caribbean disaster management project:...

Caribbean Disaster ManagementProject: Barbados

GENERAL INFORMATION

� Implementing Institutions: Caribbean DisasterEmergency Response Agency (CDERA) and Central EmergencyRelief Organization (CERO)

� Heads: Jeremy Collymore, Regional Coordinator, CDERA Judy Thomas, Director of Emergency Services, CERO

� Details of Institutions:

Caribbean Disaster Emergency Response Agency (CDERA)

Address: Building #1 Manor Lodge, Lodge Hill, St. Michael, Barbados

Tel.: (+1 246) 425 0386

Fax: (+1 246) 425 8854

E-mail: [email protected]

Website: www.cdera.org

Central Emergency Relief Organization (CERO)

Address: Department of Emergency Management, 30 WarrensIndustrial Park, Warrens, St. Michael, Barbados

Tel.: (+1 246) 438 7575/421 6736

Fax: (+1 246) 421 8612

E-mail: [email protected]

Website: www.cero.gov.bb15

1

16 VOLUME 12: EXAMPLES OF NATURAL DISASTER MITIGATION IN SMALL ISLAND DEVELOPING STATES

� Implementation Period: TheCaribbean Disaster Management (CADM)project began in August 2002 and endedin March 2006 after having received afunding extension to continue beyondthe original end date of July 2005.

� Costs: US$3 million, provided by the Japan International CooperationAgency (JICA)

S U M M A R Y

In 2001, a study on the “Status of DisasterPreparedness in CDERA ParticipatingStates” revealed that floods were the mostcommon natural disaster events, occur-ring in more than 90 per cent of theCaribbean Disaster Emergency ResponseAgency (CDERA) participating Statesand territories in the five years prior tothe start of the Caribbean DisasterManagement (CADM) project. In addi-tion, only four of these 16 countries hadany plans in place to guide disaster management activities for this hazard.

The overall goal of the CADM proj-ect, implemented from August 2002 toMarch 2006, therefore, was to mitigatethe damage caused by natural disasters inCDERA participating States and territo-ries, particularly by floods. Three coun-tries – Barbados, Saint Vincent and theGrenadines, and Trinidad and Tobago –had recorded high incidences of floodingand, as a result, they all had some floodmanagement procedures in place. Flood-hit areas in these three countries, there-fore, were chosen for pilot studies.Barbados in particular was selected owing

to the socio-economic impact on the areaof Speightstown following a number ofrecorded flood events in 1984, 1994,1997 and 2004. In addition, the pilotstudy in Barbados is currently the mostadvanced, so it forms the main subject ofthis case study.

The main outputs of the CADMproject included:

• the establishment of regional andnational mechanisms for thepreparation of hazard maps andcommunity disaster plans;

• the establishment and strengthen-ing, through the support ofregional and national stakeholders,of a flood-hazard mapping systembased primarily on technologytransfer, flood simulation and geo-graphic information systems(GISs);

• the enhancement of communitydisaster-management planningthrough the development of com-munity disaster plans and thetraining of community members indisaster management planning;and

• the improvement of the capacityof the CDERA DisasterInformation Warehouse, whichnow collects and disseminatesinformation in a systematic andtimely manner.

During the CADM project, bothnational and regional professionals weretrained in flood hazard mapping andcommunity disaster-management plan-ning. Another feature of the project was

Caribbean Disaster Management Project: Barbados 17

the collaboration with regional institu-tions and the efforts made to establishformal partnerships with institutions such as the Caribbean Institute forMeteorology and Hydrology (CIMH),the University of Technology and theUniversity of the West Indies (UWI) inan attempt to enhance the delivery andsustainability of the project.

B A C K G R O U N D

A N D J U S T I F I C AT I O N

A study carried out in May 2001, “Status ofDisaster Preparedness in CDERAParticipating States”, revealed that, in thefive previous years, flooding had been themost common hazard in the majority ofCDERA participating States and territories(table 1). In addition, only four of the 16CDERA countries and territories had anyflood management procedures in place.

Stakeholder discussions following thisstudy resulted in the Caribbean DisasterManagement (CADM) project, a four-

year initiative conceptualized as a plausi-ble disaster reduction initiative to mitigateflood hazard damage in all CDERA participating States and territories.

