, CDB is satisfied that the projected energy reduction

from estimated 40,000 kWh/month for the office building under a standard practice scenario, to 30,000

18 The Data Processing Department is a GOBD agency for managing the Government’s Information and Communication

Technology (ITC) systems.

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kWh/month is achievable. For the area of the floor space of 2,100 m2, under consideration, this projected

energy reduction is equivalent to improving the energy performance for 193.45 kWh/m2 (17.98 kWh/ft2)

to 145.09 kWh/m2 (13.4 kWh/ft2), the latter being considered to be in the realm of efficient commercial

building performance for the Caribbean.

Least Cost Analysis

4.05 GOBD considered a number of options for relocating ID. These included, leasing suitable office

accommodation, constructing a new office building and retrofitting an existing building to meet the specific

needs of ID. Given the critical role played by ID, GOBD felt that the Department should remain in the

Bridgetown area for ease of access to the general public especially men and women who rely on the public

transport system for mobility. A least cost analysis confirmed the selection of the retrofitted office

accommodation as the least cost and preferred option. The least cost analysis is included in Appendix 4.1.

ECONOMIC IMPACT

4.06 Public sector institutional reform projects are rarely underpinned by a detailed economic analysis

owing to the difficulties of attribution in the estimation of costs and benefits. An economic analysis

was, therefore, not carried out for this Project. Immigration services revolve around three major areas:

( a ) border control and security; ( b ) issuing of passports; and ( c ) processing of applications for

various forms of immigration status. The effective functioning of that Department has implications for

the main export-earning sectors of tourism, and the international financial services, as well as the business

community and the population in general. This Project has been appraised within a framework of the

expected productivity and efficiency gains redounding to the economy as a result of the implementation

of operational enhancement, which are expected to improve efficiency and effectiveness of the

Immigration Department. Inadequacy of the premises currently housing the Department impinge on its

ability to carry out its functions effectively, with the cramped facilities affecting work and process flow,

and contributing to delays in the handling of various applications. A key policy objective of GOBD is to

stimulate economic growth by attracting high-end foreign investment. The Department plays a pivotal

role in terms of facilitating the importation of skills not available locally. Streamlining the work permit

process through proper documentation of approval procedures and requirements is central to achieving

this objective.

4.07 Bolstering the expected operational efficiency improvements will be the expanded use of IT in all

aspects of the Department’s operations with the introduction of electronic data management systems,

upgrade of the network infrastructure, and the upgrade of BMS, all of which will help streamline operations

and facilitate easy retrieval and storage of relevant information. The current arrangements in terms of

filing and registration are largely based on paper logbook and files which account for the large number of

storage cabinets currently in use. With a new IT system adopted, it is expected that the many redundancies

inherent in that system will be eliminated. The building design will emphasise functionality, accessibility,

and energy efficiency. This design is expected to impact all areas of operation.

4.08 The primary benefit of the investment in the project will be its impact on time savings and

productivity improvements at ID that should redound to the economy as a whole. In order to demonstrate

the impact, proxy indicators have been selected, including the processing time for various applications. It is

estimated that with the efficiencies introduced both with the building and information technology some 20%

of time currently wasted on procedural inefficiencies, especially relating to archiving and retrieval of

documents, could be available to be utilised for more productive activities. The proposed new operating

environment will enable the department to adopt and adhere to more customer-focused service standards,

particularly in terms of processing times.

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SOCIAL, GENDER AND ENVIRONMENTAL ANALYSIS/RISKS AND SAFEGUARDS

Social and Gender

4.09 The project is classified as category “B” under the Bank’s Environmental and Social Review

Procedures (ESRP). Adverse social impacts are likely to be minimal, mitigation measures can be

implemented without inordinate difficulty, and significant social risks are not anticipated. In addition,

positive social impacts are expected for beneficiaries resulting from the proposed enhancements to be

realised upon Project implementation.

4.10 The Project will make provision for improved office accommodation and facilities that conform to

acceptable health and safety standards. An adequate client waiting area will be equipped with modern

amenities to facilitate unencumbered access by a diverse public including vulnerable cohorts, inter alia, the

elderly, and persons with disabilities visiting on business. Additionally, the provision of modern

technology and staff training are expected to reduce transaction time and associated costs and translate

to improved service delivery. The Project expects to support full implementation of an online

appointment system which will build on the current online platform provided to improve customer access to

passport services. This will provide further positive social impacts since experience with the online

system to date has proven to reduce the waiting time of clients, and increase the efficiency and

productivity of staff. This has resulted in satisfied clients who are now able to maximise the utility of their

time in a manner that was previously not possible, due to lengthy processing times and long waiting periods

associated with manual operating systems.

4.11 At the macro level, GOBD recognises the importance of foreign investment to the country’s

socio-economic development and the significance of the tourism and offshore sectors in this regard.

Increasing market access, as a result of trade liberalisation, is providing Barbados with new opportunities

to maximise earnings through the provision of services. The ID is well placed to become a strategic

partner in the process while simultaneously undertaking systemic and operational reforms to further

improve efficiency and effectiveness. Critical success factors include an overarching policy which is

consistent, but flexible enough to meet the demands of the sector and shifts in Government’s national

development priorities; allows the removal of administrative barriers to prompt service without

compromising the integrity of the system; and encourages the design and implementation of innovative

programmes targeting business and foreign investment.

4.12 Institutional strengthening and training components of the Project are intended to support

capacity building of staff of ID to interact professionally with clients and effectively process their

applications across the range of services provided. These capacity building investments are intended to

enable ID staff to more ably support processes leading to freer movement of labour, particularly suitably

qualified and skilled male and female CARICOM nationals in areas critical for accelerating national

development and where human resource shortages exist. The Project’s support to the areas identified as

drivers of development, particularly tourism and foreign investment is expected to have positive social

impacts through increased economic activity and creation/expansion of income-generating opportunities.

In addition, the intervention is expected to contribute to a strengthened and diversified talent pool

resulting from labour market participation of immigrant workers. This participation is expected to

facilitate knowledge transfer to local counterparts necessary to enhance human capital formation in

addition to providing opportunities for enrichment of cultural experiences and exchange of ideas,

elements necessary to strengthen social cohesion in support of overall development. The project is

categorised as marginally gender mainstreamed, a classification further detailed in Appendix 4.2.

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ENVIRONMENTAL IMPACT

4.13 The project has been classified as a Category B project based on CDB’s ESRP. No

Environmental Impact Assessment is required for the project, but it has to be screened for environmental

impacts. T&CP has granted the necessary approval for changing the current use of the building to the

proposed use as an office complex on the condition that the “building works” be confined to the office

building.

4.14 The adverse environmental impacts relating to the construction phase of the project are as

follows: (a) noise nuisance; (b) dust nuisance; (c) inappropriate management of solid waste; (d)

disruption of traffic flow creating inconvenience to users; and (e) exposure to health and safety hazards.

The environmental risks associated with these impacts are minimal and can be adequately addressed with

prudent risk management.

4.15 During the operational phase, the main issue relates to potential exposure of building occupants

to poor indoor air quality19 which has implications for their comfort and health. The close proximity of

the building to the busy Princess Alice Highway traffic corridor, bus terminus, car parks and the fresh

food market opens the possibility for contaminants such as carbon monoxide, volatile organic

compounds, and dust to enter the building and affect the air quality. Poor storage of working materials

such as paper-based files could also add to problems by contributing to dust loading. Dust particles, if

inhaled will lead to health hazards for staff and customers. The mitigation measures recommended for the

above-mentioned environmental impacts are as follows:

(a) cleaning of dust-ladened paper documents to be relocated to the new location by ID;

(b) installing of appropriate air filtration equipment in order to ensure that good quality air is

re-circulated in the building;

(c) monitoring CO2 levels to ensure the minimum recommended quantity of outside air to the

building occupants;

(d) locating the outdoor air intake away from potential sources of contamination; and

(e) developing and implementing a rigorous operation and maintenance plan.

4.16 Positive environmental impacts of the Project relate to the potential for the Project to contribute

to the more efficient use of natural resources, in particular, energy and water. This will result from the

implementation of water efficiency and energy efficiency measures which will reduce the environmental

footprint of the project. The project has a built-in component to promote water conservation with the

inclusion of a water storage tank with a minimum capacity of approximately 12,000 gallons to provide

water for secondary uses. Also, water protection and conservation of water measures during the

operational phase have been incorporated in the Mechanical Electrical Plumbing design specifications to

include water efficient faucets, urinals, and toilets.

Natural Hazards Assessment

4.17 The main hazards to which the project will be exposed throughout its design life are hurricanes,

floods, storm surge, earthquakes, and fire. Potential adverse impacts from exposure to these hazards will

be significantly mitigated in some instances due to design features of the existing building and those to be

included in the retrofitted building. Some of these features include:

19 Poor indoor air quality has been linked to symptoms like headaches, fatigue, trouble concentrating, and irritations of the eyes,

nose and throat (United States Department of Labor, 2014).

- 19 -

(a) The conformance of the building to the Barbados Building Code20, which specify the

minimum requirements to adequately safeguard the health, safety, and welfare of building

occupants. One aspect of this is the design of the building in three separate blocks each

with three-inch expansion joints to allow for movement during an earthquake.

(b) Design of the building to withstand a Category 3 Hurricane in keeping with the Barbados

Building Code.

(c) Integration of the building’s storm water drains with the existing drainage system of

Bridgetown in order to minimise storm water flooding.

(d) Incorporation of fire precaution measures in the designs for the refurbishment.

4.18 Given the multiplicity of hazards to which the building and its occupants may be exposed, (in

particular fire, flooding and storm surge) there is need for the development of an Emergency Response

Plan (ERP) for the building. The ERP will provide the protocols for responding to hazard emergencies

either occurring on or affecting the building and its occupants. It shall be a condition of the Loan that

GOBD shall develop and implement an ERP for the building by September 2016.

