PUBLIC DISCLOSURE AUTHORISED

CARIBBEAN DEVELOPMENT BANK

TWO HUNDRED AND SIXTY-FOURTH MEETING OF THE BOARD OF DIRECTORS

TO BE HELD IN BARBADOS

DECEMBER 11, 2014

PAPER BD 94/14

INTEGRATED SOLID WASTE MANAGEMENT PROJECT - GRENADA

(President’s Recommendation No. 895)

1. This Report appraises a request from the Government of Grenada, (GOGR), for a loan to finance a

Project to improve and sustain integrated solid waste management in Grenada. The Project will include

consulting services, works to waste disposal sites, and the supply of equipment. Through activities that

include the revision of sector and institutional strategies, the development of action plans, and a programme to build awareness of appropriate waste management practices, the Project will contribute to improved

environmental sustainability in Grenada.

2. On the basis of the Report, I recommend:

(a) a loan to GOGR to be onlent to Grenada Solid Waste Management Authority (GSWMA) of

an amount not exceeding the equivalent of ten million seven hundred thousand United States dollars (USD10.7 mn) from the Special Funds Resources (SFR) of the Caribbean

Development Bank (CDB) ; and

(b) a grant to GOGR for use by GSWMA of an amount not exceeding the equivalent of point

three million United States dollars (USD0.3 mn) from CDB’s SFR to assist with financing the institutional strengthening of GSWMA;

on the terms and conditions set out and referred to in Chapter 7 of the attached Report; and

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

disbursement period.

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

PUBLIC DISCLOSURE AUTHORISED

CARIBBEAN DEVELOPMENT BANK

APPRAISAL REPORT

ON

INTEGRATED SOLID WASTE MANAGEMENT PROJECT - GRENADA

Considered at the Two Hundred and Sixty-Fourth Meeting of

the Board of Directors on December 11, 2014

(BD 94/14)

AR 14/11

Director (Ag.)

Projects Department

Andrew Dupigny

Division Chief (Ag.) Economic Infrastructure Division

Daniel Best

DECEMBER 2014

This Document is being made publicly available in accordance with the

Bank’s Information Disclosure Policy. The Bank does not accept

responsibility for the accuracy or completeness of the Document.

Any designation or demarcation of, or reference to, a particular territory or geographic area in this Document

is not intended to imply any opinion or judgment on the part of the Bank as to the legal or other status of any

territory or area or as to the delimitation of frontiers or boundaries.

This Report was prepared by an Appraisal Team comprising:

William Ashby, Portfolio Manager/Coordinator; Claudia James, Operations Officer (Technical Cooperation) [Analyst]; Hopeton Peterson, Operations Officer (Environment); Elbert Ellis, Operations Officer (Social Analyst); Clarence Hinkson, Economist; Leah Bobb-Semple, Legal Counsel; Richard Look Kin, Risk Management Officer; and Karene Daniel, Coordinating Secretary.

CURRENCY EQUIVALENT

Dollars ($) throughout refer to Eastern Caribbean Dollars (XCD) unless otherwise stated.

USD1.00 = XCD2.70

XCD1.00 = USD0.37

ABBREVIATIONS

ASL - Above Sea Level

BMCs - Borrowing Member Countries BOD - Board of Directors

CAE - Coordinator – Awareness and Education

CDB - Caribbean Development Bank CPI - Consumer Price Index CSO - Central Statistics Office

CUs - Credit Unions DWA - Decent Work Agenda

ECCB - Eastern Caribbean Central Bank

EFSI - Environmentally Friendly Schools Initiative EIA - Environmental Impact Assessment EMP - Environmental Monitoring Plan

ESMP - Environmental and Social Management Plan

GDP - Gross Domestic Product GM - General Manager GOGR - Government of Grenada

GRENLEC - Grenada Electricity Services Co Ltd. GSWMA - Grenada Solid Waste Management Authority IDC - Interest during Construction

ISP - Implementation Support Plan ISWM - Integrated Solid Waste Management ISWMSC - Integrated Solid Waste Management Steering Committee M&E - Monitoring and Evaluation

mn - million MOE - Ministry of Education

MOF - Ministry of Finance

MOH - Ministry of Health MOH_L - Ministry of Health Liaison Officer

MOSDH - Ministry of Social Development and Housing NAWASA - National Water and Sewerage Authority NAWASA_L - National Water and Sewerage Authority Liaison Officer

NWMS - National Waste Management Strategy OECS - Organisation of Eastern Caribbean States OIE - Office of Independent Evaluation p.a. - per annum

PAEP - Public Awareness and Education Programme PC - Project Coordinator

PCR - Project Completion Report PIT - Project Implementation Team PL - Perseverance Landfill

(ii)

1 kilometre (km)

1 square kilometre (km2)

=

=

0.621 mile (mi)

0.386 square mile 1 metre (m) = 3.281 feet (ft) 1 square metre (m

2) = 10.756 square feet

1 tonne = 1.1 tons

1 hectare = 2.47 acres

PLW - Project Launch Workshop

PPE - Project Performance Evaluation ROA - Return on Assets

ROE - Return on Equity SDF - Special Development Fund

SFR - Special Funds Resources S I A - Social Impact Assessment

SMS - Storm Water Management System SOL - School Outreach Liaison

SWM - Solid Waste Management TA - Technical Assistance

TOR - Terms of Reference TPH - Total Petroleum Hydrocarbons

USD - United States Dollars WMA - Waste Management Act (2001)

MEASURES AND EQUIVALENTS

(mi2)

(ft2)

TABLE OF CONTENTS

COUNTRY DATA: GRENADA

LOAN AND PROJECT SUMMARY

1. STRATEGIC CONTEXT AND RATIONALE2. PROJECT DESCRIPTION

3. FINANCING STRUCTURE AND COSTS4. PROJECT VIABILITY5. RISK ASSESSMENT AND MITIGATION

6. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT AND IMPLEMENTATION7. TERMS AND CONDITIONS

APPENDICES

1.1 MACROECONOMIC AND MACROSOCIAL CONTEXT

1.2 GRENADA SOLID WASTE MANAGEMENT AUTHORITY – ORGANISATIONAL

CHART

1.3 WASTE PICKERS 2.1 ADDITIONAL PROJECT DETAILS

2.2 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR THE REVISION OF THE NATIONAL WASTE MANAGEMENT STRATEGY

2.3 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR PLANNING AND CAPACITY BUILDING IN GRENADA SOLID WASTE MANAGEMENT AUTHORITY

2.4 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR COMMERCIAL COMPOSTING STUDY

2.5 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR THE

DEVELOPMENT AND IMPLEMENTATION OF A PUBLIC AWARENESS AND EDUCATION PROGRAMME

2.6 DRAFT TERMS OF REFERENCE – CONSULTING ENGINEERING SERVICES FOR FINAL DESIGNS AND CONSTRUCTION SUPERVISION

2.7 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR MONITORING AND EVALUATION

2.8 DRAFT TERMS OF REFERENCE – CONSULTING SERVICES FOR PROJECT COORDINATOR

3.1 PROJECT COST, PHASING AND FINANCING PLAN 4.1 HISTORICAL BALANCE SHEETS FOR THE YEARS ENDED DECEMBER 31

4.2 HISTORICAL STATEMENTS OF INCOME FOR THE YEARS ENDED DECEMBER 31

4.3 HISTORICAL STATEMENTS OF CASH FLOW FOR THE YEARS ENDED

DECEMBER 31

4.4 HISTORICAL FINANCIAL RATIOS, 2009-2013 FOR THE YEARS ENDED DECEMBER 31

4.5 WASTE DELIVERED TO PERSEVERANCE AND DUMFRIES LANDFILLS AND

WASTE DIVERSION SERVICES PROVIDED, 2009-2013 4.6 ASSUMPTIONS TO THE FINANCIAL ANALYSIS

4.7 PROJECTED BALANCE SHEETS – 2014-23 FOR THE YEARS ENDED DECEMBER 31

(ii)

4.8 PROJECTED STATEMENTS OF INCOME – 2014-23 FOR THE YEARS ENDED DECEMBER 31

4.9 PROJECTED STATEMENTS OF CASH FLOWS, 2014-23 FOR THE YEARS ENDED

DECEMBER 31 4.10 PROJECTED FINANCIAL RATIOS, 2014-23 FOR THE YEARS ENDING

DECEMBER 31 4.11 DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN 4.12 GENDER MARKER ANALYSIS

4.13 GENDER ACTION PLAN

4.14 ENVIRONMENTAL IMPACT ASSESSMENT SUMMARY

6.1 PROPOSED PROJECT MANAGEMENT ORGANISATIONAL STRUCTURE

6.2 RESPONSIBILITIES OF THE PROJECT IMPLEMENTATION TEAM

6.3 DUTIES AND COMPOSITION OF THE INTEGRATED SOLID WASTE

MANAGEMENT STEERING COMMITTEE 6.4 DRAFT PROJECT IMPLEMENTATION SCHEDULE 6.5 PROJECT IMPLEMENTATION SUPPORT PLAN 6.6 PROCUREMENT PLAN

6.7 ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE 6.8 REPORTING REQUIREMENTS

FIGURES

1.1 LOCATION OF PROJECT SITE ON MAP OF GRENADA

2009 2010 2011 2012 2013

PER CAPITA GDP (current market prices; $) 18,858 18,624 19,909 20,452 21,365

GROSS DOMESTIC PRODUCT (GDP)

GDP at Current Market Prices ($mn) 2,082.4 2,081.7 2,102.3 2,159.7 2,256.1

Consumption Expenditure 2,053.3 2,152.2 2,221.9 2,317.5 2,379.5

Gross Domestic Investment 498.2 458.2 418.6 353.0 453.0

Exports of goods and non-factor services 505.5 496.2 529.7 557.5 566.3

Imports of goods and non-factors ervices 974.7 1,024.8 1,067.8 1,068.4 1,142.7

Gross domestic savings ratio (%) 1.4 (3.4) (5.7) (7.3) (5.5)

Sectoral distribution of current GDP (%)

Agriculture & Fishing 5.3 5.2 5.2 5.6 5.6

Mining & Quarrying 0.5 0.4 0.3 0.2 0.3

Manufacturing 3.8 4.0 3.9 3.8 3.7

Utilities 4.4 4.5 4.5 4.6 4.4

Construction 8.2 8.2 6.9 5.7 6.9

Transport & Communication 14.2 13.1 12.9 12.2 12.0

Hotels & Restaurants 5.0 4.0 4.4 3.8 3.8

Wholesale & Retail Trade 7.5 7.9 8.2 8.2 8.0

Financial & Business Services 21.0 20.9 20.6 20.9 19.6

Government Services 28.9 30.3 31.6 33.7 34.3

Other Services 3.0 3.0 2.9 2.9 2.8

Less: Imputed Service Charge 1.5 1.5 1.3 1.5 1.3

GDP at Current Factor Cost ($mn) 1,824.9 1,797.3 1,803.9 1,863.9 1,960.8

GDP at constant 2006 Prices ($mn) 1,654.0 1,621.1 1,623.4 1,614.1 1,664.8

Annual rate of growth in GDP (%) (5.6) (2.0) 0.1 (0.6) 3.1

MONEY AND PRICES ($ mn)

Consumer prices (av. annual % change) (0.3) 3.4 3.0 2.4 0.0

Money supply (M1; annual % change) (10.0) 3.0 (5.1) 2.6 11.9

Total domestic credit(net) 1,641.8 1,699.1 1,782.5 1,857.4 1,695.4

Private sector (net) 1,668.8 1,762.2 1,800.3 1,803.2 1,700.4

Public sector (net) (27.0) (63.1) (17.8) 54.2 -5.0

Estimated Tourism Expenditure (USD mn) 111.9 111.6 116.8 121.6 120.2

CENTRAL GOVERNMENT FINANCES ($ mn)

Current Revenues 401.8 414.9 425.7 425.3 430.2

Current Grants 16.4 17.5 0.0 0.7 0.0

Current Expenditures 416.6 408.5 420.8 458.1 443.4

Current AccountSurplus/ (Deficit) 1.6 23.8 4.9 (32.1) (13.2)

Capital Revenue and Grants 12.9 33.3 60.2 20.9 26.6

Capital Expenditure and Net Lending 117.1 107.9 131.5 108.4 134.9

Overall Surplus/ (Deficit) (102.6) (50.8) (66.4) (119.6) (121.5)

BALANCE OF PAYMENTS (USD mn)

Merchandise Exports (f.o.b) 35.3 31.1 37.2 42.8 46.5

Merchandise Imports (c.i.f) 262.9 285.6 295.3 300.3 324.2

Trade balance (227.6) (254.5) (258.1) (257.5) (277.7)

Net Balance on services account 53.8 58.6 58.8 68.3 64.2

Income (net) (63.0) (39.9) (31.8) (34.3) (25.7)

Transfers (net) 39.6 31.8 24.1 30.3 26.4

Current Account Balance (197.2) (204.0) (207.0) (193.2) (212.8)

TOTAL PUBLIC DEBT (USD mn)

Total public debt 699.9 731.8 785.3 826.1 893.3

Domestic debt outstanding 209.7 215.9 246.7 279.0 302.4

External debt outstanding 490.2 515.9 538.6 547.1 590.9

Central Government Debt Service 21.3 24.7 46.4 57.6 26.4

Amortisation 9.9 12.7 27.3 30.3 14.0

Interest Payments 11.4 12.0 19.1 27.3 12.4

External debt service as % of exports of goods and services 11.4 13.4 23.7 27.9 12.6

Debt service as % of current revenue 25.3 21.0 29.4 36.6 16.6

COUNTRY DATA: GRENADA

Demand Components:

AVERAGE EXCHANGE RATE

Dollar(s) per US dollar 2.7 2.7 2.7 2.7 2.7

2009 2010 2011 2012 2013

POPULATION Mid-Year Population ('000) 110.4 111.8 105.6 105.6 105.6

Population Growth Rate (%) 0.6 1.2 (5.5) 0.0 0.0

EDUCATION

Net School Enrollment Ratio (%)

Primary 68.0 76.3 74.0 92.9 93.2

Secondary 68.2 61.3 67.0 90.2 91.4

Primary 18 17 20 17 18

Secondary 16 15 15 13 14

LABOUR FORCE

Unemployment Rate (%) … … … … 33.5

1990 2000 2010 2011 2012

INDICATORS OF HUMAN DEVELOPMENT

HEALTH

Life Expectancy at Birth (years) 69.7 65.3 73.0 76.0 …

Male 67.0 66.4 70.0 74.0 …

Female 73.0 63.7 76.0 78.0 …

Dependency Ratio 0.87 … 49.8 50.6 49.6

Male 0.85 … … … …

Female 0.88 … … … …

Human Development Index … 0.738 … … …

Households with piped water (%) 63.3 … 68.0 73.5 …

Households with access to flush toilets (%) 36.1 … 61.4 61.8 …

Households with electricity (%) 68.7 … 89.9 88.3 …

COUNTRY DATA: GRENADA

Pupil-Teacher Ratio

Source(s): ECCB Research Dept.; CDB estimates.

… not available;

Data as at November 13, 2014

LOAN AND PROJECT SUMMARY

Financial Terms and Conditions

Borrower: Government of Grenada (GOGR)

Amortisation Period: Special Funds Resources (SFR): 30 years

Executing

Agency:

Grenada Solid Waste Management Authority (GSWMA)

Grace Period: SFR: 10 years

Disbursement Period: September 30, 2015 to December 31, 2018

Source Amount

SFR – Loan: SFR - Grant

USD 10.700 million (mn) USD 0.300 mn

SFR Interest Rate: 2.0 % per annum (p.a.)

Total Loan and Grant: USD 11.000 mn (72%)

Counterpart: $11.265 mn (28%) (USD 4.172 mn)

Commitment Fee: N/A

Total: $40.965 mn (100%) (USD 15.172 mn)

Risk Management

Country Rating: N/A Overall Project/Entity Score: N/A Outlook: N/A

Limit: N/A

Public Sector Lending as at November 25, 2014: USD (mn)

Approvals: 215.6

Disbursements: 199.3

Repayments: 72.3

Undisbursed: 17.4

Outstanding Loans: 127.0

Availability (Adjusted for Approvals): N/A

Availability (Adjusted for Approvals and Disbursements): N/A

Incremental Capital Adequacy Charge: N/A

Office of Risk Management (ORM) Commentary:

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

disclosure under the Bank’s Information Disclosure Policy.

No. Indicator 2014 2015 2016 2017

1. National/sector strategies/legal frameworks

developed or implemented to improve capacity for climate resilient conservation, rehabilitation, or

sustainable management

(NWMS and GSWMA strategies)

0 - 2

2. Community infrastructure built/upgraded

(New sanitary landfilling facility and closure of old

sites)

0 - 1 3

3. Beneficiaries of community infrastructure interventions

- Male

- Female

0 - - 54,434

53,165

(ii)

Project Summary

Project Outcome and Description:

The outcome of the Project will be improved and sustained Integrated Solid Waste Management (ISWM). The proposed project includes the following components:

(a) Land: Approximately 3,700 m2 of land for civil works;

(b) Civil Works: Works comprising cell development at Perseverance Landfill (PL); Closure of the

existing “Old Dumpsite” at Perseverance; Closure of original PL cells; and new Sanitary Facilities

accessible by waste pickers;

(c) Equipment: The supply of equipment and vehicles to effect and support GSWMA operations;

(d) Institutional Strengthening and Capacity Building: Consultancy services for Revision of the National Waste Management Strategy (NWMS); GSWMA Strengthening and Capacity Building; and a Commercial Composting Study;

(e) Public Awareness and Education Programme (PAEP): Services for the development and implementation of stakeholder awareness and education activities;

(f) Engineering Services: Consulting services for preparation of final designs and tender documents and

construction supervision for the Civil Works;

(g) Monitoring and Evaluation (M&E): Consultancy services for the development and implementation of

an M&E programme; and

(h) Project Management: Consultancy services for the function of a Project Coordinator (PC) and the

provision of counterpart staff, facilities and services to manage project implementation.

CDB/Special Development Fund (SDF) Contributions to Country Outcomes – Key Outcomes:

(iii)

Exceptions to CDB Policies:

Gender Marker Summary

Gender Marker Analysis Data Engagement Response Score Code

1.0 0.5 1.0 0.5 3.0 GM1/

1 GM – Gender Mainstreamed. Project has potential to contribute significantly to gender equality. See Appendix 4.12

for Gender Marker Analysis.

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

disclosure under the Bank’s Information Disclosure Policy.

1. STRATEGIC CONTEXT AND RATIONALE

LOAN REQUEST

1.1 By letter dated September 3, 2014, GOGR requested the assistance of CDB in financing a project to fulfill Grenada’s solid waste management (SWM) objectives, including the development of facilities for the disposal of waste in a manner consistent with sound environmental principles.

MACROECONOMIC AND SOCIAL CONTEXT

Macroeconomic Context

1.2 The Grenadian economy contracted by an average of 2% p.a over the four-year period 2009-12,

mainly from the impact of the global financial and economic crisis. Weak domestic demand, coupled with increased tax exemptions and other incentives to maintain employment levels and jumpstart economic

activity, was reflected in a general deterioration of the recurrent fiscal balance. A similar widening of the

overall fiscal deficit resulted from attempts to boost capital expenditure, which in turn increased public

sector indebtedness. Domestic credit growth remained anemic in tandem with the weak economic activity and non-performing loans have trended upward. In 2013, however, a pickup in tourism related construction

activity and continued expansion of the curriculum and registrations at St. George’s University,

underpinned a 3.1% rebound in growth. This growth momentum has continued into 2014, but is expected to be dampened somewhat from the implementation of a three-year fiscal consolidation programme which

got underway in January 2014.

1.3 Growth prospects associated with a strong recovery remain challenging for Grenada because,

despite a continuation of the growth momentum in 2014, conditions in the economies of the main trading

partners remain fragile. The fiscal consolidation programme being implemented will have a dampening

effect on growth in the near-term, but improved growth dynamics are among the likely positive outcomes of the imminent debt restructuring which is expected to reduce the high fiscal drag by providing debt

servicing relief and thus facilitate growth-enhancing investments. The establishment of fiscal buffers,

coupled with the maintenance of a primary surplus, will also help to cushion against shocks, including natural disasters, as Government attempts to implement an all-inclusive growth programme.

Social Context

Demographic Characteristics

1.4 Grenada’s population moved from an estimated 104,769 in 2003, to 107,599 in 20121. Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less than 15 years

(24,318) constituting 20.6% of the population. Meanwhile, only 10.55% of the population (or 15,191) is

over the age of 65. The sex distribution of the population is practically equal with 50.59% of the population being male and 49.41% being female.

1 Census was undertaken by Central Statistics Office (CSO).

- 2 -

Poverty and Human Development

1.5 The poverty profile of Grenada has deteriorated over the years, moving from a recorded incidence

level of 32.1% in 1998, to 37.7% in 2008, according to the most recent poverty study2. The greatest

incidence of poverty was recorded in the parish of St. Patrick. Approximately 56.67% of residents in that

parish live in poverty. The second largest incidence of poverty, 54.46%, was recorded in the parish of St. Mark. Following on those two parishes were St. Andrew (44.68%), St. John (36.67%), and St. George (35.10%). The Project site is located on the western side of St. George. At the time of the Study,

more males (39.5%) than females (36.2%) lived in poverty in the country.

1.6 Indicators from the last study, in addition to highlighting the rural concentration of poverty,

revealed that despite its increase, coping mechanisms improved, resulting in a marked reduction in level of indigence from 12.9% in 1998, to a mere 2.4% in 2008. This reality was accompanied by a fall in the Gini

Coefficient from 0.45 to 0.37 over the decade of 1998-2008. However, despite this fall, significant inequality exists, with the most affluent 10% of the population consuming almost one-third (29.8%) of total

goods and services, whilst the poorest 10% consume just 2.9%. Closely correlated to the high inequality is

the level of unemployment which was estimated to be 34.9%3 among the poor, 10.0 percentage points above

the national level of unemployment. At the same time, 19.2% of the non˗poor were estimated to be unemployed. Further, 31.5% of those who were employed constituted the working poor, while the poor

constituted 36.3% of the total labour force. If poverty co-varies with unemployment, then the increased rate of unemployment to 33.5% in 2014, may suggest an increase in poverty beyond the 2008-observed

poverty incidence of 37.7%.

PL Area

1.7 A number of communities are located within a two-mile radius of PL. These are well-established

communities which are characterised by low to middle-income households. These households derive their income from diverse sources. The majority earn their livelihood from agriculture and fishing while others

make a living in the public, informal and services sectors, and others are self-employed. Further details of

the Macroeconomic and Macrosocial Context, including the PL area, are given at Appendix 1.1.

1.8 The unsanitary conditions at PL have compromised the community’s use of an important

recreational area (Halifax Harbour) located in close proximity. The conditions also harbour disease vectors, particularly rats and mosquitoes. These in particular, have contributed to the recent transmission

of dengue and chikungunya illnesses which have affected large numbers of the population, including workers on site (also waste pickers) and contributed to productivity losses. About 30 informally self-

employed waste pickers from the society’s lower quintiles currently derive their livelihood from recycling activities at the dump. However, they face constant daily challenges including health risks and injury

resulting from the unregulated and unsystematic manner of their operations.

SOLID WASTE MANAGEMENT SECTOR ANALYSIS

1.9 Over the period 2010-13, approximately 35,000 tonnes of solid waste were generated each year in

Grenada, Carriacou, and Petite Martinique, with 96% being generated on mainland Grenada. This represented an increase of approximately 17% from a decade earlier, compared to an increase in population

of around 3%. The per capita waste generation rate, 0.90 kg per day, is marginally below the average

2 Data from the Country Poverty Assessment report for Grenada, Carriacou and Petit Martinique (2008) conducted

by the GOGR with CDB support. On the basis of the poverty line of XCD$5,842.00 it was estimated that an annual

average income of XCD$585.95 would raise most poverty stricken individuals marginally above the poverty line. 3 Data obtained from the findings of the Labour Force Survey conducted in 2014 by CSO.

- 3 -

1.1 kg/capita/day for Latin America and the Caribbean4. In excess of 50% of Grenada’s waste stream comprises organics and biodegradables, and household waste represents about 62% of the waste disposed.

Organisation and Administration

1.10 The Ministry of Health (MOH), under the Public Health Act (Cap 263), has responsibility for regulation of the waste management sector through the Abatement of Litter Act (1973) and the Waste

Management Act (2001) [WMA]. WMA outlines requirements for waste haulers and other waste management service providers, including waste disposal facility operators. It provides for the issuance of

waste management licences, waste haulage permits and the management of used oil (hazardous waste), and addresses most aspects of waste management. The Act also mandates the preparation and review on a five-

yearly cycle, of a NWMS for Grenada to guide the sustainable management of waste in Grenada5. The first version of NWMS was completed in 2003. It has not been reviewed to date due to the limited institutional

capacity and the scarcity of financial resources.

1.11 Established under the Grenada Solid Waste Management Authority Act (1995), GSWMA has

responsibility for the collection and disposal of residential solid waste. GSWMA is also responsible for the

operation of sites for the disposal of all non-hazardous solid waste, and reports to the Ministry of Agriculture, Lands, Forestry and Fisheries and the Environment. GSWMA’s Organisational Chart is

presented at Appendix 1.2.

Collection

1.12 There is strong private sector participation in waste management in Grenada, and GSWMA contracts the collection of solid waste from residential and institutional premises to private firms with a

fleet of about 35 collection vehicles. For this purpose, Grenada is divided into seven zones, each serviced

by one collection contractor that is required to provide curbside collection and collection from communal receptacles sites in accordance with agreed standards. Where road access permits, curbside collection

occurs twice weekly. Communal receptacles are intended to serve areas where road access is limited.

GSWMA is satisfied with the performance of the collection contractors and, based on anecdotal reports, householders are also generally satisfied with the service provided. Private sector participation transfers

primary concern for maintenance of collection vehicle fleets and staffing issues from GSWMA. GSWMA

operates three compactor trucks to service special public events and for emergency use when collection

contractors are unable to provide service. GSWMA also outsources the cleaning of streets in towns and provides a commercial skip service using one truck. The commercial and construction sectors are required

to establish private waste collection arrangements. Excluding the GSWMA collection contracts, private

haulers deliver 35% of the waste materials handled by GSWMA at its disposal facility.

Disposal

1.13 The arrangements for waste disposal have not changed commensurately with the progressive

developments in solid waste collection over the last 15 years, principally due to limited financial resources.

There are two official landfill sites in Grenada; one on mainland Grenada, and another located on Carriacou. On mainland Grenada, the facility currently in use is a dump site located at Perseverance, situated on the

south-western coast, about 8 kilometres north of the capital St. George’s, and 200 metres inland from the

Caribbean Sea. The dump has been in use since the 1960s, and receives all of the island’s domestic,

4 What a Waste: A Global Review of Solid Waste Management; World Bank (2012). 5 This refers to the management of “any discarded material, liquid or solid (other than foul water or sewage) from

residential, commercial, institutional, industrial and agricultural operations, including vehicles, ships and aircrafts”.

- 4 -

industrial, commercial, institutional, green and ship-generated waste. Bio-medical waste generated in the health sector is incinerated at St. George’s General Hospital and the Princess Alice Hospital.

1.14 In January 2001, a new sanitary engineered landfill was commissioned at Perseverance, adjacent

to the old dumpsite. The design of PL included six cells, referred to as Cells 1 through 6. Only Cell 1 was

initially developed. In December 2001, a landslide lead to the suspension of operations at PL, and a resumption of operations at the old dumpsite. Landfilling subsequently continued at PL from 2005-11,

when parts of the unlined Cells 2 and 3 were also used as a dump. GSWMA proposes to revert to operating

at Cells 1 and 2 at PL until sanitary landfilling facilities become available. The location of PL is shown on Figure 1.1.

Materials Recovery

1.15 Currently, diversion of waste at source occurs on a small scale, mainly limited to commercial

operations through activities such as the export of crushed bottles by beverage companies and the collection of items such as cardboard boxes from supermarkets. Much of the materials recovery occurs at PL through

the work of approximately 30 waste pickers6 (23 men, 7 women) who operate informally at the dumpsite, recovering metals and other materials for sale to exporters. As discussed at Appendix 1.3, GSWMA

proposes to introduce and enforce health and safety and other requirements for these activities at its disposal site, in order to protect the well-being of these workers, and to ensure that their activities do not disrupt

landfilling operations. GSWMA also proposes to limit participation in this activity to existing pickers.

Financing

1.16 GSWMA is funded primarily from the collection of environmental levies applied in respect of

persons, goods and services as prescribed in the Environmental Levy Act (Cap 90B, 1997). The Levy is

applied to residential customers through charges of $5 or $10 on electricity bills. Environmental levies

are also applied to: the import of vehicles; white goods and beverage containers; visitors; ships entering Grenada; ship-generated waste; and domestic waste haulage and tipping services. The Levy collected by

the Grenada Electricity Services Co. Ltd. (GRENLEC) through electricity bills is paid directly to

GSWMA, and the levies on visitors and marine vessels are collected and paid through the Grenada Airport Authority and the Grenada Ports Authority. Levies on imports, collected by the Comptroller of Customs,

are directed to the Consolidated Fund, and disbursements are subsequently made to GSWMA.

Issues and Constraints

1.17 The following are among other main issues and constraints affecting the solid waste management sector in Grenada:

(a) Inadequate Landfill Capacity: At present, Perseverance is the only site acceptable to

stakeholders for landfill operations. The old dump will exhaust its capacity to receive waste by August 2015. The need to adopt ISWM practices to reduce the volume of landfill

waste is critical. ISWM is characterised by a hierarchy of options, including disposal,

resource recovery, and waste reduction, in increasing order of desirability.

(b) Environmental Degradation: Measurement and observation over the past 20 years have

indicated a consistent deterioration of environmental conditions in the ecosystems within

6 Waste pickers is a term used to refer to people who make a living by selling recyclables found in trash. They are

found in city streets, in the dumps, and on trucks that collect and transport to disposal locations. In Grenada, the

majority of them are found at PL.

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which the waste disposal activities have been occurring. Contaminants detected in water

samples at elevated levels included faecal coliforms, nitrates, sulphates and phosphates.

This deterioration has impacted the biodiversity of coastal and marine environment around

Halifax Harbour, resulting in the loss of social and economic functions of these ecosystems. Conditions at the dump also foster disease vectors, particularly rats and mosquitoes, the

latter transmitting dengue and chikungunya, illnesses affecting large numbers of the

population and contributing to significant losses in productivity.

(c) Weaknesses in the Policy, Legal and Regulatory Framework: The current environment is

defined by several independent pieces of legislation. However, there remain gaps which contribute to weaknesses in the system. Draft amendments to the Environmental Levy Act

and the Grenada Solid Waste Management Authority Act are under review by GOGR.

These amendments have not yet been placed on the legislative agenda. The absence of

regulations to support solid waste legislation limits the functioning of key aspects of these laws. Weaknesses include:

(i) the lack of clarity about the responsibilities and authority of various parties in the enforcement of provisions against illegal dumping and littering, particularly the

Public Health Department;

(ii) inconsistencies in the provisions relating to the Environmental Levy, including the exclusion of businesses from payment of the Levy as applied to residential

customers through electricity bills towards waste collection and disposal services;

(iii) inadequate definition of the role of GSWMA in the physical planning and

development process.

(d) Absence of a Current Long-Term Strategy: A current strategy is required to promote and

sustain environmentally sustainable solid waste management practices.

(e) Inadequate Financial Resources: The Environmental Levy provides a good mechanism for

cost recovery, and has been relatively successful. However, the system depends on the

collection of the Levy by others, and the subsequent transfer of funds to GSWMA.

The lack of timely transfer of funds from the Consolidated Fund is the largest source of

financial strain on GSWMA.

(f) Inadequate Enforcement: Illegal dumping of waste in unapproved sites, particularly waste

generated by the construction sector, is negatively impacting the environment.

(g) Limited Institutional Capacity: GSWMA is operating without a current strategic plan and key operational plans and procedures. The lack of effective M&E capacity, and the

limited exposure of staff to training specific to SWM, were among other weaknesses identified by CDB staff.

(h) Weak Coordination among Agencies: The effectiveness of SWM is hindered by weak

coordination among GOGR ministries and other agencies.

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(i) Limited Public Awareness and Participation: While GSWMA promotes SWM awareness

through a range of community outreach and media initiatives, including its

Environmentally Friendly Schools Initiative (EFSI), the authority perceives a lack of understanding among stakeholders about appropriate SWM practices.