To facilitate the design and the devel-opment of the CADM project, a Japanesedelegation, including representativesfrom the Japan International CooperationAgency (JICA), visited the Caribbean inJuly and December 2001 and two work-shops were held to develop the projectproposal. Workshop participants weredrawn from national disaster offices andnational planning, water resources anddrainage departments in the projectcountries and included experts from theCaribbean Institute for Meteorology andHydrology, CDERA and UWI.

D E S C R I P T I O N

Under the Caribbean Community andCommon Market (CARICOM)-JapanTechnical Cooperation Agreement, theCaribbean Disaster Emergency Response

Anguilla

Antigua and Barbuda

Bahamas

Barbados

Belize

British Virgin Islands

Dominica

Grenada

Guyana

Jamaica

Montserrat

Saint Kitts and Nevis

Saint Lucia

Saint Vincent and the Grenadines

Trinidad and Tobago

Turks and Caicos

Table 1 Caribbean Disaster Emergency Response Agency (CDERA) participating States and territories.


Agency (CDERA), with the support of JICA, implemented the CaribbeanDisaster Management (CADM) projectin August 2002.

Following the development of theproject plan for CADM, three countries– Barbados, Saint Vincent and theGrenadines, and Trinidad and Tobago –were selected to host pilot sites. Selectionof the pilot sites themselves –Speightstown in Barbados, Mesopotamiain St. Vincent and the Grenadines, andSan Juan/Arrangues in Trinidad andTobago – was based on historically highincidences of flooding in the areas.Individual pilot countries were responsi-ble for selecting the sites for the imple-mentation of the project but wererequired to provide justification of theselection criteria to the JointCoordinating Committee (JCC). TheJCC was established at the regional levelto oversee the management of theCADM project, to establish the frame-work for sustainability and to manage thetransfer of technology, especially fromJapan to the Caribbean region. The com-mittee comprised representatives fromthe CDERA Coordinating Unit, theCaribbean Institute for Meteorology andHydrology (CIMH), the Ministry ofEconomic Affairs (Barbados), UWI, thenational focal points of the pilot coun-tries (in the case of Barbados, this was theCentral Emergency Relief Organization,CERO, represented by the Director ofEmergency Services; for Saint Vincentand the Grenadines, it was the NationalEmergency Management Office; and forTrinidad and Tobago, it was the National

Emergency Management Agency/Waterand Sewerage Authority), the UnitedNations Development Programme(UNDP) and an expert team from JICA.

In Barbados, the flood plain inSpeightstown, St. Peter parish, wasselected as the project site owing to itsvulnerability to floods; the economiclosses suffered in past floods, especiallyduring the 1980s; and current develop-ment pressures. The site was selected incollaboration with the Drainage Unit ofthe Ministry of Public Works, which wasresponsible for the technical input andmanagement of the pilot project. Theproject also coincided with flood mitiga-tion work being carried out by BarbadosTourism Investment Incorporated. TheSpeightstown project is also currentlythe most advanced of the three pilotstudies, so it forms the main subject ofthis case study.

ADMIN ISTRAT ION AND

MANAGEMENT FRAMEWORK

The CADM project was implementedthrough the establishment of a regionalJoint Coordination Committee (JCC)that included the national focal points ofthe countries hosting the pilot projects.The JCC was established as an advisorygroup to oversee the management of theproject, to establish the framework forthe sustainability of the project and toensure the transfer of the results to therest of the Caribbean region.

As the national focal point, CEROacted as the contact point for the projectand all in-country project activities were


implemented through its secretariat.

In addition, a regional team acting asa technical body was established to serveCDERA participating States and territo-ries on a long-term basis to promoteflood hazard mapping and communitydisaster-management planning. It com-prised representatives from CIMH, UWI,the University of Technology and otherregional institutions identified as beingable to advance the work of the project.

For each pilot project, a nationalteam was also established to support thenational focal point in the implementa-tion of the in-country activities. TheBarbados National Team comprised repre-sentatives from Barbados MeteorologicalServices; Barbados Tourism InvestmentIncorporated; the Barbados WaterAuthority; CERO; the Coastal ZoneManagement Unit; the CommunityDevelopment Department; the DrainageUnit of the Ministry of Public Works; theLands and Surveys Department; theMinistry of Housing, Lands and theEnvironment; the St. Peter DistrictEmergency Organization (one of 30community disaster-management volun-teer groups that form part of the widerdisaster management mechanism inBarbados); and the Town and CountryPlanning Department.

