LIM ITED
LC/C AR/L. 143
24 N ovem ber 2007
ORIGINAL: EN G LISH
OVERVIEW OF THE WATER PROFILE AND THE CAPACITY OF
NATIONAL INSTITUTIONS TO IMPLEMENT INTEGRATED
WATER RESOURCES MANAGEMENT
(Antigua and Barbuda Dominica Grenada)
,
This document has been reproduced without formal editing.
,
1
A cknow ledgem ent
The ECLAC Subregional H eadquarters for the Caribbean w ishes to acknow ledge the assistance
o f Ms. M arilyn Crichlow in the preparation o f this report.
ii
Table of Contents
Executive Summary.............................................................................................................................................. v
INTRODUCTION.................................................................................................................................................1
A. IW RM ........................................................................................................................................................... 1
B. Water Management Principles..................................................................................................................... 1
C. IWRM change areas.................................................................................................................................... 2
D. Structure of the report...................................................................................................................................2
I. ANTIGUA AND BARBUDA........................................................................................................................ 3
A. General..........................................................................................................................................................3
B. Climate..........................................................................................................................................................3
C. Water resources assessment....................................................................................................................... 3
D. Water supply............................................................................................................................................... 4
E. Water allocation...........................................................................................................................................4
F. Water quality.................................................................................................................................................5
G. Watershed management.............................................................................................................................. 5
H. Environmental aspects................................................................................................................................ 5
I. Sanitation........................................................................................................................................................5
J. Social dimensions........................................................................................................................................ 6
K. Economic instrument...................................................................................................................................6
L. Regulatory instruments............................................................................................................................... 7
M. Information management and exchange.................................................................................................. 7
N. Key issues of IW RM ...................................................................................................................................7
0 . Institutional framework.............................................................................................................................. 7
P. Water resources management functions.....................................................................................................8
Q. Capacity of institutions to implement IW RM ........................................................................................ 11
Annex 1 .............................................................................................................................................................. 15
Annex 2 .............................................................................................................................................................. 15
II. DOMINICA................................................................................................................................................... 16
A. General........................................................................................................................................................17
B. Climate...................................................................................................................................................... 17
C. Water resources assessment..................................................................................................................... 17
D. Water supply............................................................................................................................................. 17
E. Water allocation.........................................................................................................................................18
F. Water quality............................................................................................................................................. 19
G. Watershed management............................................................................................................................ 19
H. Environmental aspects............................................................................................................................. 19
1. Sanitation.................................................................................................................................................... 20
J. Social dimensions...................................................................................................................................... 21
K. Economic instrument............................................................................................................................... 21
L. Regulatory instruments ........................................................................................................................... 21
M.Information management and exchange.................................................................................................. 21
N. Institutional framework............................................................................................................................21
O. Water resources management functions................................................................................................22
P. Capacity of institutions to implement IWRM......................................................................................... 25
Annex 3 ................................................................................................................................................................30
Ill
Annex 4 ................................................................................................................................................................ 31
Annex 5 ...................................................................................................................................................................
Annex 6 ...................................................................................................................................................................
Annex 7 ...................................................................................................................................................................
Annex 8 ...................................................................................................................................................................
Annex 9 ...................................................................................................................................................................
Annex 10.................................................................................................................................................................
Annex 11.................................................................................................................................................................
Annex 12.................................................................................................................................................................
III. GRENADA................................................................................................................................................ 32
A. General....................................................................................................................................................... 41
B. Climate....................................................................................................................................................... 41
C. Water resources assessment.....................................................................................................................41
D. Water supply............................................................................................................................................. 41
E. Water allocation........................................................................................................................................ 42
F. Water quality.............................................................................................................................................. 42
G. Watershed management............................................................................................................................43
H. Environmental aspects.............................................................................................................................. 43
I. Sanitation..................................................................................................................................................... 43
J. Social dimensions....................................................................................................................................... 44
K. Economic instrument................................................................................................................................ 44
L. Regulatory instruments.............................................................................................................................44
M. Information management and exchange................................................................................................ 44
N. Institutional Framework............................................................................................................................45
O. Water resources management functions................................................................................................46
P. Capacity of institutions to implement IWRM......................................................................................... 49
Annex 12
Annex 13
Annex 14
Annex 15
Annex 16
Annex 17
Annex 18
Annex 19
IV. RECOMMENDATIONS, CHALLENGES AND THE WAY FORWARD........................................55
A. Challenges.....................................................................................................................................................
B. Recommendations..................................................................................................................................... 63
C. Institutional framework.............................................................................................................................63
D. The water resources organization............................................................................................................64
E. The water supply and wastewater services organization.......................................................................64
F. Key Water Stakeholder Organizations.....................................................................................................65
G. The Way Forward..................................................................................................................................... 66
Annex 20(a)............................................................................................................................................................
Annex 2 0 (b ).........................................................................................................................................................
References...........................................................................................................................................................71
iv
Executive Summary
The Caribbean islands A ntigua and Barbuda, D om inica and G renada are Small Island
D eveloping States (SIDS) each w ith populations less than 100,000 persons. The m ost im portant
factor in the developm ent o f the econom ies o f A ntigua and Barbuda, and G renada is tourism,
w hereas for D om inica it is agriculture.
Each o f these islands enjoys a tropical marine climate w ith little seasonal variation.
Annual rainfall for A ntigua and Barbuda varies from 750 to 1,400 mm and for G renada from
1,500 to 5,000 mm w hereas average annual rainfall for D om inica ranges from 1270 mm to 7620
mm. Annual tem peratures for these islands vary betw een 20° C and 34° C. U nlike D om inica
and Grenada, the annual average evapotranspiration rate in A ntigua and Barbuda is higher than
the annual average rainfall.
In the three islands, the organizations responsible for the provision o f a potable w ater
supply, nam ely the W ater D ivision o f the A ntigua Public U tilities Authority, the D om inican
W ater and Sewerage Company and the National W ater and Sewerage Authority o f Grenada, are
also responsible for w ater resources management. However, the focus on w ater resources is
minimal. W ater resources/hydrological m onitoring is inadequate and the data collected do not
allow w ater availability to be assessed. W ater sources in A ntigua and B arbuda and G renada are
surface water, groundwater, rainw ater harvesting and desalinated water, w hereas in D om inica the
w ater source is from surface water.
The w ater allocation mechanism for each o f the islands is based on m eeting w ater
requirem ents o f the various users and availability, otherwise know n as a supply m anagem ent
approach. D om estic supply is a priority for each o f the islands but tourism is also a priority for
A ntigua and Barbuda, and Grenada. In each o f the islands, the W orld H ealth Organization
(W HO) guidelines are used as the standards for w ater quality and the M inistry o f H ealth
m onitors the potable w ater quality w hich generally meets the required standards. In each o f the
three islands, a departm ent/division o f the M inistry o f A griculture is responsible for watershed
m anagem ent which, in general, is not undertaken effectively and appears to be alm ost non­
existent in A ntigua and Barbuda. There is w ater abstraction licensing in A ntigua and Barbuda,
and Dominica. W ith respect to Grenada, legislation supports w ater licensing but there are no
regulations and licensing o f w ater abstraction has not been established.
Environm ental im pact assessm ents are requirem ents o f the planning process in D om inica
and G renada but they are not m andatory in A ntigua and Barbuda. The latter is certainly a
deficiency to supporting sustainable management.
However, recently in Antigua, an
Environm ental M anagem ent Protection Bill and an Environm ental H ealth Bill w ere drafted.
W astew ater disposal in the islands o f A ntigua and Barbuda, D om inica and G renada is
m ainly by septic systems and soak ways. However, in Dominica, there are three centralized
sewerage systems - one serving 2,700 households in Roseau and tw o smaller sewerage systems
in Canefield and Jimmit. Only at the Roseau system is basic material and sludge removed. In
Grenada, there is one centralized sewerage system in the south o f the island w hich has no
treatm ent before disposal at sea. H owever, in A ntigua and Barbuda, there is no centralized
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sewerage system, although the Public U tilities Authority has powers to establish, operate and
maintain a sewerage system.
W ater is a social good, it has an econom ic value and it m ust be m anaged for
sustainability. In A ntigua and Barbuda, the cost o f potable w ater to consumers indicates that the
w ater supply is highly subsidized and poor areas in A ntigua and Barbuda have access to free
supplies o f potable w ater through public standpipes. In Dominica, the latter is similar for the
poor sector. The cost o f w ater supply and sewerage services is a function o f affordability to pay
and not o f econom ic value. A m etering system for all consumers in D om inica w as introduced as
a deliberate conservation policy and a means o f reducing wastage. Similarly, in G renada
m etering has resulted in im proved efficiency o f domestic w ater use, and acceptance to pay for
w ater used. In Grenada, standpipes w ere removed to ensure each household is connected to the
potable w ater supply system in areas w here m etering was introduced. An easy paym ent plan was
also introduced to facilitate household connections.
In A ntigua and Barbuda because there is no centralized sewerage system, the tariff
structure is only for water. For domestic purposes, the rates rise w ith an increase in consum ption
and therefore support efficiency o f use and conservation. In D om inica and Grenada, the tariff
structure is a system to recover costs for both potable w ater supply and sewerage services. In
Dominica, the structure is not designed to reflect the econom ic value o f w ater nor the need to
encourage conservation. In Grenada, the tariff structure should be designed for full cost recovery
according to the National W ater and Sewerage Authority (NAW ASA) A ct 1990, but this is not
the case.
W ater resources data and inform ation are neither com prehensive nor sufficient to support
effective decision-m aking for sustainable w ater resources m anagem ent in any o f the three
islands. There is also no mechanism for the dissemination o f w ater resources data and
inform ation w hich are only dissem inated on request.
An effective institutional fram ework is fundamental to im plem ent policies and plans for
successful integrated w ater resources management.
Therefore, the structure, roles and
responsibilities at the national, sectoral and com munity w atershed levels m ust be clearly defined
and coordinated to effectively undertake the scope o f actions in the w ater sector.
The
responsibility o f the w ater sector m ust be shared w ith key stakeholder departments. Hence, a
num ber o f sectoral policies and plans m ust be consistent w ith the National W ater R esources
M anagem ent Policy. This w ater resources m anagem ent policy m ust also be in keeping with
N ational D evelopm ent Plans. W ithin the context o f the specific functions and tasks inherent in
Integrated W ater R esources M anagem ent (IW RM ), the present institutional fram ew ork o f the
w ater sector is inadequate with respect to planning, m anagem ent and regulatory functions o f
w ater resources.
There is no specific IW RM policy, strategy and plan for the three islands. The w ater
resources m anagem ent activities being undertaken are based on a sectoral approach.
Coordination is absent and collaboration on w ater resources issues is minimal. A t present in
Grenada, a N ational W ater Policy in w hich IW RM is an integral part is being drafted. D om inica
also expects to start w ork on developm ent o f an IW RM policy before the end o f 2007. There is
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also no legislation on IW RM in the three islands and insufficient enforcem ent o f legislation
w hich relates to w ater resources management.
In the three countries, neither a w ater resources m aster plan nor a w ater allocation
m echanism has been developed. W ater requirem ents o f the various sectors have also not been
determ ined and in the absence o f an analysis o f w ater demand, dem and m anagem ent is not
directly applied
Conservation measures are minimal. In A ntigua and Barbuda, and Grenada, the tariff
structure and the limited public education support conservation. In addition, the m etering
program m e in Grenada also supports conservation but the 40 per cent w ater loss in the
distribution system is a m ajor contributor to wastage. In Dominica, conservation measures seem
almost non-existent.
Inherent in the core IW RM functions are actions linked to other sectors that are necessary
for sustainability o f use and developm ent o f this w ater resource and to support social and
econom ic development. Effective IW RM m ust be undertaken in conjunction w ith effective land
and landuse management, integrated w atershed management, drainage and coastal zone
management. These necessary com plem entary functions should be undertaken in a form alized
coordinated approach w ith stakeholder partnerships and collaboration from planning to
im plem entation and supported by proper public education and awareness.
In the three islands, w ater resources m anagem ent is the responsibility o f the potable w ater
supply organizations but the core activities o f IW RM are not being undertaken because o f
insufficient and com petent hum an resources. In addition, the key stakeholder organizations
generally lack the capacity or skills and experience needed, hence the establishm ent o f IW RM
w ould require additional capacity-building, training and recruitm ent o f appropriate staff.
The core functions o f IW RM should not be placed in the organization responsible for
potable w ater supply and sewerage services or any organization that is a user o f the resource, as
this is conflicting and tantam ount to the m anager o f the resource being managed by a user o f the
resource. Furtherm ore, in addition to the deficiencies in human resources capacity and
capabilities and the lack o f financial resources, challenges w hich have led to IW RM not being
im plem ented or advanced include:
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Lack o f understanding o f IW RM;
The location o f IW RM ;
Lack o f vision for IW RM ;
D evelopm ent o f an IW RM organizational structure;
Im plem entation o f an effective governance structure;
Lack o f skills and know ledge base required;
Financing o f an IW RM organization.
The w ay forward must, therefore, focus on how IW RM could be im plem ented in the islands.
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Introduction
This report presents an overview o f the w ater profile and the capacity o f national
institutions to im plem ent Integrated W ater Resources M anagem ent (IW RM ) in three islands;
A ntigua and Barbuda, D om inica and G renada. The m ethodology included the developm ent of a
questionnaire that was forwarded to the w ater organizations in the three islands and in the case of
Grenada, to the Landuse D ivision o f the M inistry o f A griculture as well. The questionnaire
addressed the following:
•
•
•
•
•
•
•
•
W ater resources assessment;
Enabling environment;
Baseline on dem and and supply;
Institution;
Social change instruments;
Econom ic instruments;
Regulatory instruments;
Inform ation m anagem ent and exchange.
Additional inform ation was obtained through face-to-face interview s and meetings with
representatives of key IW RM governm ent stakeholders in D om inica and G renada as well as the
telephone interviews w ith m ajor stakeholder representatives in each o f the islands. Further
inform ation w as obtained through a review o f the relevant literature.
A.