SUSTAINABILITY AND MAINTENANCE

4.19 Sustainability of the project benefits will depend on the following:

(a) effective maintenance of the building facilities which includes Mechanical, Electrical and

Plumbing (MEP) fixtures, doors and windows and physical infrastructure21;

(b) effective maintenance of the IT systems;

(c) training undertaken and improvement of the organisational structures established to

improve immigration services; and

(d) the commitment of GOBD to implement the recommendations of the Institutional

Strengthening Studies.

4.20 Maintenance of MEP fixtures and the physical structure shall be the responsibility of BTI. It will

be a condition of the Loan that BTI will be responsible for the maintenance of the MEP fixtures and

physical structure of the building.

4.21 The maintenance of the IT Infrastructure and Systems, and furniture shall be the responsibility of

GOBD. It will be a condition of the Loan that GOBD adequately maintains the furniture, IT Infrastructure

and Systems financed under the project.

4.22 It should be a condition of the Loan that GOBD shall within a time-frame acceptable to CDB,

implement or procure the implementation of such of the recommendations arising out of the consultancies

(Institutional Strengthening) set out at Appendices 2.3 and 2.4 to this Report.

20 There is a published Building Code dated 1993 in Barbados but it is not the subject of legislation. However, all the professional

consultants design to international standards (either US, UK or the local building code). 21 sewer pipes and manholes

- 20 -

4.23 It should be a condition of the Loan that GOBD shall by September 30, 2016, or such later date

as CDB may otherwise agree, furnish to CDB evidence satisfactory to CDB that the position of DCIO

within the ID has been filled by a suitably qualified and experienced person as set out at paragraph 1.19

of this Report.

5. RISK ASSESSMENT AND MITIGATION

5.01 A summary of key risks impacting the Project is outlined in Table 5.1.

TABLE 5.1: SUMMARY OF RISK ASSESSMENT AND MITIGATION

Risk Type Description of Risk Mitigation Measures

Financial Credit: risk of repayment

of the loan.

The loan being requested is not significant in the context

of the country’s existing debt stock. As well, the loan

has a principal moratorium of 5 years which provides

time for the economy and the country’s fiscal position

to improve in the medium term.

Implementation Construction Risk – risk of

cost overruns and time

delays.

Output and Outcome are

not realized in timely

manner.

An engineering consultant will be tasked with the

responsibility of supervising the installations. This

oversight should help keep the schedule on track.

M&E systems will be in place early in the Project

Operational Maintenance Risk:

inadequate funding and

value engineering.

The design is expected to incorporate value engineering

concepts to reduce total maintenance cost and energy

consumption.

6. BORROWER, EXECUTING AGENCY, PROJECT

MANAGEMENTAND IMPLEMENTATION

GENERAL

6.01 The Borrower is GOBD and the Executing Agency is BTI.

THE BORROWER

6.02 The Borrower is GOBD. GOBD may, pursuant to Section 3(1) of the Loans (Caribbean

Development Bank) Act, Chapter 97A of the Laws of Barbados (the Loans (CDB) Act), in such manner

and on such terms and subject to such conditions as may be agreed with CDB, borrow, or guarantee the

borrowing of, such sums from CDB as are required for the purpose of financing or promoting economic

and social development in Barbados. An agreement between GOBD and CDB in respect of any amount so

borrowed must be made in the name of GOBD and may be signed on behalf of GOBD by the Minister

responsible for Finance or by a person authorised thereto in writing by the Minister. A copy of the

Agreement must be laid before the House of Representatives as soon as possible after it is concluded. All

amounts required for the repayment of any sums borrowed or guaranteed by GOBD under the authority of

the Loans (CDB) Act, and the payment of all interest and other charges in respect of such sums, are charged

upon and payable out of the Consolidated Fund.

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6.03 The loans by CDB to the statutory authorities have been guaranteed by GOBD under the authority

of the Loans (CDB) Act. CDB has approved a loan of USD8,896,00 to the University of the West Indies of

which an amount of USD772,333 has been guaranteed by GOBD pursuant to Section 3 of the Loans (CDB)

Act.

THE EXECUTING AGENCY

6.04 The Project will be executed by BTI. Further details of the legal status of BTI are set out at

Appendix 6.1.

MACROECONOMIC IMPACT

6.05 Notwithstanding the likely benefits of the proposed project (discussed in Chapter 1), the financing

of this project will add to an already heavy fiscal burden and high debt stock. However, the fiscal impact

will be minimal given the quantum of the loan. Moreover, investment in socio-economic infrastructure

cannot be neglected. Debt servicing difficulties are not assessed to be high, given GOBD’s good track

record of honouring its obligations even in the midst of its acute fiscal challenge. Moreover, the grace

period proposed will limit upward pressures on public finances in the short term. Furthermore,

reprioritising and curtailment of current expenditure (as part of GOBD’s ongoing fiscal consolidation

programme) should make it less onerous for GOBD to meet the interest payments on this loan. The fiscal

situation is expected to improve over the medium term on the assumption that the current fiscal

consolidation programme will, of necessity, be deepened. Stronger fiscal consolidation over the medium

term should help to anchor solvency expectations.

PROJECT MANAGEMENT AND IMPLEMENTATION

Project Management

6.06 Project management will be undertaken by BTI. BTI has been effective in implementing several

development projects under the Urban Rehabilitation Programme 2001-2014. BTI will assign a Project

Coordinator (PC), support staff, as required, to ensure the successful completion of the Project. The PC

shall be supported by Project Coordinator, Institutional Strengthening (PCIS), who shall be assigned by

GOBD. PCIS will facilitate the work of the TA Consultants to make available relevant information and

will act as liaison between consultants and GOBD and shall report to the PC. The cost of the PCIS will be

borne by GOBD. CDB staff is satisfied that BTI has the project management and administrative capacity

to execute the Project on behalf of GOBD. It will be a condition precedent to first disbursement of the

Loan that a Project Coordinator (PC) is appointed, whose qualifications and experience are acceptable to

CDB, to manage the Project. It will be a condition precedent to first disbursement of the Loan that a PCIS

is appointed, whose qualifications and experience are acceptable to CDB, to manage the Institutional

Strengthening component. The responsibilities of the PC and the Project Management Organisational Chart

are set out at Appendix 6.2 and 6.3 respectively.

6.07 Consultants will be engaged to assist BTI throughout project implementation. In particular, TA

consultants will be engaged early in the project cycle for the institutional strengthening components. In

addition, Architectural consultants22 have been engaged by BTI to prepare the bidding documents, and

supervise the implementation of the Retrofitting Works. CDB is satisfied that the selected Architectural

Consultants possess the qualifications and experience required to undertake the requisite architectural and

engineering services during the Project implementation. The costs of these services will be financed by

GOBD.

22 Non-Bank Financed component of the Project.

- 22 -

6.08 GOBD, through MOH, will enter into a lease agreement with BTI, whereby GOBD will lease the

premises owned by BTI and situated at Princess Alice Highway, St. Michael, Barbados for the purpose of

housing ID. It will be a condition precedent to first disbursement of the Loan that GOBD shall enter into a

lease agreement acceptable to CDB, with BTI, for a minimum period of 25 years for the occupation of the

premises.

Implementation Schedule

6.09 The Project is scheduled to be implemented over a period of 28 months. Consultants for the

Institutional Strengthening will be mobilised from the second quarter of 2015. The Legislation Reform

consultancy will be followed by the M&E and Organisational Assessment consultancies. It is anticipated

that the institutional strengthening component will be completed before the completion of the Retrofitting

Works. Implementation of the Retrofitting Works is estimated to take 12 months and will commence by

September 30, 2015. 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

6.10 The preparation and appraisal of this Project involved consultation with a wide range of

stakeholders. Meetings were held with representatives of the Ministry of Finance and Economic Affairs,

the Ministry of National Security, the MOH, management and line staff of ID, BTI, clients of ID, and

consultant architects contracted to provide Project designs. These discussions provided the opportunity for

stakeholders to share their experience and knowledge, as well as to express opinions and provide insights

into the proposed Project. As usual, the participatory approach proved very useful as CDB staff benefitted

from discussions with key stakeholders and gleaned historical and background information which provided

a clearer perspective about the pressing challenges the Project would be designed to address.

6.11 CDB staff undertook two site visits during appraisal. The first was to ID to obtain a visual

impression of the physical environment within which staff were functioning and the facilities available for

clients, as well as to interact with stakeholders to hear their views, concerns and expectations related to the

Project. The second entailed a visit to the proposed Project site and this provided further opportunity for

stakeholder engagement. Overall, the discussions confirmed tremendous widespread support for the

Project. Stakeholder participation, while already central to appraisal and design will be strengthened both

during implementation and post-implementation stages of the Project. During Project implementation,

opportunities will be provided for ID’s clients to provide feedback on service delivery through online

surveys and suggestion box modalities. Information gathered will be used as necessary to improve ID’s

service delivery.

6.12 It will also be a condition precedent to first disbursement, that GOBD establish a Project Advisory

Committee (PAC) to promote participation of, and information sharing among major stakeholders during

implementation and to ensure that the Project is implemented in a coordinated manner to achieve intended

outcomes. It is proposed that PAC comprises representatives of the: (a) Defence and Security Division of

OPM; (b) the Ministry of Finance and Economic Affairs (MOF); (c) ID; and (d) BTI. PAC will be chaired

by the PS with responsibility for Defence and Security, with the PC as Secretary. PAC will be required to

meet quarterly and to submit reports of the meetings to CDB.