COUNTRY’S SECTOR STRATEGY

1.18 The sustainable management of the environment has long been accorded a high priority by GOGR

through the enactment of legislation to promote environmental protection and the establishment of implementing agencies. WMA identifies SWM objectives which are also articulated in NWMS, which

remains the principal instrument for operationalising national SWM policies. The primary objectives

encompass further regulatory development and clarification of the roles defining interaction between

GOGR agencies; enhanced institutional capacity; the implementation of sustainable waste diversion activities; increased private sector involvement in the provision of SWM services; and operation of an

enhanced system for the payment for waste management services by users.

1.19 Grenada’s strategic vision for waste also incorporates the capture of energy contained in waste disposal sites through the use of appropriate technology. GOGR proposes to develop a Request for

Proposals to select a partner for a waste-to-energy which will further divert waste from landfilling, though a landfill would continue to be required. A systematic approach is being pursued in that regard.

1.20 GOGR’s comprehensive framework represents an ISWM approach7, and seeks to: reduce the

quantity of waste requiring disposal; reduce the costs for waste collection and disposal; reduce environmental and health impacts; promote efficient use of waste resources; and ultimately, extend the

useful life of waste disposal sites. Through WMA, GOGR established a target for the reduction of solid waste generated by five percent per decade, until a 50% reduction is achieved through source reduction,

recycling and composting activities. To date, the objectives of ISWM in Grenada remain largely unmet as initiatives in SWM have been skewed towards the collection and disposal parts of the waste management

cycle.

LINKAGE OF PROJECT TO CDB’S STRATEGIC OBJECTIVE AND POVERTY GOALS

1.21 The current framework for SWM in Grenada was established as an outcome of the Organisation

of Eastern Caribbean States (OECS) Solid Waste Management Project, an initiative financed by CDB and

other development partners. The changes arising from CDB financing of projects in the sector in 1995 and 1999 included the development of pertinent legislation and NWMS; an improved collection process

and coverage; improved disposal arrangements; and the development of a relatively successful cost-

recovery system for SWM. Enhanced environmental sustainability through improved SWM was among

the goals identified in Grenada’s Country Strategy Paper, 2014-18, which was approved by CDB’s Board of Directors (BOD) in May 2014.

1.22 The proposed project is consistent with:

(a) CDB’s Strategic Objective of Supporting Inclusive Growth and Sustainable Development.

(b) CDB’s Corporate Priorities to Strengthen/Modernise Social and Economic Infrastructure

and Promote Environmental Sustainability.

7 UNEP Integrated Waste Management Scorecard.

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(c) SDF8 Strategic Themes of Environmental Sustainability and Climate Change and

Inclusive and Sustainable Growth.

(d) SDF 8 theme of Capacity Building to Strengthen Good Governance.

(e) CDB’s Climate Resilience Strategy 2012-17.

PROJECT RATIONALE

1.23 The Strategy for SWM in Grenada is dated, and must be updated to reflect current technologies and practices, particularly for waste diversion. The absence of regulations contributes to weak enforcement of

existing laws, which further undermines the administration of the SWM. It also prevents the development

of new incentive regimes for waste diversion activities. GSWMA lacks adequate financial resources,

planning, management, and operational capacity, and therefore there is a critical need to build technical capacity and management systems. While collection services are adequate, the current disposal

arrangements are unsustainable and compromise the environment, and the use of recycling and other waste

diversion methods is minimal. The sole landfill site on mainland Grenada is expected to become unusable by August 2015. Overall, current SWM practices do not reflect modern “best practices” and do not accord

with the long-term ISWM objectives of GOGR.

1.24 The Project proposes to develop sanitary, engineered cells at PL to provide necessary landfill space and to avoid further degradation of the country’s environment. To ensure that the life of the landfill is

maximised, the Project will enhance the legal, policy, strategic and institutional frameworks for

implementation of ISWM to encourage increased waste diversion and contribute to increased stakeholder awareness and participation in recycling, through increased public awareness of the benefits of ISWM and

opportunities for recycling and composting. Waste pickers, among the main actors in current waste

diversion efforts, now operate in unsanitary and unsafe conditions. The Project will provide sanitary facilities, including a rest area accessible to the waste pickers off the site of PL, and contribute to enhanced

health and safety practices in their activities.

1.25 Although the collection operations for SWM are principally undertaken by private contractors, GSWMA maintains a limited collection capacity to ensure that no disruption to collection services occurs.

Due to the loss of service of some vehicles because of age and maintenance requirements, this capacity has

diminished. The Project will replace a number of aged vehicles which are no longer serviceable and provide a vehicle for use in the performance of project management functions. GSWMA also lacks key pieces of

landfill workshop equipment, including tools to adequately process tyres for disposal or recycling. The

Project will provide key pieces of equipment to support landfill operations.

2. PROJECT DESCRIPTION

PROJECT OUTCOME

2.1 The anticipated outcome of the Project is improved and sustained ISWM in Grenada.

PROJECT COMPONENTS

2.2 The Project will consist of the following components:

(a) Land: Approximately 3,700 m2 of land for civil works.

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(b) Civil Works: Works comprising:

(i) Cell development at PL;

(ii) Closure of the “Old Dumpsite” at Perseverance;

(iii) Closure of original PL Cells; and

(iv) Sanitary facilities accessible by waste pickers (est. 23 men, 7 women).

(c) Equipment: The supply of equipment and vehicles to effect and support GSWMA operations.

(d) Institutional Strengthening and Capacity Building: Consulting services for:

(i) Revision of NWMS, including a review of the relevant legislation and

recommendations for improving consistency with current requirements.

(ii) GSWMA Strengthening and Capacity Building. The preparation of strategic, contingency and training plans, and training of male and female staff in areas

specific to SWM; and

(iii) Commercial Composting Study – Study to assess the feasibility of commercial

composting operations by private sector stakeholders.

(e) Public Awareness and Education Programme: Services for the development and

implementation of stakeholder awareness and education activities.

(f) Engineering Services: Consulting services for preparation of final designs and tender documents and construction supervision for the Civil Works.

(g) Monitoring and Evaluation (M&E): Consulting services for the development and implementation of an M&E framework.

(h) Project Management: Consulting services for the function of PC and counterpart staff, facilities and services to manage project implementation.

2.3 Details of the Project components are presented in Appendix 2.1. Draft Terms of Reference (TOR) for the consulting services are set out at Appendices 2.2 through 2.8.

LESSONS LEARNED AND INCORPORATED INTO DESIGN

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

applicable to this project, including from the OECS Solid Waste Management Project, include the

following:

(a) The importance of an integrated approach to SWM has been demonstrated within CDB’s

Borrowing Member Countries (BMCs). Accordingly, the Project design incorporates outputs and mechanisms that provide appropriately engineered disposal facilities; improve

the policy, legal and institutional framework within which the SWM sector operates;

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enhance inter-agency coordination; and increase materials recovery and waste reduction,

particularly through public awareness and education.

(b) Cost recovery is essential for sustainability. Efficient and effective operation of SWM systems requires timely availability of financial resources. The Project will contribute to

addressing weaknesses in the existing cost-recovery system. Also, markets must be

identified for materials recovered from the waste stream for recycling in order to make the activity economically viable, as it will not be sustainable otherwise. The TOR for the

Consultant tasked with developing a long-term strategy for SWM includes identification

of existing and potential markets for these materials.

(c) Public awareness and education are essential in building support for major changes. To accomplish behavioural change or change within public institutions that are required to

achieve project outcomes, public awareness campaigns can produce significant results at

relatively low cost. It is expected that the PAEP included in the Project will lead to

increased support for, and use of, waste diversion techniques among the public and other stakeholders.

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TABLE 2.1: DESIGN AND MONITORING FRAMEWORK

Design Summary Performance Targets/Indicators Data Sources/Reporting

Mechanisms Assumptions

Project Impact:

To contribute to improved environmental

sustainability.

1. Decreases in ammonia concentration in water

samples taken from the mouth of the Salle River

from 9.595 mg/l in 2009 by 50% to 4.797 mg/l by

2023, and in faecal coliforms from 10,000

cfu/100ml in 2009 to 400 cfu/100ml by 2023.

2. Recolonisation of closed disposal sites by local

species by 2023.

Environmental Monitoring Reports by

GSWMA.

Assumptions:

1. Economic and other GOGR policies

are conducive to sustainable

development.

2. Stable macroeconomic environment.

3. Absence of significant external

shocks or major natural hazard

events.

Project Outcome:

Integrated solid waste management improved

and sustained in Grenada. 1. Waste disposed in landfill decreased from 34,282

tons in 2014 by 10% to 30,854 tons in 2020.

2. Percentage of households consistently practicing

waste diversion increased from an estimated 1% in

2014 to 10% in 2020.

3. GSWMA annual revenue increased by at least 20%

from XCD9.2 mn in 2014 to XCD11.0 mn in 2020

1. Reports from M&E System

operated by GSWMA.

2. GSWMA Annual Reports.

3. Beneficiary survey by GSWMA (at

end of implementation).

4. Consultancy reports.

5. Environmental Reports

Assumptions for Achieving Impact:

1. Terms of the agreement between

GOGR and the International

Monetary Fund (IMF) are satisfied.

2. Capacity of GSWMA for effective

SWM continues to be supported by

GOGR.

3. Continued GOGR commitment to

environmental sustainability and

ISWM.

Intermediate Outcomes:

1. GOGR governance framework for waste

management strengthened.

2. GSWMA capacity to manage solid waste

functions strengthened.

1. Revised NWMS and Action Plans approved by

Cabinet by March 2017.

2. GSWMA’s Strategic Plan approved by BOD of

GSWMA by December 2016.

3. GSWMA’s M&E System operational and

providing SWM data by June 2016.

1. Consultancy Reports.

2. Project Management Reports.

3. GOGR publications.

4. GSWMA Annual Reports.

Assumptions for Achieving

Outcomes:

1. Provisions of NWMS are

implemented by the respective

stakeholders.

Project Outputs:

1. Adequate short-term sanitary landfill

capacity provided.

2. Existing solid waste disposal sites

appropriately closed.

3. Sanitary facilities for waste pickers

constructed and operational.

4. Additional equipment for landfill

operations procured and operational.

5. Vehicles to effect and support GSWMA

operations procured and operational.

6. Recommendations for strengthened

GOGR governance framework for waste

management prepared.

1. New sanitary landfill cells constructed and

operational by Dec. 2017.

2. Existing Perseverance dump effectively closed

in accordance with accepted technical and

environmental practices by December 2016.

3. Cells 1 and 2 effectively closed in accordance

with accepted technical and environmental

practices by December 2017.

4. Sanitary facilities satisfactory to male and

female waste pickers constructed in accordance

with appropriate standards by December 2016.

1. Monthly Progress Reports from PC.

2. Consultants’ Reports.

3. Consultants’ Project Completion Reports (PCR).

4. As-built drawings.

5. PC’s PCR.

6. CDB’s PCR.

7. Steering Committee Minutes.

8. Survey of waste pickers one month

after sanitary facilities are opened

(data disaggregated by sex).

Assumptions for Achieving

Outcomes:

1. GSWMA adequately staffed, and

staff trained through Project

retained.

2. GSWMA continues to allocate

resources to staff training and training activities are effective.

3. Resources available for

implementation of institutional

strengthening recommendations.

TABLE 2.1: DESIGN AND MONITORING FRAMEWORK (Cont’d) - 1

1 -

Design Summary Performance Targets/Indicators Data Sources/Reporting

Mechanisms Assumptions

7. Improved planning and decision-making

tools developed for GSWMA.

8. GSWMA staff training completed.

9. Public awareness and education

programme developed and implemented.

10. Commercial composting study

completed.

5. Specified workshop equipment for landfill

operations procured and operational by

December 2016.

6. Three GSWMA trucks procured and

operational by December 2017.

7. Two pickup trucks procured by December

2015.

8. Draft Revised NWMS, recommendations and

Action Plans completed by December 2016.

9. New GSWMA Strategic Plan prepared and

approved by BOD by December 2016.

10. Gender-Aware PAEP developed and

implemented by December 2016.

11. M&E System developed by June 2016.

12. At least six GSWMA staff (3 men, 3 women)

trained in M&E and areas specific to SWM by

December 2016.

13. Compost Market Potential Analysis completed

by June 2016.

5. PAEP activities are effective and

result in positive behavioural

changes.

6. Adequate participation of

stakeholders is achieved for all

project activities.

7. Facilities and equipment are

operated and maintained in

accordance with appropriate

technical and environmentally

sustainable practices.

Activities/Inputs: $’000

1. Consultant’s Reports.

2. Monthly Progress Reports fromEngineering Consultants.

3. CDB site supervision visits.

4. Quarterly Reports on Investment Costs.

5. CDB disbursement records.

1. GOGR counterpart contribution

available.

2. Timely establishment of project

management arrangements.

3. Strong and effective construction

supervision is undertaken.

4. Informally settled households are

relocated from the Project site in a

timely manner.

5. Timely contracting of construction

works and delivery of materials and

equipment.

6. Construction unaffected by

unfavourable or extreme weather.

CDB

GOGR Total Item Loan Grant

1. Infrastructure 19,877 - 7,870 27,747

2. Services 3,943 810 1,615 6,368

Total Base Costs 23,820 810 9,485 34,115

3. Physical and Price Contingencies 4,494 - 1,782 6,276

4. Finance Charges 577 - - 577

TOTAL 28,891 810 11,267 40,968

USD Equivalent 10,700 300 4,172 15,172

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TABLE 2.1: DESIGN AND MONITORING FRAMEWORK ( Cont’ d)

Baseline

2014 2015 2016 2017 2018 2019 2020 Report and

Frequency Responsibility

for Data

Project Outcome Indicators

1. Waste disposed in landfill (tonnes). 34,282 34,282 33,596 32,911 32,225 31,540 30,854 M&E, Annual GSWMA

2. Percentage of households consistently practicing waste diversion (%). 1 1 2 4 6 8 10 M&E, Annual GSWMA

3. GSWMA annual revenue (million XCD). 9.2 9.2 9.2 9.7 10.1 10.6 11.0 M&E, Annual GSWMA

Intermediate Outcome Indicators

1. Revised NWMS and Action Plans approved by Cabinet. No - - Yes Once GSWMA/PC

2. GSWMA’s Strategic Plan approved by BOD. No - Yes Once GSWMA/PC

3. GSWMA’s M&E System operational and providing SWM data. No - Yes Annual GSWMA/PC

Project Output Indicators

1. New sanitary landfill cells constructed and operational. No - - Yes Monthly PC

2. Existing Perseverance dump effectively closed in accordance with

accepted technical and environmental practices.No - Yes Monthly PC

3. Cells 1 and 2 effectively closed in accordance with accepted technical andenvironmental practices.

No - - Yes Monthly PC

4. Sanitary facilities for male and female waste pickers constructed in

accordance with appropriate standards.No - Yes Monthly PC

5. Specified workshop equipment and vehicles procured and operational. No - Yes Monthly PC

6. Three GSWMA trucks procured and operational. No - - Yes Monthly PC

7. Two pickup trucks procured and operational. No Yes Monthly PC

8. Draft Revised NWMS and Action Plans completed. No - Yes Monthly PC

9. New GSWMA Strategic Plan prepared and approved. No - Yes Monthly PC

10. Gender-Aware PAEP developed and implemented. No - Yes Monthly PC

11. M&E System developed. No - Yes Monthly PC

12. At least six GSWMA staff (3 men, 3 women) trained in M&E and areasspecific to SWM.

No - Yes Monthly PC

13. M&E System developed. No - Yes Monthly PC

14. At least six GSWMA staff (3 men, 3 women) trained in areas specific toSWM.

No - Yes Monthly PC

15. Compost Market Potential Analysis completed. No - Yes Monthly PC

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3. FINANCING STRUCTURE AND COSTS

3.1 The Project is estimated to cost $41.058 mn. Cost estimates for the civil works, namely the

construction of a sanitary landfill cell, and the closure of the old dumpsite and cells 1 and 2 at Perseverance, were developed by engineering consultants considered to be acceptable by CDB staff. Table 3.1 provides

a summary of the Project costs and financing plan. Further details of the Project Costs, Phasing and

Financing are presented at Appendix 3.1.

3.2 The Project will be financed by:

(a) a loan not exceeding the equivalent of USD10.7 mn to GOGR from CDB’s SFR to assist with the financing of: (i) Civil Works comprising the construction of a new cell, closure of

the old dump site and new sanitary facilities accessible by waste pickers; (ii) institutional

strengthening of GSWMA; (iii) M&E; (iv) engineering services for design and project

supervision; (v) contingencies; and (vi) IDC. CDB funding represents 70% of the Project cost. CDB’s SFR Loan is repayable in 20 years, after a grace period of 10 years, at an

interest rate of 2% p.a.;

(b) a grant not exceeding the equivalent of USD0.3 mn to GOGR from CDB’s SFR to assist

with financing the institutional strengthening of GSWMA. CDB grant funding represents

2% of the Project cost; and

(c) counterpart funding in the amount of $11.265 mn from GOGR representing 28% of the

Project costs. This will assist with financing the closure of the old dump site and original PL Cells, purchase of equipment and project management services.

TABLE 3.1: SUMMARY OF PROJECT COSTS AND FINANCING PLAN

($’000)

Item

CDB

GOGR Total SFR1 Grant

1. Infrastructure 19,877 - 7,870 27,747

2. Services 3,943 810 1,615 6,368

Total Base Costs 23,820 810 9,485 34,115

3. Physical and Contingencies 4,494 - 1,782 6,276

4. Finance Charges 577 - - 577

Total Project Costs 2 28,891 810 11,267 40,968

USD Equivalent 10,700 300 4,172 15,172

Percentage (%) Allocation 70 2 28 100

1/ SFR ‒ Repayable in 20 years after a grace period of 10 years, at a fixed interest rate of 2%. 2/ Project Costs are in 2014 Current Prices.

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

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4. PROJECT VIABILITY

TECHNICAL ANALYSIS

4.1 The PL site is relatively steep, sloping upward from the coast road from an elevation of

approximately 8 m above sea level (ASL) to about 50 m ASL. The soils at the site are cohesive, but variable, generally comprising mixtures of silts, sands and clays with cobbles and boulders throughout the depth of

the soil layers investigated. Through technical assistance (TA) financing from CDB, GOGR, in 2009, engaged engineering consultants to prepare designs for the least-cost option for the rehabilitation of PL and

the decommissioning of the existing dumpsites. Studies into the cause of the 2001 failure had previously been completed, and these provided information for the design consultants.

Alternatives Considered

4.2 The 2009 consultants recommended the development of Cells 5 and 6 on the southern end of PL

site. The Consultants’ design assumed an annual increase in waste generated of 1.5%. Between 2012 and

2013, waste received by GSWMA increased by 1.1% p.a.. For the cell development, alternatives for the liner systems were considered, and alternative configurations of the design to maximise the volume of waste

that could be stored in the cells through the choice of landfill liner and the location of the leachate treatment

ponds. The options considered included:

(a) retention of leachate ponds in existing location and the use of a natural clay liner;

(b) retention of leachate ponds in existing location and the use of a geosynthetic clay liner;

(c) relocation of the leachate ponds and the use of a natural clay liner; and

(d) relocation of the leachate ponds and the use of a geosynthetic clay liner.

4.3 Option (c) was demonstrated to be the least-cost solution on the basis of cost-per-unit volume of landfill capacity. However, the consultants also recommended the use of a geosynthetic clay liner in order

to maximize landfill volume. The final design estimated a landfill capacity of 320,000 m3. The analysis undertaken by the consultants indicated that life of the landfill would be approximately ten years if inert

materials are removed before disposal, and longer if more substantial waste diversion measures are effected. The need to rapidly implement provisions to reduce the volume of waste delivered for landfilling, and

thereby extend the life of the landfill, was clearly demonstrated.

Geotechnical Design

4.4 The geotechnical design for the development of Cells 5 and 6 was based on assumptions that remain to be verified through further ground investigations. The design proposes excavation of soil up to

approximately 11 m below existing ground level surface, and includes a cut slope on the east side of the

cells with a slope of 2.75 horizontal to 1 vertical (20%). The analysis of the stability of slopes is highly dependent on the groundwater conditions assumed in the analysis. Various consultants have recommended

that a programme of groundwater monitoring be instituted in order to obtain accurate information for the

computation of slope stability for proposed designs. Previous investigations have not provided information which can be used to finalise the designs for Cells 5 and 6. Reliable groundwater information is now

required to finalise the design of the excavation for the deposit of waste and the design of the berm structure

that will retain waste at the base of the sloped site. Soil shear strength parameters and other soil

characteristics are also to be verified. The factors of safety of the berm and refuse layer will also be checked for stability and sliding due to earthquake effects.

- 15 -

Stormwater and Leachate Management

4.5 The scarcity of information on which to base stormwater designs was highlighted as a constraint

by the Design Consultants. In August 2010, after the consultancy was completed, rainfall intensity- duration-frequency curves were published for a number of Eastern Caribbean territories, providing

information relevant for the verification of the stormwater and leachate management elements proposed by

the consultants. The adequacy of these proposals will be verified for appropriate rainfall events during final designs.

Construction

4.6 The consultants proposed the installation of a closely-spaced field of gas collection vents to be

installed and adjusted during filling operations to enable flaring of landfill gas. The risk of the equipment

being damaged is high. For small landfills, such as Perseverance, where landfill gas is not likely to be

available in commercially viable quantities, the placement of adequate cover during operation reduces the combustion risk, and wells are installed upon closure of the cell. Some of the perimeter details proposed

for closure of the existing dump will also be amended due to changes in the geometry of the waste mound.

4.7 CDB staff have found the approach used in the preparation of the designs to date to be generally consistent with recommended practices. However, to facilitate preparation of detailed designs, the Project

will include consulting services for the required geotechnical engineering and completion of designs, bidding documents, and construction drawings.

Equipment

4.8 Much of the equipment operated by GSWMA is aged, with the average age of light transport

vehicles being 8 years and trucks, 12.5 years. Two of the Authority’s compactor trucks and its skip truck are no longer serviceable. These were procured under the CDB-funded OECS Solid Waste Management

Project, and are over 12 years old. The Project will provide a replacement compactor truck and a

replacement skip truck. The Project will also provide a new tipper truck to replace an existing tipper truck which was also procured under the OECS Solid Waste Management Project, and provided unreliable

service due to the heavy age-related, maintenance requirements. Similarly, the maintenance requirements

of the pickup used by the landfill manager hamper its reliability, and it will be replaced. A 4x4 vehicle will also be procured by GSWMA for use by PC to facilitate the performance of project coordination duties.

TA

4.9 The design of the TA activities in the Project scope was guided by several factors, including:

(a) the objectives and scope of NWMS as set out in WMA;

(b) recommendations by consultants (2009) validating ISWM objectives of that strategy and

outlining the scope of activities required to achieve those objectives, including, among others, the need for wide community participation in waste reduction; having the

appropriate enabling environment to incentivise recycling activities; and increased public

awareness and education;

- 16 -

(c) the absence of regulations to support SWM legislation, as identified by CDB staff and others8; and

(d) the identification of weaknesses in legislation, and a lack of clarity about roles and

authority of stakeholder agencies9.

4.10 The proposed consulting services cover the range of support required to: strengthen the enabling environment for ISWM; strengthen the work processes of GSWMA and the competencies of key staff

members; and achieve the wide stakeholder participation needed to reduce waste generation and to increase

waste diversion. The TA activities will seek to identify areas of disparity between men and women, with regard to access, control, resources, services and opportunities, and address those disparities in the

recommendations by the consultants.

FINANCIAL ANALYSIS

ECONOMIC BENEFITS

4.18 Adequate waste management is crucial in economic terms to Caribbean economies because they are heavily dependent on natural resource bases to support tourism, mining, agriculture and fisheries which

are usually the dominant sectors. These economic activities can be significantly reduced by a deficient

SWM system. Tourism is a key sector in Grenada and it is an important contributor to the gross domestic product (GDP) and employment. While agriculture is also a major contributor to GDP, at the same time it is

a generator of solid waste which has the potential to damage the natural environment and create serious

health problems. Additionally, there is also strong relationship between SWM and public health, with the

main issues in Grenada being leptospirosis and dengue fever. Maintenance of a clean and pleasant environment is a key strategy for avoiding a number of public health costs that are likely to arise from

deficient SWM. Moreover, given the significance of the tourist industry to the Grenadian economy, the

maintenance of a clean environment is important for attracting visitors which in turn contributes to increased tourism sector earnings.

4.19 The proposed project will result in significant environmental and economic benefits when

compared with the ‘no project’ alternative. However, its characteristics do not fit those of the typical project for which cost-benefit analysis methodologies were originally designed. Although the Project could be

considered as an environmental protection project for which the costs are easily identifiable, the monetisation of its external and indirect benefits is difficult. Generally, benefits are calculated based on increased aggregate consumption and computation of “willingness to pay”, but in cases where there are

external or internal benefits the literature is not explicit, and interpretation of the ‘without’ project scenario is highly subjective.

________________________________ 8 Regional Evaluation Municipal SWM Services – Country Analytical Report (Grenada) – PAHO – February 2004. 9 Review and Interpretation of Environmental and Sustainable Development Legislation for the Grenadines Islands

(Mattai, I. & Mahon, R.), UWI, CERMES Technical Report No. 15 (2006).

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

disclosure under the Bank’s Information Disclosure Policy.

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4.20 In addition, annualisation of the benefit is problematic because the Project is in response to a need

to avert a situation which could have significant negative consequences for the Grenadian economy. Although the project’s benefits are not easy to quantify, SWM is considered a very high priority in Grenada.

An Economic Rate of Return calculation has not been relied upon to determine priority. It should be noted

that the determination as to whether the investment is the most efficient use of resources to address the waste management problems, is based on the least cost approach.

ENVIRONMENTAL AND SOCIAL AND GENDER ANALYSIS, RISKS AND SAFEGUARDS

Social and Gender

4.21 The Project is classified as Category “A” under the Bank’s Environmental and Social Review

Procedures. There is potential for significant adverse social impacts and social risks and, in this regard, the project design benefitted from a feasibility study that included an environmental impact assessment (EIA); a

social impact assessment (SIA); and the articulation of an environmental monitoring plan (EMP). The SIA,

through community meetings, examined the key social issues of concern to residents. Among the tools that will be applied to monitor compliance with best practices will be the Environmental and Social

Management Plans (ESMPs). ESMPs (see Appendix 4.11) shall be prepared in respect of the civil works

and shall include potential social impacts during the construction, operation and decommissioning phases of

the Project, and recommendations on mitigation measures to be implemented to reduce potential impacts.

4.22 The overall positive impacts of the Project include:

(a) behaviour change of the population toward implementing positive solid waste practices;

(b) reuse, recycle, separation, divergence, and waste reduction of refuse;

(c) a cleaner environment, and improved health and safety of persons living in communities

located in close proximity to the landfill and workers on site, including waste pickers;

(d) improved working conditions for male and female waste pickers at the landfill; and

(e) reduction in indiscriminate dumping of waste in efforts to minimise the likelihood that

pests and vermin could increase and endanger the health of the population.

4.23 The latter, in particular, is expected to reduce the burden of care on households (and female household heads in particular who disproportionately provide domestic care) and the health care system

generally, as a result of becoming ill by contracting diseases from pests and vermin such as mosquitoes, and rats that originate or exist in the landfill’s environs. Furthermore, proper management of the landfill

and the SWM sector will improve livelihood opportunities for waste pickers and other categories of male

and female workers and entrepreneurs (including small recycling operators10) leading to increased income

which may contribute to reducing household poverty and vulnerability to poverty. Income-earning opportunities will become available during the construction phase of the Project, and skilled and unskilled

residents (male and female) in neighbouring communities would have an opportunity to access temporary employment.

10 Gender and Recycling: Tools for Project Design and Implementation - Regional Initiative for Inclusive Recycling

– October 2013.

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4.24 SWM is affected by illegal dumping, a challenge that will be addressed by the Project through

enhanced education and sensitisation, and the promotion of stronger regulation and enforcement targeted

towards selected groups. These activities are expected to influence attitudes leading to positive behaviour

change by emphasising corporate and community social responsibility in waste management and disposal. Given research evidence and lessons of experience that concur with the view that behavioural change is

more likely to occur and be sustained when public education and sensitisation efforts are supported by law

enforcement, the Project is expected to make positive impacts in this regard. In recognising the importance of stakeholder collaboration in influencing behaviour change, the Project will partner with a range of

government ministries and agencies in developing gender-aware11 programmes and messages designed to

reach specific and diverse audiences in order to achieve its objectives. In particular, through educational

programmes targeted at primary and secondary school children, to be delivered in a manner that complements current institutional efforts of GSWMA, MOH, and the Police Department, the Project will emphasise the

importance of attitudinal change to SWM and highlight the benefits to be derived therefrom, as part of an

integrated system to SWM in Grenada.

4.25 Part of the Project’s success hinges on the relocation of one male resident who is living informally

on government land in close proximity to the landfill. This plot of land has been identified as the site for the

location of the leachate pond for the proposed cell development. To date, the resident has been officially notified by the Lands Department of the impending relocation and has been invited to meet with Ministry

representatives and the Ministry of Social Development and Housing (MOSDH) to discuss the process. As

part of their support, MOSDH will undertake a social assessment of the resident to ascertain his needs and

provide the necessary relocation assistance. CDB staff expects that the relocation will occur in a timely manner and will monitor progress. It will be a condition precedent to disbursement in respect of the cell

development at PL that CDB receive from GOGR, evidence, satisfactory to CDB, that the resident has been

relocated. It will also be a condition precedent to disbursement with respect to civil works that lands earmarked for the Project have been vested in GSWMA.

__________________________ 11 http://www.gdrc.org/uem/waste/swm-gender.html. According to Gender and Urban Waste Management, gender

issues are relevant to waste management. The definitions of waste and discarded materials may be influenced by the sex of the person making the judgment. What looks like “junk” to women may be motorcycle parts to men; what looks like “dirt” to men may be compost or fertilizer to women. In this regard, the design and delivery of messages must take account of the differences in perspectives and behaviours of men and women.

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4.26 During project appraisal, a gender-inclusive consultation was held with a representative sample of

waste pickers (18 men and 5 women)12 currently working on the landfill. Participants ranged in age from 18

to 60. The group consisted of male and female household heads and individuals who are represented in the

lower poverty quintiles, and for whom the landfill provides their main, and in some cases, only source of livelihood. Unobtrusive observation and in depth discussions during the stakeholders’ meeting confirmed that this group of self-employed, informal sector workers faces numerous challenges including inter alia,

operating in an unsafe and unsanitary environment with no access to basic amenities during working hours. The Project, by design, is unable to address the majority of challenges confronting the waste

pickers. However, as an urgent social inclusion priority, the Project has identified an opportunity to incrementally improve the working conditions of this category of worker who, despite providing an

important service, continues to be at risk of injury, ill health, and loss of livelihood from mishaps on the site. Information received during project appraisal highlighted that the recycling activities of waste pickers

have contributed significantly to prolonging the life of the landfill. The Project will improve their sanitation and working conditions and within the framework of the International Organisation’s Decent Work

Agenda (DWA)13 will provide sanitary facilities (including an outdoor, covered rest area) accessible to waste pickers, with separate toilet facilities for male and female workers and access to potable water during

hours of landfill operation.

4.27 These improvements are expected to enhance livelihood opportunities and contribute to poverty

reduction. Notwithstanding these expected positive impacts, an assessment of options and recommendations to

improve waste reduction and diversion through private sector recycling activities and expansion of entrepreneurship opportunities for small business and individuals (including male and female waste pickers),

and opportunities to provide training and skills enhancement linked to labour market needs to increase

livelihood options for waste pickers, will be assessed under the consultancy to revise the NWMS, intended to guide long-term waste management planning in Grenada. The Project has been scored as Gender

Mainstreamed, and details of this analysis and a Gender Action Plan for the Project may be found at

Appendices 4.12 and 4.13, respectively.

Environmental Assessment

Context

4.28 PL has undergone several technical investigations, including an EIA in March 2010, to establish

the suitability of further cell development at the site. The site is of concern because of the environmental

sensitivities in the area. Chief among them is that the site abuts terrestrial, coastal and marine ecosystems that provide important ecological, recreational and socio-economic functions and are already experiencing

degradation.14 There are potential negative impacts of landfill operations on the protected area for the

Grenada Dove, an endangered species of international significance is another area of concern (see Appendix 4.14).