IW R M
The Global W ater Partnership (GW P) defines IW RM as “a process w hich prom otes the
coordinated developm ent and m anagem ent of water, land and related resources in order to
maxim ize the resultant econom ic and social w elfare in an equitable m anner w ithout
com prom ising the sustainability o f vital ecosystem .” (GWP, 2006).
B.
W a te r m a n ag em e n t prin cip les
Four w ater m anagem ent principles developed in Dublin, Ireland,(UNCED - R io de
Janeiro 1992) play a m ajor part in w ater sector reform:
Principle 1
Freshw ater is a finite and vulnerable resource, essential to sustain life, developm ent and
the environment.
Principle 2
W ater developm ent and m anagem ent should be based on a participatory approach
involving users, planners and policy makers at all levels.
2
Principle 3
W om en play a central role in the provision, m anagem ent and safeguarding o f water.
Principle 4
W ater has an econom ic value in all its com peting uses and should be recognized as an
econom ic good as well as a social good.
C.
IW R M ch an g e areas
W hen considering the m ethod o f m anaging water, the enabling environment, the
institutional fram ework and the m anagem ent instrum ents that com prise 13 IW RM change areas
should be considered. The 13 key IW RM areas(Catalyzing Change,2004) are as follows:
The enabling environm ent
1.
2.
3.
Policies;
Legislative fram ework;
Financing and incentives structures;
Institutional policies
4.
5.
Creating an organizational framework;
Institutional capacity-building;
M anagem ent instrum ents
6.
7.
8.
9.
10.
11.
12.
13.
D.
W ater resources assessment;
Plans for IW RM ;
D em and management;
Social change instruments;
Conflict resolution;
Regulatory instruments;
Econom ic instruments;
Inform ation m anagem ent and exchange
S tru c tu re o f th e re p o rt
The report was structured so that the w ater profile generally provides an overview o f the
IW RM change areas. Capacity o f national institutions is one aspect o f the institutional roles and
an assessm ent o f the capacity o f governmental institutions w ith functions related to w ater
management, at present, w ere undertaken. An overview o f the w ater profile and capacity o f
national institutions in each o f the islands was treated separately followed by recom mendations,
challenges and the way forward for the three islands.
3
I. ANTIGUA AND BARBUDA
A.
G e n e ra l
The islands of A ntigua and Barbuda are located in the eastern part of the Leew ard Islands
betw een Guadeloupe and St M aarten. A ntigua lies at Latitude 17° 10' N and 61° 55' W w hile the
island o f B arbuda is at 17° 35' N and 61° 48' W w hich is approxim ately 45 km north o f Antigua.
A ntigua is a small island developing State o f 280 km 2 in area, characterized by relatively flat
topography w hile Barbuda is 160 km2. A ntigua has a population o f approxim ately 69,000 people
w ith the largest population concentrations being on the coast w hereas Barbuda has a population
o f approxim ately 1,200 persons. A ntigua is prone to drought therefore there is a reliance on
desalinated w ater because of a shortage of freshw ater for potable w ater supply.
Tourism is the m ost im portant factor in the developm ent o f the economy of A ntigua and
Barbuda and accounts for approxim ately 60 per cent of the gross domestic product (GDP).
B.
C lim ate
A ntigua and B arbuda experience a tropical maritim e climate w ith little variation in daily
or seasonal temperatures. The annual rainfall for A ntigua ranges from 890 to 1400 mm, one o f
the low est in the Caribbean w ith an average annual rainfall o f 1040 mm. Barbuda is drier and
has an annual average rainfall betw een 750 and 950 mm. In Antigua, the w et season is usually
from June to O ctober and the dry season is from N ovem ber to May. The average tem perature
ranges from 24° Celsius in Decem ber/January to 29° Celsius in August/September. The average
relative humidity is 82 per cent. Evapotranspiration rates are high and the annual average is
higher than the annualaverage rainfall.
C.
W a te r reso u rces assessm ent
The W ater D ivision o f the A ntigua Public Utilities Authority undertakes w ater resources
m onitoring to support its operations for potable w ater supply but minimal historical hydrological
data are available for planning. For groundw ater monitoring, approxim ately 50 wells are visited
monthly to check the pum ping levels, extraction rates, take samples for w ater quality analysis
and m onitor saltwater intrusion. However, for surface w ater monitoring, w ater levels in the
reservoirs and surface runoff are checked.
The w ater sources used for w ater supply are surface water, groundwater, harvested
rainw ater and desalinated water. N o perm anent rivers exist in Antigua. All m ajor streams are
interm ittent or ephemeral and yield very small quantities of fresh w ater for a few months after
heavy rainfalls. All the m ajor catchments are dam med at several points to retain streamflow.
G roundw ater is obtained from a num ber of w ells drilled to depths betw een 24 and 30 m.
However, sea w ater is being used increasingly through desalination to provide w ater for
domestic and agricultural use. In Barbuda, the prim ary source of freshw ater is shallow aquifers
in the Palm etto Point area(Cooper, Brian and Bowen, Vincent,2001). G roundw ater in other
areas o f B arbuda is saline and unsuitable even for agriculture.
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D.
W a te r supply
In Antigua, the W ater D ivision o f the A ntigua Public U tilities Authority (APUA) is
responsible for the transm ission, distribution and supply o f potable water. The pipe network is
old dating back to the 1960s and 1970s and the A PU A is in the process o f replacing the old
asbestos and cast iron pipes with PVC pipes throughout the island. This pipeline replacem ent
program m e is approxim ately 65 per cent com pleted and the pipe netw ork is m apped in
AUTOCAD. A ntigua has 10 small surface w ater reservoirs but only three are im portant in
m eeting agricultural and m unicipal needs. D uring the dry season, the surface w ater is
significantly reduced such that during droughts the reservoirs becom e dry. A pproxim ately one
third o f the public w ater supply is obtained from surface w ater storage and groundw ater aquifers.
D esalination is a necessary means o f obtaining potable w ater for w ater supply in Antigua. W ater
for desalination is taken from wells on the coast therefore the w ells are m onitored for saltwater
intrusion. There are three w ater treatm ent plants on the island and the quality o f potable w ater
supplied exceeds W orld H ealth O rganization (W HO) guidelines.
In addition to the potable w ater supply provided by the w ater division, household w ater
demands are supplem ented by w ater stored in cisterns. The tourism sector meets their w ater
requirem ents by producing their own w ater through the construction o f reverse osmosis
desalination plants. However, the agricultural sector supplem ents its w ater needs by constructing
dams, and utilizing rainw ater harvesting.
Inform ation from the w ater division states that 5.35 im perial million gallons per day
(imgd) o f potable w ater is produced, o f w hich the surface w ater contribution is 0.45 imgd,
groundw ater is 1.00 imgd and desalination w ater produced is 4.0 imgd. The total w ater demand
for the various sectors is estim ated at 6.75 im gd and the percentage w ater requirem ents o f each
sector are: domestic - 42 per cent; agriculture - 0.1 per cent; tourism (hotels) and industrial - 21
per cent; cruise ships - 1.0 per cent; governm ent - 35 per cent; and other - 0.9 per cent.
W ater scheduling is not a norm, and only during periods o f drought is a schedule for
w ater supply developed. Leakage in the potable w ater supply system is estim ated betw een 35 to
40 per cent but there is no leakage reduction program m e at present. However, the entire system
is metered.
E.
W a te r allocation
The w ater departm ent o f the A PU A has exclusive rights to supply, distribute, maintain
and sell w ater but there is no w ater allocation mechanism. The m ethod applied is to attempt to
m eet the w ater requirem ents o f the various sectors, w ith tourism and domestic consumers being
given priority. In addition, the D evelopm ent Control A uthority requires that new domestic
buildings include in their construction plans perm anent w ater storage facilities according to roof
area. There are no reliable estimates o f this stored rainw ater but it is believed that it contributes
approxim ately 20 per cent o f the domestic w ater supply. There is no w ater quality testing or
standards for the rainwater.
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F.
W a te r q u ality
The W HO guidelines are used as the standards for w ater quality and in general the w ater
quality in A ntigua meets these guidelines and is m onitored by the Central H ealth Board o f the
M inistry o f Health. The w ater quality param eters m onitored by the w ater division are turbidity,
pH, colour, total dissolved solids (TDS), alkalinity, calcium hardness, manganese, iron,
phosphate, chlorine residual, total and faecal coliforms. Two operational surface w ater treatm ent
plants, w hich w ork effectively, exist w ith the usual treatm ent processes for chlorination,
sedimentation, turbidity, and pH. However, groundw ater treatm ent is only chlorination. The
M inistry o f H ealth is responsible for m onitoring w ater quality throughout the island.
G.
W a te rsh e d m an ag em en t
Integrated w atershed m anagem ent is not practised and this has led to serious degradation
in the w atersheds and negative im pacts on the w ater resources in term s o f w ater quality.
D ischarge permits have not been established. Also, drainage and flood control actions have been
minimal. For example, w ater in the Potw orks reservoir, a m ajor source o f w ater supply, is
polluted because o f contam inated runoff from point and non-point sources particularly as a result
o f agricultural activities and siltation. The w ater quality o f small streams in the St John’s area is
affected by effluent from septic systems w hile in the w atersheds to the north, there are elevated
faecal coliform levels caused by grazing animals.
The Forestry D ivision o f the M inistry o f A griculture is the organization with
responsibility for m anagem ent o f the upper w atershed areas. Since 1990, a D raft Forestry Act
was prepared, and, to date, it has not been approved. As a consequence, deforestation is a m ajor
issue in Antigua. Com pounding the problem s in the w atersheds is the fact that A ntigua has no
physical developm ent plan to guide landuse decisions w hich has led to poor landuse practices.
Zoning o f land for protection is also not undertaken because there are no zoning laws. However,
a multisectoral and m ultidisciplinary com m ittee w as established in the M inistry o f A griculture to
develop a landuse plan. This com m ittee is headed by the junior M inister for A griculture and
w ork on a plan is expected to start before the end o f 2007.
H.
E n v iro n m e n ta l aspects
There is a National Environm ental Strategy but it is not supported by environmental
legislation. Recently, an Environm ental M anagem ent Protection Bill and an Environmental
H ealth Bill w ere drafted. To date, Environm ental Im pact A ssessm ents (EIAs) are not m andatory
requirem ents o f the planning process for projects. This is certainly a deficiency to supporting
sustainable m anagem ent o f the environm ent and its w ater resources. O ver the years, several
m ajor w etlands have been rem oved through tourism -based development.
I.
S an itatio n
U nder the Public U tilities A ct 1973, the Public U tilities Authority has powers to
establish, operate and m aintain a sewerage system yet there is no centralized system for the
collection, treatm ent and disposal o f sewage. W astew ater disposal is by septic tanks and pit
6
latrines. W ithin the vicinity o f St John’s, the w ater quality o f small streams is negatively
im pacted by effluent from overloaded septic systems. M anagem ent o f sewage and other liquid
w astes is a critical problem and there is serious need to replace the septic tank systems by proper
sewerage systems. M ost o f the larger hotels have their own sewage treatm ent plants but another
potential hazard is the disposal o f bio-solid w aste from package plants and domestic septic tanks.
The M inistry of H ealth has responsibility for m onitoring septic tanks.
W ith respect to solid waste, the N ational Solid W aste M anagem ent Authority is
responsible for the m anagem ent and control o f its disposal. In Antigua, all solid w aste is
disposed of at a single m anaged disposal site at Cooks. All other dumps around the island have
been closed. There are, however, no appropriate provisions for handling toxic chem icals and
biologically hazardous waste.
J.
Social dim ensions
W ater is a social good, it has an econom ic value and it m ust be m anaged for
sustainability. The difference betw een the w ater production costs and the cost to consumers for
potable w ater shows that the w ater supply is highly subsidized by the government.
The rural areas in A ntigua have access to free potable w ater from public standpipes.
W ith respect to housing developments, developers are responsible for installing the necessary
infrastructure that will ensure that w ater can be provided to all o f the potential residents. The
efficient use of w ater and w ater conservation by domestic consumers are facilitated by the
m etering of consum ers together with the tariff rates w hereby rates increase w ith increase in
consumption.
K.
E conom ic in stru m en ts
The w ater tariff structure for A ntigua is used to recover the costs of supplying w ater to
consumers.
In the tariff structure, w ater users in A ntigua are categorized as domestic,
government, commercial and industrial, and agriculture. The tariff structure established for
potable w ater is as follows:
Government:
EC$ 21.00 per 1000 gallons;
Domestic:
EC$ 21.00 per 1000 gallons for the first 4000 gallons; and
EC$50.00 per 1000 gallons thereafter.
Commercial and industrial:
EC$ 50.00 per 1000 gallons throughout;
Agriculture:
EC$ 25.00 per 1000 gallons for potable water;
EC$ 7.00 per 1,000 gallons for untreated w ater
W ith respect to agricultural users, the tariff structure supports the use of untreated w ater
once it is appropriate. There is also a royalty charge for use of saltwater and brackish w ater in
desalination. However, there is no w ater licensing system established.
7
If all revenue w ere collected, the w ater departm ent w ould be in a much better financial
position but domestic consumers do not always pay for their w ater supply. In addition, leakage
is approxim ately 40 per cent.
L.
R eg u lato ry in stru m en ts
In Antigua, regulatory m easures for w ater resources m anagem ent are minimal and no
w ater allocation mechanism has been developed. However, the w ater requirem ents o f the tourist
industry and domestic consumers are given priority. W ater abstraction licensing for wells and
pricing for abstraction o f w ater w ere approved by Cabinet but the latter has not been
im plem ented. W ith respect to w ater supply, w ater quality m ust m eet W H O guidelines and it is
m onitored through w ater quality audits by the Central H ealth B oard o f the M inistry o f Health.
There are no discharge permits.
M.
In fo rm a tio n m a n ag em e n t a n d exchange
There is lim ited IW RM data and inform ation and the absence o f a com prehensive
database and inform ation system to facilitate effective decision-m aking for sustainable w ater
management.