PROJECT ACTIV IT I ES

The project team proposed the followingactivities at the pilot sites to ensure successful implementation:

• holding seminars and training

courses on hazard mapping andcommunity disaster-managementplanning;

• improvement of the capabilities ofproject participants for hazardmapping;

• preparation of a manual for floodhazard mapping;

• development of local flood hazardmaps;

• preparation of a manual for community disaster-managementplanning for floods;

• preparation of community disaster-management plans based on thehazard maps prepared by theCADM model project in partner-ship with the local communities,the national team, a regional teamand an expert team from JICA;

• provision of hardware, includinginformation technology equipment;and

• strengthening the database andcommunication networks.

Output 1: Establishment of a national mech-anism for the preparation of hazard mapsand community disaster-management plans

The achievement of this output depend-ed on the successful implementation of anumber of activities, including:

Project launch. Owing to differinglocal circumstances, the CADM projectwas launched at different times in differ-ent pilot countries. In Barbados, thelaunch was helped by the fact that floodmitigation and community disaster-


preparedness initiatives had attractedpolitical support and had been identifiedas areas of national priority.

Establishment and organization of nationalteams. National teams were established ineach pilot country under the auspices ofthe national focal point.

Delineation of the pilot community. Thenational teams, in consultation with theregional team and members of communi-ty organizations, developed a generalboundary for the pilot communities. Theselection and delimitation of theSpeightstown pilot area were completedbetween August and October 2002.

Preparation of a sustainability plan. Inorder to sustain effectively the outputs ofthe project, a sustainability plan, pre-pared by a consultant contracted byCDERA, was presented to CDERA inFebruary 2005. The plan outlined pre-ferred approaches for sustainability afterthe termination of the CADM project,such as the continued evaluation andmonitoring of areas experiencing flood-ing, the institutionalization of the collab-orative frameworks and training initia-tives that were developed during theproject, the promotion of partnershipsestablished during the project, the fre-quent review and updating of the com-munity disaster-management plan, andthe operation and maintenance of equip-ment. It was intended that this sustain-ability plan would be adapted at thenational level to suit the situation inBarbados (documentation for this plan iscurrently being prepared). Although theplan is not yet in place, owing to the crit-

ical nature of flood hazards in Barbados,CDERA has begun an initiative at thenational level that will complement andenhance the CADM project. This is a fol-low-on project that looks at telephoniccommunity flood early-warning systemsand involves the production and installa-tion of community-operated flood early-warning systems.

Output 2: Establishment and strengthening ofthe flood-hazard mapping system through thesupport of regional and national stakeholders

The achievement of this output relied onsupport from both regional and nationalstakeholders, primarily CIMH, theDrainage Unit of the Ministry of PublicWorks (Barbados) and UWI. The mainfocus was on flood simulation and geo-graphic information systems (GISs).

As part of the input from Japan,hydrological and meteorological obser-vation equipment valued at more thanUS$45,000 was provided to the DrainageUnit of the Barbados Ministry of PublicWorks and CIMH, which has been situ-ated in Barbados since 2002. This transferof technology has been effective as thenational organizations participating inthe projects have received training in itsuse. Now, the responsibility for the main-tenance and operation of the equipmenthas been transferred totally to the recipi-ent agencies. To date, the equipment hasbeen utilized and maintained.

In Barbados, the collection of hydro-logical data, a series of flood analyses, aGIS database, relevant flood mappingand the creation of maps have been com-


pleted for the Speightstown pilot area(fig. 1). A hazard mapping manual forfloods has also been prepared and can beused for future projects. The exercise ofmapping flood hazards involved the col-lection of scientific flood data as well ashistorical data based on oral history.Community participation involved theidentification of safe evacuation routesand critical facilities, especially in rela-tion to shelters.

Output 3: Enhancement of community disas-ter-management planning through thedevelopment of community disaster plansand the training of community members

Throughout the implementation of theinitiative, the community was keen toparticipate and to be involved in all itsaspects. This partnership with the com-munity has been critical to the success of

the initiative. Notably, community mem-bers have maintained active membershipin the national team. In particular, thecollection, assessment and evaluation ofhazard information, local populationdata, and information on socio-economicconditions and critical facilities such ashospitals and shelters as well as the iden-tification of existing community groupsand any existing disaster managementplans pertaining to the identified projectarea have been executed by communitymembers with guidance from nationaland regional teams (fig. 2).