12 During the consultation, information received by CDB staff suggested that the waste pickers totaled approximately 30 in number. However, and as expected, the number of waste pickers working on the site fluctuates daily.

13 Accordingly to the International Labour Organisation, the DWA is the balanced and integrated programme to pursue the objectives of full productive employment and decent work for all at global, regional, national, sectoral, and local

levels. It is premised on four principles: (a) standards and rights at work; (b) employment creation and enterprise development; (c) social protection; and (d) social dialogue.

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4.29 The Project is classified as Category “A” under CDB’s Environmental Review Guidelines as there

is a risk of environmental impacts in a very sensitive environment. CDB’s Environmental Review

Procedures require that these risks be minimised, managed or eliminated through appropriate project design. Extensive consultations were held with the communities in close proximity to the landfill site to document

and get a better understanding of their concerns with a view to having the issues raised in the design of the

Project. The principal concerns related to the foul odour from the dump; exposure to smoke from fires at the dump; and respiratory complaints. A draft Environmental and Social Management Plan (ESMP) has

been prepared and will be finalised by consultants for inclusion in the tender documents.

Environmental Impacts during Construction

4.30 The EIA found that water quality could be affected by the spills or leaks of fuels, oils and

construction materials associated with site clearing and construction activities. Adverse impacts of poor water quality during the construction phase will be managed to ensure that any liquid and solid waste

created during construction phase be appropriately disposed. This will include: a ban on the use of chemicals such as pesticides and herbicides except for biodegradable products; and the adequate storage of

soil stripped to facilitate construction of the landfill cells for use as final cover material.15 Measures will be taken to control potentially adverse emissions from construction site vehicles and dust from the

construction activities.

Environmental Impacts during Operations

Environmental Water Quality

4.31 Threats of pollution to surface, ground and marine waters will be reduced with closure of the old dump, the construction of Cells 1 and 2 and the implementation of measures to: prevent pollution by

leachate, facilitate early detection of groundwater and surface water pollution, and allow quick response to any groundwater or surface water pollution needs.

Destruction of Habitats

4.32 The primary threat to the bird species is the small and fragmented population in the face of habitat loss and fragmentation due to natural hazard occurrence and intrusive land use activities. This potential risk

will be mitigated by strict adherence to the guidelines in the Perseverance Protected Area (Dove Sanctuary) Management Plan (1990).

14 Water sampling carried out at three sites in June 2009 established a clear link between the contamination of the Salle

River and the influx of pollutants from existing waste disposal operations. Leachate samples from a borehole within

the Old Dump Site indicate that total petroleum hydrocarbons (TPH) (955 mg) values were high and attributed to

frequent disposal of used oil. 15 This will provide support for the local species (flora and fauna).

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Positive Impacts

4.33 The project will result in improved control of leachate, better management of landfill gas and reduced access of vectors to the site. The closure of the Old Dump Site will reduce fire ignition, leachate

generation, gas generation, soil and water pollution, noise levels, dust and air pollution, and rodent and vermin infestation. Construction of the landfill cells will facilitate improved collection and treatment of

leachate of the new cell, reduction of health risks, and improved opportunities for waste diversion.

SUSTAINABILITY

4.34 Sustainability of the Project benefits will depend on the following, all of which are enhanced through capacity building measures included in the Project and applicable loan conditions:

(a) the implementation of a comprehensive, long-term strategy for SWM which selects sites

for waste disposal in the future, while guiding steps to significantly reduce the volume of

waste for landfill disposal;

(b) strengthening and maintaining the capacity of GSWMA to effect its mandate, including

enhancing and addressing issues of timely transfers of funds collected through the Environmental Levy; and

(c) the successful engagement of wide stakeholder support, including the public and businesses across key sectors such as tourism and construction, in achieving positive

changes in attitudes and behaviours about environmental protection in general, and their contribution to SWM in particular.

Maintenance

4.35 It is expected that the maintenance requirements of most elements of the Project infrastructure will be minimised through appropriate design and construction. However, periodic inspections will be

required to assure the condition of the operating and closed disposal facilities, and to programme required

repairs. Maintenance manuals will be provided for all items of infrastructure and equipment, and the

Institutional Strengthening component will include an assessment of the capacity and training needs of GSWMA with regard to maintenance. With regard to its disposal sites, the maintenance capacity of the

Authority has been limited and will be improved following the institutional review and staff training. With

regard to vehicles, GSWMA utilises the services of its personnel to effect day-to-day maintenance, but out- sources scheduled maintenance operations and vehicle repairs to established, private sector, vehicle

maintenance facilities. It will be a condition of the Loan that GSWMA adequately maintains the

infrastructure, equipment and facilities financed under the Project. It will be a further condition of the Loan that, on an annual basis, GSWMA prepare a three-year maintenance plan to inform its operations, including

for the Project infrastructure and equipment.

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5. RISK ASSESSMENT AND MITIGATION

5.01 A summary of key risks impacting the Project is outlined in Table 4.1.

TABLE 5.1: SUMMARY OF RISK ASSESSMENT AND MITIGATION

Risk Type Description of Risk Mitigation Measures

Financial Credit: Lack of

counterpart

Funding.

Counterpart contribution is significant at 34%,

though, omitting contingencies, about 24% of this amount will be in-kind contributions.

GOGR has demonstrated the high level support from which the Project benefits.

Implementation Construction Risk: Risk of

cost overruns or time

delays.

The goods, works and services contracts will be

based on model contracts which incorporate

recommended practices for the assignment of risk.

Cost estimates for the infrastructure works are

based on a 2014 review by independent consultants of the 2009 outline designs and cost

estimates.

To mitigate the risk of time and cost increases

due to design changes arising from the findings of the geotechnical investigation, or other

unforeseen circumstances, adequate

contingencies have been provided to ensure the

completion of the proposed components.

Implementation will be led by a consultant PC

with adequate experience in project implementation, who will supplement the

capacity of the Executing Agency.

To mitigate the risk of delays due to inadequate

coordination among GOGR agencies, the project implementation arrangements include the Integrated Solid Waste Management

Steering Committee (ISWMSC), a multi- stakeholder coordination committee intended to

be sustained through the operational phase.

To mitigate the risk of delays due to poor

ground conditions arising from high rainfall

events, the bidding documents will require that the contractor price mitigation measures for

such events highlighted in the Draft ESMP, e.g.

de-watering the site in the event of such

occurrences.

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Risk Type Description of Risk Mitigation Measures

Gender/Social Risk-

inadequate support for gender and social

inclusion.

Country partners are committed to supporting

gender equality and social inclusion thrust of the Project. An ISWMSC will be formed to provide

a mechanism for support during project

implementation with representation from MODSH (including Department of Gender).

The Project provides for construction of male

and female sanitary facilities at the landfill.

Operational Maintenance The infrastructure design will incorporate design features that reduce maintenance

requirements. Maintenance manuals will also be produced and GSWMA capacity increased.

The conditions of the Loan include requirements that GSWMA adequately

maintains the Project infrastructure and equipment.

Obsolescence To mitigate the risk of untimely exhaustion of

the landfill capacity, the Project includes provisions to expand waste diversion in

Grenada, including a review of NWMS, identification of potential alternative sites for

disposal, and sector specific waste diversion strategies and action plans.

Environmental: Risk of

inadequate drainage capacity of the landfill.

Design elements will be reviewed using the

latest available rainfall intensity-duration- frequency information that may be applied to

Grenada, and the selection of an adequate rainfall return period.

Environmental: Risk of Landfill Combustion.

Operational practices will be designed to

include application of daily cover and appropriate compaction of waste to reduce combustibility.

Environmental: Contamination of ground,

surface and marine water.

The design includes a leachate collection and management system to mitigate this risk.

Environmental: Risk of

loss and fragmentation of habitat of the Grenada

Dove.

To mitigate this risk, a Sanctuary Management Plan will be implemented.

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Risk Type Description of Risk Mitigation Measures

Health and Safety. To mitigate health and safety risks to GSWMA

landfill operatives, a Landfill Operations Plan specific to PL is to be updated by consultants.

Consultants will also review the occupational

health and safety requirements and practices of GSWMA staff, and pertaining to GSWMA

facilities (eg. waste pickers). GSWMA will also

require and enforce use of appropriate personal

protective equipment by waste pickers.

Inadequate enforcement of

SWM and environmental

laws.

The PAEP will increase awareness among

stakeholders of their roles and authority. A

review of the legislative arrangements for SWM

will contribute to increased clarity of roles and authority for enforcement.

Natural disaster – Risk of

damage due to earthquakes.

To mitigate this risk, design checks for stability

and sliding of berm and refuse layer will be undertaken.

6. BORROWER, EXECUTING AGENCY, PROJECT MANAGEMENT

AND IMPLEMENTATION

THE BORROWER

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

Development Bank) Act, 1972 of Grenada (the Grenada Loans (CDB) Act) in such manner and on such terms

and subject to such conditions as may be agreed between GOGR and CDB, borrow from CDB, from time to time such sums as may be required by GOGR. Any agreement between GOGR and CDB in respect of sums

borrowed under this power must be made in the name of GOGR and may be signed on behalf of GOGR by

its Minister responsible for Finance or by any person authorised thereto in writing by such Minister. A copy

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

6.2 The loans to the Statutory Authorities have been made under Section 5 of the Grenada Loans (CDB) Act and guaranteed by GOGR pursuant to Section 7 of that Act. The loans by CDB to the Statutory

Authorities have been made under guarantee by GOGR. CDB has approved a loan of USD8.9 mn to the University of the West Indies of which an amount of $3.2 mn has been guaranteed by GOGR.

Macroeconomic Impact

6.3 The provision of resources to GOGR to assist in improved and sustained integrated solid waste

management will have long-term positive macroeconomic effects. Importantly, the Project will contribute

to improving solid waste management in an environmentally sustainable manner through capacity building and public education programmes. The Project is also expected to generate employment and income

opportunities for persons involved in waste diversion activities and will have a positive developmental

impact the balance of trade greater as an increasing amount of recycled material is processed and exported. This will out-weight the short-term negative impact associated with the importation of equipment and

construction materials during project implementation.

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THE EXECUTING AGENCY

Legal Status

6.4 GSWMA will be responsible for the execution of all components of the Project. The GSWMA,

established under Section 3 of the Grenada Solid Waste Management Act, No.11 of 1995, (the Act) is by virtue of Section 8 of the Act, a body corporate, with power, subject to the prior approval of the Minister

of Environment, to purchase, lease or otherwise acquire and hold and dispose of land and other property and shall have a common seal, and may sue and be sued in its corporate name.

Duties, Functions and Powers

6.5 The duties and functions of the GSWMA are, in sum, to develop all aspects of solid waste

management in Grenada, to undertake such research, experiment and operations as may appear to them to be necessary for the improvement of GSWMA and generally to undertake any such activity necessary for

the purpose of carrying out their duties and functions. These activities would include, inter alia, entering

into any transaction including those involving expenditure, borrowing, granting of loans or investment of money or the acquisition of any property or rights.

Management

6.6 The powers of GSWMA are exercised through the eight-member BOD which consists of a

Chairman, a Deputy Chairman and representatives from key stakeholders from the public and private sector, namely, Ministry of the Environment, Grenada Ports Authority, MOF, Grenada Chamber of Industry and

Commerce, the Royal Grenada Police Force and the community. Under the GSWMA Act members of the BOD are appointed for a three-year term.

Government Control

6.7 The Minister controls the appointment of the members of the BOD including the Chairman and the

Deputy Chairman. Under GSWMA Act, the Minister may also give the BOD general policy direction or written directions in relation to special matters concerning the public interest and the Authority is required

to give effect to such directions.

ORGANISATIONAL STRUCTURE

6.8 GSWMA’s BOD has overall responsibility for policy formulation and strategic direction. The

current BOD was appointed by the Minister in April 2013. There is a six-member management team

comprising a General Manager (GM), Deputy Manager (Operations), Landfill Manager, Finance Officer, Senior Public Relations Officer and an Administrative Officer and they carry out the BOD’s directives and

oversee the Authority’s routine solid waste disposal operations at the landfills in Perseverance and

Dumfries. As presented in the Organisational Chart at Appendix 1.2, the GM reports to the BOD and the managers and officers report to the GM.

6.9 The GM oversees the day-to-day administration and operations of the five informal units: Landfill

Operations; Collection and Street Cleaning; Finance; Administration; and Public Relations. The GM who has an environmental postgraduate degree, with a specialisation in SWM, has been working with GSWMA

since its inception in 1996 and was appointed to the post in 2011. The other members of the management team a l s o have qualifications and certificates that relate to their positions. Staffing is relatively low,

reflecting the high level of privatisation of the waste and street cleaning aspects of the organisation’s operations, with the total staff compliment at the end of 2013 being 28 persons, with 13 persons working at the main office and 15 persons working at the two landfills. The Waste Diversion Officer position is

currently vacant, however this position is expected to be filled in 2015. CDB staff is satisfied with the quality of GSWMA’s staff and management. As a condition of the proposed loan, the positions of GM,

Deputy Manager (Operations), Finance Officer, Waste Diversion Officer, Public Relations Officer and positions of comparable rank shall be held by persons whose qualifications and experience are acceptable

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to CDB. To this end, GSWMA shall inform CDB of all such appointments which it proposes to make to these posts.

6.10 The organisation’s policies and procedures for operations, health and safety, finance, human resources and public relations are documented in a manual, and are generally consistent with the policies

and procedures of similar organisations. The policies and procedures manual has been updated on an ad

hoc basis. The proposed planning consultancy will include a review of the manual and this will identify any shortcomings and recommendations for improvement. In relation to accounting policies and

procedures, GSWMA’s accounting policies conform to generally accepted accounting principles.

Although the staff responsible for the accounting function is small, the organisation employs standard

accounting procedures and internal controls which are also documented in the operations manual. The accounts are audited annually and the audited financial statements and the company’s annual report are

submitted to the Auditor General and subsequently tabled in Parliament. CDB staff is satisfied that the

general operating policies and procedures are adequate for the maintenance of sound operations.

Operations of GSWMA

6.11 GSWMA’s mission is to protect and enhance the environment through the provision of effective,

efficient, reliable and acceptable SWM. GSWMA has been compiling data on various aspects of its operations such as quantity and type of waste received, waste collection and transportation and waste

diversion. The organisation should establish a system to consistently monitor key SWM indicators. The

M&E consultancy will help to address this aspect of the organisation’s operations. It will be a condition of

the loan that GSWMA develops an ISWM M&E system which is acceptable to CDB by June 2016. As part of the Bank’s performance monitoring activities GSWMA will be required to provide information on

selected indicators identified in the Monitoring and Reporting requirements for the Project.

PROJECT MANAGEMENT AND IMPLEMENTATION

6.12 GSWMA, will be responsible for managing the execution of the Project. The time available to the

existing staff of the Authority is substantially committed to the execution of the current responsibilities of the Authority. In addition, the technical staff have limited experience in the implementation of major

projects. Accordingly, it will be a condition precedent to first disbursement of the Loan that GSWMA

engage a PC with qualifications and experience acceptable to CDB. PC will be responsible for the overall management of the Project, and will report to GM, GSWMA.

6.13 To enable timely implementation of the Project, GSWMA will be required to establish and maintain, within GSWMA, a Project Implementation Team (PIT) headed by PC, and including key staff

members who will be assigned to perform the required project management functions. Positions within

PIT will include the Coordinator – Awareness and Education (CAE) and Finance Officer, both of whom

shall have qualifications and experience acceptable to CDB. It is expected that these functions will be assigned to staff members whose current duties align with the respective requirements. PIT will be

supported by the clerical staff assigned by GSWMA. As a condition precedent to first disbursement of the

Loan, GOGR will be required to submit to CDB evidence that PIT has been established.

6.14 It will be a condition of the loan that GOGR assign from within the Ministry of Education (MOE),

a School Outreach Liaison (SOL). The SOL will be responsible for facilitating the implementation of the

school-based elements of PAEP, and will, for administrative purposes, report to the Permanent Secretary, MOE, and for the purposes of project management, report to PC through CAE. MOE has been undertaking

the EFSI for several years, and has in its service, staff with the capacity to effectively perform the liaison

role.

6.15 It will be a condition precedent to disbursement with respect to the consulting services for revision

of NWMS that GOGR assign from within the MOH, an officer who shall be the liaison with PIT to represent MOH in the coordination of those services. Similarly, it will be a condition precedent to disbursement with

respect to the consulting services for revision of NWMS that GOGR make arrangements for the National Water and Sewerage Authority (NAWASA) to assign an officer who shall be the liaison with PIT to

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represent MOH in the coordination of those services. For the purposes of the Project, the MOH Liaison Officer (MOH_L) and the NAWASA Liaison Officer (NAWASA_L) shall report to PC.

6.16 To provide a mechanism for inter-agency coordination throughout implementation, and to provide

a catalyst for long-term coordination among ISWM stakeholders, it will be a condition precedent to first disbursement of the Loan that GOGR establishes ISWMSC to monitor and provide guidance and

coordination in the implementation of the overall Project, and to foster improved communication and

coordination among the various stakeholders involved in SWM. The membership of ISWMSC shall comprise officials of GSWMA and representatives of GOGR agencies which interface with responsibilities

in the sector, as well as private sector representation.

6.17 The Proposed Project Management Organisational Structure is presented at Appendix 6.1. The

duties and composition of PIT and ISWMSC are set out at Appendices 6.2 and 6.3, respectively.

6.18 It will be a condition precedent to disbursement with respect to the Civil Works component that

GOGR engage consultants, whose qualifications and experience are acceptable to CDB, to provide the engineering services for final designs and construction supervision of the civil works.

IMPLEMENTATION SCHEDULE

6.19 The Project will be implemented over a four-year period commencing in December 2014. The

proposed Project Implementation Schedule is presented in Appendix 6.4. An Implementation Support Plan

is set out at Appendix 6.5.

PARTICIPATION OF STAKEHOLDERS AND BENEFICIARIES

6.20 The preparation and appraisal of this project involved consultation with a wide range of key

stakeholders to ensure that their opinions and concerns were expressed and considered in the design of the Project. The engagement of primary stakeholders included management and staff of GSWMA; various

Government Ministries including inter alia, Finance; Health and Social Security; Economic Development,

Trade, Planning and Cooperatives; Tourism; Civil Aviation and Culture; Social Development and Housing

including Division of Gender and Family Affairs; Agriculture and Environment; Education; statutory corporations; residents of nearby communities; private sector entities including waste collection

contractors, recycling operators and waste pickers. Stakeholders expressed the urgency of improving the

unsanitary conditions at the dump, and concerns about impact of those conditions on public health, in particular, the spread of mosquito-borne illnesses. During implementation, the highly participatory nature

of stakeholder engagement will be facilitated as necessary by ISWMSC. This will be supported by various

consultancies that have been identified and will be conducted in a participatory manner, to gather data and information from male and female stakeholders at various stages of the project cycle.

6.21 PAEP Consultant(s) will be tasked with the development and implementation of a programme of

communication activities aimed at changing attitudes and behaviours in respect of SWM, through a comprehensive programme of engagement with persons involved in the sector, schools, and the wider

community, on the issues around ISWM.

PROCUREMENT

6.22 Procurement of the Civil Works will be in accordance with CDB’s Guidelines for Procurement

(2006). The procurement of consulting services will be in accordance with CDB’s Guidelines for the Selection and Engagement of Consultants by Recipients of CDB Financing (2011). The Procurement Plan

is provided at Appendix 6.6.

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DISBURSEMENT

6.23 Disbursement of the CDB Loan will be made in accordance with CDB’s Guidelines for the Withdrawal of Loan Proceeds. It is expected that the first disbursement from the Loan will be made by

September 30, 2015. The Loan is expected to be fully disbursed by December 31, 2018. An Estimated

Quarterly Disbursement Schedule is presented in Appendix 6.7.

MONITORING AND REPORTING

6.24 The M&E Strategy will include the use of consultancy services to develop and implement an M&E

system for monitoring outputs and progress towards achievement of outcome targets throughout the project implementation period. It will be a condition of the Loan that PC shall furnish or cause to be furnished to

CDB, the reports listed in Appendix 6.8 to this Report, in such form or forms as CDB may require, not later

than the times specified therein.

Environmental Monitoring

6.25 ESMPs are to be finalised by the Engineering Consultants and included in tender documents for

pricing by bidders. During implementation, the Engineering Consultants will be responsible for monitoring of contractor conformance with contractually stipulated mitigation measures. Of primary concern are

environmental impacts in relation to water pollution, air pollution, land management and natural hazards.

The ESMPs will require that contractors assign responsible management personnel to oversee and report

on the implementation of environmental controls and mitigation measures stipulated by the ESMP. The TOR for the engineering services will require that the consultants have adequate experience in monitoring

and reporting on the compliance of contractors with the environmental requirements of works contracts. In

addition, PC will monitor construction ensuring compliance by contractors and the effectiveness of supervision by the Engineering Consultants.

6.26 During operation of PL, an EMP approved by MOH, and satisfactory to CDB, will be implemented

by GSWMA to monitor potential environmental impacts. The EMP shall be guided by the recommendations of previous environmental studies of the site. GSWMA will submit monitoring reports

to the Ministry of Health in form and substance and at the frequency stipulated by MOH. GSWMA shall

submit to CDB, the results of independent monitoring of key environmental parameters in accordance with the reporting requirements for the Project.

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PERFORMANCE EVALUATION RATING

6.27 The existing composite performance rating, based on CDB’s Project Performance Evaluation (PPE)

system, has been estimated at 6.0. This is a ‘highly satisfactory’ rating, indicating that that Project

objectives are expected to be substantially achieved. The details of PPE are presented in Table 6.1.

TABLE 6.1: PPE SYSTEM

Criteria Scores Justification

Strategic Relevance 7.5 GOGR’s environmental and, in particular, SWM-related legislation and the

supporting NWMS indicate the importance attached to ISWM by GOGR. NWMS has ISWM as its focus and sets targets for the achievement of

outcomes.

Poverty Relevance 5.0 Project directly contributes to provision of an adequate framework for waste

management and will address some social issues facing informal, low-income

workers in the sector. It will contribute to opportunities for stimulation of entrepreneurship, employment creation and income-generation for small

business, households and individuals through increased awareness of waste

diversion options. The provision of sanitary facilities for male and female waste pickers will directly improve their circumstances.

Efficacy 6.0 Components are comprehensive and expected to contribute to full achievement of project objectives through the provision of works, equipment

and TA and effective project management.

Cost Efficiency 5.5 The Project will contribute to the achievement of significant social, economic

and environmental benefits. The designs were prepared, and will be finalised

using least life-cycle cost approaches.

Institutional

Development Impact

6.5 The preparation of a current strategic plan for GSWMA and action plans for communication, contingencies, training and other measures will contribute to significant improvement in the capacity of GSWMA. TA activities will clarify roles and authority of other agencies, particularly to enhance enforcement and M&E capacity in GWSMA is to be improved.

Sustainability 5.5 Key project risks have been identified and appropriate mitigation measures

incorporated in project design. PAEP will improve SWM knowledge

awareness and practices, contributing to sustainability of project benefits. The basis of the ISWM approach, reducing volumes of waste disposed,

contributes to environmental sustainability. Project design includes leachate

treatment and closure of existing dump to reduce leachate generated and to

manage landfill gas which reduces long-term risks to the environment.

Composite Score 6.0 Highly satisfactory.

7. TERMS AND CONDITIONS

7.1 The proposed financing for this Project is as follows:

(a) a loan to GOGR of an amount not exceeding the equivalent of ten million seven hundred

thousand United States dollars (USD 10,700,000) from CDB’s SFR to assist GSWMA in

financing a solid waste management project in Grenada (the Loan Component); and

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(b) a technical assistance grant to GOGR of an amount not exceeding the equivalent of three

hundred thousand United States dollars (USD 300,000) (the Grant) from CDB’s SFR to assist with financing the institutional strengthening and capacity building of GSWMA

through the execution of a NWMS review (the TA Component);

(together the Project).

7.2 It is recommended that CDB lend to GOGR an amount not exceeding the equivalent of ten million

seven hundred thousand United States dollars (USD10,700,000) (the Loan) from CDB’s SFR to assist GSWMA in financing the Loan Component on CDB’s standard terms and conditions and on the following

terms and conditions:

(1) Repayment: Repayment of the Loan will be made in eighty (80) equal or approximately equal and consecutive quarterly instalments commencing ten (10) years

after the date of the Loan Agreement.

(2) Interest: Interest shall be payable quarterly at the rate of two percent (2%) p.a. on the amount of the Loan withdrawn and outstanding from time to time.

(3) Disbursement:

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

Loan shall be fully disbursed by December 31, 2018, or such later dates as CDB may specify in writing.

(b) Except as CDB may otherwise agree:

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

for financing by CDB as shown in the financing plan for the Project at

Appendix 3.1 up to the respective limits specified therein; and

(ii) total disbursements shall not exceed in the aggregate seventy percent

(70%) of the cost of the Project.

(c) The Loan shall not be used to meet any part of the cost of the Project which consists of identifiable taxes and duties.

(4) Procurement:

(a) Procurement shall be in accordance with the procedures set out and/or referred to in the Loan Agreement between CDB and GOGR or such other procedures as CDB

may from time to time specify in writing.

(b) The Procurement Plan set out in Appendix 6.6 has been approved by CDB for the

purposes of the Project. Any revision to this Plan shall require CDB’s prior approval.

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(5) Conditions Precedent to First Disbursement:

(a) GSWMA shall:

(i) have engaged the services of the PC referred to in sub-paragraph (8)(j)(i); and

(ii) have established the PIT referred to in sub-paragraph (8)(j)(ii).

(b) GOGR shall have established the ISWMSC referred to in sub-paragraph (8)(k).

(6) Conditions Precedent to Disbursement with respect to civil works:

(a) GOGR shall provide evidence acceptable to CDB that the lands earmarked for the

Project have been vested in GSWMA free of encumbrances and without any covenants, conditions or stipulations which may adversely affect the Project or

alternatively that GOGR and GSWMA have entered into arrangements

satisfactory to CDB for entry into possession of such lands for the purposes of the

Project.

(b) GOGR shall have engaged the consultants referred to in sub-paragraph (8)(l).

(7) Condition Precedent to Disbursement with respect to cell development works:

CDB shall have received from GOGR evidence satisfactory to CDB that the individual occupying the land required for the construction of the leachate ponds has been relocated.

(8) Other Conditions:

(a) GOGR shall onlend the proceeds of the Loan to GSWMA on the same terms and conditions as the Loan, subject to necessary modifications, and GSWMA shall

make the principal and interest repayments on the Loan to CDB.

(b) GOGR may exercise its rights under any agreement entered into or implied

between GOGR and GSWMA pursuant to (a) of this sub-paragraph in such a manner as to protect the interest of GOGR and CDB, and to accomplish the

purpose of the Loan and except as CDB may otherwise agree, GOGR shall not

assign, amend, abrogate or waive any such agreement or part thereof.

(c) If GOGR shall require GSWMA to observe any additional condition or stipulation

as a condition of making the proceeds available to GSWMA, the prior approval by

CDB in writing of such condition or stipulation shall be obtained.

(d) GOGR shall take all necessary steps to facilitate and ensure the performance by

GSWMA of its obligations under the terms of the onlending referred to in (a) of this sub-paragraph.

(e) Except as CDB may otherwise agree, GSWMA shall execute the Project on behalf

of GOGR.

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(f) Except as CDB may otherwise agree, GOGR shall contribute to the Project an

amount of not exceeding the equivalent of eleven million two hundred and sixty- five thousand dollars ($11,265,000) which shall be expended on the components

of the Project allocated for financing by GOGR as shown in the Financing Plan for

the Project.

(g) If GSWMA is unable to meet its administrative and other operating expenses from

its own resources, adequate arrangements must be made by GOGR in a timely manner to enable GSWMA to do so.

(h) GSWMA shall carry out the Project with due diligence and efficiency, with management personnel whose qualifications and experience are acceptable to

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

managerial, standards and practices. In particular, and without limiting the

foregoing, GSWMA shall:

(i) institute and maintain organisational, administrative, accounting and auditing arrangements for the Project acceptable to CDB;

(ii) keep its staff at a level consistent with financial prudence and technical and administrative competence;

(iii) ensure that the proceeds of the Loan are used exclusively for the Project; and

(iv) conduct its business along strict commercial lines and in such a manner as

to generate operating revenue sufficient to cover its operating expenses

including depreciation.

(i) The positions of General Manager, Deputy Manager (Operations), Finance

Officer, Waste Diversion Officer and Public Relations Officer of GSWMA or positions of comparable rank, shall be held by persons whose qualifications and

experience are acceptable to CDB. To this end GSWMA shall inform CDB of all appointments which it proposes to make to these posts.

(j) For the purposes of the Project GSWMA shall:

(i) appoint a PC. PC shall be a person whose qualifications and experience are acceptable to CDB to undertake the services in accordance with the

TOR at Appendix 2.8 of the Report; and

(ii) maintain, for the duration of the implementation of the Project, the Project

Implementation Team (PIT) with the composition and responsibilities

outlined in paragraph 6.13 and Appendix 6.2 of this Report.

(k) For the purposes of the Project GOGR shall establish the ISWMSC with the

composition and responsibilities outlined in paragraph 6.16 and Appendix 6.3 of this Report.

(l) GOGR shall in accordance with the procurement procedures applicable to the Loan, select and engage engineering consultants whose qualifications and

- 33 -

experience are acceptable to CDB to provide the services in accordance with the TOR at Appendix 2.6 of this Report.

(m) GOGR shall assign as SOL, from the MOE a person whose qualifications and

experience are acceptable to CDB. SOL shall be responsible for facilitating the

implementation of the school based elements of PAEP including providing the services outlined in paragraph 6.14 and Appendix 6.2 of the Report. The

qualifications and experience of any persons subsequently appointed to the

position of SOL shall be acceptable to CDB.

(n) GOGR shall in accordance with the procurement procedures applicable to the

Loan, select and engage competent and experienced contractors to carry out the

construction works financed by the Loan.

(o) GSWMA shall in accordance with the procurement procedures applicable to the

Loan select and engage consultants to provide the services in accordance with the TORs at Appendices 2.3 to 2.5 and 2.7 to 2.8 this Report.

(p) Except as CDB may otherwise agree, GSWMA shall:

(i) by June 30, 2016 develop an ISWM M&E system which is acceptable to

CDB;

(ii) by June 30, 2016 provide to CDB evidence acceptable to CDB of the separate agreement executed between GSWMA and each of GRENLEC,

the MOF, Grenada Ports Authority and Grenada Airports Authority for

the collection, payment and submission of information on the monthly

collection of the environmental levy by each agency;

(iii) undertake not to dispose of, or create any mortgage, charge or lien, or any equipment acquired under the Project;

(iv) undertake to keep the infrastructure, equipment and facilities financed by

the Loan in good repair and condition and shall provide the resources necessary to adequately carry out such maintenance works as may be

required from time to time;

(v) furnish or cause to be furnished to CDB the reports listed in Appendix 6.8 to this Report in the form(s) specified or in such form(s) as CDB may

require, not later than the times stated therein for so doing;

(vi) on an annual basis, prepare a three-year maintenance plan to inform its

operations including infrastructure and equipment; and

(vii) GOGR shall submit to GSWMA monthly reports on the transfer of environmental levies collected by the Comptroller of Customs with effect from June 30, 2016, and the reports are to be submitted on or before the

15th day of the subsequent months.

7.3 It is also recommended that CDB make a grant to GOGR of an amount not exceeding the equivalent of three hundred thousand United States dollars (USD300,000) (the Grant) from CDB’s SFR for use by

- 34 -

GSWMA to assist in financing the TA Component on CDB’s standard terms and conditions and on the following terms and conditions:

(1) Disbursement:

(a) Except as CDB may otherwise agree, and subject to sub-paragraph (b) below, disbursement of the Grant shall be paid as follows:

(i) an amount not exceeding thirty thousand United States dollars (USD30,000) shall be paid to GSWMA as an advance (the Advance) on

account of expenditures in respect of the TA Component, after receipt of CDB of:

(aa) a request in writing from GSWMA for such funds;

(bb) a copy of the signed contract between GSWMA and the

consultant(s) for the services in respect of which the payment is to be made; and

(cc) evidence acceptable to CDB that the conditions precedent to first disbursement at paragraph (3) below have been satisfied; and

(ii) the balance of the Grant shall be paid to GSWMA periodically after receipt by CDB of an account and documentation, satisfactory to CDB, in support

of expenditures incurred by GSWMA with respect to the TA Component, provided however that CDB shall not be under any obligation to make:

(aa) the first such payment until CDB shall have received an account and documentation, satisfactory to CDB, in support of

expenditures incurred by GSWMA with respect to the Advance;

(bb) any payment until CDB shall have received the requisite number

of copies of the reports, in form and substance acceptable to CDB, required to be furnished for the time being to CDB and GSWMA

in accordance with the TOR; and

(cc) payments exceeding two hundred and seventy thousand United

States dollars (USD270,000) until CDB shall have received the requisite number of copies of the Final Report, in form and

substance acceptable to CDB, required to be furnished by the

consultants to CDB and GSWMA in accordance with the TOR

and a certified statement of the expenditures incurred by GSWMA in respect of and in connection with the TA Component.