There is also no systematic m ethod o f w ater resources data/inform ation
dissem ination which, if available are dissem inated on request. W ith respect to public education,
lectures are delivered in schools and advertisements on conservation are carried on the television.
N.
K ey issues o f IW R M
Previously, stakeholders identified the key issues to be addressed for IW RM in A ntigua
(Crichlow, 2006 IW RM w orkshop- Antigua) to include:
•
•
•
•
•
•
•
•
•
O.
A lack o f political will and commitment;
The need for an IW RM policy;
The need for stakeholder participation;
Lack o f integrated w atershed management;
The need for a w ater resources agency separate from the w ater department;
The need for effective landuse control;
Deforestation;
Inadequate w ater storage;
Inadequate public education.
In stitu tio n a l fra m e w o rk
An effective institutional fram ework is fundamental to im plem entation o f the policies and
plans for successful IW RM . The nature o f w ater dictates that it m ust be operational at the
national, sectoral and community w atershed levels. Therefore, the structure, roles,
responsibilities and scope o f actions at each level m ust be clearly defined and coordinated to
facilitate functionality o f the various components.
8
Since w ater is the inextricable link in the environm ent and alm ost everything depends on
water, the responsibility o f the w ater sector m ust be shared w ith other key stakeholder
departments. H ence a num ber o f sectoral policies and plans m ust be consistent w ith the National
W ater Resources M anagem ent Policy.
The M inistry o f Public U tilities has responsibility for the APUA, a statutory body
consisting o f electricity, w ater and telephone divisions, w hich w as set up under the Public
U tilities A ct in 1973. U nder this 1973 Act, the W ater D ivision was given control over all w ater
resources in the country and exclusive right to supply, distribute, m aintain and sell water. The
institutional and legal fram ework necessary for effective IW RM does not exist in A ntigua and
Barbuda. There is no IW RM policy, legislation and no IW RM strategy and plan.
However, some aspects o f w ater m anagem ent are being undertaken by various sectors as
part o f the organizations’ responsibilities. There is no coordination mechanism and m ost o f the
existing legislation is outdated and/or not enforced. Cooperation or collaboration is undertaken
informally. In addition, given the num ber o f pieces o f legislation governing the m anagem ent o f
w ater resources, there needs to be coherence in the laws.
O ther organizations w ith responsibilities related to w ater m anagem ent include the
M inistry o f A griculture, Lands and Fisheries - Forestry Division, Soil and W ater Conservation
Unit, the Pesticide Control Board, the Lands D ivision and the Extension Division; the M inistry
o f H ealth and Social Improvem ent; the National Solid W aste M anagem ent Authority
(NSW M A); the D evelopm ent Control Authority; and the M inistry o f Planning, Im plem entation
and Public Service Affairs. These organizations undertake functions that are critical to
supporting m ajor deliverables o f IW RM such as w ater use efficiency, protection and
conservation o f the w ater resource, optimization o f the resource and sustainable use and
developm ent o f the resource.
P.
W a te r reso u rces m a n ag em e n t functions
W ithin the context o f the specific functions or tasks inherent in IW RM , the present
institutional fram ework o f the w ater sector is inadequate w ith respect to the planning,
m anagem ent and regulatory functions.
Some core IW RM functions or tasks that m ust be included for IW RM are:
1.
Policy and strategy formulation
Policy refers to the guiding principles for actions, w hereas strategy is the methodologies
and plans o f actions to achieve objectives.
As already stated, there is no IW RM Policy, Strategy and Plan for Antigua. The aspects
o f w ater resources m anagem ent undertaken by stakeholders are based on a sectoral approach.
Coordination is absent w hile collaboration is minimal and informal.
9
2.
Legislation and enforcement
This is the process to ensure that proper laws and regulations are established and
com plied w ith as regards abstraction o f water, use o f water, prevention o f w ater pollution and
use o f land.
Effective legislation on IW RM is lacking and enforcem ent o f existing legislations which
relate to w ater resources m anagem ent is inadequate. U nder the Public U tilities A ct 1973, the
Public U tilities A uthority has responsibility to control, m anage and maintain, operate and
supervise all w ater courses, and w aterw orks and provide so far as practicable an adequate supply
o f w ater for use o f the public. However, the legislation needs updating and the many pieces o f
legislation governing the m anagem ent o f w ater resources need to be harmonized. It is possible
that IW RM could be a lot more advanced if the hum an resource capacity and skills were
available.
3.
Water resources assessment
This refers to the continuous study o f w ater availability through monitoring, analysis and
research and development.
W ater resources assessm ent and m onitoring is a key com ponent o f sustainable w ater
resources management. In Antigua, there is a lack o f readily available baseline data for planning
and development. The W ater D ivision o f the Public U tilities A uthority measures w ater levels in
all surface w ater reservoirs and groundw ater levels on a monthly basis but geared tow ards w ater
supply projects and not tow ards reliable hydrological databases. The data collected is therefore
inadequate for sustainable m anagem ent o f the lim ited vulnerable w ater resources.
4.
Master planning and allocation o f water
This involves determ ination o f the quantity o f w ater to be provided to each sector or
stakeholder.
In Antigua, neither a w ater resources m aster plan nor a w ater allocation mechanism was
developed. It is clear that the w ater resources available are inadequate and therefore desalination
is necessary to support w ater for all stakeholders/users. The w ater requirem ent for each sector
has not been determined but the goal o f the W ater D epartm ent is to m eet the potable w ater
requirem ents o f all stakeholders.
5.
Water demand analysis
This activity involves determ ining the w ater requirem ents o f the various sectors such as
domestic, tourism, agriculture, commercial and industry.
In Antigua, the w ater requirem ents o f the various sectors have not been determined. The
total w ater demand was estim ated at 6.75 imgd.
10
6.
Demand management
This is the process of controlling the quantity of w ater abstracted by the various sectors
and stakeholders and ensuring the m ost efficient use of this water. The tariff structure for
A ntigua has been item ized on page 13.
7.
Conservation
This refers to the prudent use and preservation o f w ater resources. This activity
comprises, i n t e r a l i a , the reduction o f dem and through efficiency o f use, the treatm ent and reuse
of water, protection of the w ater resource through proper watershed m anagem ent and public
education and awareness.
In Antigua, w atershed m anagem ent is minimal and not undertaken in the integrated
approach for protection of the w ater resources. W ith respect to the reduction of w ater demand,
this is affected to some extent by the tariff structure, rainw ater harvesting and public education
w hich is undertaken although not consistently.
8.
Pricing o f water
This is the process of determining an econom ic valuation of w ater taking into
consideration its social and ecological value. There are prices that are charged to w ater
abstractors and prices that are charged by the abstractors to the end-users of the water.
In A ntigua and Barbuda, there are no charges for freshw ater abstraction for w ater
supply as pricing for w ater abstraction was approved by Cabinet but it was not implemented.
W ith respect to the use of saltwater and brackish w ater for desalination, a royalty charge is
im plemented. The prices that are charged to the end users of the potable w ater supply differ for
domestic, commercial and agricultural purposes. For domestic users, the cost increases w ith the
use of greater quantities as indicated in the section on Econom ic Instruments. The W ater
D epartm ent is of the opinion that if all revenue w as collected, this departm ent could be self
sufficient.
9.
Water resources development and distribution
This consists of the activities involved in m aking w ater available for use by the various
consumers through the process o f abstraction, storage, transm ission and distribution. Just as
im portant is the proper m anagem ent of sewage collection, treatm ent and disposal.
In A ntigua and Barbuda, the W ater D epartm ent undertakes the responsibility for
transm ission and distribution of potable water. H ow ever it does not undertake any conveyance
and disposal of sewage, and therefore provides no sewerage services. In fact there is no
centralized sewerage system.
Inherent in these core IW RM functions are actions linked to other sectors that are
necessary for sustainability of use and developm ent of this w ater resource and to support social
11
and econom ic development. In addition, the very nature o f w ater resources dictates that effective
integrated w ater resources m anagem ent must be undertaken in conjunction w ith effective land
and landuse management, integrated w atershed management, drainage and coastal zone
management. As small island developm ent States, coastal zone m anagem ent has an im portant
role. Furtherm ore, effective integrated w ater resources m anagem ent is critical to the sustainable
developm ent o f a country.
Institutional arrangem ents for w ater resources m anagem ent m ust therefore include these
necessary com plem entary functions that should be undertaken in a form alized coordinated
approach w ith stakeholder partnerships and collaboration from the planning to im plem entation
phases and supported by proper public education and awareness.
Q.
C ap ac ity o f in stitu tio n s to im p lem en t IW R M
The functions com prising integrated w ater resources management, listed above,
dem onstrate the scope o f actions to be undertaken and the need for some unit/departm ent to be
dedicated to this objective. The fact that many o f the core activities for IW RM are not being
undertaken and there has been no specialized developm ent o f the skills and experience needed
means that institutional strengthening and training w ould be required.
A num ber o f organizations (See annex 1) because o f their responsibilities have some role
in the m anagem ent o f the w ater resources on the island. The W ater D epartm ent has prim ary
responsibility for w ater resources m anagem ent but does not undertake it. There is no formalized
coordinating m echanism or fram ework for organizational relationships in the sector and the
process for stakeholder involvem ent is lim ited to projects or workshops/m eetings on specific
issues.
The W ater D ivision o f the Public U tilities Authority (See annex 2) has exclusive rights to
supply, distribute, m aintain and sell w ater and to perform related services. The W ater D ivision
also undertakes w ater resources m onitoring and assessm ent only to support its operations for
w ater supply. The D ivision has a w ater manager, one operations and m aintenance engineer, a
custom er service engineer with supporting staff for custom er service, a superintendent with
responsibility for the Transmission and D istribution Departm ent, a superintendent with
responsibility for services and technology, a chem ist in charge o f the laboratory and a
hydrologist. Support staff is mainly technicians. H ow ever there are a few vacant positions. The
W ater D ivision does not have excess capacity, skills or expertise for IWRM.
The Public W orks D ivision o f the M inistry o f W orks and Transportation is headed by a
D irector o f Public W orks and is responsible for road works and drainage. The core technical
staff com prises four engineers w ith bachelor degrees in civil engineering. One o f w hich is a
senior engineer because o f experience. In addition, the division has three contracted engineers
from Cuba com prising one specialist in hydraulic engineering and tw o specialists in roads. The
division does not have its full com plem ent o f staff and its core staff lacks specializations.
Inform ation indicates that the D ivision is adequately funded to undertake its activities how ever
the rem uneration packages o f its staff are inadequate and at present are being reviewed. One o f
12
the challenges o f the division is to retain staff because o f the inadequate salaries. As a result,
expenditure on capacity-building is minimal.
The D evelopm ent Control Authority is responsible for long term landuse planning and
day-to-day developm ent control. However, long term landuse planning is negligible. The
A uthority is understaffed. W ith respect to the technical hum an resource capacity, there is only
one tow n planner and five building inspectors o f w hich one is a senior inspector. There were
also tw o Geographic Inform ation Systems (GIS) trained m em bers o f staff but these were
seconded to another departm ent because o f lack o f equipment.
The Environm ental H ealth D epartm ent o f the M inistry o f H ealth is responsible for
m onitoring the quality o f potable w ater and coastal w aters and among other things, enforcem ent
o f environm ental sanitation regulations. Samples are taken on a w eekly basis from source and
on a daily basis from the distribution system, and sent to the laboratory in the M inistry o f
Agriculture. Recently, the D epartm ent w as staffed w ith 15 environm ental health officers
including the chief environm ental health officer but this was not the full com plem ent o f technical
staff in the organizational structure. N ow after a Voluntary Separation Program m e w hich was
offered to public service officers in Antigua, three senior professionals left the department. The
D epartm ent now has nine environm ental health officers. The D epartm ent is understaffed but
historically it has been adequately funded by governm ent to undertake its functions.
The laboratory in the M inistry o f A griculture is responsible for analyzing the quality o f
w ater samples. The challenges in the laboratory appear to be inadequate funding and the need to
expand the functionality o f the laboratory to undertake chemical and pesticide analyses.
Technical staffing includes a chem ist and biochemist, w ho are well qualified, and supporting
laboratory staff.
The Forestry D epartm ent o f the M inistry o f A griculture is one o f the m ajor units with
responsibility for w atershed management. The D epartm ent is understaffed and under-funded.
A t present, the tw o senior professional positions, nam ely the chief forestry officer and the senior
forestry officer, are vacant. O ther technical staff includes forestry assistants.
The Soil and W ater D epartm ent o f the M inistry o f A griculture is responsible for soil and
w ater m anagem ent focused on the agricultural sector. Previously the departm ent was staffed
w ith a senior engineer and an engineer qualified in agricultural engineering. Both engineers
have left the governm ent service and there is no resident engineer in the department. A Cuban
national w ith a PhD degree has since been seconded from the Extension D ivision o f the M inistry
o f A griculture to assist farmers w ith irrigation and soil conservation. The departm ent therefore
has no staff at present. Inform ation reveals that w hen the division was staffed w ith the two
engineers, projects w ere outsourced. The departm ent was also not adequately funded but the
strategy was to create projects that w ould be funded by international organizations. It is clear
that the Soil and W ater D epartm ent w ould have to be com pletely staffed to undertake its
responsibility. Hence, there is no capacity or com petencies that can be obtained from this
departm ent tow ards supporting IWRM.
13
The Environmental D ivision has responsibility for environmental management. Some of
its prim ary responsibilities are:
•
•
•
•
Coordination
and
focal
point
for im plem entation
of
multilateral
conventions/agreements;
Review of EIAs;
Environm ental awareness and education; and
Focus on the Organisation o f Eastern Caribbean States (OECS) environmental
strategy.