Information gathered during the datacollection phase has been utilized for thedevelopment of the Community DisasterManagement Plan for the Speightstownarea by the community, with technicalassistance from CERO. Towards the end

Figure 1 Flood plain maps for Speightstown, Barbados.

2-year return period 6-year return period 10-year return period

100-year return period60-year return period20-year return period


of the project, community drills and exer-cises were carried out based on this plan.

Training workshops targeted at bothcommunity and national levels have alsobeen held locally and in Japan. Five peo-ple were provided with training opportu-nities in Japan. In 2004, these includedtwo people who received training in haz-ard mapping and community disaster-management planning and one personwho received training in river and damengineering. In 2005, one person wastrained in GISs, while another receivedinstruction in community disaster-man-agement planning. In Barbados, a widercross section of people (such as represen-tatives from the National Disaster Office,engineers and technicians from theDrainage Unit of the Ministry of PublicWorks and community persons in thepilot areas from the St. Peter DistrictEmergency Organization) undertookawareness training in regional flood haz-ard mapping during the project. In addi-tion, in June 2005, training was providedthrough a disaster imagination game, aparticipatory disaster management tech-

nique developed in Japan that involvestabletop exercises designed to raiseawareness among local residents.

Output 4: Improvement of the capacity ofthe CDERA Disaster Information Warehouse

The CDERA Disaster InformationWarehouse is an electronic storage andretrieval facility for disaster informationconcerning CDERA participating Statesand territories. In 2004, Japanese expertsspent a short time at CDERA to providethe technical assistance required to improvethe capacity of the CDERA DisasterInformation Warehouse. Computer andmulti-media equipment has now beeninstalled and, by the end of 2005, technicaltraining had been provided to improve thecollection, maintenance and disseminationof information on disasters at the regionallevel. The enhanced capacity of theCDERA Disaster Information Warehouseto collect and disseminate information in asystematic and timely manner is beneficialto Barbados in its capacity as a CDERAparticipating State, and access to this cen-tral information database now providesvaluable support to comprehensive disastermanagement planning in Barbados as wellas the wider Caribbean region.

PA R T N E R S H I P S

Multi-stakeholder participation and solidpartnerships were a constant, cross-cut-ting feature of the project. Partnerships atthe international, national, regional andcommunity levels contributed significantlyto the successful implementation of allstages of the CADM project. As an exam-

Figure 2 National and regional teammembers assisting members of the localcommunity to evaluate flood hazards anddraw up community disaster plans.


ple, the national team was composed ofpeople from both the private and publicsectors as well as the local community.The project also provided for internation-al-national-regional partnerships whereinstitutions such as CDERA, CIMH, JICAand UWI partnered with national govern-ment agencies such as the Drainage Unitof the Barbados Ministry of Public Works,the National Disaster Office and commu-nity organizations to ensure that the floodmapping system was developed. The part-nerships forged between the Japanese andnational and regional counterparts in theCaribbean were apparent throughout theproject in the training exercises, thepreparation of community disaster-management plans and the transfer oftechnologies.

R E P L I C A B I L I T Y

The threat of flooding is common to theBarbadian landscape. The adoption andimplementation of mitigation and pre-paredness measures to tackle this hazardand to reduce its effects have been wel-comed as a proactive initiative inBarbados. Local flood events inNovember 2004 and during the 2005 hur-ricane season reinforced the relevance ofand the need for the replication of theproject in other areas of Barbados. Indeed,a mid-term evaluation of the CADM proj-ect concluded that the project was aworthwhile initiative suitable for replica-tion in other Caribbean island States. Inthis regard, a proposal was developed toextend the initiatives of the CADM proj-ect to the wider Caribbean region over

the next 10 years. The CADM projectmodel and methodology developed couldalso readily be used in other countries thatsuffer from similar problems.

It has also been proposed that themethodology developed during the proj-ect could be replicated in other areas ofdisaster management within Barbadosand the wider Caribbean region such asthe development of an early-warning system for coastal hazards, includingstorm surges and tsunamis.

P O L I C Y I M P L I C AT I O N S

Implementation of the CADM project isin keeping with the ComprehensiveDisaster Management Strategy endorsedby the Government of Barbados. Suchpolitical support is an important factorunderpinning the successful implementa-tion of any project of this magnitude.Large, multi-stakeholder projects such asthe CADM project not only challengetraditional methods of dealing with disas-ter mitigation but they may also precedeand/or effect change in policy and rec-ommended procedures.