(b) The first disbursement of the Grant shall be made by September 30, 2015, and the Grant shall be fully disbursed by December 31, 2016, or such later dates as may

be specified in writing by CDB.

- 35 -

(2) Procurement:

Procurement will be in accordance with the procedures set out and/or referred to in the Grant Agreement or such other procedures as CDB may from time to time specify in

writing.

(3) Conditions Precedent to First Disbursement: CDB shall not be obliged to disburse any

amount under the TA Component until:

(a) GOGR assigns from within MOH, an officer to be the liaison officer for MOH

within the PIT in order to facilitate the coordination of the consultancy services.

(b) GOGR procures that NAWASA assigns from within NAWASA, an officer who shall be the liaison officer for NAWASA within the PIT in order to facilitate the

coordination of the consultancy services.

(c) All the conditions precedent to first disbursement of the Loan shall have been

satisfied.

(4) Other Conditions:

(a) The consultancy services for the TA Component will be executed by GSWMA.

(b) GOGR shall make the proceeds of the Grant available to GSWMA for financing

the Project.

(c) Except as CDB may otherwise agree, in accordance with the procurement

procedures applicable to the Grant, GSWMA shall engage the consultants to perform the services set out in the TOR at Appendix 2.2 of this Report, and shall

within a time-frame acceptable to CDB, implement such of the recommendations arising out of the consultancy as may be acceptable to CDB.

(d) Except as CDB may otherwise agree, GOGR shall meet or cause to be met:

(i) the cost of the items designated for financing by it in the budget set out in the TOR at Appendix 2.2 of this Report (the Budget);

(ii) any amount by which the cost of the TA Component exceeds the estimated costs set out in the Budget; and

(iii) the cost of any other items needed for the purpose of, or in connection with

the TA Component;

and shall provide all other inputs required for the punctual and efficient

carrying out of the TA Component not being financed by CDB.

(e) CDB shall be entitled to suspend, cancel or require a refund of the Grant or any part thereof if the Loan or any part thereof is suspended, cancelled or called in,

except that GOGR shall not be required to refund any amount of the Grant already expended in connection with the TA Component and not recoverable by GOGR.

APPENDIX 1.1

MACROECONOMIC AND MACROSOCIAL CONTEXT

1. MACROECONOMIC CONTEXT

Overview

1.1 The impact of the global economic and financial crisis plunged the Grenadian economy into a deep

recession in 2009, and the lingering impacts prevailed until 2012. On average, the economy contracted by

2% p.a. over the four-year period (2009-12). However, growth rebounded to 3.1% during 2013, largely

driven by tourism-related construction activity and supported by continued expansion in agriculture production and growth in registrations at St. George’s University. Fiscal performance over the 2009-13

period was mainly characterised by widening deficits and mounting arrears as the government adopted a

counter-cyclical fiscal policy stance. There was a general upward trend in non-performing loans in the banking sector, with domestic credit growth remaining weak, reflecting the anaemic economic activity.

Weak domestic demand was also reflected in the generally low rate of inflation over the period (see

Table 1).

TABLE 1: SELECTED REAL SECTOR INDICATORS

(Percentage Change unless otherwise noted)

Item 2009 2010 2011 2012 2013

Real GDP (5.6) (2.0) 0.1 (1.6) 3.1

Agriculture, Livestock and Forestry 21.0 (12.1) 2.6 3.3 3.6

Mining and Quarrying (19.6) (44.2) (25.4) (14.1) 27.0

Manufacturing (5.3) 3.9 (0.1) (0.2) (2.3)

Construction (31.6) (1.0) (11.8) (17.6) 26.3

Wholesale and Retail Trade (16.8) (0.4) 0.8 0.9 3.0

Hotels and Restaurants (12.3) (13.6) 13.9 7.0 (6.7)

Memorandum Item:

Consumer Price Index (CPI) (%) (0.3) 3.4 3.0 2.0 0.0 Sources: Central Statistical Office; Eastern Caribbean Central Bank (ECCB).

1.2 The pace of recovery is projected to be modest over the medium term, with a dampening effect

resulting from the fiscal consolidation measures being implemented since January 2014. Stronger growth will also be hindered by the expected slow recovery in the country’s main trading partners and by slow

credit growth as banks repair their impaired balance sheets. These factors, coupled with weak investor confidence in the aftermath of the fiscal crisis and subsequent debt default, could also dampen revenue growth over the medium-term. Overall fiscal performance should improve, however, as expenditure control

measures become more entrenched.

Sectoral Analysis

Real Sector, Employment and Prices

1.3 A substantial pickup in construction sector activity and increased output in the agricultural sector provided a much needed fillip to economic activity during 2013. Prior to this, the construction sector

suffered several years of continuous decline, averaging 15.5% p.a. between 2009 and 2012, resulting from a sudden stop in external foreign direct investment. However, the strong construction sector recovery was

APPENDIX 1.1 Page 2 of 9

driven by the externally-funded Sandals1 Project and the self-financed National Insurance Scheme building. Work on these two large projects started during the early part of the year with the former, particularly,

providing a much-needed boost to economic activity given the anaemic performance over the last four

years. Spill off effects from construction sector activity were clearly evident in the wholesale and retail trade sectors and, to a lesser extent, the transportation sector.

1.4 A low, but steady, growth rate in the agriculture sector was one of the main characteristic over the

2009-13 period. Production of nutmegs and mace, buoyed by relatively high international prices, increased

by an average of 17% p.a. over the five-year period. Increased production was also facilitated by the maturing of trees that were either rehabilitated or planted subsequent to the passage of Hurricane Ivan in

2004. These products continue to be vital in providing employment and foreign exchange. Gains in banana

production also occurred over the review period, with average growth of 77.6% p.a being recorded for the

five years to 2013. Improved disease control techniques and an increased supply of fertilisers significantly boosted banana production in 2011, with the strong growth carrying over into 2012. However, growth

slowed thereafter as the fiscal crunch the country was experiencing, had an adverse impact on the supply

of some sector inputs.

1.5 The contribution of the education sector to overall output continues to be enhanced by ongoing

expansion of the curriculum at the St. George’s University. During the period under review, the University expanded its matriculation by offering additional bachelors programmes as part of a drive to reduce unit

costs and increase overall efficiencies.

1.6 Notwithstanding the improved performance in some economic sectors, output from the key productive sector, tourism, continued to be adversely affected over the review period by lacklustre demand

resulting from weak income growth in major source markets. Limited fiscal space also had a negative impact on the country’s promotional programme. Data for the five-year period indicates that, on average,

growth in total visitor arrivals declined by 5.5% p.a., from a high of 459,210 in 2009, to 315,303 in 2013. The fall in stay-over arrivals during the period resulted in the closure of a number of establishments, with

one major hotel being sold during the peak 2012-13 winter tourist season2. The loss of rooms, lack of airlift support, and lack of visibility in major markets, contributed to significant negative repercussions throughout

the industry and the economy over the period. The establishment of a Tourism Authority and subsequent rebranding of the destination within the last year, appears to be reversing the downward trend evident over

the last few years

1.7 Cruise passenger arrivals declined continuously between 2010 and 2013, to record an annual

average contraction of 6.6% over the review period. Grenada’s extreme southern location has worked against it as a cruise destination, as cruise ships embarked on cost-savings measures by, among other things,

shortening cruise itineraries and selecting destinations that offer multiple and diverse attractions (see

Table 2).

1 The Sandals Project involved an investment of USD80 mn to add 125 rooms and 7 restaurants to the former La Source property. The full complement of 225 rooms and 9 restaurants opened on December 21, 2013, after adverse

weather conditions delayed the originally scheduled opening date of December 12. 2 This property has since reopened with a significant improvement in capacity.

APPENDIX 1.1 Page 3 of 9

TABLE 2: TOURISM DATA 2009-2013

Item 2009 2010 2011 2012 2013

Total Visitors 459,210 445,622 428,596 362,091 315,303

Stay-Over Visitors 109,474 105,419 113,947 112,335 112,777

United States of America (USA) 24,734 24,590 27,356 30,205 34,558

Canada 6,921 6,992 7,237 7,822 9,648

UK 27,090 25,927 27,236 24,489 20,586

Caribbean 25,739 23,368 26,476 24,849 24,439

Other Countries 24,990 24,542 25,642 24,970 23,546

Excursionists 2,829 2,435 1,972 3,343 1,606

Cruise Ship Passengers 342,852 333,291 309,564 242,757 197,308

Yacht Passengers1/ 4,055 4,477 3,113 3,656 3,612

Number of Cruise Ship Calls 246 206 198 135 144

Total Visitor Expenditure2/ (XCD mn) 302.10 301.44 315.34 329.11 327.47 Source: ECCB Notes: 1/ ECCB estimate for 2012 and 2013. 2/ ECCB estimates.

1.8 A steady fall in employment levels consequent upon the closure of hotel plant and other businesses, as a result of the impact of the global financial crisis, has been a prominent feature of labour market

conditions over the review period. A survey undertaken in 2013, revealed an unemployment rate of 33.5%,

even as the economy was beginning to show signs of recovery. While public sector employment remained generally stable over the review period, the strain of supporting an over-sized public service was evident in

the latter years, as revenues slowed in line with economic activity. Some temporary relief to the high

unemployment rate came in 2013, with the employment of approximately 1,500 persons on the Sandals

Hotel Expansion and Renovation Project. The completion of the Project towards the end of 2013, coupled with a slow implementation of both public sector and private sector labour-intensive projects, has led to a

slower than anticipated decline in the unemployment rate. Notwithstanding the many jobs created in 2013,

however, no impact has been evident on the aggregate CPI. The Index has virtually stagnated during the year.

Fiscal Performance

1.9 Fiscal operations over the review period continued to be undermined by weak revenue outturns.

Since the onset of the global recession in 2008, a pronounced deterioration of revenues has hampered fiscal

operations. The tightening in liquidity has created difficulties in meeting expenditure obligations (including the payment of public sector salaries and the servicing of public debt), and has resulted in the accumulation

of arrears. As the economic crisis deepened, GOGR’s increasing inability to meet performance criteria

under its three-year Extended Credit Facility Programme with IMF, led to a suspension of the Programme

in June 2011. Since then, and in a context of increasing political instability, large fiscal deficits have persisted culminating in a fiscal crisis by the end of 2012, and a debt default in early 2013. Fiscal

performance has since improved as the Government commenced implementation of a “home-grown”

structural adjustment and growth-enhancing programme.

1.10 Recurrent revenue increased initially with the introduction of a value added tax in early 2010, and

its performance strengthened in the following year, as the effects of a broadened tax base and a full year of

collections were felt. By 2012, however, the cumulative effects of a contracting economy and the

APPENDIX 1.1 Page 4 of 9

significant use of discretionary exemptions reduced the current revenue to GDP ratio below its 2010 level. This downward trend continued into 2013, despite the up-tick recorded in economic activity for that year.

Partly because of the exemptions introduced to spur economic activity and preserve jobs, recurrent revenues

did not meet their budgeted target in any of the years under review.

1.11 The worse than anticipated revenue and grants outturn had no impact whatsoever on the growth in

total expenditure and, instead of forcing downward adjustments within some of the major categories,

GOGR opted to manage the situation through a combination of increased borrowings, depletion of assets and the accumulation of arrears. While recurrent expenditure remained relatively constant at around 20%

of GDP, its composition shifted towards larger outlays on personal emoluments and interest payments as

reductions in transfers and subsidies resulted from the on-going rationalisation of a number of social safety net programmes. Thus rising capital expenditure was the main driver behind the increase in total

expenditure and the overall deficit.

TABLE 3: FISCAL OPERATIONS, 2009-13

(% of GDP)

Fiscal Items 2009 2010 2011 2012 2013

Total Revenue and Grants 20.7 22.4 23.1 20.7 20.8 Recurrent Revenue 19.3 19.9 20.2 19.7 19.4 Capital Revenue 0.0 0.0 0.0 0.0 0.0

Grants 1.4 2.4 2.9 1.0 1.4

Total Expenditure 25.6 24.8 26.3 26.2 27.3

Recurrent Expenditure 20.0 19.6 20.0 21.2 20.5

of which:

Personal Emoluments 9.2 9.6 10.5 10.5 10.8

Goods and Services 4.1 4.4 3.6 4.0 3.4

Interest Payments 2.2 2.1 2.5 3.4 3.1

Transfers and Subsidies 4.5 3.6 3.4 3.3 3.2

Capital Expenditure 5.6 5.2 6.3 5.0 6.8

Recurrent Balance before Grants -0.7 0.3 0.2 -1.5 -1.1

Primary Balance after Grants -2.8 -0.4 -0.7 -2.1 -3.4

Overall Balance after Grants -4.9 -2.4 -3.2 -5.5 -6.6

Source: ECCB and GOGR.

1.12 The disbursed and outstanding public debt increased from $1,889.8 mn at the end of 2009

(90.8% of GDP) to $2,411.9 mn by the end of 2013 (106.9% of GDP). The growth collapse since 2009, and subsequent higher levels of borrowing than programmed, have changed the debt trajectory. More

importantly, the higher cost of new commercial borrowing and the increasing cost of existing debt have

increased the debt burden. A step-up in the interest rate on the restructured bond took effect on

September 15, 2011 (from 2.5% to 4%), which resulted in significant fiscal pressure during 2012. A further interest rate step-up (to 6%) was scheduled to come into effect from September 15, 2013, but the rising

fiscal pressure at the start of the year resulted in a debt default, with GOGR seeking debt relief through a

comprehensive debt restructuring to improve near-term prospects and sustainability. While GOGR has finalised a Debt Strategy under the Eastern Caribbean Currency Union/Canadian International

Development Agency’s Debt Management and Performance Assessment Programme, its use and impact

has been limited because of the severe impact of the global crisis. The evolving profile of the public debt

is shown at Table 4.

APPENDIX 1.1 Page 5 of 9

TABLE 4: PUBLIC DEBT BY MAJOR CREDITORS – 2009-13 ($ mn)

Item

December % of Total

2009 2010 2011 2012 2013 2009 2013

Domestic 566.3 586.9 666.1 753.3 816.5 30.0 33.9

Treasury Bills 99.7 133.5 220.3 259.4 279.7 5.3 11.6

Debentures 1.6 1.6 1.6 1.6 1.6 0.1 0.1

Bonds 10.1 9.9 20.9 56.5 59.1 0.5 2.5

Commercial Banks 99.2 87.1 95.9 70.0 72.8 5.3 3.0

Other 355.7 350.8 327.4 365.8 403.3 18.8 16.7

External 1,323.5 1,392.9 1,454.2 1,477.2 1,595.4 70.0 66.1

CDB 292.6 308.8 310.6 315.0 316.6 15.5 13.1

World Bank 135.5 157.1 156.4 163.1 169.4 7.2 7.0

International Bond 721.6 721.6 721.6 721.6 721.6 38.2 29.9

Other 173.8 205.4 265.6 277.5 387.8 9.2 16.1

Total 1,889.8 1,975.8 2,120.3 2,230.6 2,411.9 100.0 100.0

Of which: Government Guaranteed 126.0 125.1 156.2 149.4 142.0 6.7 5.9 Source: GOGR – Commonwealth Secretariat Debt Recording and Management System.

Financial Sector

1.13 Weak private sector demand mainly characterised the activity in the banking sector during the

review period. Net domestic credit increased by an annual average of 3.7% between December 2009 and December 2012, before contracting by 8.7% during 2013. This contraction in credit during 2013 mainly

reflected the state of uncertainty within the business environment. An elevated level of non-performing

loans continues to be a cause of concern but liquidity was not reported as a serious challenge to the various

financial institutions. However, as ECCB moves towards the full implementation of Basle III, some difficulties are expected in terms of meeting the new capital and other requirements. Selected financial

sector indicators are presented in Table 5.

1.14 Within the non-bank sector, the Grenada Authority for the Regulation of Financial Institutions has

reported that there are no major issues associated with the ten operating credit unions (CUs). The average

delinquency on loans during the last five years averaged, rose steadily before declining reflecting the

prevailing difficult economic situation. Average delinquency is now between 6% and 7% and most of the CUs have adequately provisioned for losses. Further, all provisioning with respect to British American

Insurance Company/Colonial Life Insurance Company Limited has been completed. CUs also continue to

enjoy adequate liquidity ratios and, by 2013, the ratio was currently “slightly below” the Protection, Effective Financial Structure, Asset Quality, Rates of Return, Liquidity, and Signs of Growth (PEARLS)

benchmark. The risk assessment ratings among CUs were in the range of 2-2.5 (out of a maximum score

of 5), where one represents the optimal score. Comparable data for previous years was not immediately

available for comparison and further analysis.

APPENDIX 1.1 Page 6 of 9

TABLE 5: SELECTED FINANCIAL SECTOR INDICATORS (2009-13) ($’mn)

Item

December

2009 2010 2011 2012 2013

Domestic Credit 1,641.9 1,699.0 1,782.5 1,857.4 1,695.4 Narrow Money (M1) 332.0 341.9 324.5 333.0 381.0 Quasi-Money 1,488.1 1,495.5 1,525.1 1,529.2 1,557.7

Total Monetary Liabilities (M2) 1,820.0 1,837.4 1,849.7 1,862.2 1.938.7

(Percentage Change)

Domestic Credit 2.5 3.5 4.9 4.2 (8.7) Narrow Money Supply (10.0) 3.0 (5.1) 2.6 14.4

Quasi-Money 6.4 0.5 2.0 0.3 1.9 Total Monetary Liabilities (M2) 3.0 1.0 0.7 0.7 4.1

Source: ECCB

1.15 Managing the operations of the 24 insurance companies in Grenada is more problematic than for

CUs, particularly because of the ownership structure of these entities. Most are subsidiaries or branches of companies headquartered elsewhere in the Caribbean and this is an overriding factor leading to a high level

of delinquency in reporting, with many operating outside the statutory one-month period. Outside of this,

however, the legal requirement to have liabilities fully backed by pledged assets is almost met; the ratio is currently around 97%.

Macroeconomic Outlook

1.16 Improved economic activity during the first half of 2014 suggests that the Grenadian economy may

be on the verge of a sustained growth path. The brisk pace of construction activity, coupled with the continued expansion in agriculture production and growth in registrations at St. George’s University, are

major factors underlying the growth assumption. Additionally, the recovery evidenced in the tourism

sector, consequent to the opening Sandals La Source Resort, all underpin the expected growth performance

of 2.5% to 3% for 2014, with a slight moderation over the medium term.

1.17 Fiscal performance is expected to stabilise in the near term and strengthen over the medium term,

as the Government implements a three-year “home-grown” macroeconomic adjustment programme (2014˗16) in conjunction with IMF and other development partners. Keeping the deficit under control;

strengthening the social safety net; and maintaining a primary surplus, are key performance criteria under

the Programme. The adjustment measures being implemented are intended to eliminate the primary deficit

(which averaged 1.9% of GDP between 2009 and 2014) by 2015, and reach a primary surplus of 3.5% of GDP by 2016, before stabilising thereafter. Similarly, the overall deficit is projected to decline from a high

of 6.6% of GDP in 2013 to an average of 1% of GDP by 2017. The Government is continuing negotiations

with creditors and is soon expected to formally launch a debt-exchange offer which, when completed, will result in improved cash flow from the restructured payment terms and place the debt on a downward

trajectory over the medium-to-long term. The fiscal consolidation programme, including the debt

restructuring, is designed to achieve a debt-to-GDP ratio of 60% by 2020.

1.18 Efforts to help transform the economy will largely hinge on the success of the Citizenship by

Investment Programme for which the legislation was passed in September 2013. The priority areas

APPENDIX 1.1 Page 7 of 9

targeted for investment are: (i) health, wellness and education services; (ii) green/renewable energy;

(iii) agribusiness; (iv) hotel development; and (v) information communication technology. These areas are intended to form the core of the “new economy” for growth and development going forward.

1.19 A number of new revenue measures were introduced during the Budget presentation in December

2013 with the key objective of raising the tax effort (that is, the tax to GDP ratio) of the country on the one hand, and managing expenditure growth on the other. These measures are expected to yield an incremental

1% of GDP in 2014, thus bringing the tax revenue to GDP ratio to 20.3%. The medium-term objective is

to reach a minimum of 25% bringing the country more in line with its regional counterparts.

1.20 Externally, the slow rate of economic recovery in the USA, combined with the tepid growth being

generally experienced throughout Europe, could have an adverse impact on tourism performance and inward investment in Grenada. The Government could therefore be challenged to maintain growth and

facilitate any downward movement in the high unemployment rate, while simultaneously attempting to strengthen macroeconomic management and maintain fiscal discipline.

2. MACROSOCIAL CONTEXT

Demographic Characteristics

2.1 Over the decade, Grenada’s population moved from an estimated 104,769 in 2003, to 107,599 in

20123

. Although there was steady growth in Grenada’s population over the past decade, the population

has not changed significantly (see Table 6 for population estimates for the period 2006-12).

TABLE 6: POPULATION ESTIMATES: GRENADA 2006-12

Year 2006 2007 2008 2009 2010 2011 2012

Population 104,708 104,981 105,298 105,175 105,038 106,667 107,599

Source: Central Statistical Office (CSO), Grenada.

2.2 Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less

than 15 years (24,318) constituting 20.6% of the population. Meanwhile, only 10.55% of the population

(or 15,191) is over the age of 65. The 2012 population estimates indicated that Grenada has a relatively young population with 56.81% (61,124) under the age of 35 and those less than 15 years (24,318)

constituting 20.6% of the population. This relatively young population has the potential to provide Grenada

with an element of demographic dividend, assuming a high level of educational attainment together with the acquisition of an adequate degree of functional literacy and competency. Meanwhile, only 10.55% of

the population (or 15,191) is over the age of 65. The sex distribution of the population is practically equal

with 50.59% of the population being male and 49.41% being female (see Table 7 for geographic and gender

distribution of population).

3Census was undertaken by CSO.

APPENDIX 1.1 Page 8 of 9

TABLE 7: 2011 GEOGRAPHIC AND GENDER DISTRIBUTION OF POPULATION

Parish Male Female Total

Rest of St. George 17,568 17,550 35,118

Town of St. George 1,556 1,577 3,133

St. John 4,356 4,110 8,466

St. Mark 2,304 2,102 4,406

St. Patrick 5,316 5,187 10,503

St. Andrew 13,467 13,036 26,503

St. David 6,465 6,412 12,877

Carriacou & Petit Martinique 2,866 2,795 5,661

Total 53,898 52,769 106,667

Percentage 50.59 49.41 100

Source: CSO Grenada.

2.3 The population and gender distribution of communities surrounding the Perseverance Estate (Project area) mirrors that of the general population with males accounting for 50.65% of the population

and females 49.35% (see Table 8 below).

TABLE 8: POPULATION AND GENDER DISTRIBUTION OF COMMUNITIES

SURROUNDING THE PERSEVERANCE ESTATE

Community Households Male Female Total

Happy Hill 247 412 389 801

Beausejour 193 279 272 551

Brizan 113 155 172 327

Perseverance Estate 13 15 6 21

Total 566 861 839 1700

Percentage 50.65 49.35 100 Source: CSO Grenada.

2.4 Happy Hill community accounts for the largest number of households in contrast to the community

of Perseverance Estate which accounts for only 13. However, these are well-established communities which are characterised by households that range from low to middle-income status. These households

derive their income from diverse sources. The majority earn their livelihood from the agriculture and

fishing while others make a living in the public, informal and services sectors, and as self-employed.

Poverty and Human Development

2.5 The poverty profile of Grenada has deteriorated over the years, moving from a recorded incidence

level of 32.1% in 1998, to 37.7% in 2008, according to the most recent poverty study4. The greatest

incidence of poverty was recorded in the parish of St. Patrick. Approximately 56.67% of residents in that parish live in poverty. The second largest incidence of poverty, 54.46%, was recorded in the parish of

4 Data from the Country Poverty Assessment report for Grenada, Carriacou and Petit Martinique (2008) conducted

by GOGR with CDB support. On the basis of the poverty line of $5,842.00 it was estimated that an annual average

income of $585.95 would raise most poverty stricken individuals marginally above the poverty line.

APPENDIX 1.1 Page 9 of 9

St. Mark. Following on those two parishes were St. Andrew (44.68%), St. John (36.67%), and St. George (35.10%). At the time of the Study, more males (39.5%) than females (36.2%) lived in poverty.

2.6 Indicators from the last study, in addition to highlighting the rural concentration of poverty, revealed that despite its increase, coping mechanisms improved, resulting in a marked reduction in level

of indigence from 12.9% in 1998, to a mere 2.4% in 2008. This reality was accompanied by a fall in the Gini Coefficient from 0.45 to 0.37 over the decade of 1998-2008. However, despite this fall, significant

inequality exists, with the most affluent 10% of the population consuming almost one-third (29.8%) of total goods and services, whilst the poorest 10% consume just 2.9%. Closely correlated to the high

inequality is the level of unemployment which was estimated to be 34.9%5 among the poor,

10.0 percentage points above the national level of unemployment. At the same time, 19.2% of the non˗poor were estimated to be unemployed. Further, 31.5% of those who were employed constituted the

working poor, while the poor constituted 36.3% of the total labour force. If poverty co-varies with

unemployment, then the increased rate of unemployment to 33.5% in 2014, may suggest an increase in the poverty beyond the 2008-observed poverty incidence of 37.7%.

2.7 The female unemployment rate was determined to be 39.6%, while the unemployment rate among males was calculated to be 28.1%. Female unemployment among the youth was particularly high at

63.0%, compared to male youth where it was 49.1%. Females in the 25 to 64 age group experienced a higher rate of unemployment (34.3%) compared to males (22.1%) in the same age group. More

importantly, the long-term unemployment rate was estimated to be 37.4%. The high level of long-term unemployment would suggest that Grenada could face a severe episode of structural unemployment which

in turn could hamper the prospects for economic growth with negative implications for the reduction of poverty.

2.8 Grenada’s Growth and Poverty Reduction Strategy 2012-16, highlighted concerns regarding the

well-being of women and the families which they head. Grenada has the highest recorded percentage of

women-headed households among OECS Member States, a factor that closely aligns with having the highest dependency ratio among OECS Member Countries. This phenomenon has increased focus on

females given their low labour force participation rates and comparatively low incomes. According to the

Country Gender Assessment (2014:41), 24% of poor female heads of households are not in the formal

labour force and, of those seeking to participate, only 21% are employed. Furthermore, in urban households, 44% of female heads are in the three lowest consumption quintiles, compared with only 18.6%

of male heads.

5 Data obtained from the findings of the Labour Force Survey conducted in 2014 by CSO.

AP

PE

ND

IX 1

.2

GRENADA SOLID WASTE MANAGEMENT

AUTHORITY ORGANISATIONAL CHART

Minister of the Environment

Board of Directors

General Manager

Deputy Manager (Operations)

Landfill Manager

Waste Diversion Officer

Finance Officer

Administrative Officer

Senior Public Relations Officer

Site Security Contractor

Mechanic Zonal Supervisor

Zonal Supervisor (Carriacou)

Heavy Equip. Operator

Collection & Street Cleaning Contractors

Heavy Equip. Operator

Landfill Clerk

Assistant

Mechanic Landfill

Clerk

Accounts

Clerk Clerk/Typist Public Relations

Assistant

Truck Driver

Landfill

Attendant Landfill

Attendant

Office

Attendant

Cleaner Cleaner

APPENDIX 1.3

Page 2 of 2WASTE PICKERS

1. WHO ARE THEY?

1.1 The term waste picker is used to refer to people who salvage recyclables from the waste stream for sale or personal consumption. There are millions of waste pickers worldwide who make a living collecting,

sorting, recycling, and selling materials that someone else has thrown away. Vital actors in the informal economy, waste pickers provide widespread benefits to their communities, their country and the

environment. In many countries, waste pickers provide the only form of SWM. However, they often face low social status, deplorable living and working conditions, and sometimes little support from the state or

local authorities.1

2. PREVALENCE AND DEMOGRAPHICS

2.1 In 2010, World Bank estimated that there were 1.5 million waste pickers in India alone. Brazil, the country that collects the most robust official statistics on waste pickers, estimates that nearly a quarter

million of its citizens engage in waste picking. Waste picker incomes vary vastly by location, form of work, and gender. Some waste pickers live in extreme poverty, but many others earn multiple times their country’s minimum wage. Official statistics in Brazil indicate that men earn more than women, regardless

of age. Approximately two-thirds of Brazil’s waste pickers are men overall, but this proportion jumps to 98% in high income waste picker groups (those earning between 3-4 times the minimum wage). No women

were found in the highest income groups (those earning over 10 times the minimum wage).

3. CONDITIONS THAT FUEL WASTE PICKING IN DEVELOPING COUNTRIES

3.1 Rapid urbanisation has greatly increased the demand for informal waste collecting services, as countries often lack the infrastructure and resources to manage the totality of waste generated by their

populations. Despite spending 30-50% of operation budgets on waste management, developing cities today

collect only 50-80% of refuse generated by their inhabitants. Residents and businesses often resort to burning garbage or disposing of it in streets, rivers, vacant lots, and open state dumps. This is a source of

air, land and water pollution that threaten human health and the environment. Across the globe, informal

waste collectors help mitigate this harm by collecting recyclable materials by various means including by foot, push carts, animal-drawn carts, and pickup trucks. On the supply side, urbanisation has facilitated the

expansion of waste picking by creating a large pool of unemployed and underemployed residents with few

alternative means of earning a livelihood. Known as “the one industry that is always hiring,” waste picking

provides a cushion for many who lose their jobs during times of war, crisis, and economic downturn in countries in particular, that do not have welfare systems. It is also one of the few work opportunities

available to people who lack formal education or job experience.

3.2 Authorities in Caribbean Region have recognised the contribution made by waste pickers, and the

challenge they often present to landfill operations. In Guyana, upon construction of a new landfill in

Georgetown, waste pickers were organised into a cooperative, and they contribute fees to cover the

operation and maintenance of sanitary facilities, and a place to safely recycle waste.

1 http://www.inclusivecities.org/pt

APPENDIX 1.3 Page 2 of 2

4. WASTE PICKERS AT PERSEVERANCE

4.1 In 2010, there were approximately 8-12 waste pickers2 recycling materials at PL. That number

increased to approximately 30 by 2014.3 Demographic information received during a stakeholders’ meeting with 23 (18 males and 5 females) waste pickers at project appraisal revealed that males comprised about

80% of the group. Of that number, 1 male was 18 years of age; 8 persons (6 males and 2 females) were between 20 and 30 years; 9 persons (8 males and 1 female) were between 31 and 40; and 5 persons (3

males, 2 females) were over 40 years. Six participants (3 males and 3 females) were heads of households comprising 5 or more persons; while 5 participants (2 men and 3 women) were heads of households

comprising 5 persons or less.

4.2 The length of time pickers spent working at the landfill ranged from 3 months to 20 years. The

majority of persons (over 90%) informed that this form of work was their main or only source of livelihood. About 5% stated that they had artisanal skills and would pursue other livelihood opportunities when they

became available, e.g. masonry. However, given the slowdown in construction, they returned to the landfill

to earn a living in order to support their families. The waste pickers stated their interest in organising

themselves. They also highlighted concerns about access to wider markets to which the recyclable materials could be sold and generate more income. They currently sell recovered metal to local dealers for XCD300

per ton, and opined that this is insufficient when compared to international market prices.

4.3 The majority of pickers live in the following neighbouring communities: Perseverance, Happy Hill,

Brizan, Beausejour, Cherry Hill, Barbeau, Fontenoy and Grand Roy. One worker informed that he lived in

Grenville, which is located some distance away from the landfill. He commutes to and from work by taking

two buses each day and stated that this was his only form of livelihood. His small earnings supported his household of four. He intimated that unless some other income-earning opportunity presented itself, which

he saw as unlikely given the difficult economic situation, he would continue recovering waste materials.