The Environmental D ivision is headed by a chief environmental officer supported by two
senior environmental officers and three environmental officers. One of the positions of
environm ental officer is vacant. The chief environm ental officer and tw o senior environmental
officers are well qualified, each with bachelor degrees w ith tw o having masters degrees in
environmental science and management, and the other having a masters degree in sustainable
international development. One of the senior environmental officers is pursuing another masters
in coastal engineering. The tw o environmental officers have bachelor degrees - one in
geography and the other in ecology, w ith the latter pursuing a masters degree in natural resource
and environmental management. These environmental officers are supported by one senior
environm ent technician and tw o technicians. The three technicians have bachelor degrees and
the senior environm ent technician also has a masters degree in environmental m anagem ent
systems. In addition to the technical staff, there are four technical support and adm inistrative
persons and tw o purely adm inistrative persons. The technical capacity of this D ivision appears
quite strong although, inform ation from the D ivision suggests that there are areas such as
chemical engineering and coastal zone m anagem ent w here capacity is lacking.
W ith respect to capacity-building, persons are sent on training courses and workshops
both regional and international. Persons are also encouraged to further their education and some
financial assistance may be provided. Inform ation from the D ivision indicates that funding for
the D ivision’s w ork is satisfactory.
1.
Capacity-building
Institutional capacity-building is undertaken through international and regional
conferences/w orkshops and on-the-job training. However, capacity-building is lim ited in some
divisions/departm ents by the lack of hum an resource capacity particularly at the professional
level and in some cases support staff.
Capacity-building at tim es is also lim ited by the
organizational structure and inadequate funding.
The latter may further im pact on the
developm ent of skills, and productivity and effectiveness of staff, due to a lack of facilities such
as equipment.
In the past, the M inistry of Finance focused on the developm ent of projects for external
funding as a w ay of overcom ing the financial challenges. However, this m eant the need for
project developm ent skills, a com petency w hich will also be needed in IW RM particularly for
sourcing funds.
14
Generally, the
hum an
resources
capacity
and expertise w ithin
national
institutions/organizations are inadequate to undertake all the functions o f IW RM effectively.
This inadequacy has been further exacerbated by the exit o f some o f the more experienced and
com petent persons with the voluntary separation package, w hich w as offered in 2007. It is
therefore an opportunity to restructure units/divisions w hich w ere not as effective and productive
to assist in advancing development. Adoption o f IW RM responsibilities w ould definitely mean
additional capacity-building, training and recruitm ent o f appropriate staff.
Since there is the need to create an organization/unit w ith responsibility for the core
functions o f IW RM then there m ust be support from the political directorate for the
establishm ent o f such an organization/unit through cabinet approval, legislation, financial
resources, hum an resources and rationalization o f responsibilities among stakeholder
organizations.
2.
Technical capabilities
A part from the adm inistrative and project developm ent and m anagem ent capacity
required, the technical capability required for the w ater resources m anagem ent unit at the
professional level includes:
•
•
•
•
•
•
•
•
•
W ater resources engineering and management;
Surface w ater hydrology and management;
Hydrology;
Groundwater drilling and management;
Flood management;
W atershed management;
Environm ental m anagem ent and w ater quality expertise;
D atabase management; and
GIS management.
The mix o f technical capabilities w ould depend on the functions to achieve the objectives
o f the initial structure and w ould inform the capacity-building needs. In Antigua, these skills and
com petencies are either limited or not available except probably in the area o f environmental
management.
15
Annex 1
O R G A N IZ A T IO N S AND R E S P O N S IB IL IT IE S
(A n tig u a a n d B a rb u d a )
O RG ANIZATIO N
R O LE S /R ES P O N SIB LITIE S
•
•
•
Exclusive rights to supply, distribute, maintain
and sell w ater
Perform related services
U ndertakes w ater reso u rces monitoring and
a ss e s sm e n t only to support its operations for
w ater supply
•
Road works and drainage
Development Control Authority
•
•
Long term landuse planning
Day-to-day control
Environmental Health Department
(Ministry of Health)
•
Monitoring the quality of potable w ater and
coastal w aters
Enforcem ent of environmental sanitation
regulations
Water Division
(Public Utilities Authority)
Public Works Division
(Ministry of Works and Transportation)
•
Laboratory in Ministry of Agriculture
•
Analyzing the quality of w ater sam ples
Forestry Department
(Ministry of Agriculture)
•
W atershed m anagem ent
Soil and Water Department
(Ministry of Agriculture)
•
Soil and w ater m anagem ent focused on the
agricultural sector
•
Coordination and implementation of
multilateral conventions/agreem ents
Review of EIAs
Environmental aw aren ess and education
Focus on the Organization of Eastern
C aribbean S tates (OECS) environmental
strategy
Environm ental Division
•
•
•
Annex 2
ANTIGUA PUBLIC UTILITIES AUTHORITY
Antigua Public Utilities Authority
W1M H DJÏIMQN
17
II. DOMINICA
A.
G e n e ra l
D om inica is a Caribbean island o f volcanic origin located at approxim ately 15°18'N,
61°23'W betw een the French islands o f Guadeloupe and M arie-G alante to the north and
M artinique to the south. The total area o f the island is approxim ately 750 sq km and is 47 km
long with a maxim um w idth o f 26 km. The country has high forested m ountains running north
to south and broken in the centre by a plain drained by the Layou R iver w hich flows to the west.
A t present, the population is estim ated at 72,000 persons. The economy is heavily dependent on
agriculture, the main source o f food and income for m ost o f the population.
B.
C lim ate
D om inica’s climate is classified as hum id tropical marine and is characterized by little
seasonal or diurnal variation. The island has a dry season from January to June and a w et season
from July to Decem ber. The average annual rainfall varies from approxim ately 300 inches at the
central peaks to an average annual rainfall o f 50 inches along the central part o f the w est coast
w hich is normally the driest area o f the island. Annual average tem perature values range from
21° C at the highest elevations to 27° C on the coast,and seasonal fluctuation is generally less
than 2° C.
C.
W a te r reso u rces assessm ent
H ydrological m onitoring o f w ater quantity and quality are not undertaken so that the
w ater resources could be assessed over time. A t present, the D om inican W ater and Sewerage
Company (DOW ASCO) collects river flow and undertakes raw w ater quality analyses at stations
in the rivers only when considering the feasibility o f siting intakes for new w ater supply
schemes. H ow ever analysis o f stream flow data is also required to assess areas that are prone to
flooding. The raw w ater quality param eters m onitored are E .C o l i , pH, total suspended solids and
nitrates. Groundwater is not explored and there is no groundw ater data. A t present, the surface
w ater resources are adequate to m eet the present w ater requirements. The lack o f hydrological
m onitoring and w ater resources assessm ent means that the long-term yields o f the rivers are not
determ ined and there is inadequate data and inform ation to inform long-term w ater resources
planning and management. However, the D OW ASCO has indicated a com m itm ent to the
preparation o f a national m aster plan for the m anagem ent o f w ater resources w hich will include
plans for w ater resources assessment.
D.
W a te r supply
D om inica has abundant w ater resources through its num erous rivers and streams and this
has m inim ized the need to explore groundw ater sources. Surface w ater is the only source o f
w ater used by D OW ASCO for potable w ater supply and dams are built on rivers to store w ater
for abstraction. H ow ever rainw ater harvesting is practiced by individual households and
institutions in remote areas. Some groundw ater is utilized for commercial purposes in w ater
18
bottling from spring water. Out of the total potable w ater produced by D OW ASCO , 3.24 imgd
is supplied for public w ater supply, 2.5 im perial million gallons per m onth for w ater supply to
cruise ships and 6.0 imgd fore as bulk water. The estim ated leakage or unaccounted for w ater is
20 per cent(DOW ASCO, 2007). It m ust be noted that w ater released to the distribution system is
not being m easured and not all custom ers are metered.
For potable w ater supply, the surface w ater is treated by chlorination. D uring the
season, flows in the rivers and streams are substantially reduced sometimes as much as 30
cent of average flows in the w et season, w hile the turbidity increases significantly during
heavy rains. The w ater supply is generally more than adequate to satisfy the user demands
during the dry season, the flow is not sufficient for areas o f high elevation.
dry
per
the
but
The W ater and Sewerage A ct 1991 o f D om inica gives D OW ASCO responsibility for the
supply o f potable w ater in the country. U sers supplied with potable w ater are domestic, tourism,
commercial, industrial, agriculture and bulk w ater export. Potable w ater supplies for domestic,
commercial and industrial users are given priority. However, agriculture on a commercial scale
utilizes a substantial volum e of w ater that is abstracted directly from rivers and streams but there
are no records of the quantity o f w ater used. In addition, individuals and com munities living
adjacent to rivers and streams abstract w ater directly for various uses. There are also a few
industries that utilize w ater from adjacent w ater courses for various processing activities.
A ccording to law, a licence is required to abstract w ater but this is not always enforced. In the
odd community that is not served by a potable w ater system, the cistern system for collection and
storage of w ater is used on an individual basis.
D OW ASCO supplies approxim ately 80 per cent o f the total population on a 24 hours
seven days, (24/7) per w eek basis through connections to its w ater supply system and its existing
standpipes, that serve com munities w ith populations in excess of 200 persons. A num ber of
small com munities that are not served by D OW ASCO are serviced through small w ater supply
systems built by non-governm ental organizations.
The main users o f w ater are D OW ASCO for supplying potable w ater and the D om inica
Electricity Services (DOM LEC) for hydropow er generation. On average more than 6 imperial
million gallons per day of w ater is abstracted from surface sources for hydropow er generation.
E.
W a te r allocation
In addition to the provision o f potable w ater and sewerage services, D OW ASCO has
statutory responsibility for m anaging the w ater resources in the country. As a consequence,
D OW ASCO was granted an exclusive licence to abstract and utilize the w ater resources of the
country for 25 years by the M inister of Com m unication and W orks in 1989.
D OW ASCO allocates potable w ater to the various users based on requirem ents but has a
licensing system in place for users that w ish to abstract w ater from the surface sources directly
and distribute the water. W ith respect to agriculture, D OW ASCO has no obligation to provide
w ater for irrigation. Recently, the Banana Trust was given responsibility for the m anagem ent o f
irrigation for bananas.
19
F.
W a te r q u ality
The W HO guidelines are used as the standard for w ater quality. The w ater quality
param eters m onitored for potable w ater are pH, total suspended solids (TSS), E-Coli and nitrates.
H ow ever chlorination is the only form o f w ater treatment. D OW ASCO operates its own
laboratory for testing o f w ater quality whereas the Environm ental H ealth U nit o f the M inistry o f
H ealth has responsibility for auditing the health and sanitation practices in the country. This
U nit audits the potable w ater quality but its programm e o f m onitoring is not consistent and
therefore not as effective as it should be. W ater related diseases are how ever rare in D om inica
and the w ater quality generally meets W HO guideline standards. In addition, DOW ASCO
undertakes w ater quality analysis once per m onth in m ajor rivers.
G.
W a te rs h e d m an ag em en t
D om inica has an operational protected areas system, consisting mainly o f national parks
and forest reserves, that is supported by the N ational Parks and Protected Areas A ct o f 1975.
The main objective o f this A ct is w atershed protection, soil erosion control and preservation o f
biodiversity. Only a small num ber o f catchm ents used for w ater supply are contained w holly or
partially w ithin these protected areas among w hich is the w ater catchm ents area providing w ater
for hydro-electricity generators.
Some landuse m anagem ent is undertaken by the D epartm ent o f Physical Planning based
on a landuse policy although there is no landuse legislation. However, a num ber o f existing
policies and regulations im pact w atershed management. N otw ithstanding this, there are a
num ber o f conflicts w ith respect to landuse due to a lack o f enforcem ent (Drigo, Anthony. 2001).
For example, agricultural activities w hich may negatively im pact the w ater supply are allowed to
continue even w here the Stewart Hall Catchm ent rules prohibit this. In Dominica, inappropriate
disposal o f solid w aste and effluent from commercial and industrial enterprises together with
poor land m anagem ent and agricultural practices pose great negative im pacts in the w atersheds
and the coastal area. D ata collection for proper w atershed m anagem ent particularly in areas such
as level o f erosion, deforestation, marine environm ent and the status o f the coast needs to be
improved.
Though D om inica may have a Natural D isaster Preparedness Plan, w hich pays particular
attention to hurricanes, the damage that can be caused to the w atersheds may im pact the
hydrological cycle. Recently Hurricane D ean caused some damage in D om inica when it passed
in A ugust 2007. This leads to the issues o f global w arm ing and climate change that can have
potential negative im pacts on the watersheds, coastal areas, and w ater supply particularly as a
small island, and therefore m ust be addressed.
H.
E n v iro n m e n ta l aspects
EIAs undertaken as part o f the evaluation o f new projects and serve as a method o f
environm ental protection. However, sedim entation is a result o f soil erosion and unregulated
20
quarry operations.
land management.
The soil erosion, though, is a result of bad agricultural practices and poor
However, negative environmental im pacts arise because there are a num ber o f threats to
the m anagem ent o f w atersheds and ecosystems, some o f w hich are:
•
•
•
•
•
Lim ited data on stream flows and therefore insufficient inform ation to support
effective decision-m aking and appropriate planning and management;
Lack o f a coordinated approach am ong the m ultisectors and m ultidisciplines in
the m anagem ent of the resources;
Lack o f a suitable mechanism for effective landuse management;
Lack o f public education and understanding o f the role o f integrated w atershed
m anagem ent in ecological integrity;
Lack o f financial and human capital to effectively m anage and m onitor the
resources.
Furtherm ore, there is a lack of enforcem ent of legislation and a need for effective
environmental auditing.
I.
S an itatio n
D OW ASCO is the organization responsible for conveyance, treatm ent and disposal o f
sewage and all sewerage services. In Dominica, there is one centralized sewerage system in the
capital Roseau that serves 2,700 households and tw o sm aller sewerage systems serving the areas
o f Canefield and Jimmit. Sewage is collected and disposed o f at sea w ith some basic treatm ent
consisting o f the removal o f material and sludge in the system at Roseau, w hereas at Canefield
and Jim m it the sewage is collected and disposed of at sea w ith no treatment. The m ost common
form o f sanitation in other areas o f D om inica is by septic tank and soak ways. The organizations
in sanitation m anagem ent in D om inica are DOW ASCO, the M inistry o f Health, and the local
authorities. D OW ASCO is responsible for operating and m aintaining the sewerage systems
whereas the M inistry of H ealth and the local authorities are responsible for granting permission
for onsite sanitation systems such as septic tanks for individual houses and institutions.