The implementation of the CADMproject has advanced the disaster man-agement programme in Barbados and ithas contributed to the comprehensivedisaster management strategy adopted bythe country. This strategy recognizes andencourages disaster-mitigation and pre-paredness measures through the use ofhazard information for decision-makingpurposes as well as encouraging andenhancing research and education. In


itself, the CADM project is an example ofa best practice relating to disaster man-agement strategy and is in concert withthe strategy’s aim to achieve sustainabledevelopment in Barbados.

I M PA C T

Barbados has been involved in a number ofdisaster management projects aimed atreducing the island’s vulnerability to haz-ards and building hazard-resilient commu-nities. This is owing, in large part, to theGovernment of Barbados having taken theinitiative to support the comprehensivedisaster management strategy adopted bythe CDERA participating States and terri-tories. The CADM pilot project has cap-tured and addressed important aspects ofthis strategy. Thus, the implementation ofthe project has contributed significantly tothe implementation of adopted policy inthe country.

During its implementation, a majoroutput of the CADM project was theestablishment of a standard frameworkfor flood hazard mapping and communi-ty disaster-management planningthrough the development of manuals thatprovide practical advice suitable for thewhole Caribbean region.

Another result was the establishmentof a framework for standardization ofmethodologies for flood hazard mappingand community disaster planning inBarbados. Consequently, the country hasbeen able to enhance its hazard mappingcapability. Such hazard maps provide

important baseline data that can be usedfor disaster-management and land-useplanning.

The draft Community DisasterManagement Plan for the Speightstownpilot area is another indicator of the suc-cess of the pilot project. Just as importantis the multi-stakeholder participationprocess by which project activities werecarried out. This multi-stakeholder participation will be an integral factor inthe sustainability of the innovative expe-rience within the pilot area as well asother areas of Barbados suitable for thereplication of the project.

Technology and knowledge transferto the country has also been effective,thus ensuring that in-country capacitieshave been enhanced. Personnel at boththe community and national levels, suchas members of the St. Peter DistrictEmergency Organization and personnelfrom the Drainage Unit, NationalDisaster Office and Ministry of PublicWorks, have been trained in hazard map-ping and GIS techniques as well as incommunity disaster planning. Personnelhave also been able to participate in cul-tural exchanges with Japan, to attendtraining and technical workshops, and toobserve relevant disaster reduction initia-tives employed in Japan that could beused in the CADM Barbados project.

It is expected that the CADM projectwill be replicated in other flood-proneareas of Barbados. This in itself wouldhave a positive environmental impact onthe landscape. In both the near and thelong term, the implementation of the


project will reduce the economic losses(for example, to agricultural productionand damage to property and infrastruc-ture) caused by floods in the pilot areaand other designated project areas.

L E S S O N S L E A R N E D

STAKEHOLDER COLLABORA-T ION AT THE COMMUNITY,REG IONAL AND NATIONAL

LEVELS I S KEY.

Cooperation among stakeholders duringall stages of the project has been a signif-icant contributing factor to the successfulachievement of the desired outputs. This collaboration has facilitated theestablishment of a solid foundation andenhanced the capacity for the continuedimplementation and sustainability of thisand other disaster management projectsin Barbados. In addition, the project hasstrengthened existing partnerships andintroduced new players at all levelsthrough which additional strategicalliances may be developed.

GOVERNMENT SUPPORT

IS CR IT ICAL FOR PROJECT

IMPLEMENTAT ION AND

SUSTA INAB IL ITY.

The CADM project in Barbados request-ed and received the necessary endorse-ment from the Governments of Barbadosand Japan. Once governments have com-mitted their support to a project, otherentities are usually more responsive to the

initiative. Such government support notonly fuels the participation of the gener-al public and the private sector but alsocan reinforce it. This will have positiveimplications for the implementation ofthe project and the sustainability of theproject beyond its planned duration.

BUILD ING AND ENHANCING

CAPACITY AT VAR IOUS LEVELS

CAN EFFECT IVELY MIT IGATE

THE IMPACT OF HAZARDS .