4.4 The waste pickers target materials with recyclable value. The recovered materials metals include copper, lead from batteries, brass, aluminium, and stainless steel which are sold to small metal recycling businesses. Other recyclable products extracted from the landfill include glass bottles that are sold to the

local cottage industry, rum distilleries and brewery.4 The pickers face some drawbacks to their manual sorting operations, including contamination of recovered waste and health and safety risks.

4.5 As it related to their health, the pickers informed that GSWMA organises inoculations for them twice

yearly and they expressed interest in having a facility/shed erected where they could change their clothes

and store their lunch, toilet facilities, and access to clean water. Information received from GSWMA confirmed that despite the challenges faced by the waste pickers, their recycling activities have contributed

significantly to prolonging the life of the landfill. GSWMA has arranged consultations with the waste pickers

to encourage their participation in the National Insurance Scheme. GSWMA proposes to introduce and enforce mandatory requirements for the operation of waste pickers at its facilities, including the use of

personal protective equipment. The Authority is also considering (a) the introduction of a fee for waste

picking on the landfill, which would contribute to the cost of facilitating such operations, and (b) preventing any future access by persons not currently engaged in the activity.

2 Consultancy report prepared by Hydroplan (2010) - Consultants contracted by CDB to provide consultancy services

for the preparation of Designs for Rehabilitation of the Perseverance Landfill and Closure of Existing Dumpsites

and a Long-term Solid Waste Reduction and Disposal Strategy. 3 Information received during stakeholder meeting with waste pickers during project appraisal mission on October 8,

2014. At the time discussions were held with 23 waste pickers (18 males and 5 females). 4 Ibid.: 89.

APPENDIX 2.1

Page 2 of 2ADDITIONAL PROJECT DETAILS

1. LAND

Approximately 3,700 of GOGR lands to be vested in GSWMA, which is to provide 200 m2 for theconstruction of sanitary facilities accessible to waste pickers, and 3,500 m2 for the construction of leachate

management facilities.

Estimated Cost: USD

2. CIVIL WORKS

(a) Cell Development at PL

The construction of sanitary landfill facilities at Perseverance, including Cells 5 and 6, with

a capacity estimated at approximately 300,000 m3, inclusive of: site clearing; earthworks;

drainage; liner system; leachate collection and treatment; berm construction; access road; lighting; fencing; monitoring systems; manholes; and related works.

Estimated Cost: USD

(b) Closure of the Existing “Old Dump” Site

Closure of the “old dump” inclusive of: earthworks; handling/transport of refuse to reshape mound; capping; retention structures; drainage; gas collection and monitoring system;

access road; fencing; manholes; and related works.

Estimated Cost: USD

(c) Closure of Original Cells at PL

Closure of Cells previously used for landfilling at PL including Cell 1 and parts of Cells 2 and 3, inclusive of: earthworks; handling/transport of refuse to reshape mound; capping;

retention structures; repair of leachate collection system; drainage; gas collection and monitoring system; access road; fencing; manholes; and related works.

Estimated Cost: USD

(d) Sanitary Facilities (accessible to Waste Pickers)

This component consists of the construction of sanitary facilities for use by waste pickers inclusive of toilets and showers, with separate facilities provided for men and women.

The estimated floor area will be 40 m2. The facilities shall be designed in accordance with

the requirements of the Grenada Building Code. They shall be designed to minimise operational and maintenance requirements, including utility costs and security.

Estimated Cost: USD

APPENDIX 2.1 Page 2 of 3

3. EQUIPMENT

Equipment for GSWMA operations, comprising:

(a) Landfill Workshop Equipment, including:

(i) Tyre De-beader (1 no.); (ii) Tyre Cutter (1 no.);

(iii) Air Compressor (1 no.); and

(iv) Air Impact Wrench Set (1 no.).

Estimated Cost: USD

(b) Trucks for SWM Operations, including:

(i) Compactor Truck (1 no.);

(ii) Skip Truck (1 no.); and

(iii) Tipper Truck, with Crane (1 no.);

Estimated Cost: USD

(c) Operations Vehicles (small): Pick-up Trucks (2 no.)

Estimated Cost: USD

4. INSTITUTIONAL STRENGTHENING AND CAPACITY BUILDING

Consulting services for

(a) Revision of NWMS: including a review of the relevant legislation and recommendations for improving consistency with current requirements;

Estimated Cost: USD

(b) GSWMA Strengthening and Capacity Building: The preparation of a five-year strategic

plan; development of a contingency plan for SWM during natural hazard events; preparation of a GSWMA training plan; and training of GSWMA staff in areas specific to

SWM.

Estimated Cost: USD

APPENDIX 2.1 Page 3 of 3

(c) Composting Feasibility Study: Study to assess feasibility of composting operations by sector and industry stakeholders.

Estimated Cost: USD

5. PUBLIC AWARENESS AND EDUCATION PROGRAMME

Consulting services for the development of a communication strategy for GSWMA, and the development and implementation of stakeholder awareness and education activities.

Estimated Cost: USD

6. ENGINEERING SERVICES

Consulting services for geotechnical monitoring of the landfill site; preparation of final designs and tender documents and contract documents; assistance to GOGR in procurement activities, including

prequalification of bidders, preparation of evaluation reports, invitation of bids, etc.; and supervision of the civil works.

Estimated Cost: USD

7. M&E

Consulting services for the development and implementation of a M&E framework to: monitor the

achievement of project outputs and outcomes; train GSWMA staff in M&E methodologies; and coach GSWMA staff in the establishment of M&E systems to measure the extent of change attributable to the

activities of the Authority.

Estimated Cost: USD

8. PROJECT MANAGEMENT

The services of PIT are included in this component, including the cost of consulting services for

PC. It also includes the estimated cost of operations of ISWMSC and support by the Executing Agency required for the overall management and coordination of the Project.

Estimated Cost: USD

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.2

DRAFT TERMS OF REFERENCE

CONSULTING SERVICES FOR THE REVISION OF THE

NATIONAL WASTE MANAGEMENT STRATEGY

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The protection of Grenada’s natural environment is critical to the sustainability of social and economic activity on the

island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority

(GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA

currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in 2001, but

were rendered unserviceable by landslides later that year and waste disposal was returned to the old dump

site. The capacity of that site will be exhausted within months, and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.

1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry of Health. Waste Management Planning in Grenada is guided by the Waste Management Act (2001). The

National Waste Management Strategy (NWMS), which the Act requires be reviewed every five years, was

prepared in 2003 and is to be reviewed with a view to guiding the achievement of Grenada’s ISWM

objectives of reducing waste generation and maximising waste diversion. Within the Act, waste is defined as including foul water and sewage, which come under the responsibility of the National Water and

Sewerage Authority. A number of the enforcement provisions of the Waste Management Act are not

applied. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach, including through broadcast and print media, and has sponsored the Environmentally Friendly

Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives,

the Project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of

GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the

effectiveness of additional stakeholder awareness and education activities will also be part of the project

scope.

2. OBJECTIVE

2.1 Consulting services are required for the revision of NWMS to guide long-term waste management

planning in Grenada. While NWMS is required to be reviewed every five years, the Strategy is to consider a minimum 20-year horizon, and include short, medium, and long-term objectives and action plans. In

designing the Strategy, the Consultant(s) shall accord a high priority to ensuring that it can be realised by

GOGR, and that its operation can be transferred to GOGR stakeholders. Once the strategy is agreed upon

by stakeholders, the Consultant(s) will be required to assist GOGR in establishing arrangements for its implementation.

3. SCOPE OF SERVICES

3.1 The scope of the consulting services shall include, but not be limited to, all of the activities required

for preparation of NWMS as articulated in the Waste Management Act (2001). The Consultant(s) shall carry out all the technical and other studies, research, analysis and related work to attain the objective

outlined above. They shall identify and assess policy, legislative and institutional options and best practices

for integrated waste management and make recommendations for waste solutions that are cost effective, socially acceptable and environmentally sustainable. Participatory methodologies will be utilised

APPENDIX 2.2 Page 2 of 7

throughout the conduct of the services. The Consultant(s) shall also consider issues of gender in all aspects of the assignment, identifying any areas of existing or potential gender inequality, and recommending

measures for producing equitable results. The Consultant(s) will be required to present the findings to

stakeholders in a consultation meeting, before completing the Final Report. Among other things, the Consultant(s) shall also:

(a) identify key stakeholders and develop a stakeholder consultation plan; provide sex-

disaggregated data on attendance at consultations and pertinent issues raised by women

and men;

(b) assess the policy, institutional, legal and regulatory framework for the management of all

types of waste, including, but not limited to, a complete analysis of all types of solid waste, including at least domestic, industrial, ship-generated, hazardous and medical wastes; as

well as previous reviews of the national framework;

(c) research factors/characteristics of SWM legislation, with special reference to developing

states, that are relevant to the legal and regulatory framework for ISWM;

(d) conduct a detailed review of Grenada’s waste management trends and patterns, including

but not limited to: demographic changes, waste generation, and waste characteristics, etc. This shall include a review of existing studies on the status of SWM in Grenada and a gap

analysis on the existing data identifying further areas of research and data collection that

the Consultant(s) will be required to undertake to complete the assignment;

(e) review standards, requirements and procedures for the management of waste in Grenada

including the generation, handling, storage, treatment, transport and disposal of all types

of waste;

(f) undertake a comprehensive literature review of waste diversion approaches. This will include, but not limited to: waste diversion technologies; gender-aware best practices for

public education and awareness methods for promoting public participation in waste

reduction and waste diversion activities; options for law enforcement; and the engagement of non˗residential customers;

(g) analyse population and relevant economic-growth trends to project solid waste generation and composition for the next 20 years;

(h) determine a statistically appropriate waste-sampling regime to conduct a waste characterisation study for Grenada;

(i) using the sampling regime developed, analyse the solid waste composition (percentage of

wet weight) for various components including, but not limited to: organics (food waste, yard and other agriculture waste); paper and paperboard; plastics (PE bottles, HDPE

containers, film, and hard plastics); textiles; metals (ferrous, aluminium, other metals); and

construction and demolition material;

(j) analyse the moisture content and lower heating calorific value of waste samples;

(k) consult with relevant officials at the Ministry of Economic Development and Planning,

Ministry of the Health Environment, Physical Planning Department, and Department of

APPENDIX 2.2 Page 3 of 7

Agriculture and Lands to ascertain land-use plans, and relevant zoning information and regulations related to siting of waste disposal and treatment facilities;

(l) examine the options available for locating future waste disposal facilities in Grenada. If possible a shortlist of potential sites along with a preliminary discussion of the strengths

and weaknesses of each option should be presented. Site visits shall be made to the existing

and potential disposal and recovery sites in Grenada, and to related private sector operations;

(m) assess environmental and social issues such as disposal practices, including the application

of daily cover, compaction levels, presence and activities of waste pickers, utilisation of appropriate equipment, environmental and social impacts, including consideration of the

informal sectors that currently exist;

(n) assess the current management of methane and the potential for feasible emissions reduction activities;

(o) evaluate waste diversion opportunities in Grenada. Specific attention should be paid to sorting, recycling, reuse, and composting;

(p) identify existing and potential markets for materials recovered or diverted from the waste

stream;

(q) make recommendations for gender-inclusive stakeholder engagement and awareness for

achievement of strategy objectives;

(r) make recommendations for development or amendment of policies, legislation and/or

regulations for achievement of ISWM objectives;

(s) evaluate potential waste-treatment and disposal options for Grenada, including:

(i) conventional sanitary land-filling;

(ii) waste-to-energy systems;

(iii) methanisation and gas-energy production; and

(iv) any other appropriate technological methods;

For each option, state the assumptions and discuss the advantages and disadvantages,

potential environmental impacts, and likely capital and operational costs;

(t) conduct a preliminary economic feasibility assessment of the options;

(u) conduct cost and sustainability assessments for SWM and wastewater management: The Consultant(s) will present at least: (i) a historic cost analysis of collection, transportation

and final disposal of waste in Grenada; (ii) a financial analysis of the current and future costs of collection, transportation and disposal, and the minimum average tariff that is

needed to recover all the costs related; (iii) an analysis of the existing entities (private and public) dealing with waste collection/disposal revenues and define a basic business model

that will improve the current situation; (iv) an inclusion of willingness/capacity of payment

APPENDIX 2.2 Page 4 of 7

criteria for the above section; and (v) an institutional diagnosis with the necessary modifications that are recommended, in order to have the required sustainability;

(v) prepare a revised, comprehensive NWMS for Grenada. NWMS shall include action plans, a suite of potential capital investments and an implementation plan that will assist Grenada

in achieving ISWM objectives. Sector specific strategies and gender-sensitive action plans

shall be developed, addressing tourism, agriculture, commercial, and other key sectors

identified by the Consultant(s). NWMS shall also have a results-based monitoring and evaluation framework;

(w) conduct workshops with stakeholder groups during development of the Strategy, and upon

completion of the Draft Strategy; and

(x) develop gender-aware communications materials for GSWMA for use in its broad-based

public awareness and education campaign to achieve the objectives of the Strategy.

4. DURATION OF THE CONSULTING ASSIGNMENT

4.1 The assignment is expected to be conducted over a period of approximately eight months. The

duration reflects the requirement for adequate stakeholder consultation over the study period.

5. REPORTING REQUIREMENTS

5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GOGR and two (2)

copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in

Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used

in the preparation of the reports shall also be submitted to CDB. GOGR and CDB will provide comments on the reports within fourteen (14) days of receipt and the Consultant(s) will revise the reports according

to the comments received. These reports are as follows

(a) Inception Report: The Inception Report will be presented within 21 days after the signing

of the contract, and it will include:

(i) Initial Findings;

(ii) Consultants’ detailed work schedule and methodology, including the schedule and

scope of all surveys, investigations, and tests, etc., to be conducted;

(iii) a programme for the use of resources including personnel, equipment, and

materials, etc.;

(iv) a proposed outline for future reports; and

(v) criteria to be employed, including identification of all technical standards and

procedures to be used.

(b) Monthly Progress Reports: Reports presenting progress and work activity during the reporting period shall be presented within seven days after the end of each calendar month

during the performance of the services.

APPENDIX 2.2 Page 5 of 7

(c) Baseline SWM Study: The Report shall be presented within two months after the signing of the contract. In addition to the assessment of the current situation, the Report shall

present the findings of stakeholder consultations.

(d) Baseline Wastewater Management Study: The Report shall be presented within three

months after the signing of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.

(e) Draft Final SWM Study: The Report shall be presented within five months after the signing

of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.

(f) Draft Final Wastewater Management Study: The Report shall be presented within five

months after the signing of the contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.

(g) Draft Final Policy, Legislation and Regulation Report: The Report shall be presented within four months after the signing of the contract. It shall include recommendations for

development or amendments to policies, legislation and regulations to support ISWM. It shall also include guidelines for the drafting of the related legislation and regulations;

(h) Draft Final NWMS Report: The Report shall be presented within six months after the

signing of the contract. The consultation shall present the recommendations at a multi- stakeholder workshop.

(i) Final NWMS Report: The Report shall be presented within eight months after the signing

of the contract. It shall include the revised NWMS and final drafts of all reports and

deliverables due under the contract.

6. QUALIFICATIONS AND EXPERIENCE

6.1 All of the members of the consulting team must have excellent communication and interpersonal

skills and must be fluent in English. The technical expertise required for the consultancy should include, but

not necessarily be limited to: project management; SWM systems planning; civil and environmental engineering; environmental impact assessment; social impact assessment; gender analysis and gender impact

assessment; institutional assessment; and financial and economic analysis. Team members should possess

postgraduate and/or professional qualifications appropriate to their discipline, and a minimum of ten+ years

of relevant professional experience. A minimum of 15-years’ experience will be required for the Team Leader. The Consultant(s) shall have extensive experience in wastewater management; municipal SWM in

the areas of landfill design and operations; strategic planning for SWM; policy development; as well as

implementation of wastewater management and solid waste management initiatives. Specific experience in the Caribbean will be an asset.

6.2 The team shall also include a qualified attorney-at-law, preferably with postgraduate qualifications

in legal drafting and/or environmental legislation. A minimum of ten-years’ experience in practice and/or administration law with specific experience in developing framework for the administration and regulation of environmental issues in small island developing states and a demonstrated capacity to develop drafting

instructions for British Commonwealth type legal systems is required

APPENDIX 2.2 Page 6 of 7

7. HUMAN RESOURCE SCHEDULING AND COSTS

7.1 The Consultant(s) is to support their proposal with the provision of the following information:

(a) The methodology to be used in the assignment.

(b) The names, experience, qualifications, and standing in the firm of the Principal Staff who

will be assigned to each component of this project.

(c) A Gantt chart showing the input of each staff member for the assignment, indicating the

overall length of time required for each stage of each package and the person-days of each

staff member.

(d) Full submission of costs with detailed breakdown, which should include :

(i) Consultant fees;

(ii) support staff services;

(iii) equipment/laboratory hire (if applicable);

(iv) communication costs;

(v) report production costs; and

(vi) travel expenses and per diem requirements.

8. COMMENTS BY THE CONSULTANT(S)

8.1 The Consultant(s) may make comments on these Terms of Reference and make suggestions for

their improvement. The financial implications, if any, of these recommendations must be indicated in the

Financial Proposal.

9. COORDINATION AND FACILITIES

9.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report to GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the

Consultant(s) to carry out their duties. The services shall be conducted in Grenada and in the home country

of the Consultant(s). The Consultant(s) team members are expected to bring their own computers. GOGR shall designate counterpart personnel whom the Consultant(s) shall mentor in all aspects of the assignment.

While GSWMA will provide direct supervision, the Consultant(s) will be required to liaise closely with other

key stakeholders across several GOGR agencies.

APPENDIX 2.2 Page 7 of 7

BUDGET

(USD)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.3

DRAFT TERMS OF REFERENCE

CONSULTING SERVICES FOR PLANNING AND CAPACITY BUILDING IN

GRENADA SOLID WASTE MANAGEMENT AUTHORITY

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards the design and implementation of an integrated solid waste management (ISWM)

project for Grenada which includes the design and construction of additional sanitary, engineered cells at

the Perseverance Landfill and institutional strengthening of the Grenada Solid Waste Management

Authority (GSWMA). Established in 1995, through an Act of Parliament, GSWMA, a statutory body, has

responsibility for providing coordinated and integrated systems for the collection, treatment, recycling and

disposal of solid waste, and to establish and manage sanitary landfills. GSWMA currently operates

two landfills, one at Perseverance which is used for the disposal of solid waste generated on mainland

Grenada, and the other at Dumfries in Carriacou which is utilised for the disposal of waste generated in

Carriacou and Petite Martinque.

1.2 Waste collection services on mainland Grenada are provided for curb, communal bins and

government institutions spread across five collection zones, which are serviced by six private contractors.

This provides collection coverage to 98% of the island. Collection frequency in Grenada’s rural areas

outside St. George’s is twice-per-week. The urban areas in and around St. George’s, receive daily pickup

service (except Sunday). Privatisation of the collection services has helped to improve the level of the

quality of service. The Authority also provides street sweeping services, and this is carried out by five

private contractors. In relation to Carriacou and Petite Martinique, the collection coverage is essentially

100%. Both islands receive service that is equivalent to that provided to Grenada’s rural areas. Waste from

Petite Martinique is transported to Carriacou for disposal.

1.3 General oversight of GSWMA was the responsibility of the Ministry of Health and in September 2009, this role was assumed by the Ministry of the Environment. GSWMA operates within the context of

the National Waste Management Strategy (NWMS) approved by Cabinet in September 2003. The revised NWMS should have been prepared within five years of the adoption of the initial strategy. Work remains

on the updated version. Strategic leadership is provided by a board of directors (BOD) comprising eight representatives of key stakeholders from the public and private sectors, namely: the Ministry of the

Environment; Grenada Ports Authority; the Ministry of Finance; Grenada Chamber of Industry and Commerce; the Royal Grenada Police Force; and the community. The BOD, its Chairperson and Deputy

Chairperson were appointed for a three-year term by the Minister of the Environment in April 2013.

GSWMA is managed by an executive management team made up of six1 persons and they carry out the

BOD’s directives and oversee the day-to-day operations. Total staffing is relatively low, reflecting the high level of privatisation of the waste collection and the street cleaning aspects of the organisation’s operations.

The total staff compliment at the end of 2013 was 28 persons, with 13 persons (6 males and 7 females) working in the main office and 15 persons (13 males and 2 females) working at the landfills in Perseverance

and Carriacou.

1.4 Effective organisation and management is required to efficiently sustain GSWMA’s operations.

The last Strategic Plan covered the five-year period 2004-08 and in the absence of a new plan, the Authority

has been using three-year work plans and annual budgets to set priorities, coordinate work activities, and

1 The Executive Management Team comprises the following: General Manager, Operations Manager, Landfill

Manager, Finance Officer, Senior Public Relations Officer, and an Administrative Officer.

APPENDIX 2.3 Page 2 of 7

identify resource constraints. The BOD and management understand the importance of medium to

long-term planning, as this would ensure that the organisation remains relevant and responsive to the needs

of its stakeholders. More importantly, medium to long-term planning is critical to good management and

governance. The capacity of the Authority to effectively and efficiently carry out its mandate, is heavily

dependent on internal management and the quality of the staff. Proper and relevant training of staff at all

levels in all aspects of solid waste management (SWM) is integral to the success and safety of GSWMA’s

operations and recycling programmes. Training managers in areas such as recycling, solid waste

technologies, procurement, and pollution prevention keeps the managers in charge of various programmes,

up to date on new technologies, regulations and opportunities for programme improvement.

1.5 Contingency planning is critical to the uninterrupted operation of GSWMA, the continued disposal

of solid waste in Grenada and maintenance of points of contact with the organisation’s stakeholders –

householders, commercial and industrial enterprises, visitors, private and public sector institutions, etc. The

Authority does not have a documented plan which outlines the contingency options for handling solid waste

at the landfills at Perseverance and Dumfries.

1.6 Monitoring the performance of GSWMA’s SWM System is an important aspect of the

organisation’s operations. Basically, the System has a number of goals, such as it can be used to: improve

service quality; monitor and evaluate the quality of services provided by private service contractors; assess

targets versus actual performance; and provide information that can be used by management for policy

development and decision making. Currently, data is being collected by GSWMA on various aspects of its

operations, including the: type of waste delivered to both landfills; quantity; weigh days; number of tyres

delivered as segregated loads; and metal bales produced, etc. It is not clear that the System is being

processed and used to generate generally-accepted key performance measures related to SWM, as well as

to reduce or eliminate inefficiencies.

1.7 The sustainability of GSWMA requires a more strategic perspective and it is for this reason that

the institutional strengthening component of CDB’s project seeks to address the identified shortcomings in

four key areas, specifically, strategic planning, contingency planning and capacity development.

2. OBJECTIVES

2.1 The overall objective of the consultancy is to assist GSWMA in improving its planning capacity,

while ensuring that gender issues are incorporated in all aspects of the organisation’s operations. This will

be accomplished through the following:

(a) preparation of a five-year strategic plan and an accompanying gender-responsive action plan;

(b) building capacity within the organisation to institutionalise the strategic planning process,

through coaching and guidance on good practice approaches to the preparation of the Plan;

(c) preparation of a contingency plan to ensure the continued operation of the organisation;

and

(d) preparation of a customised medium-term gender-responsive training plan, which builds the governance capacity of the BOD and technical capacity of management and staff, in

various aspects of SWM.

APPENDIX 2.3

Page 3 of 7

3. SCOPE OF WORK AND METHODOLOGY

3.1 The specific tasks to be carried out under the consultancy are, but not limited to, the following:

(a) Team Leader/Strategic Planning Facilitator

The Team Leader will be an experienced facilitator who is expected to generally enable the strategic planning process in the context of the unique business environment of a small

public sector solid waste company. Activities to be undertaken by the Consultant(s) include the following:

(i) assisting in structuring the planning process, preparation of a detailed work plan

and guiding the working group/internal strategic planning team;

(ii) undertaking a baseline study which covers a review of the data on: waste quantities and composition; existing SWM operations; the institutional and financial framework; the role of men and women in SWM in Grenada, a review of the

institutional arrangements for the collection of the environmental levy; etc;

(iii) establishing the Strategic Planning Framework including: assisting with the

preparation of the inception workshop, conduct of meetings, focus group

discussions, and gender-inclusive stakeholder consultations; supporting GSWMA internal strategic planning team; and preparation of the Draft Strategic Planning

Framework Report which includes a medium-term capital investment plan;

(iv) assessing the options for the building of GSWMA’s ISWM System and conducting

on˗going special workgroup meetings to obtain inputs from key stakeholders –

men, women, children, private and public sector organisations, institutions, non- government organisations, etc;

(v) examination of the organisational structure and staffing, including the

qualifications and experience of existing staff, to recommend any required changes to the structure or to the staffing requirements for GSWMA to achieve its strategic

and operational objectives;

(vi) developing recommendations for improving the tracking and collection of the amounts payable to GSWMA through the Environmental Levy (from Grenada

Electricity services Ltd., GOGR, and port and airport authorities), and assisting GSWMA to implement those recommendations;

(vii) assisting the Working Group/Internal Strategic Planning Team with the evaluation of the options for addressing key issues, conducting workshops and meetings to

discuss the key issues and strategic responses, and preparing the Draft Five-Year

Strategic Plan for review by the BOD;

(viii) assisting the Working Group/Internal Strategic Planning Team with developing the

Action Plan for the delivery of the Strategy;

(ix) preparing an action plan (covering five years), an immediate action plan (covering

two to three years), and a capital investment plan;

APPENDIX 2.3 Page 4 of 7

(x) attending meetings and making presentations to the BOD and political directorate, as required, to finalise the Strategic Plan; and

(xi) conducting two (2) review meetings to assess the implementation of the Plan.

(b) Contingency Planning Specialist

This specialist will be responsible for conducting a review of the alternate sites that could be used as temporary disposal facilities and points of contact for development of options

for the temporary management of wastes in an emergency situation or unplanned interruptions in solid waste disposal.

(c) Training and Development Specialist

This specialist will be responsible for the following:

(i) conducting a needs analysis through research, which includes an assessment of the company’s goals, its specific safety needs and legal obligations, e.g. training in

areas such occupational health and safety, landfill maintenance, and the Labour Department’s training requirements; an assessment of the differences in the

population in terms of gender, age, household size and status, income, location, etc. In respect of health and safety, the activities and practices of waste pickers and

others whose activities occur on GSWMA facilities shall also be considered;

(ii) determining which employees need training in terms of gender, areas or subjects and the frequency, through the use of focus groups, meetings, informal discussions,

review of employee records and performance data, and questionnaires, etc.;

(iii) preparing a gap analysis report; and

(iv) preparing the Training Plan which sets out the specific goals to meet the identified training needs, list of persons to be trained in each topic/area, the training schedule,

and recommended methods for training the identified group of trainees. Visit(s)

may also be recommended to a regional solid waste management authority,

identified as an example of good practice, to fulfil the knowledge needs identified, and the relevant contacts established and costs determined.

4. ROLES AND RESPONSIBILITIES

4.1 The Consultant(s) will report to GSWMA’s General Manager, or designated representative, who

will work with the Consultant(s) to enable knowledge transfer; oversee the implementation of the

consultancy; and coordinate logistical arrangements for meetings, as identified by the Consultant(s).

4.2 The Consultant(s) will be responsible for the overall management and implementation of the

assignment; coordination of the team’s activities, as well as to ensure that the requirements of the Terms of

Reference (TOR) are followed; and the timely submission of all deliverables.

APPENDIX 2.3

Page 5 of 7

4.3 GSWMA will be responsible for providing ground transportation and support facilities, such as

office accommodation, stationery, information on its operations and other agencies that impact on their

operations, and local laws and regulations.

5. PLACE OF WORK AND IMPLEMENTATION ARRANGEMENTS

5.1 GSWMA will be the Executing Agency and the General Manager will be responsible for the overall

management of implementation of the consultancy. GSWMA will provide the Consultant(s) with office

accommodation, including access to the internet, administrative support, and arrange introductory meetings

with key project stakeholders. Where required, the organisation will provide transportation to the meetings

with key stakeholders. The Consultant(s) will be based in Grenada and will work on the preparation of the

Strategic Plan for a period of up to six months.

5.2 The Consultant(s) will be required to visit GSWMA to conduct the meetings to review the progress

of the implementation of the Strategic Plan. In undertaking this assignment, the Consultant(s) should adopt

a collaborative approach to foster the transfer of knowledge in the area of strategic planning.

6. QUALIFICATIONS AND EXPERIENCE

6.1 The Consulting team should have a qualified and experienced strategic planner who will lead the

team. The team should comprise persons who have the following qualifications and experience:

(a) post graduate degree in a relevant field such as Organisational Development, Strategic

Management, Human Resource Development, Training and Development, and Computing and Systems Development;

(b) at least ten years’ experience in:

(i) conducting and facilitating strategic planning processes and implementation with

specific emphasis on facilitating the development of strategic plans for SWM companies;

(ii) preparation of contingency plans for SWM agencies; and

(iii) preparing training plans.

(c) experience with establishing and maintaining effective partnerships and working relationships with both public and private sectors;

(d) should have undertaken at least one assignment of a similar nature in the last two years;

(e) knowledge and experience of using participatory approaches and facilitation techniques;

(f) excellent communication, writing, inter-personal and facilitation skills; and

(g) fluency in written and spoken English.

APPENDIX 2.3 Page 6 of 7

7. REPORTING REQUIREMENTS

The Consultant(s) will be required to provide the following reports and deliverables:

(a) Inception Report: prior to commencing the assignment, the Consultant(s) will be required to submit an Inception Report. The Report should include a detailed implementation

schedule setting out the tasks, activities and resources, and methodologies to be used to execute the Project. The Implementation Schedule will be amended by agreement by CDB

and GSWMA. A total of two (2) hard copies of the Inception Report should be submitted, one (1) to CDB and one (1) to GSWMA. CDB and GSWMA will be required to forward

comments on the Inception Report within two (2) weeks’ of the receipt of the Report.

(b) Report on the Findings of the Consultations: specifically, the Strategic Planning and Training Plan workshops, focus group meetings and consultations with stakeholders.

(c) Draft Final Report: which includes a detailed analysis of the findings, conclusions, and

recommendations of meetings and discussions, and a copy of the Draft Strategic Plan, and Draft Training Plan in respect of the items outlined under the Scope of Works at Section

3.01 of the TOR. Two (2) copies of the report in hard copy and one (1) in the electronic format ‒ Microsoft Word, Excel and PowerPoint where appropriate – should be submitted for review and comments within one (1) week before the end of the assignment. CDB and GSWMA shall submit comments within two (2) weeks of receipt of the Draft Final Report.

(d) Final Report: which includes the Final Strategic Plan and Final Training Plan along with

pertinent recommendations is to be submitted within two (2) weeks of the receipt of

comments from CDB and GSWMA on the Draft Final Report. The Consultant(s) shall submit four (4) hard copies of the Final Report – two (2) copies to CDB and two (2) to

GSWMA, along with one (1) copy of the report in the electronic format ‒ Microsoft Word,

Excel and PowerPoint, where appropriate. The Final Report should take account of the

comments and suggestions of CDB and GSWMA.

(e) Plan Implementation Report: to be submitted by the Strategic Planning Consultant, within four (4) months after the completion of the Final Report.

8. DURATION

8.1 The assignment should be completed over a period of eight months.

APPENDIX 2.3

Page 7 of 7

BUDGET

(USD)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.4

DRAFT TERMS OF REFERENCE CONSULTING SERVICES FOR COMMERCIAL COMPOSTING STUDY

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards an integrated solid waste management (ISWM) project for Grenada. The protection of Grenada’s natural environment is critical to the sustainability of social and economic activity on the

island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management

Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which

has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in

2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and additional sanitary, engineered

cells will be constructed at the Perseverance Landfill.

1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied.

The National Waste Management Strategy (NWMS), which the Act requires be reviewed every five years, was prepared in 2003, and will be updated with a view to guiding the achievement of Grenada’s ISWM

objectives of reducing waste generation and maximising waste diversion. Wide stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices,

GSWMA engages in wide public outreach through broadcast and print media, and has sponsored the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of

Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional framework for SWM, and

at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will

also be part of the project scope.