The Solid W aste M anagem ent Corporation is responsible for solid w aste m anagem ent
and was form ed in 1999 as part o f an OECS project funded by the W orld Bank. A new landfill
was built w ithin the last tw o years at a cost o f EC$ 10 million. Solid w aste m anagem ent is taken
seriously in D om inica and there are cost recovery measures to support its activities. In
Dominica, there is 100 per cent coverage o f the population w ith respect to garbage collection.
W ith respect to w aste that goes to the landfill, 50 to 60 per cent is organic and this is supported
by public education program m es for w aste reduction and recycling. A t the landfill, w astew ater
is treated and then pum ped back to the landfill. R ecycling of used and dam aged batteries is
undertaken through export to an automotive company in Trinidad, as lead contam ination is a
m ajor concern. A nother initiative is the collection of old and derelict vehicles that are
com pacted and sent to France for use as raw material.
21
J.
Social dimensions
Clearly, w ater is a social good. As such, w ater m ust be m anaged for sustainable use and
development. In view o f this, a m etering system for all consumers w as introduced as a deliberate
conservation policy and a means o f reducing w astage o f water.
W ith respect to the tariff structure (Annex 3) for w ater supply and sewerage, the rates
w ere designed more as a function o f affordability to pay and not to reflect the econom ic value.
The poor sector o f the com munity has access to public standpipes and do not pay for w ater
collected from standpipes.
The governm ent pays for w ater from standpipes. However,
individuals or com panies can obtain a licence to abstract w ater to sell as bulk w ater for export or
as bottled water.
K.
E conom ic in stru m en ts
The tariff structure (see attached annex 3) is a system used to recover costs for both
potable w ater supply and sewerage services. M any tim es it is also used as a tool for
conservation. H owever, design o f the w ater and sewerage tariff structure for D om inica w as not
based on any scientific m ethod nor to reflect the econom ic value o f w ater nor the need to
encourage conservation. The rates do not recover the operating and maintenance costs for all the
small w ater systems on the island and the rates remain constant and do not escalate w ith increase
in w ater quantity used.
L.
R eg u lato ry in stru m en ts
The regulatory instrum ents in place for w ater are w ater licensing for w ater abstraction,
w ater abstraction at intakes are not to exceed 40 per cent o f available w ater at river intakes, and
potable w ater quality m ust m eet W ord H ealth Organization (W HO) guidelines. W ith respect to
w ater allocation, there is no specific mechanism but to m eet the user requirem ents based on
availability o f water.
M.
In fo rm a tio n m a n ag em e n t a n d exchange
Public education is through the mass m edia but is not consistent and not based on a
structured programme. W ith respect to w ater resources inform ation, data collected on rainfall
and stream flows are not continuous and m ainly geared to establishing intakes for w ater supply.
Inform ation on w ater resources is therefore not com prehensive and sufficient to support effective
decision-making. A geographical inform ation system database for w ater m anagem ent also does
not exist although there exists an operational geographic inform ation system in the Physical
Planning Division. D ata and inform ation are only dissem inated on request. There is need for an
integrated inform ation system database
N.
In stitu tio n a l fra m e w o rk
An effective institutional fram ework is fundamental to im plem ent the policies and plans
for successful integrated w ater resources management. The nature o f w ater dictates that it must
22
be operational at the national, sectoral and com munity w atershed levels. Therefore, the structure,
roles and responsibilities at each level m ust be clearly defined and coordinated to facilitate
functionality of the various com ponents com prising the scope of actions to be undertaken in the
w ater sector.
Since w ater is the inextricable link in the environm ent and alm ost everything depends on
it, the responsibility o f the w ater sector m ust be shared w ith other key stakeholder departments.
H ence a num ber of sectoral policies and plans m ust be consistent w ith the National W ater
Resources M anagem ent Policy.
In Dominica, D OW ASCO has responsibility for monitoring, assessing and m anaging the
w ater resources in the country. However, the institutional and legal fram ew ork necessary for
effective IW RM does not exist in Dominica. There is no IW RM policy, no IW RM legislation
and no IW RM strategy and plan.
A t present some aspects of w ater m anagem ent are being undertaken but in a fragmented
uncoordinated manner. In addition to its statutory m andate for w ater resources management,
D OW ASCO by the W ater and Sewerage A ct has responsibility to supply w ater and to collect
and dispose o f waste. D OW ASCO how ever operates only as a service provider o f potable w ater
and w astew ater services. Any w ater resources m onitoring undertaken by D OW ASCO is in
relation to the provision of a potable w ater supply.
O ther organizations w ith some responsibilities related to w ater m anagem ent include the
M inistry o f Health; the M inistry of A griculture - Forestry and W ildlife Division, Lands and
Surveys, and Pesticide Control Board; the M inistry o f Finance and Econom ic D evelopm ent Physical Planning D ivision and D evelopm ent and Planning Corporation; the M inistry of
Comm unity D evelopm ent and G ender Affairs - Cultural Division, Local Governm ent and
Comm unity Division; the Solid W aste M anagem ent A uthority and non-governmental
organizations. The responsibilities of these organizations are seen in Annex 4.
Effective cooperation and collaboration as required by IW RM is not the approach but
there is some informal cooperation and collaboration among organizations on a case-by-case
basis. There is no coordinating organization or mechanism to deal w ith IW RM . Operations in
IW RM are fragm ented and sectoral, resulting sometimes in overlap and duplication of
responsibility.
O.
W a te r reso u rces m a n ag em e n t functions
W ithin the context of the specific functions or tasks inherent in IW RM , the present
institutional fram ework of the w ater sector is inadequate w ith respect to the planning,
m anagem ent and regulatory functions o f w ater resources.
23
Some core IW RM functions or tasks that m ust be included for integrated w ater resources
m anagem ent are:
1.
Policy and strategy formulation
Policy refers to the guiding principles for actions w hereas strategy is the methodologies
and plans o f actions to achieve objectives.
There is no specific IW RM policy and strategy in Dominica. H owever, developm ent o f
an IW RM policy is being cham pioned by D OW ASCO and GW P-C and expected to begin before
the end o f 2007.
2.
Legislation and enforcement
This is a process to ensure that proper laws and regulations are established and complied
w ith as regards abstraction o f water, use o f water, prevention o f w ater pollution and use o f land.
A t present there is no legislation on IWRM. W ithin the W ater and Sewerage A ct 1991,
D OW ASCO is given responsibility for w ater resources but the integrated and holistic approach
o f IW RM is not captured in this legislation.
3.
Water resources assessment
This refers to the continuous study o f w ater availability through monitoring, analysis and
research and development.
Long term continuous hydrological m onitoring and assessm ent are alm ost non-existent
therefore the assessm ent o f w ater availability may not be reliable. W ith respect to river flows,
data is collected and analysis undertaken only when considering the feasibility o f new w ater
supply schemes.
4.
Master planning and allocation o f water
This involves the determ ination o f how much w ater is to be provided to each sector or
stakeholder.
In Dominica, no systematic w ater allocation mechanism is established. The unw ritten
policy w ith respect to w ater allocation is to m eet the needs o f domestic, tourism and, depending
on the availability o f water, the small-scale irrigation requirements.
5.
Water demand analysis
This activity involves determ ining the w ater requirem ents o f the various sectors such as
domestic, tourism, agriculture, commercial and industry.
24
In Dominica, the w ater requirem ents o f the various sectors have not been determined as
there are no bulk w ater meters in the w ater supply system.
6.
Demand management
This is the process o f controlling the quantity o f w ater abstracted by the various sectors
and stakeholders and ensuring the m ost efficient use o f this water.
In Dominica, there appears to be no mechanism for dem and management. Even the
w ater rate structure for consumers does not support demand m anagem ent as the rates remain
constant w ith increase in volum e o f w ater used.
7.
Conservation
This refers to the prudent use and preservation o f w ater resources. This activity
comprises, inter alia, the reduction o f dem and through efficiency o f use, the treatm ent and reuse
o f water, protection o f the w ater resource through proper watershed m anagem ent and public
education and awareness.
In Dominica, actions tow ards w ater conservation are minimal. Actions undertaken by the
M inistry o f A griculture and the Environm ent w ith respect to w atershed m anagem ent may
contribute but are not as effective as they should be, since solid waste, agricultural w aste and
m anufacturing and industrial w aste disposal are m ajor sources o f both point and non point
pollution.
8.
Pricing o f water
This is the process o f determining an econom ic valuation o f w ater taking into
consideration its social and ecological value. There are prices that are charged to w ater
abstractors and prices that are charged by the abstractors to the end user o f the water.
In Dominica, persons can apply for a licence to abstract w ater and there are persons that
apply for licences to sell water. These abstractors pay royalties and the fees are based on the
type o f use for w hich the w ater is required.
As m entioned before, a tariff system for potable w ater supply operates in Dominica. The
revenue gained from this tariff system does not recover the operating and maintenance costs as
the rates w ere designed m ore tow ards affordability to pay than to reflect the econom ic value o f
water.
9.
Water resources development and distribution
This consists o f the activities involved in m aking w ater available for use by the various
consumers through the process o f abstraction, storage, transm ission and distribution. Just as
im portant is the proper m anagem ent o f sewage collection, treatm ent and disposal.
25
In Dominica, 90 per cent of the consumers are supplied w ith a 24 hour, seven day a w eek
supply of potable water. Leakage in the transm ission and distribution system is estim ated at 20
per cent but this estim ation is not based on measurement. W ith respect to sewage disposal there
is a large centralized sewerage system in the capital, Roseau, and tw o small sewerage systems in
the areas o f Canefield and Jimmit. There is minimal treatm ent in the Roseau sewerage system
and no treatm ent in the tw o small systems. Sewage is disposed out at sea at approxim ately 1000
feet away from the shore.
Inherent in these core IW RM functions are actions linked to other sectors that are
necessary for sustainability of use and developm ent of this w ater resource, and to support social
and econom ic development. In addition, the very nature of w ater resources dictates that effective
integrated w ater resources m anagem ent must be undertaken in conjunction w ith effective land
and landuse management, integrated w atershed management, drainage and coastal zone
management. As small island developm ent States, coastal zone m anagem ent has an im portant
role. Furtherm ore, effective integrated w ater resources m anagem ent is critical to sustainable
developm ent o f a country.
Institutional arrangem ents for w ater resources m anagem ent m ust therefore include these
necessary com plem entary functions that should be undertaken in a form alized coordinated
approach w ith stakeholder partnerships and collaboration from the planning to im plem entation
phases and supported by proper public education and awareness.
P.
C ap ac ity o f in stitu tio n s to im p lem en t IW R M
The functions com prising integrated w ater resources m anagem ent listed above
dem onstrate the scope o f actions to be undertaken and the need for some unit/departm ent to be
dedicated to this objective. The fact that many o f the core activities for IW RM are not being
undertaken and there has been no specialized developm ent o f the skills and experience needed
m eans that institutional strengthening and training w ould be required.
A num ber o f organizations because o f their responsibilities play some role in the
m anagem ent o f the w ater resources in the island. However, no dedicated organization with
prim ary responsibility for w ater resources m anagem ent exists. There is no form alized
coordinating m echanism or fram ework for organizational relationships in the sector and the
process for stakeholder involvem ent is lim ited to projects or meetings on specific issues.
As previously stated, D OW ASCO under the W ater and Sewerage A ct has responsibility
for w ater resources management. H ow ever its focus is being a provider o f potable w ater and
w astew ater services. Given the fact that a service provider of potable w ater is a user of the
resource, it seems inappropriate and conflicting for the m anager of the w ater resources to be
under the control of a user of the resource. H ence it is preferable that IW RM be undertaken by a
separate organization/unit.
The organization structure (see Annex 5) o f D OW ASCO is divided into four
departments. Two of these departments are the core technical activities related to w ater and
w astew ater services - nam ely Engineering, and Technical Services including the w ater quality
26
laboratory.
The other tw o departments are Finance, and Custom er Service and H um an
Resources. The organization is fully staffed and there are 13 professionals. The technical
professional staff includes three mechanical engineers, one civil engineer, one w ater engineer
qualified in industrial engineering, and tw o inform ation systems officers. W ith respect to the
technical support staff, there are seven technicians. However, though there is a good technical
base from w hich to build the expertise and skills required for IW RM core functions, there is no
excess hum an resource capacity.
O ther organizations identified as key stakeholders w ith responsibilities related to w ater
resources m anagem ent include the Lands and Surveys Departm ent, the Physical Planning Unit,
The M eteorological Services U nit and the D isaster Coordination U nit o f the M inistry o f
Housing, Lands, Telecom munications, Energy and Ports have some activities related to w ater
management.
The Land and Surveys D epartm ent (see annex 6) has responsibility to adm inister State
lands, preserve and protect lands, and map and upkeep a GIS database and coordinate w ith other
agencies. The departm ent is not fully staffed and has lost a num ber o f surveyors through
attrition. There is, however, a shortage o f surveyors. The departm ent also has no landuse plan.
Land is becom ing scarce and the m anagem ent o f the inform ation needs to be addressed but is
hindered by a lack o f human resource capacity. Training to address gaps is not consistent. The
departm ent requires a num ber o f new staff.
The Forestry and W ildlife D ivision o f the M inistry o f A griculture, Fisheries and the
Environm ent (see annex 7) is responsible for w atershed protection and management, and
regulation o f activities within the forest reserves and national parks. This division is governed
by the Forest Act, 1958, the Forest Rules and Regulations 1972 w hich support the A ct and the
N ational Parks and Protected Areas Act, 1975.
The division is staffed w ith a director w ho has a masters degree, a Forester 2 w ith an
M Sc degree, a forest officer for research, m onitoring and environm ental education w ith a
bachelor o f science degree, an assistant forest officer o f national parks w ith a B Sc degree and
five other assistant forest officers w ith diploma level qualifications. The rem aining staff has
high school qualifications. The established monthly paid staff has 24 positions w hereas the total
staff including daily paid w orkers is 100.