This project has been instrumental inbuilding capacity at the national, regionaland community levels. The Speightstowncommunity in Barbados now has the necessary tools to enable it to assist incommunity disaster planning, namely,the community plan and the flood miti-gation manual. Hydrological equipmentinstalled during the project can be used aspart of a flood early-warning system forthe area that can be monitored by desig-nated persons from the community aswell as officials from national agenciesresponsible for monitoring meteorologi-cal and hydrological activity. The use ofthese tools can significantly reduce theeffects of the flood hazard on the com-munity and in so doing increase theresilience of the community.

The project has also built andenhanced capacity at national andregional levels with the aim of reducingvulnerability to natural disasters. Sharingthe results of the project with relevantorganizations outside the pilot projectarea can assist in minimizing flood damage elsewhere, thus increasing the


scope of disaster mitigation efforts andresilience to the impact of flood hazards.

F U T U R E P L A N S

The CADM pilot project has beentremendously successful and there are,therefore, plans to replicate it in otherflood-prone sites in Barbados that havealready been identified. The draft sustain-ability plan, which is a work in progress,will also be used to ensure the sustainabil-ity of the current project and in the execution of any related future projects.As a result of the critical nature of floodhazards, the pilot community ofSpeightstown has embarked on a follow-up project titled “Production andInstallation of Community-operatedFlood Early Warning Systems”. TheDrainage Unit of the Ministry of PublicWorks, having benefited from newequipment and additional training andexpertise, will conduct its flood mitiga-tion operations within other communitiesin Barbados.

Products such as the GIS database,the Community Disaster ManagementPlan and the Flood Hazard MappingManual that have derived from the project will be shared with other relevantnational organizations in order to minimize damage caused by floods.

Notably, this project, which has beenimplemented in Barbados as well as intwo other CDERA participating States,Saint Vincent and the Grenadines andTrinidad and Tobago, benefits from theestablishment of formal collaboration

between regional institutions, such asCIMH and UWI. This collaboration hasenhanced project delivery and is expectedto contribute to the sustainability of itsoutputs. These outputs will be sharedwith all CDERA participating States andterritories for adoption and adaptationwhere appropriate.

PU B L I C AT I O N S

Opadeyi, J. (draft). Flood Hazard MappingManual. Caribbean Disaster EmergencyResponse Agency, Barbados.

Spence, B. (draft). Community DisasterManagement Planning Manual. CaribbeanDisaster Emergency Response Agency,Barbados.

Case Study Prepared by:

Kerry HindsCentral Emergency Relief OrganizationBNB BuildingCr James and Coleridge StreetBridgetown, BarbadosE-mail: [email protected]

Balfour SpenceUniversity of the West Indies Mona, JamaicaE-mail: [email protected]

Project Participants:

The Japan International CooperationAgency (JICA): Funded the project, wasa principal partner in its development,and provided experts in flood hazardmapping, GISs, community disasterplanning, information management and project management.


The Caribbean Disaster EmergencyResponse Agency (CDERA): Responsiblefor advancing disaster management inthe Caribbean region and for the regionalmanagement of the CADM project.

National Disaster Management Officesin Barbados, Saint Vincent and theGrenadines, and Trinidad and Tobago:Acting with the Central Emergency Relief Organization (CERO) inBarbados, these entities were responsiblefor facilitating the national disaster management programme in the pilotcountries and acted as the national focal points for the project.

The Joint Coordinating Committee(JCC): Established at the regional levelto oversee the management of the proj-ect, this committee consisted of repre-sentatives from CDERA, the CaribbeanInstitute for Meteorology andHydrology (CIMH), the Ministry ofEconomic Affairs and Development(Barbados), the University of the WestIndies, the national focal points of thepilot countries, the United NationsDevelopment Programme (UNDP) andan expert team from JICA.

The regional team: A technical bodyestablished to serve CDERA participat-ing States and territories on a long-termbasis to promote flood hazard mappingand community disaster-managementplanning. Representatives on the teamwere from CIMH, the University ofTechnology and UWI.

The national team: The coordinating mechanism responsible for supportingthe national focal point in the executionof the in-country project activities. The Barbados national team was com-posed of representatives from Barbados

Meteorological Services; the secretariatof Barbados Tourism InvestmentIncorporated; the Barbados WaterAuthority; CERO; the Coastal ZoneManagement Unit; the CommunityDevelopment Department; the DrainageUnit of the Ministry of Public Works;the Lands and Surveys Department; the Ministry of Housing, Lands and the Environment; the St. Peter DistrictEmergency Organization; and the Townand Country Planning Department.

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