2. OBJECTIVE

2.1 The main objective of the study is to demonstrate the feasibility of commercial composting in

Grenada, and thereby stimulate growth in this aspect of waste diversion.

3. SCOPE OF SERVICES

(a) Engage key stakeholders from governmental, private sector and non-governmental organisations, as required, through one-on-one meetings to capture their perspectives on

composting.

(b) Assess waste trends and patterns in Grenada. This should include an assessment of the

type, potential, quantity and quality of compost material available in the waste stream.

(c) Review of past and existing composting activities in Grenada, highlighting strengths and

weaknesses of the approaches taken.

APPENDIX 2.4 Page 2 of 4

(d) Determine the market potential for composting in Grenada. This will include:

(i) identification of key characteristics affecting future demand for composting in

Grenada; identification of potential purchasers of compost; and identification of

potential sources of composting resources;

(ii) assessment of the potential for various composting products that have market potential. This should include mulch, soil amendments, organic fertilizers, and

blended product. For each product, the Consultant will examine the total cost for

the product including marketing and distribution and make a recommendation regarding its suitability for the Grenadian market. The Consultant will also

recommend the level of technology that should be used for composting;

(iii) determining the capital and recurrent costs for composting for operating a commercial composting facility;

(iv) based on the findings of the market demand and giving due consideration to the

distribution of waste collection zones, and the transport network for waste

collection, developing a strategic plan for the number, size, and potential location of commercial composting facilities. The potential locations for composting

facilities should take into consideration the environmental sensitivities of

residential development; and

(v) making recommendations for the development of commercial composting in

Grenada.

4. DURATION OF THE CONSULTING ASSIGNMENT

4.1 The assignment is expected to be conducted over a period of approximately four months.

5. REPORTING REQUIREMENTS

5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GOGR and two (2)copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in

Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used

in the preparation of the reports shall also be submitted to CDB. GOGR and CDB will provide comments

on the reports within fourteen (14) days of receipt and the Consultant(s) will revise the reports according to the comments received. These reports are as follows

(a) Inception Report: The Inception Report will be presented within 21 days after the signing of the contract, and it will include:

(i) Initial Findings;

(ii) Consultant(s) detailed work schedule and methodology, including the schedule and

scope of all surveys, investigations, and tests, etc., to be conducted;

(iii) a programme for the use of resources including personnel, equipment, and

materials, etc.;

(iv) a proposed outline for future reports; and

APPENDIX 2.4

Page 3 of 4

(v) Criteria to be employed, including identification of all technical standards and

procedures to be used.

(b) Report – Data and Information Compiled on Waste Trends and Past Composting Activities in Grenada: The Report shall be presented within one month after the signing of the

contract. In addition to the assessment of the current situation, the Report shall present the findings of stakeholder consultations.

(c) Report on Compost Market Potential Analysis: The Report shall be presented within

two (2) months after the signing of the contract.

(d) Final Report: The report will comprise a summary of data and Information on waste trends

and past composting activities in Grenada; compost Market Potential Analysis; Strategic

Plan for Commercial Composting and recommendations. The Report shall be presented within four (4) months after the signing of the contract.

6. QUALIFICATIONS AND EXPERIENCE

6.1 The Consultant must have excellent communication and interpersonal skills and must be fluent in

English. The Consultant should have qualifications and experience in areas relevant to the consultancy that

might include SWM systems planning; and financial and economic analysis; and environmental engineering.

7. COMMENTS BY THE CONSULTANTS

7.1 The Consultant(s) may make comments on these Terms of Reference, and make suggestions for

their improvement. The financial implications, if any, of these recommendations must be indicated in the

Financial Proposal.

8. COORDINATION AND FACILITIES

8.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report to

GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the Consultant(s) to carry out his/her duties. The services shall be conducted in Grenada and in the home country

of the Consultant(s).

APPENDIX 2.4 Page 4 of 4

BUDGET

(USD)

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.5

DRAFT TERMS OF REFERENCE

CONSULTING SERVICES FOR THE DEVELOPMENT AND IMPLEMENTATION OF A

PUBLIC AWARENESS AND EDUCATION PROGRAMME

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards the design and implementation of an integrated solid waste management project for Grenada, which includes the design and construction of additional sanitary, engineered cells at the

Perseverance Landfill and institutional strengthening of the Grenada Solid Waste Management

Authority (GSWMA). Established in 1995, through an Act of Parliament, GSWMA, a statutory body, has responsibility for providing coordinated and integrated systems for the collection, treatment, recycling, and

disposal of solid waste, and to establish and manage sanitary landfills. GSWMA currently operates two

landfills, one at Perseverance which is used for the disposal of solid waste generated on mainland Grenada,

and the other at Dumfries in Carriacou which is utilised for the disposal of waste generated in Carriacou and Petite Martinique.

1.2 Waste collection services on mainland Grenada are provided for curb, communal bins, and government institutions, spread across five collection zones which are serviced by six private contractors.

This provides collection coverage to 98% of the island. Collection frequency in Grenada’s rural areas

outside St. George’s, is twice per week. The urban areas in and around St. George’s receive daily pickup service (except Sunday). Privatisation of the collection services has helped to improve the level of the

quality of service. The Authority also provides street sweeping services, and this is carried out by five

private contractors. In relation to Carriacou and Petite Martinique, the collection coverage is essentially

100%. Both islands receive service that is equivalent to that provided to Grenada’s rural areas. Waste from Petite Martinique is transported to Carriacou for disposal.

1.3 General oversight of GSWMA was the responsibility of the Ministry of Health and in September 2009, this role was assumed by the Ministry of the Environment. GSWMA operates within the context of

the National Waste Management Strategy (NWMS) approved by Cabinet in September 2003. The revised NWMS should have been prepared within five years of the adoption of the initial strategy. Work on the

updated version remains. Strategic leadership is provided by a board of directors (BOD) comprising eight representatives from key stakeholders from the public and private sectors, namely: the Ministry of the

Environment; Grenada Ports Authority; the Ministry of Finance; Grenada Chamber of Industry and Commerce; the Royal Grenada Police Force; and the community. The BOD, its Chairperson and Deputy

Chairperson, were appointed for a three-year term by the Minister of the Environment in April 2013.

GSWMA is managed by an executive management team made up of five1 persons, and they carry out

BOD’s directives and oversee the day to day operations. Total staffing is relatively low, reflecting the high level of privatisation of the waste collection and street cleaning aspects of the organisation’s operations.

The total staff compliment at the end of 2013 was 28, with 13 persons working in the main office and 15 persons working at the landfills in Perseverance and Carriacou.

1.4 GSWMA has spearheaded various public awareness campaigns which have resulted in the cleanup of illegal disposal sites and the adoption of areas by civic organisations, community groups and schools.

In recent years, the Authority has focused on promoting good solid waste management (SWM) practices in

schools through its annual Environmentally Friendly Schools Initiative (EFSI), which includes community-

level projects that target beaches, historic sites, marine protected areas and rivers, and waste reduction and recycling initiatives that focus on composting organic school waste. The wider public education activities

1 The Executive Management Team comprises the following: General Manager, Operations Manager, Landfill

Manager, Finance Officer, Senior Public Relations Officer, and an Administrative Officer.

APPENDIX 2.5

Page 2 of 5

have concentrated on encouraging and improving SWM; increasing awareness of the issues related to

littering; poor sanitation practices; illegal waste disposal; and improper waste transportation.

1.5 Compositing has been promoted by GSWMA as part of its Waste Diversion Programme. To this

end, several compost initiatives have been implemented over the years, including: training of students as

part of EFSI; members of the public; representatives from Non˗Governmental Organisations; farmers; and

gardeners and grounds men at hotels. Most of the hotels have continued their waste separation projects and the production of compost, as a means of waste diversion. This has contributed to the award of Green Hotel

Status to five hotels in Grenada.

1.6 The waste diversion activities carried out by GSWMA have had a positive impact, as there was a

decrease in the quantity of waste received at both landfills over the last five years, which fell by 15%

moving down from 42,799 tonnes in 2009, to 36,214 tonnes in 2013. This translated to a reduction in the Daily Waste-Generation Rate which went down from 117 tonnes per day in 2009, to 99 tonnes per day

in 2013. Despite this improvement, there has been an increase in the per capita waste generation rate as it

increased from 1.78 lbs/person/day in 2009, to 2.29 lbs/person/day in 2013. Further, a review of the Annual

Solid Waste Received data revealed that, between 2011 and 2013, there was a steady increase in amount of waste delivered to the Perseverance Landfill. Recognising that one way to reverse this trend is to increase

public awareness and education of waste diversion and reduction strategies, the institutional strengthening

component of CDB’s Project seeks to build GSWMA’s capacity to develop and implement public awareness and education programmes.

2. OBJECTIVES

2.1 The main objectives of the Public Awareness and Education Programme (PAEP) are to: provide

information on SWM good practices and its benefits and the personal and societal costs of poor practices; gain public support and build the profile of SWM; and reduce quantities of waste received at the landfills

in Perseverance and Dumfries.

3. SCOPE OF WORK AND METHODOLOGY

3.1 PAEP Consultant(s) will be tasked with the development and implementation of a programme of

communication activities aimed at changing attitudes and behaviours in respect of solid waste management, through a comprehensive programme of engagement with persons involved in the sector, schools, and the

wider community, on the issues around integrated SWM.

3.2 The specific tasks to be carried out under the consultancy are, but not limited to, the following:

(a) Preparation of an inventory and review of recent and current public awareness initiatives in Grenada, Carricacou and Petite Martinique; level of public involvement, programmes

that target males, females and children, the public and private sectors and non-government organisations, institutions, mechanisms used; and achievements and successes.

(b) An assessment of the differences in the population in terms of gender, age, household size

and status, income, location, etc.

(c) Assisting GSWMA in the design, preparation, planning and management of the PAEP,

including a community participation programme

(d) Planning and delivering initial briefing, training and orientation to GSWMA’s BOD and

staff in public education and community participation, and the Awareness Programme.

APPENDIX 2.5 Page 3 of 5

(e) Developing and implementing specific measures to ensure the participation of vulnerable groups, including women and the poor.

(f) Developing and implementing through the Ministry of Education (MOE), a programme of

awareness and education activities around SWM for various cohorts of students that may be applied across the entire school system.

(g) Monitoring the performance and impact of the Programme in the field, across sectors and

on communities and, where required, make adjustments to the Programme.

(h) Planning and organising gender-aware training events, including workshops and seminars, that facilitate public/private dialogue on SWM issues.

(i) Advising on the preparation of gender-aware information, education and communication materials, and media campaigns and web pages.

(j) Reviewing staff reports and advise GSWMA on actions required to address identified

issues, and prepare reports on the performance and impact of initiatives carried out as part of the Programme.

4. ROLES AND RESPONSIBILITIES

4.1 The Consultant(s) will report to GSWMA’S General Manager who will oversee the implementation

of the consultancy and coordinate logistical arrangements for meetings as identified by the Consultant(s), as well as designate a member of staff to work with the Consultant(s) to enable knowledge transfer.

4.2 The Consultant(s) will be responsible for the overall management and implementation of the

assignment; coordination of activities to ensure that the requirements of the Terms of Reference (TOR) are followed; and the timely submission of all deliverables.

4.3 GSWMA will be responsible for providing ground transportation and support facilities, such as office accommodation, stationery, information on its operations, and other agencies that impact on their

operations, local laws and regulations, and other materials required for the implementation of the consultancy.

5. PLACE OF WORK AND IMPLEMENTATION ARRANGEMENTS

5.1 GSWMA will be the Executing Agency and the General Manager will be responsible for the overall management of implementation of the consultancy. GSWMA will provide the Consultant(s) with office

accommodation, including access to the internet, administrative support, and arrange introductory meetings with key project stakeholders. Where required, the organisation will provide transportation to the meetings

with key stakeholders. The Consultant(s) will be based in Grenada.

5.2 The Consultant(s) will be required to liaise with the MOE through the School Outreach Liaison or

other officers designated by the Permanent Secretary, MOE for the purposes of designing and implementing aspects of the programme in schools.

APPENDIX 2.5 Page 4 of 5

6. QUALIFICATIONS AND EXPERIENCE

6.1 The Consultant(s) should have the following qualifications and experience:

(a) Bachelor’s Degree in communications, journalism, marketing, public relations or other

relevant fields. A Master’s Degree in a relevant field is desirable.

(b) At least ten (10) years’ experience in managing communication programmes in the public

sector. Experience with SWM agencies will be an asset.

(c) Demonstrated ability to manage and implement innovative and relevant communication

tools.

(d) Demonstrated knowledge of issues relating to SWM, including gender, governance and

climate change.

(e) Successfully completed public awareness and communication programmes in SWM or a

related field.

(f) Demonstrated ability to mentor staff.

(g) Strong interpersonal skills and demonstrated pro-active approach to problem solving.

(h) Excellent communication, writing, inter-personal and facilitation skills, and fluency in

written and spoken English.

6.2 The name, qualification, and experience of the Consultant(s) must be provided to CDB.

7. REPORTING REQUIREMENTS

7.1 The Consultant(s) will be required to provide the following reports and deliverables:

(a) Inception Report: Prior to commencing the assignment, the Consultant(s) will be required

to submit an Inception Report. The Report should include a detailed implementation schedule setting out the tasks, activities and resources, and methodologies to be used to

execute the Project. The Implementation Schedule will be amended by agreement by CDB and GSWMA. A total of two (2) hard copies of the Inception Report should be submitted,

one (1) to CDB and one (1) to GSWMA. CDB and GSWMA will be required to forward comments on the Inception Report within two (2) weeks’ of the receipt of the Report.

(b) Interim Reports on the Findings of the Consultations and Progress Reports: Specifically,

the reports on the meetings, training conducted, consultations with stakeholders, and

reports on the impact of the activities undertaken.

(c) Draft Final Report: Includes a detailed analysis of the findings, conclusions, and

recommendations of meetings and activities undertaken, and a copy of the Draft PAEP in respect of the items outlined under the Scope of Works at Section 3.01 of TOR. Two (2)

copies of the Report in hard copy and one (1) in the electronic format ‒ Microsoft Word, Excel and PowerPoint where appropriate – should be submitted for review and comments

APPENDIX 2.5 Page 5 of 5

within one (1) week before the end of the assignment. CDB and GSWMA shall submit comments within two (2) weeks of receipt of the Draft Final Report.

(d) Final Report: Includes the Final PAEP, along with recommendations to be submitted

within two (2) weeks of the receipt of comments from CDB and GSWMA on the Draft

Final Report. The Consultant(s) shall submit four (4) hard copies of the Final Report – two

(2) copies to CDB and two (2) to GSWMA, along with one (1) copy of the Report in the electronic format ‒ Microsoft Word, Excel and PowerPoint, where appropriate. The Final

Report should take account of the comments and suggestions of CDB and GSWMA.

(e) Plan Implementation Report: To be submitted by the Consultant(s) within six (6) months

after the completion of the Final Report.

8. DURATION

8.1 The assignment should be completed over a period of 12 months.

BUDGET

(USD)

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.6

DRAFT TERMS OF REFERENCE

CONSULTING ENGINEERING SERVICES FOR

FINAL DESIGNS AND CONSTRUCTION SUPERVISION

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The protection

of Grenada’s natural environment is critical to the sustainability of social and economic activity on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management

Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada.

GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in

2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the

old dump site. The capacity of that site will be exhausted within months and additional sanitary, engineered cells will be constructed at the Perseverance Landfill (PL).

1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry

of Health. Waste Management Planning in Grenada is guided by the Waste Management Act (2001). The National Waste Management Strategy, which the Act requires be reviewed every five years, was

prepared in 2003 and is to be reviewed with a view to guiding the achievement of Grenada’s ISWM

objectives of reducing waste generation and maximising waste diversion. Within the Act, waste is defined as including foul water and sewage, which come under the responsibility of the National Water and

Sewerage Authority. A number of the enforcement provisions of the Waste Management Act are not

applied. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach, including broadcast and print media, and has sponsored the Environmentally Friendly Schools

Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the

Project includes a wide range of institutional strengthening and capacity building measures targeted at

improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop, implement and monitor the

effectiveness of additional stakeholder awareness and education activities will also be part of the project

scope.

1.3 Through funding provided by CDB, consultants engaged by GOGR prepared designs for rehabilitation of the PL and closure of existing dumpsites in November 2009. GOGR now proposes to

engage the services of Consultant(s) to review the 2009 designs and to make any amendments required for

consistency with current recommended practice. The Consultant(s) will be required to undertake a

programme of geotechnical investigation, including groundwater monitoring, to inform the review and revision of the design.

2. OBJECTIVE

2.1 The objectives of the assignment are as follows:

(a) to ensure that designs for the rehabilitation of PL, the closure of the old dump and of Cells 1 and 2, are reviewed and revised in accordance with the highest practicable international

engineering and design standards, to provide solutions with the lowest life-cycle costs that satisfy client requirements and appropriate design criteria;

APPENDIX 2.6 Page 2 of 10

(b) to ensure that high quality construction is achieved and that all work is carried out in full

compliance with the engineering design, technical specifications, and other contract

documents; and

(c) to provide support to the Executing Agency in the execution of its project management functions, including its monitoring and evaluation functions.

3. DESCRIPTION AND SCOPE OF SERVICES

3.1 The Consultant(s) will be expected to design and implement a programme of geotechnical

investigations, including groundwater monitoring, to inform the review and revision of the design of the

proposed infrastructure.

3.2 The consulting team will be composed of highly qualified and experienced experts, who can carry

out the investigation, design and construction supervision duties as a fully competent and independent unit.

The Scope of Work is understood to cover all activities necessary to accomplish the objectives of the consulting assignment, whether or not a specific activity is cited in these Terms of Reference (TOR).

3.3 The Consultant(s) will adopt a participatory approach to the conduct of the services, including participation, as required, in meetings with stakeholders to discuss project-related matters. The design and

construction of the infrastructure shall seek to minimise maintenance requirements and operational costs.

3.4 The Scope of Services will include, among other things:

Phase I: Design Review and Investigations

(a) Review of the reports (including annexes, drawings, etc.) prepared under assignment titled, “Consulting Services for Grenada ‒ Preparation of (a) Designs for Rehabilitation of the PL

and Closure of Existing Dumpsites and (b) A Long-Term Solid Waste Reduction and Disposal Strategy”. The documents include, among others, the Final Design Report

(November 2009); Final Design Drawings (October 2009); Final Environmental Impact Assessment Report (March 2010); and Options for Waste Disposal in Grenada (November 2009).

(b) Review of other reports and documents referenced in the 2009 Consultants Reports,

particularly the previous investigations referred to in the Geotechnical Report in the Conceptual Design Report Annexes (August 2009). Those reports include the

Geotechnical Engineering Report for Perseverance ‒ Grenada (July 1998); Perseverance Estate Proposed Landfill Hydrogeology Report (April 1999); Final Report on Geotechnical

Investigations for Slope Stability and Cause of Slope Failure at Perseverance Landfill (March 2004); Inspection Report on Soil Investigation for Slope Instability at Perseverance Landfill (January 2004); Report on Slope Design at Perseverance Landfill (February 2005);

and Supplemental Report on Slope Design at Perseverance Landfill (December 2005).

(c) Review of available information necessary for the drainage design, including the August

2010 Report on the Development of Rainfall Intensity-Duration-Frequency Curves and National Flood Hazard Maps, prepared by H.R. Wallingford.

APPENDIX 2.6 Page 3 of 10

(d) Design and implement a programme of geotechnical investigations, including groundwater

monitoring, to inform the review and revision of the design of the proposed infrastructure, including the installation of boreholes, piezometers and inclinometers.

(e) Conduct of topographical surveys of the sites of the old dump and PL.

Phase II A: Detailed Design Completion/Revision

3.5 The Phase II A activities will pertain to the closure of the old dump and the waste picker facilities, and will include:

(a) Finalising or, to the extent required, revising the proposed closure and restoration plans for the old dumpsite, making any amendments necessary to conform to current recommended

practices, including for the collection and management of landfill gas and minimising the infiltration of surface water.

(b) Designing toilet and changing facilities for the use of waste pickers at PL, on a site to be

identified by GSWMA, in accordance with the requirements of the Grenada National Building Code.

(c) Preparing bidding documents, inclusive of detailed construction drawings, technical specifications, and detailed estimates of the cost of the Works for closure of the old

dumpsite and construction of the facilities for waste pickers. Separate contracts are proposed for these two items of Work. The bidding documents shall conform to the

requirements of the Guidelines for Procurement and Standard Bidding Documents published by CDB.

(d) Reviewing the draft Environmental and Social Management Plans (ESMP) for the works for inclusion in the bidding documents.

(e) Providing assistance to GOGR in the bidding process.

(f) Providing assistance to GOGR in the evaluation of tenders.

Phase II B: Detailed Design Completion/Revision

3.6 The Phase II B activities will pertain to the rehabilitation of PL and the closure of Cells 1 and 2,

and will include:

(a) Preparing closure and restoration plans for Cells 1 and 2 of PL in accordance with current

recommended practices, including for the collection and management of landfill gas and minimising the infiltration of surface water.

(b) Finalising or, to the extent required, revising final designs, with final design drawings, construction details, cross sections, final quantities, costs, technical specifications, and

tender documents for the rehabilitation of PL.

(c) Preparing bidding documents, inclusive of detailed construction drawings, technical

specifications, and detailed estimates of the cost of the works for rehabilitation of PL and

APPENDIX 2.6 Page 4 of 10

closure of Cells 1 and 2. The bidding documents shall conform to the requirements of the

Guidelines for Procurement and Standard Bidding Documents published by CDB.

(d) Reviewing and revising the draft ESMP for the Project for inclusion in the bidding documents.

(e) Providing assistance to GOGR in the prequalification of contractors.

(f) Providing assistance to GOGR in the evaluation of tenders.

Phase III A & B: Construction Supervision (A & B shall correspond to the Phase II activities)

3.7 The Consultant(s) will be required to:

(a) Prepare a Construction Supervision Manual outlining routines and procedures to be applied

in contract management, construction supervision, and administration.

(b) Issue the Order to Commence to the contractors.

(c) Approve the setting out of the Works.

(d) Approve the Contractors' key superintendence personnel, construction programmes, method statements, land to be occupied by the Contractor, materials and sources of

materials.

(e) Order special tests of materials or completed works and/or removal and substitution of

improper materials and/or work, as required.

(f) Check all quantity measurements and calculations required for payment purposes and ensure that all measurements and calculations are carried out in a manner and at the

frequencies specified in the contract documents.

(g) Identify construction problems and delays and actions to expedite progress, if the Works

fall behind schedule.

(h) Control and appraise the progress of the Works, order suspension of the Works and authorise, in accordance with the terms of the construction contract, extensions of the

period for completion of the Works.

(i) Issue variation orders, evaluate variations, fix rates for unpriced work, or order day work

all in accordance with the terms of the construction contract, and/or to make recommendations to the Employer regarding alternatives.

(j) Issue interim certificates for payment to the contractors on the basis of measured work

items or to certify the completion of the Works, or parts thereof.

(k) Inspect the Works periodically, during the construction period and the defects liability period and to issue Defects Liability Certificates after the rectification by the Contractor of

possible defects.

APPENDIX 2.6 Page 5 of 10

(l) Supervise the Contractor in all matters concerning safety and care of the Works (including

the erection of warning signs) and, if required, request the Contractor to provide any

necessary lights, guards, fencing, and watchmen.

(m) Carry out generally all the duties of the Engineer as specified in the Contract, within the limitations specified therein.

(n) Advise the Employer on all matters relating to claims from the Contractor and to make recommendations thereon, including the possible recourse to arbitration.

(o) Prepare detailed as-built drawings for all works contracts.

(p) Prepare closure reports for

(q) Participate in community meetings throughout project implementation to ascertain and inform, among other things, communities’ views on the Project, and implementation

progress and impacts.

(r) Monitor and report in all progress reports on the adherence of all responsible parties to the

requirements to the approved ESMPs.

4. DURATION OF THE CONSULTING ASSIGNMENT

4.1 The assignment is expected to be conducted over a period of approximately three and a half years (3.5) years.

5. REPORTING REQUIREMENTS

5.1 The Consultant(s) will present six (6) copies of each report, four (4) copies to GSWMA and two

(2) copies to CDB. The reports shall also be submitted in “pdf” format as complete documents, as well as in Microsoft Word and Excel, AutoCAD and/or other formats used in their creation. Copies of all data used in the preparation of the reports shall also be submitted to CDB. These reports are as follows:

(a) Inception Report: The Inception Report will be presented within twenty-one (21) days

after the signing of the Contract, and it will include:

(i) Initial Findings.

(ii) Consultants’ detailed work schedule and methodology, including the schedule

and scope of all surveys, investigations, and tests, etc., to be conducted.

(iii) A programme for the use of resources including personnel, equipment, and

materials, etc.

(iv) Details of the geotechnical programme to be implemented.

(v) A proposed outline for future reports.

(vi) Design criteria to be employed, including identification of all technical standards and procedures to be used.

APPENDIX 2.6 Page 6 of 10

Phase I: Design Review and Investigations

5.2 The Phase I Report will, inter alia, present the results of the design review, including any proposed

revision to existing designs; present the alternatives considered; and recommend the preferred options.

Survey and geotechnical results, together with all design assumptions, calculations, technical justifications and estimated costs, are to be presented in a design report to be submitted for approval by GOGR and CDB,

no later than four (4) months after the signing of the Contract.

Phase II A: Detailed Design Completion/Revision

Draft Final Report

5.3 Phase II A may run concurrently with Phase I. The Phase II A Draft Final Report will be submitted

within two (2) months after the signing of the Contract. The Report will include:

(a) The relevant results from the Phase I activities.

(b) Detailed designs and Engineer’s estimates.

(c) Bid documents for the proposed contracts for closure of the old dump site and the

construction of waste picker facilities.

Final Report

5.4 The Final Report will be due within four (4) weeks of receipt of comments from GOGR and CDB

on the Phase II A Draft Final Report.

Phase II B: Detailed Design Completion/Revision

Draft Final Report

5.5 The Phase II B Draft Final Report will be submitted within two (2) months after the submission of

the Phase I Final Report. The Report will include:

(a) The relevant results from the Phase I activities.

(b) Detailed designs and Engineer’s estimate.

(c) Bid documents for the contract for the rehabilitation of PL and the closure of Cells 1 and

2.

Final Report

5.6 The Final Report will be due within four (4) weeks of receipt of comments from GOGR and CDB

on the Phase II B Draft Final Report.

APPENDIX 2.6 Page 7 of 10

Phase III: Construction Supervision

(a) Monthly Reports: The Consultant(s) will, no later than the specified date of each month,

prepare a progress report for each works contract summarising the work accomplished for the preceding month. The Report will outline any problems encountered (administrative,

technical or financial) and give recommendations on how these problems may be

overcome. The reports will detail progress of on-going works, include analysis and summaries of all test results, and shall record the status of payment of all contractors

monthly certificates, of all claims for cost or time extensions, and of actions required of

GSWMA, other GOGR agencies, or other stakeholders to permit unconstrained works implementation.

(b) Contract Completion Reports: The Consultant(s) will prepare a comprehensive

Contract Completion Report for each of the construction contracts, which reach substantial completion during the period of the services. These reports, which must be submitted

immediately after the taking over of each contract, shall summarise the method of

construction, the construction supervision performed, actual implementation progress and costs, compared to planned progress and costs, quality assurance and quality control

results, technical issues addressed, and recommendations for future projects of similar

nature to be undertaken by the Employer.

(c) Closure Reports and Maintenance Manuals: The Consultant(s) will prepare closure reports

for the closed dump sites and comprehensive maintenance manuals for all GSWMA infrastructure, equipment and vehicles, including inspection procedures, schedules,

budgets, etc. These shall be submitted immediately upon substantial completion of each works contract.

(d) Landfill Operations Plan: The Consultant(s) will prepare a detailed Landfill Operations Plan to facilitate the safe, efficient, and effective operation of the completed facility in

accordance with appropriate industry standards. Site operations, site safety, emergency

response, and site monitoring shall be among the topics covered. This shall be submitted immediately upon substantial completion of the cell development contract.

(e) Project Completion Report: The Consultant(s) will prepare a single Project Completion Report to consolidate information from the Contract Completion Reports.

6. QUALIFICATIONS AND EXPERIENCE

6.1 All of the members of the consulting team must have excellent technical, management,

communication and interpersonal skills and must be fluent in spoken and written English. The key experts

required for the Consultants’ team and their minimum qualifications and experience are as follows:

(a) Key Expert No. 1: Civil Engineer (Team Leader/Resident Engineer)

(i) Education: MSc. in Civil Engineering (or equivalent).

(ii) Experience: At least fifteen (15) years of experience in the design and construction of sanitary landfills with at least five (5) years’ experience in developing countries.

The candidate must also have at least five (5) years’ experience as a Team Leader working on projects in developing countries and must have performed this role on

APPENDIX 2.6 Page 8 of 10

at least two (2) projects of this size and complexity within the past eight (8) years.

The candidate must be a registered/licensed professional engineer. The Team

Leader will reside in Grenada full time throughout the period of the services.

(b) Key Expert No. 2: Geotechnical Engineer

(i) Education: MSc in Geotechnical Engineering (or equivalent).

(ii) Experience: At least ten (10) years’ of experience in design and implementation of geotechnical investigation programmes, with extensive experience in groundwater

monitoring and the analysis of slope stability. The candidate must have at least

two (2) years’ experience on projects of a comparable nature in developed countries or on projects in developing countries with international financing. The

candidate must be a registered/licensed professional engineer and must have

performed this function on at least two (2) similar projects within the past five (5)

years.

(c) Key Expert No. 3: Hydraulic Engineer

(i) Education: BEng. in Civil Engineering (or equivalent).

(ii) Experience: Ten (10) years’ experience in drainage design, with at least two (2)

years’ experience in developing countries. The candidate must be a registered/licensed professional engineer. The candidate must have performed this

role on at least two (2) projects of this size and complexity within the past 5 years.

(d) Key Expert No. 4: Social and Environmental Specialist

(i) Education: Bachelor's in Social or Environmental sciences, Project

Implementation, Monitoring and Evaluation, or a related discipline.

(ii) Experience: Ten (10) years’ experience in social analysis, environmental monitoring and related activities in the context of development projects.

Experience in major infrastructure projects and projects financed by multilateral development agencies would be assets. The candidate must have performed this

role on at least two (2) projects of this size and complexity within the past five (5) years. The candidate must have excellent technical, organisational and

communication skills, and must be fluent in spoken and written English.

6.2 It is envisaged that part-time inputs would be required from the following non-key experts:

(a) Civil Engineers.

(b) Surveyors.

(c) CAD Technicians.

6.3 The Consultant(s) must specify the qualifications and experience of each expert to be assigned to

the project. For each key expert proposed, curriculum vitae detailing the relevant qualification and

experience should be provided in the format presented in CDB’s Standard Request for Proposals.

APPENDIX 2.6 Page 9 of 10

7. MANPOWER SCHEDULING AND COSTS

7.1 The Consultant(s) is to support his offer with the provision of, inter alia, the following information:

(a) The methodology to be used in the assignment.

(b) The names, experience, qualifications and standing in the firm of the principal staff who will be assigned to this project.

(c) A bar chart showing the input of each staff member for the assignment indicating the

overall length of time required for each stage and the man-weeks of each staff member.

(d) full submission of costs with detailed breakdown as follows:

(i) consultants fees;

(ii) consultants out-of-pocket expenses;

(iii) support staff services;

(iv) equipment hire;

(v) communication and report production costs;

(vi) contract documentation production costs;

(vii) supervision costs; and

(viii) survey costs.

8. COMMENTS BY THE CONSULTANTS

8.1 The Consultant(s) may make comments on these TOR, and make suggestions for their improvement. The financial implications, if any, of these recommendations must be indicated in the

Financial Proposal.

9. COORDINATION AND FACILITIES

9.1 GSWMA is the Executing Agency for the consulting assignment. The Consultant(s) shall report

to GSWMA through the Project Coordinator. GOGR will facilitate the issuance of any permits required for the Consultant(s) to carry out their duties. The services shall be conducted in Grenada and in the home

country of the Consultant(s). The Consultant(s) team members are expected to bring their own computers.