The vacant positions include a forest officer and hum an resource manager. The forest
officer is required to have a BSc or associate degree w ith five years experience. This person will
be responsible for silviculture. H ow ever there is need for a forest planner and someone w ho can
provide technical assistance in landscape planning.
Training is undertaken through an in-service training program m e in forestry and national
parks in the division plus local and international training. Inform ation obtained indicated that
there is a need for m ore support staff and professional training for in-house personnel. Lack o f
professional expertise w ithin the division is reflected in the need for greater detail in special
reports. In addition, there is need for larger office accom m odation and adequate equipment.
27
The Environm ental Coordinating U nit (Annex 8) o f the M inistry o f A griculture, Fisheries
and the Environm ent is responsible for, inter alia:
Advising the governm ent on the developm ent o f coherent environmental policies;
Serving as focal point for environm ental conventions and agreements and
m onitoring D om inica’s compliance;
U ndertaking environm ental im pact assessm ents on developm ent projects;
Public education and awareness, and inform ation dissem ination on environmental
matters.
The unit was established w ith C abinet’s approval but there is no legislation that governs
it. The staffing o f the unit com prises only a director and a messenger. O ther staff m em bers are
em ployed through projects that are undertaken by the unit. The director has an M Sc degree in
forestry and a post-graduate diploma in environmental m anagem ent and reports to the perm anent
secretary o f the ministry. The unit is understaffed. Inform ation suggests that there is an
im m ediate need for a legal person and tw o to three m ore officers. Technical assistance is
required for the drafting o f legislation to establish the unit as an agency and in the consultation
process to prepare relevant material.
The Physical Planning D ivision o f the M inistry o f Housing, Lands, Telecom munications,
Energy and Ports (see annex 9) is responsible for landuse planning, approval o f subdivisions and
physical developments in the country. The activities o f planning are guided by the D evelopm ent
and Planning Corporation w hich is governed by the D evelopm ent and Planning Corporation Act.
This corporation provides policy guidance but the perm anent secretary o f the M inistry manages
day-to-day activities.
In the landuse section o f this division, the staff is as follows:
One senior physical planner and secretary/manager;
Two physical planners, one w ith a B Sc in planning and an M Sc in landscape
architecture and the other w ith a diplom a in planning and a BSc in inform ation
systems and management;
Two physical planning assistants, one w ith a BSc in environm ental science and
the other w ith a BSc in architecture; and
One GIS technician position - vacant.
In the D evelopm ent Control Section o f this division, the staff is as follows:
One senior developm ent control position - vacant;
Five developm ent control officers, tw o w ith diplomas in civil engineering from a
local college, one quantity surveyor, one w ith a diploma in construction and one
architect.
The Physical Planning D ivision does not have the technical capacity to deal w ith w ater
resource m anagem ent but the division is equipped to deal w ith landuse. H ow ever the senior
developm ent control officer’s position in the D evelopm ent Control Section is vacant. Also, the
28
GIS technician’s position in the landuse section is vacant. This position is essential to the data
and inform ation for effective land management.
Collaboration betw een the physical planning division and D OW ASCO takes place on
certain activities but there is need for policy form ulation on setbacks at rivers and a proper
landuse plan.
The Environm ental H ealth D ivision o f the M inistry o f H ealth and Social Security is
responsible for, inter alia, establishing w ater quality and treatm ent standards, m onitoring w ater
systems, w ater quality analysis and environm ental health. The Environm ental H ealth U nit is
governed by the Environm ental H ealth Services Act. Other Acts such as the L itter A ct and Solid
W aste M anagem ent A ct play a part.
Staff o f the Environm ental H ealth D ivision com prises four senior officers, namely:
One
One
One
One
w ater and liquid waste officer;
vector control and solid w aste officer;
occupational, health and safety officer; and
food officer.
These senior officers all have been trained to the diplom a level. A t present, a training
program m e is being funded by the Pan Am erican H ealth Organization (PAHO) in conjunction
w ith the D om inican State College to train 20 persons w ho will fill posts w ithin the M inistry in
the next tw o to three years. PAHO is also supporting the governm ent to train a num ber of health
officers in-house as many require further training. The senior officers need to be trained beyond
the diploma level. Furtherm ore, w ith the increasing focus on water, there is a need to increase
qualified members of staff w ith specialized training in water. The laboratory also needs to be
updated and expanded to include chemical analysis and m onitoring the quality of recreational
water.
The M inistry is engaged in restructuring to respond to the new dynam ics w ith respect to
health and related standards. As such there may be the need for adaptation, retraining of
personnel or redeploym ent to address the increasing environmental health challenges. At
present, the U nited N ations Environm ent Program m e (UNEP) is involved in m onitoring beaches
and rivers to ensure that these w aters are safe. In addition, the N ational Oceanic and
Atm ospheric Adm inistration (NOAA) is w illing to partly fund the equipm ent required to m onitor
the w ater quality. The latter is welcom ed, as one o f the constraints o f the M inistry is a lack o f
equipm ent that affects the enforcem ent o f some legislation.
The Solid W aste M anagem ent Corporation (see annex 10) is responsible for solid w aste
m anagem ent and the protection of the citizens from health risks and protection of the integrity of
the environment. The corporation is governed by the Solid W aste A ct of 2002 and supported by
other Acts such as the 1997 Litter A m endm ents Acts. Solid w aste m anagem ent is taken
seriously in D om inica and there are cost recovery m easures to support the activities. Recycling
measures are undertaken w ith respect to batteries and old vehicles. The Corporation, however,
lacks its full com plem ent of staff.
29
The drainage works and irrigation works undertaken in the M inistry o f Public W orks and
Public U tilities (see annex 11) are activities that im pact on w ater management. Both sets o f
activities are undertaken in the Civil Engineering W orks D epartm ent o f the M inistry w hich is
headed by the C hief Technical O fficer (CTO) (see attached structure). This departm ent has
betw een 20 and 30 m em bers o f staff.
The professionals that function in this departm ent are:
•
•
•
•
•
Architects;
Quantity surveyors;
Engineers;
Technicians w ith City and Guild qualifications;
Surveyors.
Inform ation from the departm ent indicates that this departm ent reporting to the CTO
requires some additional hum an resource capacity, updating skills to m atch global counterparts,
and training in new technology so that professionals could be retooled and better equipped.
1.
Capacity-building
There are a num ber o f organizations/units w ith responsibility related to IW RM and there
is no coordination. However, IW RM was not a consideration in the developm ent o f these
organizational structures. Hence, staffing o f these organizations/units is focused on their core
functions. D OW ASCO w hich also has responsibility for w ater resources m anagem ent is focused
on the provision o f potable w ater supply and sewerage services and though staff may attend
regional and international workshops related to IW RM , the focus, com petencies and experience
are not in IWRM.
W ith respect to the other governmental organizations/units, it appears that most
organizations do not have excess hum an resource capacity or expertise to assign to a dedicated
organization/unit w ith responsibility for the core functions o f IWRM. It m ust be noted that the
Physical Planning D ivision has an operational GIS and therefore it may be possible to utilize
these resources in the developm ent o f a w ater resources data and inform ation system to facilitate
m anagem ent o f the w ater resources. Also the M inistry o f A griculture and the Environm ent may
have hum an resource capacity in the areas o f w atershed m anagem ent that can be utilized.
For the establishm ent o f IW RM , additional capacity-building, training and recruitm ent o f
appropriate staff is required. Furtherm ore, there is need for institutional strengthening in already
existing organizations w ith IW RM related functions.
H ow ever to create an organization/unit w ith responsibility for the core functions o f
IW RM that is recognized and supported by the political directorate, it should be established
through cabinet approval and legislation, and be provided w ith the appropriate hum an and
financial resources.
30
2.
Technical capabilities
A part from the adm inistrative capacity, the technical capabilities required for the w ater
resources m anagem ent unit include:
•
•
•
•
•
•
•
•
•
•
W ater resources engineering and management;
Surface w ater hydrology and management;
Hydrology;
Groundwater drilling;
Groundwater management;
W atershed management;
Environm ental management;
Flood management;
D atabase management; and
GIS management.
The mix o f technical capabilities w ould depend on the functions to achieve the objectives
o f the initial structure. However, these skills and com petencies are either very limited or not
available.
31
Annex 3
W A TER RATES
D O W A SCO ’S Current T ariff Structure
METERED SUPPLY
Domestic
•
•
•
Fixed service charge per month
For 0 - 1000 gallons per month
For more than 1000 gallons per month
EC$
SI 0.00
8.80
8.80 per 1000 gallons
Commercial & Industrial
•
•
•
Fixed service charge per month
For 0 - 1000 gallons per month
For more than 1000 gallons per month
$20.00
11.80
11.80 per 1000 gallons
Stand Pines
•
•
Fixed service charge per month
Flat rate per stand pipe per month
S 20.00
270.00
Bulk Water Shipment
•
•
Water delivered to ships
Water delivered to bulk carriers
$20.00/1000 gallons
^10.00/1000 gallons
UNMETERED SUPPLY
•
•
For property with one fixture
For property with more than one fixture
SEW ERAGE
• Flat Rate
$25.00 per month
42.00 per month
$10.60 per month
32
Annex 4
O R G A N IZ A T IO N S AND R E S P O N S IB IL IT IE S
(D om inica)
O R G ANIZATIO N
DOWASCO
•
Ministry of Communication
and Works (MOCW)
•
•
•
•
Ministry of Health
•
Forestry and Wildlife
Division
LEG ISLATIO N
RO LE S /R ES P O N SIB LITIE S
•
•
•
Ministry of Agriculture,
Fisheries and the
Environment
•
Lands and Surveys
•
Ministry
of
Housing,
Lands,
Telecom munications,
Energy and Ports
•
W ater
resources
monitoring
and
a ss e s sm e n t a s well as
planning and organizing
for
w ater
resources
m anagem ent
Collect
and
dispose
w astew ater
Exclusive licence to supply
w ater
C atchm ent
Protection
Control
Establish w ater quality and
treatm ent stan d ard s
Monitor source protection,
w ater quality and w ater
treatm ent throughout the
island
Environmental Health
D em arcate and protect
w ater catchm ents
W ater sh ed m anagem ent
and protection
R egulate activities within
the forest reserv es and
national parks
Survey and administration
of governm ent lands
Preserving and protection
lands
•
W ater and S ew erag e Act
C h a p .4 3 : 0 4
•
W ater and S ew erag e Act
Section 13
•
Forestry Act S e c t i o n 5
•
Crown Lands O rdinance
33
Pesticide Control Board
•
Ministry of Agriculture,
Fisheries and the
Environment
Ministry of Agriculture
Enforcem ent
of
the
Pesticides and Control Act
and Regulations
•
Soil
and
w ater
conservation
D evelopm ent Control and
Physical Planning
Administers
removal
permits
Physical Planning
Division
•
•
Ministry of Housing,
Lands,
Telecom munications,
Energy and Port - Lands
and Surveys
Development and
Planning Corporation
•
Decision-making
Planning
D evelopm ent Control
for
and
•
Within their jurisdictions,
responsibility
for
sanitation, w aste removal,
nuisance ab atem en t and
beach control
•
A ssist
in
a re a s
responsibilities such
d isaster p rep ared n ess
Ministry of Housing,
Lands,
Telecom munications,
Energy and Port - Lands
and Surveys
Cultural Division
Ministry of Community
Developm ent and G ender
Affairs
Local Government and
Community
Development Division
Ministry of Community
D evelopm ent and G ender
Affairs
of
as
•
•
Pesticides Control Act
Licensing and Registration
of Pesticides
•
Town and Country Planning
Act
34
Annex 5
D O M IN IC A W A T E R AND S E W E R A G E C O M P A N Y L IM IT E D
O R G A N IZ A T IO N C H A R T
Shareholders
(Government)
Minister of Public Works & Public
Utilities
Board of Directors
General Manager
Executive Secretary
Financial Comptroller
Accountant
Commercial
Supervisor
Chief Engineer
Credit Control
Officer
Credit Control Clerk;
Field Technician;
Stores Supervisor
Procurement Officer
Senior Accounts Clerk
Accounts Payable Clerk
Job Cost Clerk
Payroll Officer
Accounts Maintenance Clerk;
Junior Clerks-Billing/Collection (4)
Meter Readers (5)
Junior Clerk - Inventory;
Laborer
Manager Customer Service & Human
Resource Development
Manager Engineering &
Technical Services
W ater Engineer
Project Engineer
Admin Assistant
Senior
Area Supervisor
System Administrator
Information Systems
Officer
Area Supervisors (4)
Technical Assistants
(2)
Office Clerks (2)
Crews (7)
Carpenter ( l)
Caretakers
Admin Assist Cust Serv/PR;
Admin Asst Personnel/Admin;
Senior Customer Service Clerk;
Customer Service Clerks (2);
Receptionist;
Office Attendant;
Janitors -Portsmouth/Laplaine
Equipment Operator
Instrument Technician
Lab Technician
Water T reatment Officer
Lab Assistants (2)
Plant Operator
Sanitation Crew
A nnex 6
L a n d s a n d S u r v e y s ( M in is t r y o f H o u s in g , L a n d s ,
M il
- '™ U n n n w iilu j
Clli -LMTitaiHHtaj
fi 'flMWfliPUP
[iyPli -.T i u Ar n!¥ii hrli lutrh
CUV
■ C ftd r í I a m
M i,
■ U a k i i J p, ! . . J 1.11 i i i
bi
H j * i i i |j
un; -laalLvnrimUto
36
Annex 7
F o re s try a n d W ildlife D ivision
(M in istry o f A g ric u ltu re , F isheries an d th e E n v iro n m en t)
M inistry o f Agriculture, fisheries and the Environment
Forestry, W ildlife und Parks - 2006/2007
Minster ol A glculure
Perrrar*nt Secretay
37
Annex 8
E n v iro n m en ta l C o o rd in a tin g U n it
38
Annex 9
M in istry o f H ousing, L an d s, T eleco m m u n icatio n s, E n erg y a n d P o rts
Physical P lan n in g D ivision
A n n e x 10
SOLID WASTE MANAGEMENT CORPORATION
HU
' ^.l| I
I Ii', .