6.13 As part of CDB implementation support plan CDB will include resources such as IT and EE

specialists to assist GOBD in implementation.

- 23 -

DISBURSEMENTS

6.14 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 September 30, 2016. An Estimated

Quarterly Disbursement Schedule is presented in Appendix 6.6.

PROCUREMENT

6.15 Procurement of CDB-financed consultancy services shall be in accordance with CDB's Guidelines

for the Selection and Engagement of Consultants by Recipients of CDB Financing. Contracts for capital

works and equipment to be financed by the CDB Loan, will be procured in accordance with CDB’s

Guidelines for Procurement. The Procurement Plan is provided at Appendix 6.7.

MONITORING AND EVALUATION

6.16 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 in such form or forms as CDB may require, not later than the times specified therein

for so doing.

PERFORMANCE EVALUATION RATING

6.17 The composite performance rating based on CDB’s Project Performance Evaluation

System (PPES) has been estimated at 6.0. This is a ‘highly satisfactory’ rating, which suggests that there

is a good probability that the Project will achieve its expected outcomes. The details of the PPES are

presented in Table 6.1.

- 24 -

TABLE 6.1: PROJECT PERFORMANCE EVALUATION SYSTEM RATING

Criteria Score Justification

Strategic Relevance 7.5 The Project is of high priority as it supports the modernisation

and institutional strengthening of ID to improve its service

delivery, and by extension, business facilitation with a view to

addressing a key competitiveness constraint of businesses.

Poverty Relevance 4.5 The Project indirectly contributes to poverty reduction to the

extent that it facilitates better access to immigration services by

clients represented in quintiles I and II. Given that the ID will

remain centrally located in Bridgetown, it will reduce time and

transportation costs that would otherwise be incurred by poorer

persons in trying to reach ID to conduct business.

Efficacy 6.0 The Project has been designed to enhance the physical

environment and the institutional framework for improving

efficiency of the immigration services. The use of an

experienced entity to provide services as executing agency in

conjunction with an effective and responsive PAC will increase

the likelihood of successful project implementation and the

achievement of the intended Project outcomes.

Cost Efficiency 6.0 The most feasible least cost option for achieving project

objectives was selected. Project benefits are expected to

outweigh the cost, given the expected improvements in

efficiency.

Institutional

Development Impact

6.5 Institutional strengthening will contribute towards the

enhancement of ID and capabilities in the area of enforcement,

and the use of technologies to streamline workflow and improve

efficiency.

Sustainability 6.0 Improvements in operational efficiency and the adoption of the

revised operational plan will contribute toward the sustainability

of the Project.

Overall Performance 6.0 Highly Satisfactory

7. TERMS AND CONDITIONS

7.01 It is recommended that CDB lend to GOBD from CDB’s OCR an amount not exceeding the

equivalent of six million four hundred and seventy-four thousand United States dollars (USD6,474,000)

(the Loan) to assist GOBD in financing the enhancement of Immigration Services (the Project) on CDB’s

standard terms and conditions, and on the following terms and conditions:

(1) Repayment: Repayment of the Loan shall be made in forty-eight (48) equal or

approximately equal and consecutive quarterly instalments, commencing five (5) years

after the date of the Loan Agreement.

(2) Interest: Interest shall be payable quarterly at the rate of three decimal nine five percent

(3.95%) p.a. (variable) on the amount of the Loan withdrawn and outstanding from time to

time.

(3) Commitment Charge: A commitment charge at the rate of one per cent (1%) p.a. shall be

- 25 -

payable on the amount of the Loan unwithdrawn from time-to-time. The commitment

charge shall accrue from the 60th

day after the date of the Loan Agreement and shall be

payable quarterly.

(4) Disbursement:

(a) The first disbursement of the Loan shall be made by September 30, 2015, and the

Loan shall be fully disbursed by September 30, 2016, or such later dates as CDB

may specify in writing.

(b) Except as CDB may otherwise agree:

(i) the Loan shall be used to finance the components of the Project

allocated for financing by CDB, as shown in the Financing Plan for

the Project at Appendix 3.1, up to the respective limits specified

therein; and

(ii) total disbursement shall not exceed in the aggregate fifty-nine per cent

(59%) of the total cost of the Project.

(c) The Loan shall not be used to finance, directly or indirectly, any part of the

cost of the Project which consists of identifiable taxes or duties.

(5) Procurement: Procurement shall be in accordance with the procedures set out and/or

referred to in the Loan Agreement between CDB and GOBD, or such other procedures as

CDB may from time to time specify in writing. The Procurement Plan approved by CDB

is set out at Appendix 6.6 of this Report. Any revisions to this Plan shall require CDB’s

prior approval in writing.

(6) Conditions Precedent to First Disbursement:

(a) The PAC referred to in sub-paragraph 8 (a)(i) below has been established.

(b) The PC referred to in sub-paragraph (8)(b)(i) below has been appointed.

(c) The PCIS referred to in sub-paragraph (8)(a)(ii) below has been appointed.

(d) GOBD shall, through the MOH, have entered into a lease agreement, acceptable to

CDB, with BTI for a minimum period of 25 years for the occupation of the premises

situated at the Princess Alice Highway Car Park Complex.

(7) Conditions Precedent to Disbursement in respect of Retrofitting Works:

The consultants referred to in sub-paragraph (8)(b)(vi) below have been engaged.

- 26 -

(8) Other Conditions:

(a) GOBD shall:

(i) establish and, for the duration of the Project, maintain a PAC with the

composition and functions set out in paragraph 6.12 of this Report;

(ii) appoint as PCIS, a person with qualifications and experience acceptable to

CDB, who shall have day-to-day responsibility for managing the

Institutional Strengthening component and report to the PC. The

qualifications and experience of any person subsequently appointed to the

position of PCIS shall be acceptable to CDB;

(iii) except as CDB may otherwise agree, execute the Project through BTI;

(iv) contribute to the Project an amount of not less than the equivalent of eight

million nine hundred and fifty-one thousand Barbados dollars ($8,951,000)

which shall be expended in a timely manner on the components of the

Project designated for financing by GOBD as shown in the Financing Plan

for the Project, unless CDB shall otherwise specify in writing;

(v) carry out the Project at all times, with due diligence and efficiency, with

management personnel whose qualifications and experience are acceptable

to CDB and in accordance with sound technical, environmental, financial

and managerial standards and practices;

(vi) within a time-frame acceptable to CDB, implement or procure the

implementation of such of the recommendations arising out of the

consultancies set out at Appendices 2.3 and 2.4 to this Report;

(vii) keep the furniture, IT Infrastructure and Systems financed from the Loan, or

cause the same to be kept, in good repair and condition and provide the

necessary resources to adequately carry out maintenance of the infrastructure;

(viii) undertake a condition assessment of the facilities financed under the Project

upon receipt of such request from CDB;

(ix) by September 30, 2016, or such later date as CDB may otherwise agree,

furnish to CDB evidence satisfactory to CDB that the position of DCIO

within the ID has been filled by a suitably qualified and experienced person

as set out at paragraph 1.19 of this Report.; and

(x) by September 30, 2016, or such later date as CDB may otherwise agree, have

developed and implemented the Emergency Response Plan for the building,

as set out at paragraph 4.24 of this Report.

- 27 -

(b) BTI shall:

(i) appoint as PC, a person with qualifications and experience acceptable to

CDB, who shall have day-to-day responsibility for the coordination of

the Project, in accordance with the responsibilities set out at Appendix

6.2. The qualifications and experience of any person subsequently

appointed to the position of PC shall be acceptable to CDB;

(ii) during implementation assign additional counterpart staff, as required,

for the purposes of the Project;

(iii) in accordance with the procurement procedures applicable to the Loan

select and engage competent and experienced consultants to provide the

services outlined in the TOR at Appendices 2.3 and 2.4 to this Report, as

set out at paragraph 2.03 of this Report;

(iv) in accordance with the procurement procedures applicable to the Loan,

select and engage competent and experienced contractors to carry out the

Retrofitting Works to be financed from the Loan;

(v) keep the MEP fixtures and physical structure of building, or cause the

same to be kept, in good repair and condition and provide the necessary

resources to adequately carry out maintenance of the MEP fixtures, as set

out at paragraph 4.20 of this Report;

(vi) select and engage architectural consultants whose qualifications and

experience are acceptable to CDB, to undertake the architectural services

required during the implementation of the Project, including providing

the services outlined in the TOR at Appendix 2.1 to this Report;

(vii) provide such administrative and other support as may be necessary to

ensure the successful completion of the Project, including the collection

and storage of, and provision of access to reports, drawings, studies and

any other relevant documents; and

(viii) except as CDB may otherwise agree, furnish or cause to be furnished to

CDB, the reports listed in Appendix 6 .7, in such form or forms as CDB

may require, not later that the times specified therein.

(c) GOBD and BTI shall:

(i) institute and maintain organisational, administrative, accounting and

auditing arrangements for the respective components of the Project; and

- 28 -

(ii) carry out the Project at all times, with due diligence and efficiency, with

management personnel whose qualifications and experience are

acceptable to CDB and in accordance with sound technical,

environmental, financial and managerial standards and practices.

(d) Section 3.11 of the General Provisions Applicable to Loan Agreements with an

Executing Agency, which requires the Executing Agency to repay the Loan on

behalf of the Borrower, shall not apply to this Loan.

APPENDIX 1.1

MACROECONOMIC AND MACROSOCIAL CONTEXT

1. MACROECONOMIC CONTEXT

Recent Developments

1.01 The economy is estimated to have remained flat during the first nine months of 2014, underpinned

by tepid performances in the key economic sectors: tourism, international business, construction,

manufacturing and agriculture. The average unemployment rate was estimated at 13.2% at end-June 20141.