GSWMA shall designate counterpart personnel whom the Consultant(s) shall mentor in all aspects of the assignment. During Phases I and II of the assignment, the Client will provide a vehicle (4-wheel drive) for

transportation purposes of the Consultant(s). The Client will be responsible for providing the services of a

driver, fuel and other operating costs. Transportation for the Consultant(s) during Phase III of the

assignment shall be provided as a priced items in the Bills of Quantities within the terms of the Works Contract(s).

APPENDIX 2.6

Page 10 of 10

BUDGET

(USD)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.7

DRAFT TERMS OF REFERENCE

CONSULTING SERVICES FOR MONITORING AND EVALUATION

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean Development

Bank (CDB) towards an integrated solid waste management (ISWM) project for Grenada. The protection

of Grenada’s natural environment is critical to the sustainability of social and economic activity on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority

(GSWMA) has responsibility for the collection and disposal of domestic solid waste in Grenada. GSWMA

currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance were commissioned in 2001, but

were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump

site. The capacity of that site will be exhausted within months and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.

1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry

of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. The National Waste Management Strategy, which the Act requires be reviewed every five years, was

prepared in 2003 and will be updated with a view to guiding the achievement of Grenada’s ISWM

objectives of reducing waste generation and maximising waste diversion. Wide stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices,

GSWMA engages in wide public outreach through broadcast and print media, and has sponsored the

Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and capacity-

building measures targeted at improving the policy, legislative and institutional framework for SWM, and

at enhancing the capacity of GSWMA to function as the lead agency on ISWM. Activities to develop,

implement, and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.

2. OBJECTIVE

2.1 The objectives of the services are the development and implementation of a comprehensive results- based Monitoring and Evaluation (M&E) framework for measuring the achievement of project outputs

during implementation, and the achievement of the intended development outcomes. In addition, the

consultancy is expected to contribute to strengthened M&E capacity within GSWMA, and to establish a

system for the long-term M&E of ISWM initiatives in Grenada. In designing a Management Information System for M&E, the Consultant(s) shall accord a high priority to ensuring sustainability of its operation

and that the System can be transferred for use with other initiatives undertaken by GSWMA. Once the

System is agreed upon by stakeholders, the Consultant(s) will be required to assist GOGR in establishing arrangements within GSWMA for implementation of the System, which will facilitate informative and

summative evaluations of the Project.

3. SCOPE OF CONSULTANCY SERVICES

3.1 The Consultant(s) will carry out all the technical and other studies, research, analysis and related work to attain the objective outlined above. The M&E System will be used for monitoring the use of project

inputs; effectiveness of the project implementation process; production of project outputs; achievement of project outcomes; project impacts and the extent to which the project impacts can be attributed to the

Project. The Consultant(s) will be expected to enhance GSWMA’s human resources capacity in M&E;

APPENDIX 2.7 Page 2 of 4

create M&E tools; and improve policymakers and planning officers’ understanding and support for M&E. The Consultant(s) will be expected to, among other things:

(a) Review the objectives of the Project and the Draft M&E Framework in the appraisal report

prepared by CDB.

(b) Identify the range and quality of data and information required for appropriate and

economic project M&E.

(c) Identify key stakeholders and develop a gender-inclusive stakeholder consultation plan.

(d) Assess the institutional capacity of GSWMA as it relates to management information

systems to support M&E, including human resources, skills and knowledge, structure,

systems, data, training needs, etc.

(e) Identify the users of the M&E information and determine the level of needs of each level of project management, and the reports to be prepared and the reporting frequency.

(f) Identify and/or validate the relevant, measurable, appropriate, unambiguous indicators of

project outputs, and outcomes and impact. Some of these may be proxy indicators.

(g) Undertake base-line surveys and studies required to measure the outputs, outcomes, and

impacts, including a survey of Knowledge, Attitudes and Practices with regard to SWM

among the public.

(h) Recommend the human resources, materials, equipment and methodologies that should be employed in operating the M&E System.

(i) Develop and conduct formal training activities in M&E for the project management team

assigned to the Project, as well as the technical staff of GSWMA, to the extent necessary

to ensure their capacity to independently undertake all required M&E activities in the design, implementation and evaluation of future projects of various levels of complexity,

and in the routine operations of the authority.

(j) Prepare and populate suitable electronic templates/databases and information systems

required as part of a management information system-based M&E system. The System should be simple in nature and should use standard spreadsheet software such as MS Excel.

(k) Present the System to stakeholders in a sensitisation seminar, demonstrating the

identification, collection, analysis, and reporting of data and information.

(l) undertake annual coaching with GSWMA in the implementation of the M&E system for the submission of M&E information to satisfy the reporting requirements of the project

throughout the period of project implementation.

(m) Attend and participate in the Exit Workshop at the end of project implementation, expected

in 2018.

3.2 In the conduct of this work, the Consultant(s) shall cooperate fully with GOGR agencies

responsible for the development and implementation of the Project, and the operation of the M&E System,

APPENDIX 2.7 Page 3 of 4

in particular, GSWMA, the Ministry of Health and the Ministry of Environment. Participatory methodologies will be utilised in data gathering and action planning. The Consultant(s) will be required to

present the findings to stakeholders in a consultation meeting, before completing the Final Report and implementing the agreed system in manual format. While GSWMA will provide counterpart service, the

Consultant(s) will be required to liaise closely with other key stakeholders across several GOGR agencies.

4. CONSULTANT(S) REQUIREMENTS

4.1 The Consultant(s) should have specialist training and suitable qualifications and experience in

M&E, impact evaluation, social analysis, transportation, and social and economic development.

5. REPORTS AND SCHEDULES

5.1 The Consultant(s) will present four (4) copies of each report, three (3) copies to GSWMA and one(1) copy to CDB. Electronic copies of the reports shall also be submitted in “pdf” as complete documents,

as well as in Microsoft Word and Excel and/or other standard formats used in their creation. A copy of all

data used in the preparation of the reports shall also be submitted to GSWMA and CDB. The Consultant(s) shall commence field work within fifteen (15) days of the effective date of the Contract and shall submit

the following reports to GOGR and CDB within the time periods indicated:

(a) An Inception Report, within two (2) weeks after commencement of field work providing

details of the work project and methodology. GOGR and CDB will provide comments on this report (within about two (2) weeks), and the Consultant(s) will adjust the work project

and methodology accordingly.

(b) A Progress Report, detailing the proposed training plan and progress in respect of

development of the M&E System, including collection of baseline data, two (2) months after commencement of field work.

(c) A Draft Final M&E System Implementation Report, within six (6) months of commencement of field work. The Consultant(s) will provide one (1) copy and one (1)

compact disk (Microsoft Word and Excel), containing a detailed summary of the main findings, conclusions and recommendations illustrated by appropriate diagrams, forms etc.

The Report shall also present the details of the training conducted with GSWMA staff and proposals for the conduct of the sensitisation workshop. GOGR and CDB will provide

comments on this Report (within about three (3) weeks of receipt) and the Consultant(s) will adjust the Report according to the comments received.

(d) A Final M&E System Implementation Report within two (2) months of receipt of

comments on Draft Report for GOGR and CDB’s acceptance. The Final Report shall be

prefaced with an executive summary which contains the main findings, conclusions and

recommendations of the Report. It shall include the findings derived from the sensitisation workshop.

(e) Annual reports on the coaching and support to GSWMA in the use of the M&E System for the collection and submission of information required to comply with project requirements.

APPENDIX 2.7 Page 4 of 4

6. HUMAN RESOURCES SCHEDULING AND COSTS

6.1 The Consultant(s) is to support the proposal submission with the provision of the following information:

(a) The methodology to be used in the assignment.

(b) A Gantt chart showing the input for the assignment indicating the overall length of time

required for each stage of each package and the man-weeks required.

(c) Full submission of costs with detailed breakdown which should include professional fees

and all reimbursable expenses, including communication costs, report production costs,

travel expenses and per diem requirements (if applicable).

7. SUPERVISION OF THE CONSULTANT(S)

7.1 The Consultant(s) will report to Project Coordinator assigned by GSWMA, who will be responsiblefor routine supervision of the Consultant(s) and monitoring the progress of this consultancy.

8. DURATION

8.01 The assignment is to be completed over a period about two and one-half (2½) years.

BUDGET

(USD)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 2.8

DRAFT TERMS OF REFERENCE

CONSULTING SERVICES FOR PROJECT COORDINATOR

1. BACKGROUND

1.1 The Government of Grenada (GOGR) has requested financing from the Caribbean DevelopmentBank (CDB) towards an Integrated Solid Waste Management (ISWM) Project for Grenada. The

protection of Grenada’s natural environment is critical to the sustainability of social and economic activity

on the island. Established in 1995, through an Act of Parliament, the Grenada Solid Waste Management Authority (GSWMA) has responsibility for the collection and disposal of domestic solid waste in

Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at

Perseverance, which has been in operation since the 1960s. Two cells of a new landfill at Perseverance

were commissioned in 2001, but were rendered unserviceable by landslides later that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and

additional sanitary, engineered cells will be constructed at the Perseverance Landfill.

1.2 The regulatory and enforcement aspects of solid waste management (SWM) rest with the Ministry

of Health. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. The National Waste Management Strategy, which the Act requires be reviewed every five years, was

prepared in 2003 and will be updated with a view to guiding the achievement of Grenada’s ISWM objectives of reducing waste generation and maximising waste diversion. Wide stakeholder

participation will be required to achieve these objectives. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach through broadcast and print media, and has sponsored

the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to the achievement of Grenada’s ISWM objectives, the Project includes a wide range of institutional strengthening and

capacity-building measures targeted at improving the policy, legislative and institutional framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM.

Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.

2. OBJECTIVE

2.1 Consulting services are required for the position of Project Coordinator (PC). The objective ofthe assignment is the effective and timely achievement of the project outputs and outcome(s) through

efficient coordination of project implementation.

3. SCOPE OF SERVICES

3.1 The PC will be responsible for coordinating and monitoring all aspects of the implementation of

the Project. Additional administrative, technical and clerical support will be provided by GSWMA. The PC will be an ex-officio member of the Integrated Solid Waste Management Steering Committee

(ISWMSC). The PC’s duties will include, but will not be limited to:

(a) preparing and submitting to GOGR and CDB quarterly work plans for the Project;

(b) directing and supervising the day to day operations of the Project, guided by the project

documents and the annual work plans;

(c) ensuring that stakeholders are kept informed about the progress of the Project, including work schedules of contractors and consultants in all components, traffic management

APPENDIX 2.8 Page 2 of 4

plans, diversions, closures, and all aspects of the performance of the Environmental and

Social Management Plan (ESMP);

(d) monitoring and evaluation of the Project, in a manner consistent with the Project’s

Monitoring and Evaluation Framework;

(e) mentoring and supervision of GSWMA staff assigned to assist in the execution of

project˗related functions;

(f) supervision of all components, including ensuring that activities and procurement schedules are carefully planned and executed, and that there is adherence to CDB’s

procurement procedures, including updating the procurement plan as stipulated by CDB;

(g) developing close working relationships with all project participants and stakeholders

(including non-governmental organisations, government agencies, private sector entities,

and Local Government officials) to achieve a shared vision of the Project and its objectives;

(h) representing of GOGR in all its dealings with all consultants, suppliers and contractors;

(i) serving as secretary to ISWMSC;

(j) involvement and reporting on participation by community members and other stakeholders

in implementation of the Project;

(k) managing and administrating the implementation of works, goods and consultancy

contracts;

(l) ensuring that, where appropriate, public notices regarding project implementation matters

are disseminated in the media, distribution of notices in the communities, etc.

(m) establishing mechanisms for the airing of public grievances, including the setting up of a project hotline for this purpose;

(n) preparing monthly reports on the social and environmental monitoring of the Project,

compliance with the ESMP by the contractor(s), the adequacy of supervision of the

ESMP by the Engineering Consultant(s), data on the social and environmental indicators in the monitoring and evaluation framework, public grievances, and public consultations.

The reports should include discussion and analysis of observed direct and indirect impacts

on stakeholders including differential gender impacts, effects on livelihoods, disruption of social life, safety, etc. Data and information should be disaggregated by gender;

(o) convening, at least monthly, meetings with the contractor(s) and Engineering Consultant(s), for the purpose of coordinating works activities;

(p) submitting to CDB, quarterly reports on the investment cost of the Project in the format shown in the Reporting Requirements presented in CDB’s Appraisal Report or in such

form or forms as may be specified by CDB within four (4) weeks after the end of each quarter, commencing with the quarter following PC’s assignment;

APPENDIX 2.8 Page 3 of 4

(q) expedition of the submission to CDB of claims for disbursement/reimbursement with

regard to all components financed from the Loan;

(r) controlling the budget and introducing safeguards acceptable to CDB to prevent funds

and assets misuse;

(s) maintaining accounts on project-related expenditure and disbursement activities;

(t) advertising for, and assisting, in the selection and engagement of the various consultants for the various components of the Project;

(u) ensuring that all contractual obligation are adhered to and making all necessary arrangements to ensure implementation meets projected targets;

(v) submitting to CDB, within one (1) week after the end of each month, the monthly reports

on implementation of all components of the Project as referred to in the Reporting Requirements contained in CDB’s Appraisal Report, including reporting on formal

community participation in implementation of the Project;

(w) liaising with CDB on all relevant technical, financial and administrative aspects of the

Project;

(x) submitting to CDB (within three (3) weeks after the end of each month), the monthly reports prepared by the Engineering Consultant(s) on the progress of the works;

(y) submitting to CDB the Civil Works Implementation Completion Report and As-built

Drawings referred to in the Reporting Requirements contained in CDB’s Appraisal Report,

within two (2) months after the date of issue by the Engineering Consultant(s) of a certificate of practical completion of the last Civil Works contract; and

(z) preparing and submitting to CDB a Project Completion Report by the deadline specified in the Reporting Requirements contained in CDB’s Appraisal Report;

4. QUALIFICATIONS AND EXPERIENCE

4.1 Prospective candidates should have a Bachelors’ Degree in Civil Engineering or its equivalent

and a minimum of ten years of suitable experience in project implementation, monitoring and evaluation. Candidates must demonstrate a sound experience in the implementation of projects of a similar nature,

including flood protection works and capacity building. Candidates must be fluent in English and must

demonstrate excellent oral and written communication skills. Previous experience in the management of

projects in developing countries, particularly the Caribbean Region, will be an advantage.

5. DURATION OF THE CONSULTING ASSIGNMENT

5.1 The assignment is expected to be conducted over a period of approximately thirty (30) months.

APPENDIX 2.8

Page 4 of 4

6. COORDINATION AND FACILITIES

6.1 GSWMA is the Executing Agency for the consulting assignment. PC shall report to the GeneralManager, GSWMA. GSWMA will facilitate the issuance of any permits required for PC to carry out

his/her duties and make available all relevant reports, documents, maps and data. GSWMA shall designate counterpart personnel whom PC shall mentor in all aspects of the assignment.

BUDGET

(USD)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 3.1

PROJECT COST, PHASING AND FINANCING PLAN

($’000)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.1

HISTORICAL BALANCE SHEETS

FOR THE YEARS ENDED DECEMBER 31 ($’000)

.

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.2

HISTORICAL STATEMENTS OF INCOME

FOR THE YEARS ENDED DECEMBER 31

($’000)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.3

HISTORICAL STATEMENTS OF CASH FLOWS

FOR THE YEARS ENDED DECEMBER 31

($’000)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.4

HISTORICAL FINANCIAL RATIOS, 2009-13

FOR THE YEARS ENDED DECEMBER 31

($’000)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.5

WASTE DELIVERED TO PERSEVERANCE AND DUMFRIES LANDFILLS

AND WASTE DIVERSION SERVICES PROVIDED, 2009-13

Item 2009 2010 2011 2012 2013

Type of Waste :

25,810 25,021 20,951 20,818 20,227

Perseverance Landfill:

Household

Construction, Demolition and Site Cleaning 5,195 4,256 4,916 5,828

Institutional 855 758 622 1,017 651

Commercial 7,002 6,436 5,238 5,560 5,485

Industrial 6,391 653 786 780 617

Ship 81 39 65 136 171

Green 570 553 720 678 1,131

Sub-total 40,709 38,655 32,638 33,905 34,110

Dumfries Landfill - Carriacou (estimated total) 2,090 2,228 2,349 1,639 -

Total Waste (delivered to Perseverance and

Dumfries Landfills) 42,799 40,883 34,987 35,544 34,110

Waste Generated Each Day 117 112 96 97 93

Grenada - average waste per capita per day

2.18 2.07 2.16 2.23 2.29 (lbs./person/day)

Carriacou and Petite Martinique - average

waste per capita per day (lbs./person/day) - - - - -

Waste Diversion:

26,748 27,352 30,152 26,220 32,532 No. tyres delivered as segregated loads

No. metal bales produced - - 1,623 3,709 3,129

Source: GSWMA Annual Reports 2009-13

APPENDIX 4.6

ASSUMPTIONS TO THE FINANCIAL ANALYSIS

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.7

PROJECTED BALANCE SHEETS, 2014-23

FOR THE YEARS ENDED DECEMBER 31

(XCD’000)

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.8

PROJECTED STATEMENTS OF INCOME, 2014-23

FOR THE YEARS ENDED DECEMBER 31

(XCD’000)

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.9

PROJECTED STATEMENTS OF CASH FLOWS, 2014-23

FOR THE YEARS ENDED DECEMBER 31

(XCD’000)

This information is withheld in accordance with one or more of the exceptions to disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.10

PROJECTED FINANCIAL RATIOS, 2014-23

FOR THE YEARS ENDING DECEMBER 31

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 4.11

DRAFT ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN

Environmental and Social

Issues/Component

Remedial

Measures/Actions

Mitigation

Costs

Responsible

Party

1. Construction Phases

1. Air Quality – noise, dust, and

vibration emission from construction

machinery and use of vehicles.

2. Emissions from construction site vehicles.

3. Dust generation.

1. Use appropriately sized vehicles for

assigned tasks.

2. Structure planning and scheduling

of clearing activities and minimal

idling.3. Handling and stockpiling of

excavated materials by methods at

locations approved by the

supervising consulting engineer.

4. Temporary covering of dusty heaps

of soil with plastic or geotextileand/or sprinkling with water.

5. Seed intermediate stockpile material

with grass shortly after making pile

and install proper drainage for

erosion control.

Contractor

Water Quality (surface water): Decrease in water quality from spills, or

leaks of fuel and construction materials.

1. Proper management of liquid andsolid wastes generated.

2. Avoid use of chemicals such as

pesticides and herbicides except for

biodegradable products.

3. Adhere to proposed landfill closure

design and procedures in tender

documents. Procedures covergrading, compaction, drainage,

revegetation, etc.

Contractor

Flora and Fauna: 1. Negative impact on flora from

increased sediment load of the Salle

River.

2. Harm to aquatic flora and fauna from

fuel, cement or other substances

entering the river.

1. Develop emergency responseplans and protective methods in

preparation for the possibility of a

cover breach.

2. Prepare method statements to

include measures to minimiseimpact on local species.

Contractor

Terrestrial Ecology: 1. Habitat removal, fragmentation.

2. Disturbance to or loss of species.

1. Re-vegetate the Old Dump Site as a

test restoration site for a Grenada

Dove.2. Restrict activities related to

development, operation and closure

of disposal sites to boundaryestablished for landfill.

3. Install Grenada Dove perimeter

protection fence on all boundaries

separating landfill from the

sanctuary or corridor.

APPENDIX 4.11 Page 2 of 3

Environmental and Social

Issues/Component

Remedial

Measures/Actions

Mitigation

Costs

Responsible

Party

Land: 1. Creation of new landforms.

2. Soil compaction.

3. Erosion.

4. Removal or alteration of soils on site

for landfill site for landfill linerconstruction.

1. Control erosion by using vegetation

at capped sites and/or berms and

dams.

2. Perimeter ditching to keep water

channel away from the site duringconstruction, operation and closure.

3. Design drains to withstand effects of

heavy rains and flash floods.

4. Promote drainage by ensuring that

slopes at capped landfills are 5%minimum.

Human Environment: 1. Risk of injury on construction site.2. Noise from construction traffic.

3. Mud on roads.

4. Odours from waste disposal and

landfill gas.

5. Unsightly litter.6. Exposure of waste pickers and

communities to pathogens,

mosquitoes, rodents and fly

infestation.

1. Health and Safety Plan for all site

personnel.

2. Adopt requisite standards to reduce

exposure of waste pickers to

hazards.

3. Pest and Rodent Control

Programme.

2. Operational

Air Quality:

1. Release of landfill gas to atmosphere.2. Exhaust emissions.

3. Contribution to greenhouse effect

from release of landfill gas.

Landfill Gas Management System GSWMA

Surface Water Quality: 1. Decrease in water quality from

sudden release or gradual seepage of

leachate in River Salle and HalifaxHarbour.

2. Sediment loading of water courses.

3. Pollution from leaks of fuel oil.

1. Adhere to proposed closing

procedures especially pre-closure

activities – grading, compacting, anddrainage.

2. Emergency response plans and

protective methods in preparation for

the possibility of a cover breach.

GSWMA

Groundwater Quality:

1. Decrease in water quality from

sudden release or gradual seepage of

leachate in River Salle and Halifax

Harbour.2. Pollution from leaks of fuel oil.

1. Implement reliable and cost effective

leachate management system.

2. Adhere to recommended cells and

leachate treatment designs and

stockpiling cover material for at least14 days.

3. Adhere to recommendations for

minimising groundwater pollution.

GSWMA

Flora and Fauna: 1. Pollution of water caused.

2. Direct and indirect effects of oil, fuel,or other substances.

Adhere to flora and fauna monitoring

plan.

GSWMA

APPENDIX 4.11 Page 3 of 3

Environmental and Social

Issues/Component

Remedial

Measures/Actions

Mitigation

Costs

Responsible

Party

Land: 1. Contamination of soil from toxic or

hazardous waste material.

2. Generation of landfill gas.3. Soil compaction.

4. Soil erosion.

Landfill management system. GSWMA

Human Environment: 1. Odours from waste disposal and

landfill gas.

2. Unsightly litter.

3. Attraction of insects, scavengers,

birds, rats, and vermin.

4. Risk of harm from waste disposal.5. Consumption of contaminated

groundwater.

6. Risk of explosions and fire.

7. Exposure of waste pickers to

hazards.

1. Health and Safety Plan for all site

personnel.

2. Household hazardous waste

collections points

GSWMA

APPENDIX 4.12

GENDER MARKER ANALYSIS

CRITERIA SCORE DESCRIPTION/CODE

Analysis 1 Social and gender analysis conducted during preparation

and relevant findings of Labour Force Survey (2014),

Country Gender Assessment (2011) and social data from the Population and Housing Census (2011) duly

incorporated into the appraisal document.

Data 0.5 Sex-disaggregated data included in the analysis,

baselines, indicators and targets.

Engagement 1.0 Consultations were held with a wide range of

stakeholders during appraisal and MODSH, Department of Gender is included in the ISWMSC to monitor the

Project’s compliance with the Government’s policies on

gender equality.

Response 0.5 Gender-responsive outcomes, outputs, and indicators

included.

TOTAL 3.0 Code: GM

APPENDIX 4.13

GENDER ACTION PLAN

PROJECT OUTPUTS ACTIVITY RESPONSIBILITY

Overall Consultation meetings are held

for men and women. Separate meetings will be held with

women, as needed.

Data are disaggregated by sex for

gender monitoring, where appropriate.

Safe working conditions for both

male and female workers.

GSWMA, Contractors,

Consultants.

GWSMA, MOH.

GSWMA.

Output 1: Sanitary facilities

accessible by male and female waste pickers constructed in

accordance with appropriate

standards.

Consultation meetings with male

and female waste pickers conducted with separate

meetings with females, as

necessary.

GWSMA.

Output 2: Draft Revised Waste

Management Strategy and

Action Plans completed.

Gender-aware stakeholder

consultations conducted during data collection and information

dissemination stages.

GSWMA, Consultants.

Output 3: GSWMA PAEP

developed.

Gender-balanced stakeholder

consultations conducted during input and information

dissemination stages.

GSWMA, Consultants.

APPENDIX 4.14

ENVIRONMENTAL IMPACT ASSESSMENT SUMMARY

1. INTRODUCTION

1.1 PL has undergone several technical investigations, including an EIA in March 2010, to establish thesuitability of further cell development at the site. The site is of concern because of the environmental sensitivities in the area. Chief among them is that the site abuts terrestrial, coastal and marine ecosystems that provide important ecological, recreational and socio-economic functions and which are already

experiencing degradation.1 There are potential negative impacts of landfill operations on the protected area for the Grenada Dove, an endangered species of international significance.

2. DESCRIPTION OF EXISTING ENVIRONMENT AND OPERATIONS

Climate

2.1 The area is characterised by year round warm and moist climate with a marked dry season from

January to May and a wet season from June to December. Temperatures range between 250C and 27.50C. Average rainfall ranges between 200 mm and 400 mm per year. Diurnal temperature is modified by land and sea breezes and temperature inversions are usually set-up in the valley. The short dry season gives rise to humid conditions in the valley.

Geology and Soil Characteristics

2.2 The geology of the landfill site is of volcanic origin comprising bedrock of pyroclastic rocks

underlain by basaltic lava flows. This has contributed to building the scarps and steeper slopes in the western

section of the site and its immediate environs. The moderate slopes at the site are covered by a soil layer comprising weathered tuff and slope debris containing boulders made of basaltic rocks. Large boulders are

also present across the entire surface of the area. Fine textured, poorly drained soiled referred to Pearls

Clay dominate the valley floor of the Salle River which traverses the site. Above the 50 ft. contour the soil type changes to Perseverance Clay, a clay type characterised by large boulders and clay.

Water Resources

2.3 The drainage system in the area is dominated by the Rivers Douce and Salle, which flow from the West and Northwest respectively before draining into Halifax Harbour. The surrounding hills reach a

maximum height of approximately 200 ft. at Richmond in the East and drop to below 50 ft. in the flood

plains of the rivers. The abrupt change in gradient from steep slopes to low land areas makes runoff fairly rapid after heavy rains.

Flora and Fauna

2.4 The floral and faunal survey was undertaken to evaluate the composition and conservation value

of the flora and fauna on the site. The information from the survey was complemented by the findings of

the Grenada Dry forest Conservation Project. Rhizopora mangle (red mangrove) was found to form an

extensive network of roots and branches along the river making it inaccessible in many areas. Avicennia geminans occurs in a zone where the soil is always saturated and flooded during the rainy season by the

1 Water sampling carried out at three sites in June 2009 established a clear link between the contamination of the Salle

River and the influx of pollutants from existing waste disposal operations. Leachate samples from a borehole within

the old dump site indicate that TPH (955 mg) values were high and attributed to frequent disposal of used oil.

APPENDIX 4.14 Page 2 of 5

Salle River. Behind this zone, pterocarpus forms a basin forest which traps water during the dry season and is flooded during the rest of the year. The extensive root system of the Pterocarpus retards movement of water from the basin so that the soil there is always saturated. The Pterocarpus forest is in closest association with the dump site and leachate leaving the site pass through the swamp before entering the

river. The tree canopy reaches an average height of 10 m and covers an area of 72,000 m2.

2.5 The Grenada Dove Sanctuary is located in the vicinity of the project area has, by far, the most significant faunal species in the area. The Grenada Dove is the National Bird of Grenada and is considered

to be the most critically endangered dove in the world because of its extremely small and fragmented

population which has declined owing to habitat loss, natural hazard occurrence and intrusive land use

activities. Habitat fragmentation is the primary threat to the dove. Other significant species found at the site include iguanas (Iguana iguana), cattle egrets (Bubulcus ibis), herons (Ardeidae), Caribbean coots

(Fulica caribaea); pelicans (Pelecanus); gulls (Laridae); and sand pipers (Actitis hypoleucos.).

3. DESIGN CONSIDERATIONS

3.1 The design of the landfill proposes several measures to control leachate in order to minimise groundwater, and surface water and marine pollution. Some measures to minimize groundwater pollution

include the establishment of compacted natural clay liner with a granular layer and a permeability of less than 1 x 10-7 cm. Another important feature of the landfill design is the establishment of a leachate

collection system and sumps that have sufficient capacity and ability to resist lateral forces which may act on it.

3.2 The project design allows for the control of surface water through the provision of adequate

drainage to divert surface water from open spaces of the cells for collection and either storage and/or

discharged into the Salle River following the screening of solid waste particles. A system of berms and/or cut-off drains will be used to divert upslope run off and storm water away from the landfill site and in so

doing minimise leachate generation. The storm-water management system (SMS) will be designed to

withstand a 50-year event storm in the drainage basin in which the landfill site is located. Further, a SMS pond and a land settlement pond will be integrated into the design to prevent siltation of the Salle River.

3.3 The project also involves the closure and remediation of the Old Dump Site. The closure and

remediation plan will be designed for maximum environmental protection in order to reintegrate the former dump site to gain an aesthetically pleasing appearance.

4. POTENTIAL ENVIRONMENTAL IMPACTS

Positive Impacts

4.1 The current disposal of waste in Grenada is associated with several negative environmental impacts

including the generation of gaseous emissions (leachate and landfill gas) that are harmful to the environment

and breeding disease-bearing animals and microorganisms. It is anticipated that the project will have positive environmental impacts due largely to the planned closure of the Old Dump, affected Cells 1 and 2,

and the construction of new landfill cells. These changes will result in improved control of leachate and so

stem its direct flow into Salle River, the wetland and the Halifax Harbour. It will also lead to better

management of landfill gas and reduced access of vectors to the site. Some of immediate benefits resulting from the closure of the Old Dump Site include: reduction of fire ignition, decrease of leachate generation,

decrease of gas generation, reduction of soil and water pollution, reduction of noise, dust and air pollution,

and reduction of rodent and vermin infestation. From the construction of the landfill cells, direct benefits

APPENDIX 4.14 Page 3 of 5

will include: collection and treatment of leachate of the new cell; regularisation of waste picking through

licensing – reduction of health risks; improved opportunities for recycling of useful material through waste

pickers and reduction of waste amounts to be deposited; implementation of SMS to reduce flooding and erosion; and the development of waste management strategies that emphasise waste reduction and recycling.

Environmental Impacts During Construction

4.2 The goods and services provided by the sensitive freshwater and marine ecosystems in

Perseverance, including fishing, tourism, drinking water, bathing water, yachting, boat, and swimming, are

already under severe threat due to the inadequate management of waste at the disposal site. Further degradation of these ecosystems is likely during the construction phase of the project as water quality could

be affected by spills or leaks of fuels, oils and construction materials associated with site clearing and

construction activities. Also, emissions from construction site vehicles and dust from the construction activities could impact negatively on air quality.

4.3 Careful management will be required to minimise the possibility of pollution during the

construction phase. This includes measures to ensure that any liquid and solid waste created during

construction phase be appropriately disposed, and a proposed ban on the use of chemicals such as pesticides and herbicides except for biodegradable products. It is anticipated that the soil stripped to facilitate

construction of the landfill cells will be stored and used as final cover which will provide support for the

local species (flora and fauna). Some of measures to reduce dust pollution will include the training of

machine operators to minimise dust creation, and proper planning and scheduling of clearance activities (especially the design of access roads and deciding when which area is cleared with respect to minimising

transport distances and frequencies through dusty areas. Temporary covering of dusty heaps of soil with

plastic cover or geotextile and/or sprinkling with water will also help to reduce dust generation.

Environmental Impacts During Operations

Water Quality

4.4 Leachate samples from a borehole within the Old Dump Site indicate that TPH (955 mg) values were high and attributed to frequent disposal of used oil. Further, the results of water quality assessments undertaken in June 2009 established a clear link between the contamination of the Salle River and the influx

of pollutants from existing waste disposal operations. Fecal and total coliform levels were above the

National Effluent Standards, and high levels of nutrients (ammonia, sulphate and phosphates)2 were present. The possibility of high sediment levels in the Salle River and the waters in Halifax Harbour, due to surface

run-off from the newly constructed cells, is also of concern.

4.5 The construction of the new landfill and the decommissioning of the Old Dump Site will

significantly reduce the pollution of the surface, ground and marine waters but only if adequate steps are taken to achieve the environmental goals associated with landfill design, monitoring, management and

remediation. This involves being able to prevent pollution by leachate, the implementation of effective

2 The effects of this contamination have been highlighted in scientific studies undertaken by Jessimy who found a

strong relationship between the contamination of the Salle River and Halifax Harbour and observed changes in

freshwater and marine species over a 20 year period.

APPENDIX 4.14 Page 4 of 5

mechanism for early detection of groundwater and surface water, and the speedy response to any

groundwater or surface water pollution needs.