-II
L t fc|
40
Annex 11
M in istry o f P u b lic W o rk s & P u b lic U tilities
41
III. GRENADA
A.
G e n e ra l
G renada com prises the three islands o f Grenada, Carriacou and Petit M artinique, which
are o f volcanic origin. Grenada is the m ost southerly o f the W indw ard islands and is located
betw een St. V incent and the G renadines on the north and Trinidad and Tobago on the south
betw een 11°58' and 12°13' N latitude and 61° 20' and 61° 35' W longitude. The mainland
G renada is approxim ately 312 sq km and 33.8 km long by 19.3 km wide, w hile Carriacou and
Petit M artinique are 34 sq km and 2.3 sq km respectively. The island is characterized by a
m ountainous terrain w hich rises steeply from the w est coast and descends more gently to the east
coast. A t present, the population is approxim ately 100,000.
B.
C lim ate
G renada enjoys a hum id tropical marine climate w ith little seasonal variation in relative
humidity. The island has a dry season from January to M ay and a w et season from June to
December. Rainfall varies from 1500 to 5000 mm per annum w ith a mean annual rainfall o f
2300 m m ( Baptiste, Raym ond-Landuse Division). Annual average tem perature ranges from
28.3°C to 33.3°C. H ow ever the tem perature in the mountain tops can occasionally drop to about
20°C. The tem perature at sea level is generally high w ith little variation throughout the year.
C.
W a te r reso u rces assessm ent
H ydrological m onitoring o f both w ater quantity and quality param eters is very limited.
The National W ater and Sewerage A uthority (NAW ASA) gives little attention to w ater resources
data collection, therefore analysis o f hydrological data to provide inform ation to inform
decisions is also very limited. H owever, the irrigation unit o f the M inistry o f A griculture
collects inform ation on conductivity and pH and undertakes some chemical analyses, but no
stream flow data is collected on the streams used for supplying irrigation water. Because o f the
lack o f hydrological/w ater resources m onitoring and data, w ater balances for the watersheds
cannot be determined.
D.
W a te r supply
The sources o f w ater are surface water, ground water, rainw ater harvesting and
desalination. The total quantity o f w ater produced from surface w ater and ground w ater for
potable w ater supply is 7 million gallons per day (mgd) w ith 5.7 mgd from surface w ater and 1.3
mgd from ground w ater (NAW ASA,2007). Surface w ater provides about 90 per cent o f the
island’s potable w ater and is augm ented from groundw ater sources particularly during the dry
season. For potable w ater supply, the surface w ater is treated by sand filtration and chlorination
w hile the ground w ater is only chlorinated.
The available w ater resources are affected by seasonality; hence there is an estim ated 30­
40 per cent drop in the available surface w ater during the dry season depending on the length and
severity o f this period. The potable supply o f w ater is therefore affected during this season and
42
some scheduling o f w ater and w ater trucking takes place. This shortage o f potable w ater supply
during the dry season is a recurring problem and has been attributed to a lack o f adequate w ater
storage by NAW ASA. W ith respect to the needs o f each sector, no analysis is undertaken to
determ ine the w ater requirements.
N A W A SA serves only G renada and supplies all w ater for domestic uses, whereas in
Carriacou and Petit M artinique alm ost all the w ater is from rainw ater harvesting (Peters 2006).
The tourism sector is a priority w ith respect to potable w ater supply and though N A W A SA
provides the sector w ith potable water, hotels are advised to have w ater storage tanks to support
a continuous w ater supply. In tim es o f w ater shortage, w ater trucking is used to supply potable
water. H ow ever some hotels have their own wells and desalination plants.
W ater for agricultural purposes is mainly undertaken through the Irrigation M anagem ent
U nit o f the M inistry o f A griculture, although a small percentage o f irrigation w ater is supplied by
N AW ASA. The M inistry o f A griculture’s policy does not support the use o f domestic w ater for
irrigation and seeks to discourage it by not providing equipm ent to those farmers. W ater
requirem ents for the irrigation o f lands under the M inistry o f A griculture have been calculated to
be 1.5 million cubic meters per year. This irrigation w ater dem and does not include the
irrigation w ater requirem ents for lands outside the M inistry o f A griculture’s programme.
W ith respect to industries, they are supplied w ith potable w ater by N A W A SA but some
supplem ent this w ater by having wells e.g. G renada Brewery. W ith the establishm ent o f the
m etering programm e, w astage and leakage have reduced because o f im proved w ater use by
households and the removal o f roadside standpipes. In addition, leakage has been reduced due to
a pipe replacem ent program m e across the country.
E.
W a te r allocation
N A W A SA allocates potable w ater to the various users based on w ater requirem ents and
availability. However, the tourism sector is given high priority. W ith respect to the allocation
o f w ater for irrigation by the M inistry o f A griculture, this is also based on user requirem ents but
w ater is supplied directly from river courses using single pump units. The M inistry o f
Agriculture has no irrigation schemes using dams for w ater storage to supply w ater to farmers.
F.
W a te r q u ality
The W HO guidelines are the standards used for w ater quality. A G renada W ater Quality
A ct was developed in 2005. The w ater quality param eters m onitored for potable w ater are
nitrate, BOD (Biological Oxygen Demand), chlorine residue, conductivity, alkalinity, sulphate,
organic carbon, iron, odour, turbidity and pH. The M inistry o f H ealth monitors the w ater quality
and seeks to ensure that N A W A SA adheres to the W HO guidelines for drinking water.
Im proved w ater m anagem ent has positively im pacted the health o f consumers since there is a
decrease in gastrointestinal illnesses.
43
G.
Watershed management
W atershed m anagem ent is undertaken mainly by divisions in the M inistry o f Agriculture
such as the Forestry Division, the Landuse D ivision and the Agricultural Extension D ivision and
non-governm ental organizations such as the G renada Comm unity D evelopm ent Organization
(GRENCODA). The Forestry D epartm ent’s prim ary function is to ensure w atershed
m anagem ent in the upland areas(National R eport - Integrating M anagem ent o f W atersheds and
Coastal Areas,2001), but it addresses governm ent owned forests in both the high and low
catchm ent areas. However, the Landuse D ivision and Planning Units are responsible for the
activities in the low er catchm ent areas and respectively m onitor the im pacts that farmers and
hotels have on water.
Specific actions being undertaken as part o f the w atershed m anagem ent are:
•
•
•
•
•
Land sustainability analysis for best crop type for new developments;
Irrigation efficiency through the use o f drip irrigation systems;
Agro-clim atic data collection;
Form ation o f farmers groups and W ater Users Associations;
Initial steps in the developm ent o f an IW RM Action Plan in collaboration w ith the
Caribbean Environm ental H ealth Institute (CEHI).
However, poor landuse practices have had severe negative im pacts on the country’s w ater
resources. In 2007, severe forest fires and burning o f secondary forests by farm ers to cultivate
land resulted in flooding, damage to coral reefs and siltation o f reservoirs. N A W A SA had to
suspend the w ater supply to com m unities in order to clean these reservoirs. Poor agricultural
practices are also causing contamination o f the w ater quality. In addition, landuse changes from
agriculture to housing and tourism are affecting w ater resources negatively, because reduced
infiltration will mean less groundwater. Generally, landuse m anagem ent is not im plem ented
effectively and there is no pollution m anagem ent system or w astew ater discharge perm it system
in place. N A W A SA is supposed to control the discharges to the ground but this is not being
undertaken.
H.
Environmental aspects
EIAs are requirem ents o f the planning process for projects in Grenada. However, it
appears that undertaking EIA s on projects depends to a certain extent on the public’s perception
o f the project therefore EIA s may not always be undertaken w hen they should. It should be
noted though that EIAs play a significant role in sustainable m anagem ent o f the environm ent and
its w ater resources if recom m endations are im plem ented and best practice guidelines for its
im plem entation are adhered to.
I.
Sanitation
In Grenada, sewage is disposed o f by septic systems or collected and pum ped out to sea
w ithout any treatment. The existing sewerage systems are in the south o f the island in the Grand
Anse, St. Georges and Grenville areas, but every household is not connected.
44
J.
Social dimensions
W ater is a social good and im pacts the health o f a nation. A m etering program m e o f
potable w ater used by households w as im plem ented by N AW ASA. In areas w here this metering
program m e has been established all stand pipes are rem oved therefore it is im perative that each
household is connected to the w ater supply system. To facilitate household connections, an easy
paym ent plan w as introduced.
M etering o f household users has resulted in im provem ents in the efficiency o f domestic
w ater use, awareness o f the need for w ater conservation and acceptance to pay for the w ater
used. W ater is therefore more valued rather than ju st consumed as a right.
W ith respect to the tariff structure, since farmers are classified as domestic users, the
same metered rate for household users applies. As a consequence, it has been suggested by an
interview ee that some small scale farm ers may have been forced out o f business because o f their
inability to pay the tariffs.
K.
Economic instruments
W ater users in G renada are categorized as domestic and non-dom estic w here domestic
includes agricultural users. The tariff structure (See annex 12) is the system used to recover
costs incurred by the w ater company N A W A SA for both potable w ater supply and sewerage
services. Although the tariff structure w as to be designed to recover the w ater com pany’s full
costs, according to N A W A SA A ct 1990, the mechanism for full cost recovery has not been
established. M ain constraints to the im plem entation o f full cost recovery for potable w ater are
lack o f political will, loss o f w ater through leakage and the exclusion o f a watershed
m anagem ent cost in the production cost. The revenue from tariffs fund N A W A SA ’s recurrent
costs but capital infrastructural expenditure is m ainly financed externally through loans.
L.
Regulatory instruments
In Grenada, regulatory measures in place for w ater resources m anagem ent are almost
non-existent and possibly limited to the quality o f potable w ater supplied. There is also no w ater
allocation mechanism. W ith respect to the latter, w ater is supplied based on the requirem ents o f
users and availability o f water. Legislation supports w ater licensing but licensing o f w ater
abstraction has not been established.
M.
Information management and exchange
W ith the lim ited IW RM data and inform ation and the absence o f a com prehensive data
and inform ation system for w ater management, there is no m ethod o f dissem inating information.
In fact, available data/inform ation is dissem inated only on request. There is how ever some
education o f the general public on w ater particularly targeting prim ary and secondary school
children.
45
N.
Institutional framework
An effective institutional fram ework is fundamental
plans for successful IW RM . The nature o f w ater dictates
national, sectoral and community w atershed levels.
responsibilities and scope o f actions at each level m ust be
facilitate functionality o f the various components.
to im plem entation o f policies and
that it m ust be operational at the
Therefore, the structure, roles,
clearly defined and coordinated to
Since w ater is the inextricable link in the environm ent and alm ost everything depends on
it, the responsibility o f the w ater sector m ust be shared w ith other key stakeholder departments.
H ence a num ber o f sectoral policies and plans m ust be consistent w ith the N ational W ater
Resources M anagem ent Policy.
In Grenada, the State exercises proprietary rights over the w ater resources, w hich means
that it has authority to legislate on all aspects o f water. However, the institutional and legal
fram ework necessary for effective IW RM does not exist in Grenada. There is no IW RM policy,
no IW RM legislation and no IW RM strategy and plan. W ater legislation exists but it is not
effectively applied and there are gaps that will not facilitate IW RM in a com prehensive and
holistic manner.
A t present, some aspects o f w ater m anagem ent are being undertaken but in a fragm ented
manner. W hat exist are sectoral organizations w ith some responsibility for w ater management.
N A W A SA has authority and responsibility over all fresh w ater throughout Grenada, including
on State and private lands, and the protection o f these resources, but is mainly a provider o f
potable w ater and sewerage services to consumers. N A W A SA is governed by the N A W A SA
A ct No. 250, 1990. Part V III Section 38 o f this A ct also gives responsibility for the protection,
conservation and maintenance o f forest reserves in w aterw orks areas to the C hief Forestry
Officer(National Report, 2001), who is head o f the Forestry and N ational Parks D epartm ent o f
the M inistry o f Agriculture.
O ther organizations w ith some responsibilities related to w ater m anagem ent include the
M inistry o f H ealth and the Environm ent; the M inistry o f A griculture - Forestry Departm ent,
Landuse Division, and Agricultural Extension Division; the Solid W aste M anagem ent Authority;
M inistry o f Finance; M inistry o f W orks; M inistry o f National Security and non-governmental
organizations, such as the Agency for Rural Transform ation (ART), and GRENCODA. The
responsibilities o f these organizations are seen in annex 13.
Cooperation or collaboration among agencies/organizations/sectors involved in w ater
m anagem ent is lim ited and mainly through m eetings and workshops. W ithin the last year (2006­
2007), through the introduction o f the Global W ater Partnership Caribbean (GW P-C) and the
need to form a Country W ater Partnership (CWP), there have been stakeholder meetings. There
has also been some collaboration on the developm ent o f a roadmap for im plem enting IW RM in
Grenada.
46
0.
Water resources management functions
W ithin the context o f the specific functions or tasks inherent in IW RM , the present
institutional fram ework o f the w ater sector is inadequate w ith respect to the planning,
management, and regulatory functions o f w ater resources.
Some core IW RM functions or tasks that m ust be included for integrated w ater resources
m anagem ent are:
1.
Policy and strategy formulation
Policy refers to the guiding principles for actions, w hereas strategy is the methodologies
and plans o f actions to achieve objectives.
As previously stated, there is no specific IW RM policy, strategy and plan for Grenada.
The aspects o f w ater resources m anagem ent being practiced are undertaken by stakeholders
based on a sectoral approach. There is little coordination and collaboration w ith respect to w ater
resources issues and sometimes there is duplication. The environm ental policy w hich was
developed in 2005 has objectives w hich give support to IW RM but there w as no specific IW RM
focus.
Recently there has been the form ation o f a cabinet appointed com m ittee to oversee the
drafting o f a National W ater Policy in w hich IW RM will be an integral part. A t present a draft
w ater policy has been developed by a consultant. There has also been some collaboration with
CEHI on the developm ent o f a roadmap for IW RM im plem entation in Grenada.
2.