However, the rate would have accelerated since then, given several business closures and downsizing of

the public sector. Regarding inflation, consistent with the economic slack and moreover, given the retreat

in international fuel prices, the 12-month moving average rate of inflation slowed to 1.7% at end-July 2014,

compared with the average rate of 2.2% in the corresponding period in 2013.

1.02 The fiscal position of the Central Government worsened during the review period, with the overall

deficit widening to 12.5% of GDP in the 2013/2014 fiscal year (April-March), up 3.8 percentage points

from the ratio in fiscal year 2012/2013. Weak revenue performance more so that rising expenditure

underpinned the expansion of the deficit. The deficit added to an already large gross public debt stock2/,

which was estimated to be around 109.4% of GDP at the end-September 2014; up from 105.2% in the

corresponding period of 2013.

1.03 Based on the real sector developments for the first nine months of 2014; particularly, a weaker-

than-expected performance in tourism, economic activity is expected to be tepid at best in 2014. By 2015,

growth is expected to pick up on the premise that tourism performance will strengthen with a firmer

recovery of the economies of Barbados’ main trading partners. Additionally, growth-promotion measures

(including beefed-up tourism marketing), if implemented as planned are also expected to spur medium-

term growth. Public finances are projected to improve on the assumption that the Government will stay the

course of fiscal consolidation.

2. MACROSOCIAL CONTEXT

Demography and Human Development

2.01 Barbados is categorised as a Small Island Developing State (SIDS) and, with an estimated

population of 277, 8213, is one of the most densely populated countries in the Western Hemisphere. Despite

its SIDS categorisation, based on a number of vulnerabilities including small size, limited resources, poor

economic resilience and susceptibility to natural hazard impacts, the country, by international standards,

has achieved high human development. This level of development has been achieved through continuous

and substantial investment in the education and health sectors over decades.

2.02 Barbados’ development progress is also reflected in its efforts to achieve the

Millennium Development Goals (MDGs) and the Caribbean-specific MDGs. Having adopted the

MDG˗plus agenda to focus its development trajectory on sustaining high human development, the country

has achieved four Goals and is making progress to achieve, and where possible, surpass the remainder4.

1 The latest period for which data are available. 2 Gross Central Government plus total Government Guaranteed. 3 Population and Housing Census (2012) conducted by the Barbados Statistical Service. 4 Barbados has achieved Goals: 2, 3, 4 and 5 (Universal Primary Education, Reducing Child Mortality and

Improving Maternal Health, respectively). The country is progressing towards achieving the remaining Goals: 1,

3, 6, 7 and 8 (Reducing Extreme Poverty and Hunger, Promoting Gender Equality and Empowering Women,

APPENDIX 1.1

Page 2 of 5

Of concern, however, is the country’s health profile which is now similar to that of a developed country.

While major contagious diseases have long been eradicated or brought under control, lifestyle-related

diseases, including heart disease, cancer, stroke, diabetes and hypertension, present the greatest challenge

to the country. The spread of HIV remains a challenge despite a decline in infection rates in 2011.

The current MDG status for Barbados is shown in Table 1 below:

TABLE 1: THE MILLENNIUM DEVELOPMENT GOALS

AND THE STATUS OF BARBADOS

MDGs Status

1. Eradicate Extreme Poverty and Hunger Partial

2. Achieve Universal Primary Education Achieved

3. Promote Gender Equality and Empower Women Achieved

4. Reduce Child Mortality Achieved

5. Improve Maternal Health Achieved

6. Combat HIV/AIDS, Malaria and Other Diseases Changes Needed

7. Ensure Environmental Sustainability Changes Needed

8. Develop a Global Partnership for Development Insufficient Information

Source: Country Assessment of Living Conditions (CALC, 2010:13).

2.03 Since 2010, Barbados’ development was defined by episodes of improvement and decline.

The decline has been influenced by the worsening economic situation, influenced partly by the challenges

posed by an undiversified economy and a weak performance in tourism. This notwithstanding, the country

recorded a number of social achievements in the midst of economic challenge. Among the achievements,

Barbados was ranked 47th out of 187 countries by the United Nations Development Programme (UNDP) in

its 2011 Human Development Report (HDR)5. Despite slipping from the previous rank of 42nd out of 162

countries (Human Development Report, 2010)6, Barbados, up to that time, remained the only country within

the Caribbean to be ranked in the Very High Human Development category. The 2013 HDR7 revealed that

Barbados had improved its performance and was ranked 38th out of 187 countries. However, as a

consequence of ongoing socioeconomic challenges and uncertain economic improvement, HDR 20148

determined that Barbados’ rank had slipped to 59 out of 187 countries, behind Bahamas, which was ranked

at 51. Both countries are currently ranked in the High Human Development category.

Controlling HIV and other Diseases, Promoting Environmental Sustainability and Promoting the Global

Partnership for Development, respectively). 5 UNDP, HDR (2011): Sustainability and Equity: A Better Future For All. 6 UNDP HDR (2010): The Real Wealth of Nations: Pathways to Human Development. 7 UNDP HDR (2013): The Rise of the South: Human Progress in a Diverse World. 8 UNDP HDR (2014): Sustaining Human Progress: Reducing Vulnerabilities and Building Resilience.

APPENDIX 1.1

Page 3 of 5

Gender and Development

2.04 Overall, Barbados’ human development has not been accompanied by a concomitant reduction in

gender inequality. While the average Gender Inequality Index for countries at the “very high human

development” level was 0.193 in 2012, Barbados’ score was 0.343. In the same year Barbados was ranked

27 out of 135 countries with a score of 0.723 on the Gender Gap Index and slipped further in 2013, ranking

29 out of 136 countries with a score of 0.7309. Achievements of girls with regard to secondary education

exist alongside low female representation in Parliament, relatively low labour force participation, and high

rates of adolescent fertility.

2.05 In an effort to systematically promote gender mainstreaming across all sectors, GOBD is in the

final stage of developing its National Policy on Gender10. This policy envisions a society which is based

on the principles of equality of opportunity and equity in the allocation of status, power, and resources for

boys, girls, men and women. It also envisions a society in which boys, girls, men and women achieve their

full potential and take part fully in all aspects of national life. It articulates the practice of gender justice as

a key approach to achieving sustainable development.

Poverty

2.06 Against Barbados’ achievements, social imbalances have increased. Barbados recorded poverty

and indigence levels of 19.311 and 9.1%, respectively, and an inequality level of 0.47 based on the 2010

CALC12. The Study showed an increase in the level of transient poverty of those employed in the

construction sector and in seasonal employment viz the tourism industry, outcomes that correlate to the

lingering effects of the global economic downturn.

2.07 Poverty is concentrated among households headed by women, which account for 47.5% of all

households. The rate of poverty in female-headed households was 19.4%, compared with 11.5% in

male˗headed households and 15% in all households. Poor female-headed households also have the highest

dependency ratio, with 74.8% non-earners per household, as compared with 68.6% in poor male-headed

households, and 49.9% in the total population. The social consequences of the crisis have been enormous.

Vulnerable groups in society continue to face increasing risks as predicted by the 2010 Poverty and Social

Impact Assessment13. Although specific analysis on the gender dimensions of the crisis has yet to emerge,

the findings of the Country Gender Assessment (CGA, 2014)14 inform that within the context of lower

participation rates in the labour force, and higher unemployment rates for females especially in the tourism

and services sectors where women predominate the labour market, together with higher levels of

dependency and poverty in female-headed households, the crisis is having a disproportionate economic

impact on women than on men.

9 World Economic Forum (2013): Global Gender Gap Index. A total of 136 countries were ranked. 10 The National Policy on Gender is being developed with the oversight of the Bureau of Gender Affairs. 11 Although not strictly comparable with the earlier Poverty Study undertaken in Barbados (1996/97), which showed

a poverty level of 13.9%, the CALC findings serve to demonstrate an increase in the poverty level and highlight

causality through the triangulated methodological approach to the Study. 12 CDB supported GOBD in undertaking the CALC. The Study was supported by the Cabinet-approved National

Assessment Team, comprising multi-sectoral composition. The CALC consists of the following components:

Survey of Living Conditions/Household Budgetary Survey, Institutional Assessment, Macro Social and

Economic Assessment, and the Participating Poverty Assessment. The CALC further revealed the following:

Average per capita poverty line: $7,861.00 and average per capita indigence line: $3,970.00. 13 Social Implications of the Global Economic Crisis on Living Conditions in Barbados (Draft Final Report,

2010:22). Commissioned by UNDP and prepared by Lynette Joseph-Browne. 14 CGA (the first for Barbados) was conducted by GOBD with CDB support during the period 2013-2014.

APPENDIX 1.1

Page 4 of 5

2.08 Poverty reduction and human development continue to be of high priority on Barbados’

development agenda. GOBD, through a multi-dimensional approach to poverty reduction that promotes

social inclusion, continues to pursue strategies and programmes that include: (i) the development and

modernisation of public institutions and social management; (ii) the strengthening of mechanisms to

facilitate civil society participation in order to overcome poverty and discrimination; (iii) the promotion

and financing of social investment; (iv) the implementation of strategies and programmes to combat

marginalisation and discrimination against women and other vulnerable groups (including children, The

elderly and Persons with Disabilities, and persons living with Human Immuno-deficiency Virus/Acquired

Immune Deficiency Syndrome (HIV/AIDS); and (v) implementation of programmes to empower the poor.