4.6 The threats to water quality during operational phases of the project can be significantly reduced

with appropriate rehabilitation of the Old Dump Site and by outfitting the new landfill cells with appropriate

design, construction, operations management, and monitoring features to satisfy performance-based environmental guidelines for landfill management. Regular covering of the compacted waste is an essential

part of the landfill operation and cover material should be available and stockpiled (to last at least for 14

days and waste should be covered with 15 centimetres of soil after compaction. Daily covering provides

further advantages, such as insect and rodent control, fire prevention, prevention of litter exposure and blowing and is aesthetically pleasing.

4.7 The implementation of measures to minimise groundwater pollution will also be critical to the

successful operation of the landfill. A landfill liner, leachate collection system and sumps will be designed

with a sufficient capacity and be able to withstand lateral forces and a leachate management plan will be developed. These provisions will be complemented by regular monitoring of the leachate composition

before and after leachate treatment.

4.8 The management of surface water is another essential aspect of controlling pollution from the

landfill. This will necessitate the achievement of objectives related to the diversion of surface water from open areas of the cells for collection and either storage or screening for solid waste particles before

discharge into Salle River and the use of system of berms and/or cut-off drains to divert upslope run-off

and storm water around and away from the landfill site. Some of the measure that will be used to achieve

these objectives include the design of an SMS to: withstand a 50-year storm event in the respective drainage area; and accommodate all phases of the facility’s development, operation and closure. The hydraulic

separation of the SMS, the leachate collection, storage and treatment system; and the implementation of

erosion control using vegetation (at capped sites) and/or berms and dams will also be essential aspects of the design.

Destruction of Habitats

4.9 The loss of vegetation and habitat for the endemic and endangered Grenada Dove (Linotile wells)

and the Grenada Hooked Billed Kite (Chondroheirax uncinatus mirus) species represents another key

environmental sensitivity in the area. The primary threat to the bird species relates to the small and

fragmented population in the face of habitat loss and fragmentation due to natural hazard occurrence and intrusive land use activities. This potential risk will be mitigated by strict application of the guidelines in

the Perseverance Protected Area (Dove Sanctuary) Management Plan developed for the area in 1990;

creation of buffer zone to the Grenada Dove Sanctuary; reduction in the population of Grenada Dove predators; and reduction of hazardous contamination of the Grenada Dove Sanctuary.

5. ENVIRONMENTAL MONITORING

5.1 The environmental issues of primary concern for this project relate to water pollution, air pollution,

land management and hazards. Thus, the environmental goals of the Project have been established to

prevent pollution by leachate, detect water pollution, control landfill gas emission, assure quality of landfill design, construction and operation; and preventing degradation of the area surrounding the landfill.

5.2 The requirements for the attainment of the above goals have been outlined in the EMP. The main components of the EMP involve discrete plans for:

APPENDIX 4.14 Page 5 of 5

(a) Groundwater and surface water monitoring.

(b) Drainage control.

(c) Leachate control.

(d) Biogas control.

(e) Cover and vegetation control.

5.3 Groundwater monitoring will be largely based on the existing groundwater monitoring well

network and is recommended to take place every six months. Following a three-year baseline monitoring

timeline, the monitoring programme will be revised and adjusted as necessary. Leachate testing is anticipated to take place quarterly and semi-annually. The efficacy of the leachate monitoring programme

will be maintained through the testing of leachate at a point before and after treatment directly before the

discharge point into the Salle River. Monitoring of landfill gas is critical because in addition to contributing

to the greenhouse effect, landfill gas often contains a variety of corrosive, toxic, or odorous components. A landfill gas management system will be established for the project.

5.4 The Project makes provisions for the development of flora and fauna monitoring plans in collaboration with relevant scientific specialists and stakeholders. Of importance here will be:

(a) the creation of transects for biological monitoring;

(b) the inclusion of toxicity tests for water samples, assessment of freshwater, estuarine and

marine invertebrates as bio-indicators;

(c) assessment of general plant and animal health conditions; and

(d) inspection of capped and covered areas for the identification and removal of trees that may

have developed deep root systems.

5.5 Post closure monitoring of the Old Dumpsite will also be a critical aspect of the monitoring programme to minimise the escape of gas to the surrounding environment. Key aspects of this monitoring

programme include installation of a final cover system, leachate collection or avoiding system, groundwater monitoring system and methane gas evacuation and monitoring system.

5.6 Ongoing submission of monitoring reports forms an essential part of the EMP. GSWMA is

required to prepare and submit documentation on the monitoring mechanisms and methodologies to be used

for landfill monitoring. The elements of this report should encompass gas monitoring devices and well/probe design; gas monitoring specifications; groundwater monitoring well drilling and construction

logs; quality control and quality assurance activities; and land use within 500 metres of the landfill’s

perimeter.

APPENDIX 6.1

PROPOSED PROJECT MANAGEMENT ORGANISATIONAL STRUCTURE

P.S. Min of

Environment

P.S. Min. of

Education P.S. Min. of

Health

ISWMSC

BOD,

GSWMA

GM,

GSWMA

GM,

NAWASA

PC

Finance

Officer

CAE SOL MOH_L NAWASA_L

Consultants

(Works) Consultants

(TA)

Contractors

APPENDIX 6.2

RESPONSIBILITIES OF THE

PROJECT IMPLEMENTATION TEAM

1. PROJECT COORDINATOR

1.1 PC will be responsible for coordinating and monitoring all aspects of the implementation of the

Project. Additional administrative, technical and clerical support will be provided by GSWMA. PC will

be an ex-officio member of the ISWMSC. PC’s duties will include, but will not be limited to:

(a) preparing and submitting to GOGR and CDB of quarterly work plans for the Project;

(b) directing and supervising the day-to-day operations of the Project, guided by the project

documents and the annual work plans;

(c) ensuring that stakeholders are kept informed about the progress of the Project, including work schedules of contractors and consultants in all components, traffic management

plans, diversions, closures, and all aspects of the performance of the ESMP;

(d) monitoring and evaluating of the Project, in a manner consistent with the Project’s M&E

Framework;

(e) mentoring and supervising of GSWMA staff assigned to assist in the execution of

project˗related functions;

(f) supervising all components, including ensuring that activities and procurement schedules are carefully planned and executed and that there is adherence to CDB’s procurement

procedures;

(g) developing close working relationships with all project participants and stakeholders (including non-governmental organisations, government agencies, private sector entities,

and Local Government officials) to achieve a shared vision of the Project and its objectives;

(h) representating GOGR in all its dealings with all consultants, suppliers and contractors;

(i) serving as Secretary to ISWMSC;

(j) involving and reporting on participation by community members and other stakeholders

in implementation of the Project;

(k) managing and administrating the implementation of works, goods and consultancy

contracts;

(l) ensuring that, where appropriate, public notices regarding project implementation matters are disseminated in the media and distribution of notices in the communities, etc.

(m) establishing mechanisms for the airing of public grievances, including the setting up of a project hotline for this purpose;

APPENDIX 6.2 Page 2 of 4

(n) preparing monthly reports on the social and environmental monitoring of the Project,

compliance with the ESMP by the Contractor(s), the adequacy of supervision of the

ESMP by the Engineering Consultant(s), data on the social and environmental indicators in the M&E framework, public grievances, and public consultations. The reports should

include discussion and analysis of observed direct and indirect impacts on stakeholders

including differential gender impacts, effects on livelihoods, disruption of social life, safety, etc. Data and information should be disaggregated by gender;

(o) convening, at least monthly, meetings with the Contractor(s) and Engineering

Consultant(s), for the purpose of coordinating works activities;

(p) submitting to CDB, quarterly reports on the investment cost of the Project in the format shown in the Reporting Requirements presented in CDB’s Appraisal Report or in such

form or forms as may be specified by CDB within four weeks after the end of each

quarter, commencing with the quarter following PC’s assignment;

(q) expediting the submission to CDB of claims for disbursement/reimbursement with regard

to all components financed from the Loan;

(r) controlling the budget and introducing safeguards acceptable to CDB to prevent funds

and assets misuse;

(s) maintaining accounts on project-related expenditure and disbursement activities;

(t) advertising for, and assist in, the selection and engagement of the various consultants for the various components of the Project;

(u) ensuring that all contractual obligation are adhered to and make all necessary

arrangements to ensure implementation meets projected targets;

(v) submitting to CDB, within one (1) week after the end of each month, of the monthly

reports on implementation of all components of the Project as referred to in the Reporting Requirements contained in CDB’s Appraisal Report, including reporting on formal

community participation in implementation of the Project;

(w) liaising with CDB on all relevant technical, financial and administrative aspects of the

Project;

(x) submitting to CDB (within three (3) weeks after the end of each month), of the monthly

reports prepared by the Engineering Consultant(s) on the progress of the works;

(y) submitting to CDB the Civil Works Implementation Completion Report and As-built

Drawings referred to in the Reporting Requirements contained in CDB’s Appraisal Report, within two (2) months after the date of issue by the Engineering Consultant(s) of a

certificate of practical completion of the last Civil Works contract; and

(z) preparing and submitting to CDB a PCR by the deadline specified in the Reporting Requirements contained in CDB’s Appraisal Report.

APPENDIX 6.2 Page 3 of 4

2. COORDINATOR – AWARENESS AND EDUCATION

2.1 CAE will be responsible for implementation of the Stakeholder Awareness and Education

Programme on behalf of GSWMA. CAE will report to PC on matters relevant to the Project. No change

shall be made to the appointment of CAE without the prior approval of CDB. CAE will be required to:

(a) develop close working relationships with all key participants and stakeholders involved in the Project (including contractors, consultants, government agencies, private sector,

communities) to assist in effective implementation of the Project;

(b) ensure that public consultations are held at an appropriate frequency, and at appropriate locations, where the wider community would be engaged;

(c) assist PC in the supervision of project activities, particularly the Stakeholder Awareness

and Education, and the M&E consultancy services, providing reports to PC in accordance with the frequency and format as PC may specify; and

(d) participate and report on formal community participation in implementation of the Project,

including discussions at public meetings and in the local media.

3. FINANCE OFFICER

3.1 The Finance Officer will support PC, PIT, and will be specifically responsible for:

(a) keeping the register of goods acquired and services contracted, in a database that includes

information on: the services and/or activities contracted; the conditions of the contracts and their money value; the schedule on which the partial and/or final disbursements will

be made; and the state of such commitments and the register of the project’s income and

spending;

(b) recording in the register of contracts, the activities related to each contract (start date,

reports presented, reimbursements requested, payments made, etc.);

(c) preparing complete and up-to-date information on details of project income and

expenditure, etc., in order to keep accounting registers in accordance with the accounting plan adopted;

(d) verifying the progress of contracted activities and the preparation of disbursement requests

in accordance with CDB’s policies and procedures;

(e) assisting in preparing the annual consolidated budget for the Project activities scheduled

for each year;

(f) preparing required accounting reports and financial statements;

(g) preparing and submitting to PC, quarterly reports on the investment cost of the Project in the format of Appendix 6.9, or in such form or forms as may be specified by CDB, within

four weeks after the end of each quarter; and

(h) undertaking any other related financial activities that may be required by the PC.

APPENDIX 6.2 Page 4 of 4

3.2 Prospective candidates should have a Bachelors Degree or its equivalent with a minimum of

seven years’ experience working in project-related activities, of which at least two years must be in a senior finance position.

4. SCHOOL OUTREACH LIAISON

4.1 SOL will be assigned within MOE and will be responsible for the successful implementation of

the School Waste Management Education activities under the Road Safety Awareness component of the

Project. SOL will report to PC through CAE and will be required to apprise the Permanent Secretary (PS), MOE, of progress with respect to the project activities. No change shall be made to the appointment

of SOL without the prior approval of CDB. SOL will be supported by staff within MOE, as assigned by

PS, MOE. SOL’s duties will include, but will not be limited to:

(a) developing working relationships with all project participants and stakeholders (including

non-governmental organisations, GOGR agencies and private sector) to achieve a shared

vision of the Project and its objectives;

(b) representing the Ministry of Education in dealings with PAEP Consultant(s);

(c) liaising and working with PC, CAE, GSWMA and the Consultants, to enable the transfer

of knowledge;

(d) coordinating the logistical arrangements for school outreach within PAEP activities;

(e) ensuring that all contractual obligation are adhered to and make all necessary

arrangements to ensure implementation meets projected targets; and

(f) preparing and submitting to CDB, through CAE and PC, of a Completion Report on the school outreach activities under PAEP within three weeks of completion of

implementation of the consultancy.

5. SECRETARY

5.1 The Secretary will support PC and staff of the PIT. Responsibilities will include:

(a) preparing correspondence and providing quality assurance for outgoing correspondence from the PIT;

(b) filing all correspondence and other documentation; and

(c) providing receptionist services for the PIT.

APPENDIX 6.3

DUTIES AND COMPOSITION OF THE

INTEGRATED SOLID WASTE MANAGEMENT STEERING COMMITTEE

1. BACKGROUND

1.1 GOG has requested financing from CDB towards an ISWM Project for Grenada. The protection

of Grenada’s natural environment is critical to the sustainability of social and economic activity on the

island. Established in 1995 through an Act of Parliament, GSWMA has responsibility for the collection

and disposal of domestic solid waste in Grenada. GSWMA currently operates one disposal site on mainland Grenada, the dump site at Perseverance, which has been in operation since the 1960s. Two cells of a new

landfill at Perseverance were commissioned in 2001, but were rendered unserviceable by landslides later

that year, and waste disposal was returned to the old dump site. The capacity of that site will be exhausted within months, and additional sanitary, engineered cells will be constructed at the Perseverance Landfill.

1.2 The regulatory and enforcement aspects of SWM rest with MOH. A number of the enforcement provisions of the Waste Management Act (2001) are not applied. NWMS, which the Act requires be

reviewed every five years, was prepared in 2003 and will be updated with a view to guiding the achievement

of Grenada’s ISWM objectives of reducing waste generation and maximising waste diversion. Wide

stakeholder participation will be required to achieve these objectives. To encourage positive change in waste disposal practices, GSWMA engages in wide public outreach through broadcast and print media, and

has sponsored the Environmentally Friendly Schools Initiative Programme since 2001. To contribute to

the achievement of Grenada’s ISWM objectives, the project includes a wide range of institutional strengthening and capacity building measures targeted at improving the policy, legislative and institutional

framework for SWM, and at enhancing the capacity of GSWMA to function as the lead agency on ISWM.

Activities to develop, implement and monitor the effectiveness of additional stakeholder awareness and education activities will also be part of the project scope.

2. OBJECTIVE

2.1 ISWMSC is to provide a mechanism for support, feedback, guidance, stakeholder participation andinter-agency coordination during project implementation, and to act as a catalyst for an ongoing coordination mechanism after implementation has been completed. The Committee will be required to meet

as required, but not less than once every two months.

3. SCOPE OF SERVICES

3.1 The duties of ISWMSC shall be as follows:

(a) familiarisation with the arrangements for project implementation, including the intended project outcome, outputs, scope, financing arrangements, reporting requirements,

implementation schedule, and other details contained in the appraisal report and financing

agreements;

(b) monitor progress in implementation of the Project towards achievement of the project output and project outcome;

(c) ensure that potential threats to timely project implementation are identified and addressed;

(d) facilitate the taking of policy decisions by the relevant authorities to ensure timely fulfillment

of loan conditions;

APPENDIX 6.3 Page 2 of 2

(e) review work plans on a semi-annual basis and ensure that recommendations with respect

to adequate budgetary allocations are made, procurement activities are executed as

scheduled, and that adequate controls;

(f) ensure that stakeholder participation is appropriate and sustained throughout implementation and that stakeholder expectations are addressed;

(g) ensure that the project remains aligned to the policy and strategic objectives of GOGR;

(h) discuss the perspective of the entities from which its members are drawn on various issues,

informed by the consultation of ISWMC members with their respective organisations;

(i) monitor the performance of the PIT; and

(j) champion the project, advocating for achievement of the project outcomes.

4. COMPOSITION

4.1 ISWMSC will be chaired by the GM, GSWMA. In addition, ISWMC shall include the following members:

(a) PC;

(b) GM, GSWMA;

(c) Community Representative, BOD, GSWMA;

(d) PS, MOF or his/her nominee;

(e) PS, MOH or his/her nominee;

(f) PS, Ministry of Environment or his/her nominee;

(g) PS, MOE or his/her nominee;

(h) PS, Ministry of Social Development and Housing (including Department of Gender) or his/her nominee;

(i) PS, Ministry of Tourism or his/her nominee;

(j) Representative, Hotel and Tourism Organisation; and

(k) Executive Director, Grenada Chamber of Commerce and Industry.

AP

PE

ND

IX 6

.4

DRAFT PROJECT IMPLEMENTATION SCHEDULE

ID Task Name Q4

2015 Q1 Q2 Q3 Q4

2016 Q1 Q2 Q3 Q4

2017 Q1 Q2 Q3 Q4

2018 Q1 Q2 Q3 Q4

1 CDB Board Approval 12/1 1

2 Sign Loan Agreement

3 Selection and Engagement of PC

4 Advertising REOI

5 Shortlisting and Final Selection

6 Project Launch Workshop 6/29

7 Compliance with Other Conditions Precedent

8 Project Implementation

9 Engineering Services

10 Selection and Engagement of Consultants

11 Design - Dump Closure and WP Facilities

12 Design - New Cells and Closure Cells 1&2

13 Construction Supervision

14 Defects Liability Period Monitoring

15 Closure of Existing Dump

16 Tender and Evaluation

17 Award of Contract 12/11

18 Construction

19 Defects Liability Period

20 Sanitary Facilities (for Waste Pickers)

21 Tender and Evaluation

22 Award of Contract 12/11

23 Construction

24 Defects Liability Period

25 Cell Development at PL

26 Prequalification of Bidders

27 Tender and Evaluation

28 Award of Contracts 2/19

29 Construction

30 Defects Liability Period

31 Closure of Cells 1 and 2

32 Tender and Evaluation

33 Award of Contract 10/20

34 Construction

35 Defects Liability Period

36 Equipment

37 Tender and Evaluation

38 Contract award 8/17

39 Delivery and Commissioning

40 Review of NWMS

41 Selection and Engagement of Consultants

42 Contract Period

43 GSWMA Strengthening & Capacity Building

44 Selection and Engagement of Consultants

45 Contract Period

46 Public Awareness and Education

47 Selection and Engagement of Consultants

48 Contract Period

49 Composting Feasibility TA

50 Selection and Engagement of Consultants

51 Contract Period

52 M&E Consultancy

53 Selction and Engagement of Consultant

54 Contract Period

55 Project Completion Report 9/11

56 Exit Workshop 11/10

Task Milestone Summary Progress

Integrated Solid Waste Management Project - GRENADA

APPENDIX 6.5

PROJECT IMPLEMENTATION SUPPORT PLAN

1. CDB has had considerable experience in the SWM sector in Grenada and other BMCs within theOECS. This experience provides the basis for providing implementation support to GOGR. The

implementation support will be provided as part of CDB’s project supervision functions, and will include, among other things:

(a) reviewing implementation progress and achievement of project outcomes;

(b) addressing implementation issues;

(c) monitoring systems to ensure their continued adequacy through monitoring reports, audit reports, and field visits; and

(d) monitoring changes in risks and compliance with legal agreements as needed.

The Implementation Support Plan (ISP) will be reviewed at least once-a-year to ensure that it continues to

meet the implementation support needs of the Project. In addition to reviewing implementation progress,

ISP aims at providing technical support to the BMCs in the achievement of the results.

2. The strategy for implementation support has been developed based on the design of the Project,

its risk profile, and an assessment of the Borrower and Executing Agency. The strategy remains a flexible tool that may be amended during project implementation in response to the changing needs of the

Project and the Borrower/Executing Agency.

Strategy and Approach for Implementation Support

3. Supervision of the Project will be undertaken by a team comprising the lead supervisor, supported

by legal counsel and specialists in the areas of environment; procurement; financial analysis; and social

analysis. Formal supervision and field visits will be undertaken at least semi-annually during the implementation phase of the Project.

4. The first formal supervision activity will be the Project Launch Workshop (PLW). The objectiveof PLW is to review the implementation arrangements, train the project management in the use of CDB’s

fiduciary management and procurement systems and discuss project supervision issues. PLW is scheduled

for the second quarter of 2015, and arrangements will be finalised in consultation with GOGR when

necessary conditions have been satisfied, including the establishment of the PIT and ISWMSC. PLW participants will include representatives of the key stakeholder agencies of GOGR, including GSWMA;

the Ministries responsible for Finance, Environment, Health, Education, Housing, Tourism and Public

Works; and Grenada Chamber of Commerce and Industry. Consultants whose services have been engaged by that time will also be required to participate.

5. The training provided during PLW on the Bank’s financial management and procurement

procedures and guidelines will be augmented during the semi-annual supervision visits and support will be provided on a timely basis to respond to client’s needs.

6. The Supervision Coordinator will coordinate CDB’s team to ensure that project implementation is

consistent with the requirements as specified in the Procurement Plan, Terms and Conditions and other legal documents. The supervision team will prepare annual Project Supervision Reports identifying the

status of project implementation and any issue requiring the resolution of management. On the completion of the Project, or after 90% of the funds have been disbursed, Staff will conduct an

APPENDIX 6.5

Page 2 of 3

Exit Workshop to assess project results, discuss implementation issues, and identify lessons. A Draft PCR will be prepared and discussed with the client during the Exit Workshop. The Final PCR will be

validated by the Office of Independent Evaluation (OIE). Staff will prepare a management response to

OIE’s Validation Report. The Validation Report and management’s response will be presented to the

Audit and Post-Evaluation Committee.

TABLE 1: STAFF SKILLS REQUIRED

Period Focus Skills and Resources Estimate

January –

December 2015

Specific

(1) Project Launch Workshop.

(2) Support in satisfying Conditions Precedent.

(3) Review of contract documents,

evaluation reports, and draft

contracts. (4) Provide procurement support

relating to draft procurement

notices, resolving procurement

bottlenecks, etc.

General

(1) Monitor Project Budgeting and Allocations.

(2) Monitor Project Physical Works

progress and quality, including

field trips. (3) Monitor Project Results

Framework.

(4) Provide technical support to PC and Executing Agency.

(5) Preparation of annual Project

Supervision Report.

(6) Review and certification of

requests for disbursement. (7) Review of TA Reports.

(8) Review of Monthly and Quarterly Reports.

Lead Project

Supervisor 7 weeks

Legal Counsel 2 weeks

Financial

Analyst 0.5 weeks

Environmental

Specialist 1 week

Social

Specialist 1 week

Gender

Specialist 0.5 weeks

Procurement

Specialist 1 week

Administrative

Assistant 1-½ weeks

Divisional

Secretary 2 weeks

APPENDIX 6.5 Page 3 of 3

Period Focus Skills and Resources Estimate

January –

December 2016

General

(1) Monitor Project Budgeting and allocations.

(2) Monitor Project Physical Works progress and quality, including field

trips. (3) Monitor Project Results Framework

(4) Provide technical support to PC and Executing Agency.

(5) Preparation of annual Project

Supervision Report.

(6) Review and certification of requests for

disbursement. (7) Review of TA Reports.

(8) Review of Monthly and Quarterly Reports.

Lead Project Supervisor

Legal Counsel

Financial Analyst

Environmental Specialist

Social Specialist

Gender Specialist

Administrative Assistant

Divisional Secretary

8 weeks

0.5 weeks

0.5 weeks

2 weeks

2 weeks

0.5 weeks

2 weeks

1 week

January –

December 2017

Specific

(1) Review PC and Consultants Final Reports.

(2) Conduct Exit Workshop and complete

PCR.

General

(1) Monitor Project Budgeting and Allocations.

(2) Monitor Project Physical works

progress and quality, including field

trips. (3) Monitor Project Results Framework.

(4) Provide technical support to PC and Executing Agency.

(5) Preparation of annual Project

Supervision Report. (6) Review and certification of requests for

disbursement.

(7) Review of TA Reports.

(8) Review of Monthly and Quarterly Reports.

Lead Project Supervisor

Legal Counsel

Financial Analyst

Environmental Specialist

Social Specialist

Gender Specialist

Administrative Assistant

Divisional Secretary

6 weeks

1 week

2 weeks

2 weeks

2 weeks

0.5 week

1 week

2 weeks

APPENDIX 6.6

PROCUREMENT PLAN

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

disclosure under the Bank’s Information Disclosure Policy.

APPENDIX 6.7

ESTIMATED QUARTERLY LOAN DISBURSEMENT SCHEDULE

($’000)

Year Quarter No. Grant SFR

Finance Charges Total Cumulative

2015 4 162 1,722 35 1,919 0

Sub-total 162 1,722 35 1,919 1,919

2016 1 162 4,624 94 4,881 6,799

2 162 4,624 94 4,881 11,680

3 162 4,624 94 4,881 16,561

4 162 4,624 94 4,881 21,442

Sub-total 648 18,498 377 19,523 21,442

2017 1 - 1,335 27 1,362 22,804

2 - 1,335 27 1,362 24,165

3 - 1,335 27 1,362 25,527

4 - 1,335 27 1,362 26,889

Sub-total 5,338 109 5,447 26,889

2018 1 - 689 14 703 27,592

2 - 689 14 703 28,294

3 - 689 14 703 28,997

4 - 689 14 703 29,700

Sub-total 2,755 56 2,811 29,700

Total 810 28,313 577 29,700 29,700

APPENDIX 6.8

REPORTING REQUIREMENTS

Reports on Implementation and Operation Frequency Deadline for Submission

Implementation

1. Monthly progress reports on Civil Works

component by the Engineering Consultants.

Monthly Within three weeks of the end of each calendar

month commencing one month after

engagement.

2. Monthly reports on progress of project

implementation, prepared by the PC.

Monthly Within one week of the end of each month,

commencing one month after appointment of PC.

3. Report on Investment Cost (Sample Guidelines inAnnex 1).

Quarterly Within six weeks of the end of each quarter

commencing with the quarter following the appointment of PC, until construction is

completed.

4. Consultants Reports. - Within one week after the submission deadlines stipulated in the respective TOR and contracts.

5. Completion Report for Civil Works contract(s)prepared by the Engineering Consultants

(including as˗built drawings).

- Within one month of the date of issue of a certificate of practical completion for each

Contract.

6. Maintenance Manuals for each infrastructureitem (prepared by the Engineering Consultants).

- Within one month of the date of issue of a certificate of practical completion for each

Contract.

7. Summary of GOGR reports on the transfer ofEnvironmental Levy.

Annually December 31, commencing in 2015, continuing throughout operation.

8. PC’s Project Implementation Completion Report. - Within three months of practical completion.

9. Reports on Monitoring Indicators from PC, &subsequently GSWMA.

Annually December 31, commencing in 2015.

10. Maintenance Plans for infrastructure and

equipment, by GSWMA.

Annually December 31, commencing in the year of

substantial completion of respective works and supply of equipment.

Operation

11. Audited financial statements. Annually No later than six months after the end of each financial year.

12. Annual Monitoring and Evaluation Report onSWM operations.

Annually No later than six months after the end of each financial year.

APPENDIX 6.8 Page 2 of 3

SOLID WASTE PERFORMANCE INDICATORS

Indicators Year 1 Year 2 Year 3 Year 4

A. GENERATION

Demographic Information:

1. Administrative service area (in square kilometres)

2. Population (urban, rural, and total)

3. Number of households, commercial/industrial

establishments, and institutions in service area

B. QUANTITIES OF WASTE GENERATED

4. Waste generation rate for households,

commercial/industrial, and construction and demolition

sectors (in kilograms/capita/day)

C. WASTE CHARACTERISATION

5. Waste composition (major categories including paper,

plastic, glass, metal, wood, food waste, yard waste, textiles,

and innards).

D. COLLECTION AND TRANSPORT

Service Performance Indicators:

6. Waste collection coverage (by population, households, etc.)

7. Waste collection frequency

8. Waste service complaints

Resource Input Indicators:

9. Human resources involved in solid waste management

(number of employees)

10. Physical resources (list of equipment)

Efficiency Indicators:

11. Weight or volume collected daily per dollar of collection

cost

12. Population served per worker

13. Population served per vehicle

14. Households served per worker

C. RESOURCE RECOVERY

Service Performance Indicators:

15. Human resources involved in SWM (number of employees)

Efficiency Indicators:

16. Weight or volume received

17. Disposal cost per ton

D. FINAL DISPOSAL

Service Performance Indicators:

18. Disposal capacity (total and remaining)

19. Waste service complaints

APPENDIX 6.8 Page 3 of 3

Indicators Year 1 Year 2 Year 3 Year 4

Resource Indicators:

20. Human resources involved in SWM (number of employees)

21. Physical resources (list of equipment)

Efficiency Indicators:

22. Cost for disposal (per ton or cubic metre)

F. RECYCLING AND DIVERSION

23. Number of Recycling enterprises in Grenada

24. List of Recyclables

25. Quantity (tons) Recyclables

26. Sales of Recyclables (local and exports)

G. MONITORING AND REGULATION

27. Leachate quality1 and migration monitoring- Methane gas quantities

- Ground, marine and Surface Water quality

- Public Health and Safety (morbidity and accidents)

- Air quality (odour, noise, CO2) suspended solids, etc.

- Effectiveness of SWM (GSWMA Reports and public

opinion surveys)

1 Biological and chemical oxygen demand, total organic carbon, total suspended solids, organic nitrogen, ammonica, total phosphorous, alkalinity, etc.

AN

NE

X T

O A

PP

EN

DIX

6.8

REPORT ON INVESTMENT COST OF PROJECT

($’000)

Elements of Project

Expenditure

for this

Quarter

Cumulative

Expenditure

to Date

Projected Expenditure for the Quarter

Estimated

Expenditure

to Complete

Project

Latest

Estimate of

Expenditure

Project

Estimate

as per

Appraisal

Report

Variance

Favourable/

(Adverse)

Comments/Reasons

for adverse

Variance and

Financing Proposals to Meet Cost

Overrun Ending Ending Ending

(1) (2) (3) (4) (4) (4) (5) (6) (7) (8) (9)

1.Infrastructure 27,747

2. Services 6,368

Base Cost 34,115

3. Physical and Price Contingencies 6,276

4. Finance Charges 577

Total Project Costs 40,968

Financing:

CDB Loan (SFR) (USD) 10,700

CDB Grant (USD) 300

GOGR (equiv. USD) 4,172

Total (USD) 15,172

ANNEX TO APPENDIX 6.8 Page 2

GUIDELINES FOR COMPLETION OF

REPORT ON PROGRESS OF INVESTMENT COST

1. Elements of Programme - The elements of the Programme as outlined in the Appraisal Report must

be recorded in this column. If it becomes necessary to further sub-divide the main elements of theProgramme, then the sub-elements should be grouped to facilitate the determination of the

expenditure related to the main elements identified in the Appraisal Report.

2. Expenditure for this Quarter - The expenditure incurred in the quarter to which the report relates inrespect of each element of the Programme must be recorded in this column.

3. Cumulative Expenditure to Date - The expenditure incurred in respect of each element of the

Programme from the commencement of the Programme to the end of the quarter to which the reportrelates must be recorded in this column.

4. Projected Expenditure for Quarter - An estimate of the expenditure to be incurred in each of the

next three quarters must be recorded in the columns 41, 42, and 43.

5. Estimate of Expenditure to complete Programme - This column should be completed only in respect

of those elements of the Programme, construction/installation of which stretches beyond threequarters from the end of the quarter to which the report relates. Where a programme extends over

more than one year - four quarters - an estimate of the expenditure to be incurred in the periodsubsequent to the year must be recorded in this column.

6. Latest Estimate of Expenditure - The amounts to be recorded in this column should be derived by

adding columns 3, 4123, and 5. The amounts recorded in this column should be the best estimate ofexpenditure to be incurred in respect of each element of the Programme. These amounts may be

less or greater than the appraised expenditure.

7. Programme Estimates as per Appraisal Report - The estimate of expenditure to be incurred in

respect of each element of the Programme, as outlined in the Appraisal Report, must be recordedin this column.

8. Variance - The difference between columns 6 and 7 must be recorded in this column. Where the

amount in column 6 is less than that in column 7, a favourable variance results. An adverse varianceresults where the amount in column 6 is greater than that in column 7.

9. Comments - An explanation should be given for each variance which is more than 10% of the

programme estimates as per Appraisal Report.

FIGURE 1.1

LOCATION OF PROJECT SITE ON MAP OF GRENADA