2.09 Barbados’ social outlook, as articulated in the Medium Term Development Strategy

(MTDS 2010˗2014,) was crafted in a vision that seeks to build social and economic equity, based on

cooperation, participation, sustainability, and respect. MTDS placed particular emphasis on social

protection by seeking to empower vulnerable groups (children, women, persons with disabilities,

the elderly, young people, and displaced persons) given their susceptibility to poverty, heightened by

economic shock and/or socioeconomic circumstances. Despite fiscal and other challenges, GOBD

committed to ensure the continuation of social provisioning, with a measure of rationalisation, in the areas

of housing, education and health over the medium term. GOBD proposed to also improve service delivery

in these areas by addressing issues of inefficiency and ineffectiveness, and has implemented the necessary

expenditure cuts over the planning period to ensure fiscal sustainability.

Security Enhancement

2.10 Given the relationship of crime and violence to (citizen) security and development (particularly

within the context of SIDS with an over reliance on the tourism industry), Barbados is mindful of the

importance of strengthening its immigration policies and processes in efforts to maintain its record of safety

and low levels of crime against citizens and tourists. Empirical evidence suggests that criminal activity is

linked to economic performance and the current underperformance of the economy could likely increase

opportunities for criminal activity and deviance. In addition, and as articulated in the Comprehensive

Review of Immigration Policy and Proposals for Legislative Reform15, authorities are particularly mindful

of the importance of enhancing the Immigration Policy Framework to systematically support inter alia, the

freer movement of people cross borders, the imperative of addressing border security issues, and the need

to strengthen institutions in order to enhance Barbados’ standing as one where investment is not only

welcomed but, equally important, can be facilitated in a stable and productive environment, given its nexus

with economic activity and growth, and poverty reduction..

2.11 Barbados’ Immigration Policy is currently being reviewed and updated. The imperative of

updating it was driven by the recognition by GOBD and a significant majority of citizens, that the policies

as well as the legislation governing current practices were in need of significant review (Ibid:1). There is

the recognition that, for the most part, the instruments have served the country well, however, times have

changed. Recent events and challenges have influenced the manner in which immigration policies and

practices impact the lives and well-being of the population, and a range of other stakeholders. Some of the

challenges faced include Barbados’ commitments to CARICOM and globalisation and its attendant

demands. In this connection, the articulation of the new policy is being anchored in the pivotal role that

the Immigration Department must play in national development and security. It therefore seeks to strike

the appropriate balance between protecting the legitimate rights and expectations of citizens, with the need

to accelerate the pace and deepen the quality of economic growth, while attracting high-end foreign

investment. Consequently, the modernisation of this Policy is grounded philosophically in the principles

of equity, transparency and increased accountability, a reflection of a vision that recognises the close

15 Green Paper (2009). Ministry of Labour and Immigration.

APPENDIX 1.1

Page 5 of 5

relationship between the economy, enhanced safety and security of its people, and the imperative of

embracing the tenets of internationally accepted levels of good governance, as the hallmarks of progressive

immigration policy.

AP

PE

ND

IX 1

.2

APPENDIX 2.1

RESPONSIBILITIES OF ARCHITECTURAL CONSULTANTS

1. The Architectural Consultant will undertake the following tasks:

(a) preparation of construction drawings and bidding documents for all retrofitting works;

(b) assistance to BTI in the evaluation of tenders, including the preparation of tender reports;

(c) assistance to BTI in negotiation of contracts for the retrofitting works;

(d) technical inspection of construction for compliance with the contract documents;

(e) environmental monitoring and reporting during construction;

(f) certification of work done for payment;

(g) consultation and advice to BTI during construction;

(h) preparation of monthly reports on the progress of the Works, indicating any Architectural

or Engineering difficulties affecting their efficient and timely execution, commencing one

month after the start date as defined in the construction contract;

(i) revision of designs to suit unforeseen conditions which may arise during construction;

(j) issuance of Certificates of Completion to the contractor upon completion of the

construction contract; and

(k) preparation of a Completion Report on construction of the Project, and as-built drawings,

within three months after the date of issue of a certificate of practical completion of the

Project.

APPENDIX 2.2

ADDITIONAL PROJECT DETAILS

BUILDING

1. Approximately 2,100 m2 of floor space of the Princess Alice Highway Car Park complex to be

retrofitted to office and customer services accommodations. This consist of using 1,670 m2 of the ground

floor and 210 m2 of first floor. The retrofitting works includes constructing two stairways.

Value of the building space for retrofitting is USD

RETROFITTING WORKS

2. Retrofitting works entails:

Retrofitting Works Activities

External Works

Demolitions;

Constructing Two (2) Stairways

Earthworks and Drainage - civil works

Internal Works

Internal Wall Partitions Fittings and fixtures

Doors Plumbing Installation

Windows Electrical Installation

Wall finishes Air-conditioning Installation

Floor finishes Intrusion detections

Ceiling finishes Fire alarm Installation

CCTV installation

Estimated Cost (USD)

INFORMATION TECHNOLOGY INFRASTRUCTURE

3. This component entail the installation of Unlimited Power Supply (UPS) units, 12 works station

computers and Voice-Over Internet Protocol (VoIP)

Estimated Cost (USD)

FURNITURE

4. This component entails the placing of workstations, chairs, tables, waiting area seating, beds and

high density storage units at the new ID.

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

Page 2 of 3

INFORMATION TECHNOLOGY SYSTEMS UPGRADE

5. Upgrade of Immigration Department’s BMS, Passport Processing Systems, Passport Printing

System and Web based Application. This component includes training of ID staff in new/existing software

solutions and a public education strategy for the introduction of a web-based paperless application system.

Estimated Cost (USD)

RELOCATION

6. This component includes all the activities required for the relocation of staff, furniture and

equipment from ID present location to the new offices for immediate services to the public.

Estimated Cost (USD)

INSTITUTIONAL STRENGTHENING

7. Consulting services for:

(a) TA, Organisational Support: This component provides for consultancy service to more

thoroughly assess the organisational structure and operation procedures of the Department

in follow-up to the organisational review undertaken under the preceding project, and

develop recommendations for organisational changes that would support the streamlining

of operations. The consultancy will also produce:

(i) An Operations Plan that includes an Operations Manual.

(ii) A skills gap analysis to produce an Operations Training Plan.

(iii) Training in operations and client-centered approaches to service delivery.

Estimated Cost (USD)

Monitoring and Evaluation Consultancy: Consulting service for the development and

implementation of a M&E framework to: monitor the achievement of project outputs and

outcomes; train ID staff in M&E methodologies; and coach ID staff in the establishment

of M&E systems to measure the extent of change attributable to the activities of the

Department.

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

Page 3 of 3

(b) Legislative Reform: Consulting services for the reform of legislation, internal procedures and

practices including review of the Immigration Act, Regulations and new proposed legislation.

Estimated Cost (USD)

PROJECT MANAGEMENT

8. The services of the project management team are included in this as and all counterpart costs

required for the overall management and coordination of the Project.

Estimated Cost (USD)

ARCHITECTURAL SERVICES (DESIGN AND SUPERVISION)

9. Building works: GOBD Consultant are finalising the detailed design and Bill of Quantities (BOQ).

The remaining consultancy services are to complete tender and contract documents; assist GOBD in

procurement activities, including prequalification of bidders, preparation of evaluation reports, invitation

of bids, etc; and supervision of the retrofitting works, associated civil works and IT infrastructure

installations, including the preparation of monthly progress reports and preparation of a PCR.

Estimated Cost (USD)

PROJECT COST SUMMARY

(USD)

Item CDB GOBD Total

1. Infrastructure 10,421 7,045 17,466

2. Services 713 1,580 2,293

Sub-total 11,134 8,625 19,759

3. Physical and Price Contingencies 1,501 325 1,826

4. Finance Charges 314 - 314

Total Project Costs 12,949 8,950 21,899

USD Equivalent 6,475 4,475 10,950

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

TECHNICAL ASSISTANCE TO SUPPORT THE ENHANCEMENT OF

THE IMMIGRATION SERVICES IN BARBADOS

1. BACKGROUND

1.01 The Immigration Department (ID), falls under the Defence and Security Division of the Office of

the Prime Minister (OPM), and is responsible for the regulation of entry and exit from Barbados, the

issuance of immigration documents as well as the the issuance of special permits in relation to enforcement

of immigration laws such as work permits and students visas. In addition, the department is the responsible

authority under the Caribbean Community (movement of Skilled nationals) Act 2004-13. The Department

is responsible for the The Immigration Act Cap190 and Barbados Citizenship Act Cap 186.

1.02 ID is headed by the Chief Immigration Officer (CIO), who overseas all operations of ID and

reports to the Permanent Secretary (PS) of the Defence and Security Division within the OPM. The CIO

and the Deputy CIO have management responsibility for all operational divisions, with a staff complement

of 200 employees. The staff is spatially located at 4 sites with half of the employees located at the

headquarters in Bridgetown; 80 officers are based at the Grantley Adams International Airport (GAIA),

and the remainder assigned to sea ports in Bridgetown and Port St. Charles.

1.03 A recent study conducted under the auspices of Compete Caribbean concluded that authorisation

levels and procedures relating to approval and denial of applications for immigration benefits are out of

date and serve to inhibit the expeditious processing of applications and permits. The Study reviewed the

department’s policies, procedures, legal framework, facilities working conditions, staff, organisational

structure and technological capabilities, and noted that outdated authorities and procedures impinge on

senior managements’s ability to effectively manage operations. In addition to proposing changes to internal

procedures and technology, the report identified steps that could be taken in partnership with stakeholders

to further improve public services and enforcement. One of the steps highlighted is a more detailed

assessment of the organisation structure, and staffing to ensure that staff resources are aligned with the

expected changes in processes and technologies. The Government of Barbados proposes to engage

consultants to assist with the organisational assessment and strengthening of the department’s capabilities

in the area of enforcement, use of the new technologies to streamline workflow and improve efficiency.

2. OBJECTIVE

2.01 The overall objective of the consultancy is to provide GOBD with recommendations for the

reorganisation and strengthening of ID to respond to the proposed changes in processes and technologies.

The Consultants must take into consideration other major changes being introduced concurrent with the

consultancy, with special emphasis on the new paperless application process and the legislative reforms

being proposed. In particular the Study will:

(a) evaluate the current organisational structure of the Immigration Department and

recommend changes for staff composition and authorisation levels/procedures that will

enable the more efficient review of applications and casework flow. The review will

evaluate the full range of duties performed by all staff at Headquarters and field locations,

as well as support activities by clerical and administrative staff.

(b) undertake a comprehensive review of Headquarters operations and make recommendations

for enhanced efficiency of all relevant services, within the parameters of adherence to the

legal process. This will produce an Operations Plan and Manual which aligns with the

modernised systems of ID;

APPENDIX 2.3

Page 2 of 5

(c) evaluate any skills gap that currently exist and/or are likely to exist relative to the new

operations and business process developments of the ID, as well as in relation to

international best practice for client-centred service delivery in immigration services. This

will integrate special needs, gender and cultural considerations, as well as techniques for

using client engagement to better assess applications.

3. SCOPE OF SERVICES

3.01 The scope of the consulting services shall include, but not be limited to:

(a) Desk review of relevant documents.

(b) Conducting an in-depth assessment of the organisational structure of the ID including a

review of the legislative and policy mandate.

(c) Carrying out consultations with ID staff and other GOBD stakeholders, as well as other

stakeholders and beneficiaries, where appropriate.

(d) Identifying deficiencies and gaps that inhibit the prompt and accurate completion of

applications, casework and other functions assigned to the ID.

(e) Within the scope of any budgetary and/or legal considerations, recommend additions,

reassignments and other structural changes that may allow the Department to operate more

efficiently; consider specific factors such as the need for:

(i) additional senior management positions;

(ii) additional legal and research support;

(iii) an internal audit capability that ensures any changes to approval and denial

authorities do not create vulnerabilities; and

(iv) an expanded information technology human resources capacity/function to keep

key systems functioning at all times.

(f) Reviewing and document internal practices, bottlenecks in procedures and relevant

business processes to produce an updated Operations Plan and Manual.

(g) Interviews, including members of ID staff and Government agencies responsible

for/involved in Human Resource capacity development of the public service.

(h) Review of the issues impacting service delivery, including performance gaps, or issues

related to knowledge, skills and attitudes and to determine whether they could be addressed

through training.

(i) Design and administer any surveys as necessary to collect data and information on training

needs relevant to existing and upcoming operational approaches (related to Operations

Plan and Manual).

APPENDIX 2.3

Page 3 of 5

(j) Review of best practice in client-centred service delivery for immigration services and

assessment of relevant gaps in ID.

(k) Provision of written recommendations on the appropriate adult learning methodologies to

be utilised based on the data collected and best practices.

(l) Development of an appropriate training plan in line identified skills deficiency.

(m) Any other methodology deemed by the Consultant as appropriate for the task objectives.

(n) Delivery of training based on approved Training Plan.

4. REPORTING REQUIREMENTS

4.01 The Consultants will present six (6) copies of each report, four to GOBD, and two (2) to CDB. The

reports shall also be submitted in “pdf” format as complete documents, as well as in Microsoft Word and

Excel, and/or other formats. CDB, GOBD will provide comments on the reports within 14 days of receipt

and Consultants will revise the reports according to the comments received. These reports are as follows:

(a) Organisational Assessment: A report that documents the current organisational structure

and authorities and recommends a revised approach that will enable the ID to operate and

be managed more efficiently. The Report should include recommendations on, but not be

limited to, the following:

(i) The appropriate mix and level of clerical, officer, supervisory, management and

executive staff that are needed to ensure the efficient operation of the Department

in the context of the Immigration Reform Programme.

(ii) Changes to application approval and denial authorities that serve to limit the need

for senior management to be involved in routine casework.

(iii) Within the scope of any budgetary and/or legal considerations, additions to staff

for the purpose of supporting the new structure and procedures, including

organisational elements that may be needed to ensure the accountability and

integrity of any changes to authority.

(iv) The impact on ID structure, if any, of procedural changes being recommended as

part of the Operational review.

(v) The impact on ID structure of technological updates, with specific emphasis on the

“paperless” application filing system.

(vi) The impact of organisational changes on other, relevant agencies, ministries,

departments and stakeholder groups.

(vii) Enhanced business processes for improved case resolution and workflow, tied to

approve baseline and target indicators.

(viii) Proposed, revised organogram and job descriptions.

APPENDIX 2.3

Page 4 of 5

(b) An Operations Plan and Manual: Based on the review and documentation of internal

practices, bottlenecks in procedures and relevant business process, and recommendations

for business process improvements. The Plan will contain clear productivity indicators and

targets to inform effective monitoring of its implementation.

(c) Skills Gap Analysis: A Report outlining the main findings of the skills gap analysis and

recommendations for training corresponding to same, as well as corresponding to

Operations Manual and best practice approaches to client-centred service delivery. The

Report should contain, inter alia, a description of population(s) targeted; detailed

description of methodology used including survey instruments, data analysis method and

methodology limitations; main findings concerning content on which training should be

delivered; urgency of meeting needs identified, based on their priority in the reform

process; limitations of training relative to any other administrative/systems gaps identified

and; recommendations.

(d) A Training Plan based on (c) above.

(e) Delivery of training based on approved Training Plan.

5. QUALIFICATIONS AND EXPERIENCE

5.01 The Consultant(s), should possess:

(a) A minimum of a Master’s degree in a relevant field such as Human Resource Development,

Education and Training, Social Sciences, and Public Policy and Planning.

(b) Sound knowledge of immigration functions and processes, and understanding of the

general operation of an immigration department’s objectives and constituencies.

(c) A minimum of 10 years’ demonstrated experience in the area of institutional assessments,

reform initiatives and/or human resource change management.

(d) Fluency in written and spoken English.

(e) Specific experience in strengthening the organisational structure of an immigration agency

is highly desirable.

6. PLACE OF WORK AND IMPLEMENTATION ARRANGEMENTS

6.01 The Consultant(s) will report to the CIO, ID or his/her designate, who will be responsible for the

overall management and implementation of the consultancy and facilitate the work of the Consultant(s),

coordinate interviews with staff and the other stakeholders and provide access to relevant documentation

as necessary. The Consultant(s) will be required to conduct meetings with identified staff and as such,

suitable accommodation will be provided by ID.

APPENDIX 2.3

Page 5 of 5

7. DURATION

7.01 The assignment is expected to be conducted over a period of approximately ten 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 2.4

DRAFT TERMS OF REFERENCE

MONITORING AND EVALUATION CONSULTANCY

1. BACKGROUND

1.01 Government of Barbados (GOBD) has requested financing from the Caribbean Development Bank

(CDB) towards the cost of implementing the Enhancement of Immigration Services Project. The expected

outcome of the Project is enhanced effectiveness of Immigration Services. The Project responds to a

recently conducted assessment of the Immigration Department (ID) which included an internal review of

the Department’s policies, procedures, legal framework, working conditions and facilities, staffing,

organisational structure and technological capabilities. The Diagnostic Report and Action Plan produced

from the assessment provided several recommendations for strengthening and modernising ID operations

in order to streamline workflow and improve efficiency. As part of its Immigration Reform Programme,

GOBD intends to proceed with key recommendations from the diagnostic Report and Action Plan, key

aspects of which have been included in the Project.

1.02 The Project includes among other things:

(a) Enhancing the Physical Facilities of ID for Improved Service Delivery: This component

involves retrofitting of sections of the Princess Alice Highway Car Park complex into the

new offices of ID headquarters.

(b) Institutional Strengthening:

(i) Organisational Support: This component provides for consultancy services to

undertake an organisational assessment including identifying existing skills gaps

and providing a Training Plan.

(ii) Legislative Reform: reform of legislation, internal procedures and practices,

including review of the Immigration Act and associated Regulations; and

(c) Information Technology Systems Upgrade: Upgrade of ID’s Border Management System,

Data Management and Online Application systems.

2. OBJECTIVE

2.01 Consultancy services are required to develop a comprehensive results-based Monitoring and

Evaluation (M&E) system for measuring the achievement of project outputs during implementation and the

achievement of the expected development outcomes. 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 similar projects undertaken by GOBD. Once the system is

agreed upon by stakeholders, the Consultant(s) will be required to assist GOBD in establishing

arrangements within ID for implementation of the system, which will facilitate informative and summative

evaluations of the project.

3. SCOPE OF CONSULTANCY SERVICES

3.01 The Consultant(s) will carry out all the technical and other studies, research, analysis and related

work to attain the objective outlined above. In particular, the Consultant(s) will be required to:

APPENDIX 2.4

Page 2 of 4

(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) assess the institutional capacity of ID as it relates to management information systems to

support M&E, including human resources, skills and knowledge, structure, systems, data,

training needs, etc.;

(d) 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;

(e) identify the relevant, measurable, appropriate, unambiguous indicators of project outputs

and outcomes and impact; some of these may be proxy indicators;

(f) undertake base-line surveys required to measure the outputs, outcomes and impacts (data

must be disaggregated by sex);

(g) Consultations must be held with male and female staff, and separately where needed.

(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, 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;

(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 Microsoft

Excel; and

(k) present the system to stakeholders in a sensitisation seminar, demonstrating the

identification, collection, analysis and reporting of data and information.

3.02 In the conduct of this work, the Consultant(s) shall cooperate fully with GOBD agencies

responsible for the development and implementation of the project and the operation of the M&E system,

including ID and Defence and Security Division of the Prime Minister’s Office. 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 ID will provide counterpart service, the

Consultant(s) will be required to liaise closely with other key stakeholders across several GOBD agencies.

APPENDIX 2.4

Page 3 of 4

4. CONSULTANT REQUIREMENTS

4.01 The Consultant(s) should have specialist training and suitable qualifications and experience in

M&E, impact evaluation, social analysis, and social and economic development. Experience in gender

analysis will be an advantage.

5. REPORTS AND SCHEDULES

5.01 The Consultant(s) will present four (4) copies of each report, three copies to ID 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 ID and CDB. The Consultant(s) shall

commence field work within 15 days of the effective date of the contract and shall submit the following

reports to GOBD 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. GOBD 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 Report, within four (4) 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 and sketches in a format

suitable for public review. GOBD 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; and

(d) A Final Report within four (4) weeks of receipt of comments on Draft Report for GOBD

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. Two

(2) compact disks containing the Final Report (Microsoft Word and Excel) should also be

submitted with the outline of the M&E system.

6. HUMAN RESOURCES SCHEDULING AND COSTS

6.01 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) the name(s), experience and qualifications of staff who will be assigned to this project;

(c) 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; and

(d) full submission of costs with detailed breakdown which should include:

APPENDIX 2.4

Page 4 of 4

(i) professional fees;

(ii) support staff services;

(iii) equipment;

(iv) communication costs;

(v) report production costs; and

(vi) travel expenses and per diem requirements (if applicable).

7. SUPERVISION OF THE CONSULTANT

7.01 The Consultant(s) will report to Chief Immigration Officer, ID, or his/her nominee, who will be

responsible for supervision of the Consultant(s) and monitoring the progress of this consultancy.

8. DURATION

8.01 The assignment should be completed over a period of six (6) 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 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

LEAST COST ANALYSIS ($'000)

Interest (Discount) Rate: 7.25%

Option 1 New

Construction

Option 2

Retrofitting

Life Cycle Period (Yrs) 20

Estimated

Costs

Present

Value

Estimated

Costs

Present

Value

Capital Costs 19,800 19,800 11,340 11,340

Total Capital Cost 19,800 11,340

Operation & Maintenance Costs (Annual)

Year PVF

1 Operating and Maintenance Cost 0.9324 990 923 1,474 1,374

2 Operating and Maintenance Cost 0.8694 990 861 1,474 1,281

3 Operating and Maintenance Cost 0.8106 990 802 1,474 1,195

4 Operating and Maintenance Cost 0.7558 990 748 1,474 1,114

5 Operating and Maintenance Cost 0.7047 990 698 1,474 1,039

6 Operating and Maintenance Cost 0.6571 990 651 1,474 969

7 Operating and Maintenance Cost 0.6127 990 607 1,474 903

8 Operating and Maintenance Cost 0.5712 990 566 1,474 842

9 Operating and Maintenance Cost 0.5326 990 527 1,474 785

10 Operating and Maintenance Cost 0.4966 990 492 1,474 732

11 Operating and Maintenance Cost 0.4631 990 458 1,474 683

12 Operating and Maintenance Cost 0.4318 990 427 1,474 636

13 Operating and Maintenance Cost 0.4026 990 399 1,474 593

14 Operating and Maintenance Cost 0.3754 990 372 1,474 553

15 Operating and Maintenance Cost 0.3500 990 346 1,474 516

16 Operating and Maintenance Cost 0.3263 990 323 1,474 481

17 Operating and Maintenance Cost 0.3043 990 301 1,474 448

18 Operating and Maintenance Cost 0.2837 990 281 1,474 418

19 Operating and Maintenance Cost 0.2645 990 262 1,474 390

20 Operating and Maintenance Cost 0.2466 990 244 1,474 364

Total Operating and Maintenance Costs $10,287 $15,317

Total Present Value $ 30,087 $26,657

Least Life Cycle Cost Rank 2 1

Assumptions:

1 Operating and maintenance costs are stated at constant prices

2 Discount rate = Barbados Government Securities current market rate = 7.25%

3 Annual Lease payments of $1.2 mn p.a.; maintenance cost of $264,000

APPENDIX 4.2

GENDER MARKER ANALYSIS

Criteria

Score

Description/Code

Analysis 1.0 Social and gender analysis conducted during preparation and

relevant findings of CGA (2014), and social data from CALC

(2010) Report duly incorporated into the appraisal document.

Data 0.5 Sex-disaggregated data included in the context analysis.

Engagement 0.5 Consultations with gender-relevant stakeholders undertaken during

preparation.

Response 0.5 Some gender-responsive indicators included.

Total

2.5

Code: MM

DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN Environmental and Social

Issues/Component

Remedial

Measures/Actions Mitigation Costs

Responsible

Party

1. Construction Phase

Indoor air Quality – noise, dust, vibration

emission from construction machinery.

- Providing of protective equipment for

workers

Solid waste generation from construction

materials.

- Providing adequate facilities for the

collection and disposal of construction

generated waste.

Human Environment

- Risk of injury on construction site.

- Developing and implementing health

and safety Plan for construction

worker.

- First aid kit.

- Provision of adequate safety

equipment for workers.

2. Operational Phase -

Indoor air quality – dust, odour, vehicular

emissions.

- Cleaning of dust laden paper

documents to be relocated to the new

location.

- Installing of air filtration equipment.

- Monitoring CO2 levels.

- Locating outdoor intake away from

potential sources of contamination.

- Developing and implementing

building maintenance plan.

Exposure to natural and man-made hazards

hurricanes, flooding, storm surge,

earthquakes, fire.

- Building designed to conformance to

Building Code for Category 3

hurricane and earthquakes.

- Integrating building’s storm water

drains with Bridgetown’s storm water

system Incorporation of fire protection

measures.

- Developing Emergency Response

Plan.

AP

PE

ND

IX 4

.3

DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN (cont’d)

Social Issues Inadequate physical comfort for staff and

customers.

- Provide adequate client waiting area.

Limited physical access of persons with

disabilities to the building.

- Equip building with modern facilities to

facilitate easy access.

AP

PE

ND

IX 4

.3

Pag

e 4

AP

PE

ND

IX 4

.3

Pag

e 4

AP

PE

ND

IX 4

.3

Pa

ge 2

APPENDIX 6.1

THE EXECUTING AGENCY

Legal Status

1. On December 1, 1995, Barbados Tourism Investment (Properties) Inc. (BTI) was incorporated

as a limited liability company under the Companies Act, Cap 308 of the laws of Barbados (the Act). On

April 17, 1998, its name was changed to BTI.

2. BTI as a company incorporated under the Act, has the capacity, and subject to the Act, the rights,

powers and privileges of an individual and is empowered to carry on its business, conduct its affairs,

and exercise its power in Barbados and in any jurisdiction outside Barbados to the extent that the

laws of Barbados and of that jurisdiction permit. However, BTI may not carry on any business or

exercise any power that it is restricted by its Articles of Incorporation from carrying on or exercising,

nor may it exercise any of its powers in a manner contrary to its Articles. The carrying out of the

Project would not be in breach of the Act or BTI’s Articles.

Operations

3. BTI commenced operations in April 1998. The company’s principal function is the promotion

of tourism investment and the development of its vested properties into financially viable entities.

As a government-owned entity, BTI is financed by GOBD, but it can raise financing for programmes

that it undertakes. BTI was mandated by GOBD to raise the necessary financing to meet GOBD’s

contribution to the Tourism Development Programme, of which this project is a part. BTI issued a

$25 mn Special Development Bond in July 2000. It was fully subscribed.

Shareholding

4. BTI, is authorised by its Articles to issue an authorised number of shares of one class designated

as Common Shares. As at December 31, 1999, the only shareholder, GOBD, had been issued

4,288,400 Common Shares. Under BTI’s Articles, the public may be invited to subscribe for bonds,

debentures, or other securities of the company.

Directors and Management

5. BTI’s Articles provide for a minimum of 3 and a maximum of 13 directors, at least 3 of whom

should not be officers or employees of the company. BTI’s Board of Directors at present consists of

eight directors, none of whom are officers or employees of BTI, and all of whom are nationals of

Barbados.

6. BTI’s By-Laws provide, subject to any unanimous shareholder agreements, for the business

of BTI to be managed by the directors. There are no unanimous shareholder agreements. The directors

may appoint, from among their number, a committee of directors and delegate to such committee,

subject to the Act, any of the powers of the directors.

7. BTI is headed by a President/Chief Executive Officer who is responsible for the day-to-

day management, direction, and control of the company’s operations. He is assisted by a Manager,

Property Development; a Financial Controller; and Programme Director.

APPENDIX 6.2

RESPONSIBILITIES OF

THE PROJECT COORDINATOR

1. The PC will be responsible for coordinating and monitoring all aspects of the implementation of

the Project. PC’s duties will include, but will not be limited to:

(a) managing the selection and engagement of the Technical Assistance Consultant and

supervising these consultancies;

(b) evaluation of bids and recommendation of the awards for construction contracts;

(c) overseeing the engineering consultancy and construction contracts;

(d) cost control;

(e) expediting of the submission to the CDB of claims for disbursement/reimbursement;

(f) liaising with CDB on all technical and administrative aspects of the Project;

(g) preparing and submitting to CDB a Quarterly Report on the Investment Cost of the Project

in the form specified by CDB, within two weeks after the end of each calendar quarter,

commencing with the quarter following the commencement of the assignment;

(h) keeping separate accounts for project-related expenditures and disbursement activities;

(i) preparing and submitting reports on project monitoring framework indicators;

(j) submitting to CDB, within two weeks after the end of each month, the monthly reports

prepared by the engineering consultants;

(k) submitting to CDB the Completion Report within three months after the date of issue by

the Engineering Consultants of a certificate of practical completion of the contract; and

(l) preparing and submitting to CDB a PCR, within three months after practical completion of

the works.

AP

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ND

IX 6

.3

Project Advisory Committee

Defence and Security Division

Ministry of Finance and Economic Affairs

Ministry of Housing Lands and Rural Development

Barbados Tourism Investment Inc.

Project Coordinator

Chief Executive Officer

Board of Barbados Tourism

Investment Inc.

Consultancy – Design and

Construction Supervision

(Design Collaborative)

PCID

Institutional Strengthening

TA

Administrative Assistant

Contractor

(To Be Tendered)

Sub- Contractors

Information Technology Infrastructure /

Information Technology Systems

Data Processing Department

Defence and Security Division

Ministry of Housing, Lands and Rural Development

Relocation

Immigration Department

Ministry of Housing, Lands

and Rural Development

Ministry of Transport and Works

Immigration Department

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APPENDIX 6.5

IMPLEMENTATION SUPPORT PLAN

1. CDB has been the principal partner for GOBD in the financing of development projects. This

experience, strengthened by the satisfactory progress being made on implementing the ongoing

Speightstown Flood Mitigation Project, provides a sound background for providing implementation support

to GOBD. 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,

the ISP aims at providing technical support to the BMC 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/Implementing Agency.

Strategy and Approach for Implementation Support

3. Supervision of the Project will be undertaken by a team comprising the lead

supervisor (Civil Engineer), supported by legal counsel and specialists in the areas of environment/disaster

risk management; procurement; financial analysis; and social analysis. Formal supervision and field visits

will be undertaken semi-annually. The first formal supervision activity will be the Project Launch

Workshop (PLW). The objective of PLW is to review the implementation arrangements, train the project

management in the use of CDB’s fiduciary management and procurement systems, and discuss project

supervision issues. PLW is scheduled for the third quarter of 2014, and arrangements will be finalised in

consultation with GOBD. The training provided during PLW on the Bank’s financial management and

procurement procedures and guidelines will be augmented during the semi-annual supervision visits, and

support will be provided on a timely basis to respond to the client’s needs.

4. The Supervision Coordinator will coordinate CDB’s team to ensure that project implementation is

consistent with the requirements as specified in the Procurement Plan, Terms and Conditions, and other

legal documents. The Supervision Team will prepare annual Project Supervision Reports identifying the

status of project implementation and any issue requiring the resolution of management. On the completion

of the Project, or after 90% of the funds have been disbursed, Staff will conduct an Exit Workshop to assess

project results, discuss implementation issues, and identify lessons. 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 the OIE’s Validation Report.

The Validation Report and Management’s response will be presented to the Audit and Post-Evaluation

Committee.

APPENDIX 6.5

Page 2 of 4

TABLE 1: STAFF SKILLS REQUIRED

Period Focus Skills and Resources Estimate

July –

December 2014

Specific:

(1) PLW.

(2) Support in satisfying Conditions

Precedent.

(3) Provide procurement support for

preparation of draft

prequalification documents,

bidding documents, requests for

proposals, draft procurement

notices etc. and also with respect to

resolving procurement bottlenecks,

and similar issues.

General:

(1) Monitor project management

arrangements.

(2) Monitor Project Budgeting and

Allocations.

(3) Monitor Project Results

Framework.

(4) Provide technical support to PC

and Implementing Agency.

(5) Monitor TA activities, including

review of TA Reports.

(6) Preparation of annual Project

Supervision Report.

(7) Review and certification of

requests for disbursement.

(8) Review of Monthly and Quarterly

Reports from Implementing

Agency.

Lead Project

Supervisor

Legal Counsel

Financial

Analyst

Environmental

Specialist

Social

Specialist

IT Specialist

Energy

Efficiency

Specialist

Procurement

Specialist

Administrative

Assistant

Divisional

Secretary

5 weeks

2 weeks

0.5 weeks

1 week

2 week

1 week

1 week

1 week

1 week

0.5 week

APPENDIX 6.5

Page 3 of 4

Period Focus Skills and Resources Estimate

January –

December

2015

Specific:

(1) Provide support for procurement of

Contractors for works packages.

(2) Review of evaluation reports, and draft

contracts for works and consultants.

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

Administrative Assistant

Divisional Secretary

8 weeks

0.5 weeks

0.5 week

0.5 week

3 weeks

2 weeks

1 week

January –

May

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

(including Gender)

Administrative Assistant

Divisional Secretary

10 weeks

0.5 weeks

0.5 weeks

2 weeks

3 weeks

1 week

0.5 week

APPENDIX 6.5

Page 4 of 4

Period Focus Skills and Resources Estimate

June-

December

2016

Specific:

(1) Review PC and consultants final

Reports.

(2) Conduct Exit Workshop and complete

PCR.

General:

(1) Monitor reporting on infrastructure

during Defects Liability Period.

(2) Review and certification of requests for

disbursement.

(3) Review of TA reports.

Lead Project Supervisor

Legal Counsel

Financial Analyst

Environmental Specialist

Social Specialist

(including Gender)

Administrative Assistant

Divisional Secretary

3 weeks

1 week

2 weeks

1 week

1.5 weeks

1 week

0.5 week

APPENDIX 6.6

ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE

($'000)

Finance Total Cumulative

Quarter OCR Charges Disbursement Disbursement

2015

Q2 0 0 0 0

Q3 2,607 45 2,652 2,652

Q4 2,607 64 2,671 5,324

Sub-Total 5,214 109 5,324 5,324

2016

Q1 3,710 89 3,799 9,122

Q2 3,710 116 3,826 12,949

Sub-Total 7,420 205 7,625

Total 12,634 314 12,949 12,949

APPENDIX 6.7

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 6.8

REPORTING REQUIREMENTS

Reports Frequency Deadline for Submission

Implementation

1. Progress Reports on project

implementation prepared by

Engineering Consultants.

Monthly

Within one month after the end of each

calendar month until project

implementation is completed,

commencing one month after the start

date as defined by BTI.

2. Report on the shortlists for TA

consultancies to be prepared by PC.

- Within two weeks of the submission

deadline for the proposals.

3. Evaluation Report of TA proposals

by PC.

- Within one month of the closing date for

the proposals.

4. Bid Evaluation Report. - Within two months of the closing date for

the bids.

5. Reports on the Investment Costs of

the Project prepared by PC. (sample

Guidelines presented in Annex).

Quarterly Two weeks after the end of each quarter

until project implementation is

completed, commencing with the quarter

following the appointment of PC.

6. Report on the progress of TA

consultancy prepared by PC.

- As specified in TOR.

7. Reports on Project Performance

Indicators

-

As specified in the Project Monitoring

Framework.

8. Project Implementation Completion

Report prepared by PC.

-

Within three months of completion of

practical completion of the Project.

QUARTERLY REPORT ON INVESTMENT COST OF PROJECT

($'000)

Elements of Project

Expenditure

for this

Quarter

Cumulative

Expenditure

to Date

Projected Expenditure

for the Quarter

Estimated

Expenditure

to Complete

Project

Latest

Estimate of

Expenditure

Project

Estimate

as per

Appraisal

Report

Variance

Favourable/

(Adverse)

Comments/

Reasons for

Adverse

Variance and

Financing

Proposal to

Meet Cost

Overrun Ending Ending Ending

(1) (2) (3) (4)1 (4)2 (4)3 (5) (6) (7) (8) (9)

1. Infrastructure 17,466

2. Services 2,293

Total Base Cost 19,759

3. Physical and Price Contingencies 1,826

4. Finance Charges 314

Total Project Costs 21,899

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6.8

ANNEX TO APPENDIX 6.8

Page 2 of 2

GUIDELINES FOR COMPLETION OF

REPORT ON PROGRESS OF INVESTMENT COST

1. Elements of Project - The elements of the Project as outlined in the Appraisal Report must be

recorded in this column. If it becomes necessary to further sub-divide the main elements of the

project, then the sub-elements should be grouped to facilitate the determination of the expenditure

related to the main elements identified in the Appraisal Report.

2. Expenditure for this Quarter - The expenditure incurred in the quarter to which the report relates

in respect of each element of the project must be recorded in this column.

3. Cumulative Expenditure to Date - The expenditure incurred in respect of each element of the

project from the commencement of the project to the end of the quarter to which the report relates

must be recorded in this column.

4. Projected Expenditure for Quarter - An estimate of the expenditure to be incurred in each of the

next three quarters must be recorded in the columns 41, 42, and 43.

5. Estimate of Expenditure to Complete Project - This column should be completed only in respect

of those elements of the project, construction/installation of which stretches beyond three quarters

from the end of the quarter to which the report relates. Where a project extends over more than

one year - four quarters - an estimate of the expenditure to be incurred in the period subsequent to

the year must be recorded in this column.

6. Latest Estimate of Expenditure - The amounts to be recorded in this column should be derived by

adding columns 3, 4123, and 5. The amounts recorded in this column should be the best estimate

of expenditure to be incurred in respect of each element of the project. These amounts may be less

or greater than the appraised expenditure.

7. Project Estimates as per Appraisal Report - The estimate of expenditure to be incurred in respect

of each element of the project, as outlined in the Appraisal Report, must be recorded in this column.

8. Variance - The difference between columns 6 and 7 must be recorded in this column. Where the

amount in column 6 is less than that in column 7, a favourable variance results. An adverse

variance results where the amount in column 6 is greater than that in column 7.

9. Comments - An explanation should be given for each variance which is more than 10% of the

project estimates as per Appraisal Report.

FIG

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E 1

.1

Location Map: Bridgetown

North

New proposed residence for Immigration Department: Princess Alice Highway Car Park

Current Immigration Department Location