Legislation and enforcement
This is the process to ensure that proper laws and regulations are established and
com plied w ith as regards abstraction o f water, use o f water, prevention o f w ater pollution and
use o f land.
A t present there is no legislation on IW RM and insufficient enforcem ent o f existing
legislations w hich relate to w ater resources management.
H ow ever there is a National
Environm ental A ct w hich was drafted in 2005 following the establishm ent o f the N ational
Environm ental Policy and M anagem ent Strategy. The goal o f the policy is to ensure
developm ent is environm entally sustainable w hile optimizing the contribution o f environm ent to
economic, social and cultural development. A lthough IW RM is not m entioned specifically, the
objective o f the policy and strategy supports it (National Environm ental Policy and M anagem ent
Strategy,2005).
3.
Water resources assessment
47
This refers to the continuous study o f w ater availability through monitoring, analysis and
research and development.
Long-term continuous hydrological m onitoring and assessm ent are alm ost non-existent as
there is no hydrological netw ork for m onitoring w ater quantity and quality on a long-term basis
to assess trends in w ater resources availability.
4.
Master planning and allocation o f water
This involves the determ ination o f how much w ater is to be provided to each sector or
stakeholder.
As previously stated, in G renada no specific w ater allocation mechanism is established.
The goal is to m eet the requests o f the various sectors/stakeholders requiring potable w ater
through the supply provided by N A W A SA w ith domestic, including tourism, being given
priority. In the case o f w ater for irrigation purposes, the Irrigation M anagem ent U nit in the
M inistry o f A griculture is responsible.
5.
Water demand analysis
This activity involves determ ining the w ater requirem ents o f the various sectors such as
domestic, tourism, agriculture, commercial and industry.
In Grenada, the w ater requirem ents o f the various sectors have not been determined.
There is also no m onitoring o f the quantity o f w ater used by the few private users w ho supply
them selves either through wells or desalination.
6.
Demand management
This is the process o f controlling the quantity o f w ater abstracted by the various sectors
and stakeholders and ensuring the m ost efficient use o f this water.
In Grenada, the m etering program m e and the w ater rate structure for metered domestic
consumers can be considered a demand m anagem ent mechanism because rates increase with
volum e o f w ater used.
7.
Conservation
This refers to the prudent use and preservation o f w ater resources. This activity
comprises, i n t e r a l i a , the reduction o f dem and through efficiency o f use, the treatm ent and reuse
o f water, protection o f the w ater resource through proper watershed m anagem ent and public
education and awareness.
In Grenada, actions tow ards w ater conservation include the m etering programme, limited
w atershed m anagem ent w hich could be more effective, creation o f the U plands W atershed
M anagem ent U nit in the Forestry and N ational Parks D epartm ent o f the M inistry o f Agriculture,
48
lim ited public inform ation and extensive use o f the cistern system for the collection and storage
o f w ater in Carriacou and Petit M artinique. However, w ater loss in the distribution system is
approxim ately 40 per cent and a m ajor contributor to wastage.
8.
Pricing o f water
This is the process o f determining an econom ic valuation o f w ater taking into
consideration its social and ecological value. There are prices that are charged to w ater
abstractors and prices that are charged by the abstractors to the end-users o f the water.
The form er does not apply in G renada as N A W A SA is recognized as the sole abstractor
for w ater supply. In reality, there are private abstractors like the Grenada Brew eries Company
and St. G eorge’s U niversity that abstract w ater for their own purposes. N o w ater abstraction
licensing system exists although it is included in legislation.
U nder the provisions o f the N A W A SA A ct o f 1990, w ater and sewerage tariffs were
established to achieve full cost recovery. The unm etered consumers are charged percentage rates
o f the m arket value o f their property for potable w ater on a quarterly bill. M etered consumers
are charged at an escalating cost per 1000 gallons per month w ith a fixed charge per connection.
Sewerage rates are one third and tw o third o f w ater rates or charges for domestic consumers, and
commercial and industrial consumers, respectively.
9.
Water resources development and distribution
This consists o f the activities involved in m aking w ater available for use by the various
consumers through the process o f abstraction, storage, transm ission and distribution. Just as
im portant is the proper m anagem ent o f sewage collection, treatm ent and disposal.
In Grenada, sewage disposal is mainly by septic systems. Sewerage systems exist only in
the south o f the island in the environs o f Grand Anse, St. Georges and Grenville. There is no
treatm ent o f the sewage and it is pumped out to sea.
Inherent in these core IW RM functions are actions linked to other sectors that are
necessary for sustainability o f use and developm ent o f this w ater resource and to support social
and econom ic development. In addition, the very nature o f w ater resources dictates that effective
IW RM m ust be undertaken in conjunction w ith effective land and landuse management,
integrated w atershed management, drainage and coastal zone management. As small island
developing States, coastal zone m anagem ent has an im portant role. Furtherm ore, effective
integrated w ater resources m anagem ent is critical to sustainable developm ent o f a country.
Institutional arrangem ents for w ater resources m anagem ent m ust therefore include these
necessary com plem entary functions that should be undertaken in a form alized coordinated
approach w ith stakeholder partnerships and collaboration from the planning to im plem entation
phases and supported by proper public education and awareness.
49
P.
Capacity of institutions to implement IWRM
The functions com prising IW RM and listed above dem onstrate the scope o f actions to be
undertaken and the need for some unit/departm ent to be dedicated to this objective. The fact that
many o f the core activities for IW RM are not being undertaken and there has been no specialized
developm ent o f the skills and experience needed means that institutional strengthening and
training w ould be required.
A num ber o f organizations because o f their responsibilities have some role in the
m anagem ent o f the w ater resources on the island. However, no dedicated organization with
prim ary responsibility for w ater resources m anagem ent exists. There is no form alized
coordinating m echanism or fram ework for organizational relationships in the sector and the
process for stakeholder involvem ent is lim ited to projects or meetings on specific issues.
N AW ASA , under the National W ater and Sewerage Act, has overall responsibility for
fresh water. H ow ever its focus is being a utility provider o f potable w ater and w astew ater
services. W ith the challenges o f w ater supply and sewage disposal and the existing technical
capacity, IW RM cannot be undertaken. Furtherm ore, the service provider will not be the most
appropriate location for core IW RM functions.
The organization structure o f N A W A SA (see annex 14) is divided into five departments
nam ely planning, design and construction; production and quality; transm ission and distribution;
adm inistration; and finance. There are 207 perm anent staff m em bers including a general
m anager and deputy general m anager and 10 contract officers. The deputy general m anager
position is not filled. W ith respect to graduate technical staff, apart from the general manager,
there are three engineers, tw o o f whom are m anagers and some junior staff members.
O ther organizations identified as key stakeholders w ith responsibilities for some aspect o f
w ater resource m anagem ent include the M inistry o f Agriculture, Lands, Forestry, Fisheries,
Energy and Public U tilities w hich has five areas w ith particular responsibilities related to the
w ater sector nam ely the Landuse Division, the D epartm ent o f Forestry and National Parks, the
D epartm ent o f Fisheries, the Agricultural Extension D ivision and the A gronom y Division. In the
M inistry o f A griculture there are a num ber o f vacant positions such as the C hief Technical
O fficer and the Senior Agricultural Officer, w hile persons in some o f the head positions are only
acting.
The D epartm ent o f Forestry and N ational Parks (See Annex 15) contains the U pland
W atershed M anagem ent, Forest conservation, and M angrove and Coastal W oodland
Conservation Units.
H eritage Conservation was rem oved to the M inistry o f Tourism.
Inform ation from the Forestry and N ational Parks D epartm ent indicates that there are eight
vacant positions and therefore it is grossly understaffed.
The Landuse D ivision o f the M inistry o f A griculture (See Annex 16) is responsible for
soils and the inform ation m anagem ent using geographic inform ation systems, irrigation and
agrometeorology. The division operates in an advisory m anner and is not governed by
legislation. The division is headed by a chief landuse officer w ho has a BSc degree in
50
environm ental studies, GIS and natural resources m anagem ent and an MSc. The division has a
total o f eight positions. These positions are filled by locals w ith the exception o f the engineer
post w hich is filled by a Cuban consultant. There are three landuse officers, tw o have diplomas
in agriculture and one has a certificate in agriculture. There are also one soil analyst and one
agronomist, both w ith BSc degrees in their respective disciplines and one agrometeorology
officer trained at the technical level at the Caribbean M eteorology Institute (CMI). See attached
structure).
Inform ation obtained in G renada indicates that staff training is required in all areas to
increase the com petence in the unit to undertake its responsibilities completely. There is also
need for additional staff in the soils laboratory. Training needs have been identified in the
following areas:
•
•
•
D ata collection, analysis and forecasting;
A utom atic data collection;
GIS and database management.
The D isaster M anagem ent U nit o f the M inistry o f National Security is responsible for
disaster m itigation, preparedness response, and coordination o f stakeholder involvem ent and
information. The unit is also responsible for the preparation o f disaster m anagem ent plans and
needs assessment. The National D isaster Coordinator is someone who w as assigned from the
police service. The qualifications o f staff in this ministry vary from degrees to GCE certificates.
Overall, the positions in the ministry may be near adequately staffed but the structure may be
lacking in the positions at the senior level to accomplish the w ork that is required.
The Environm ental H ealth D epartm ent o f the M inistry o f H ealth (See Annex 17) and the
Environm ent is responsible for policy issues, pollution control and w ater quality control. The
Public H ealth A ct o f 1990 and the W ater Quality A ct govern the w ork o f the department. This
departm ent is headed by a chief environm ental health officer w ho has an M Sc degree in public
health. O ther staff m em bers in the departm ent are:
•
•
•
Four senior environm ental health officers: three have associate degrees in pubic
health and one has an M Sc degree;
N ine/20 district officers/environm ental health officers: all at the associate degree
level in environm ental health;
Three environm ental health assistants - all having five GCE passes.
Inform ation obtained indicates that the departm ent is not adequately staffed. In addition,
the structure may need m ore officers. A t present, the departm ent functions in a system w here all
public health officers are generalists. However, the departm ent is being restructured to function
via program m es on food, w ater quality, housing, and sanitation w here officers will be attached to
the units. This new structure will seek to develop com petencies and build capacity in the various
areas through training.
The Environm ental Affairs D epartm ent o f the M inistry o f H ealth (See Annex 18) and the
Environm ent is responsible for coordination o f environm ental issues at the national level.
51
However, there is only a draft environm ental legislation. A t present, the departm ent is staffed
w ith one person w ho operates as the coordinator. Proposed structures for the departm ent are
being considered therefore no assessm ent could be made o f the structure for the department.
The M inistry o f Econom ic D evelopm ent and Planning (See Annex 19) is a new ministry
w hich w as form ed in M ay 2007. A m ong its responsibilities are sourcing financing for projects,
developing the capital section o f the budget, sustainable developm ent issues and conservation,
and im plem entation o f conventions such as climate change, and the convention on biological
diversity. There are many vacancies in this ministry including that o f director o f the new
ministry who will report to the perm anent secretary. The Physical Planning D ivision o f this
ministry, w hich has responsibilities im pacting on w ater management, is inadequately staffed.
The ministry needs assistance w ith capacity-building as there is a need for training.
The G renada Sustainable D evelopm ent Council w as established by an A ct o f Cabinet in
1996 and operates under the M inistry o f Finance. The Council is not an organization but a
com m ittee w ith broad-based and cross-sectoral m em bership w ith representatives from
government, private sector, non-governm ental organizations, com m unity-based organizations,
academia and the general public. It has as its m andate to serve as a prim ary mechanism for
coordination and inform ation exchange in the im plem entation o f sustainable developm ent plans,
for stim ulating public awareness on sustainable developm ent issues, and for advising the
governm ent on sustainable developm ent policy. Given the fact that IW RM is a m ajor issue in
sustainable development, IW RM policy considerations should be a focus w ith respect to the
objectives o f the Council. A t present, IW RM is not a topic being dealt w ith by the Sustainable
D evelopm ent Council.
1.
Capacity-building
The institutional capacity-building is lim ited consisting m ainly o f regional training to a
cadre o f technical persons and, to a small extent, on-the-job training. A t present, in the Landuse
D ivision o f the M inistry o f A griculture on-the-job training is obtained through Cuban engineers
on short-term contracts.
Generally, the
hum an
resources
capacity
and expertise w ithin
national
institutions/organizations are inadequate to undertake all the functions effectively. Hence
adoption o f IW RM responsibilities w ould mean additional capacity-building, training and
recruitm ent o f appropriate staff.
Since there is the need to create an organization/unit w ith responsibility for the core
functions o f IW RM , then there m ust be support from the political directorate for the
establishm ent o f such an organization/unit through cabinet approval, legislation, financial
resources, hum an resources and rationalization o f responsibilities among stakeholder
organizations.
52
2.
Technical capabilities
A part from the adm inistrative and project developm ent and m anagem ent capacity, the
technical capabilities required for the w ater resources m anagem ent unit include:
•
•
•
•
•
•
•
•
•
•
W ater resources engineering and management;
Surface w ater hydrology and management;
Hydrogeology;
Groundwater drilling;
Groundwater management;
Flood management;
W atershed management;
Environm ental management;
D atabase management; and
GIS management.
The mix o f technical capabilities w ould depend on the functions to achieve the objectives
o f the initial structure. In Grenada, these skills and com petencies are either lim ited or not
available.
A n n e x 12
Tariff Structure
l ometered Canunercial a ml
Indusím! C wji.sume rs and
[jnmetercd Domestic
Consumers
Government Buildings
Metí red Oomes lie Consumers
.^■opoTfi'Qrta r C harw .
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54
Annex 13
Organizations and responsibilities (Grenada)
ORGANIZATION
National Water and
Sewerage A uthority
ROLES/RESPONSIBLITIES
• Fresh water
• Focus on providing potable water
and wastewater services
LEGISLATION
• NAWASA Act 1990
(NAWASA)
Department o f Forestry and
National Parks
• Watershed management
forest conservation
and
(Ministry of Agriculture)
Landuse Division
(Ministry of Agriculture)
Disaster Management Unit
(Ministry of National Security)
Environm ental Health
Department
• Soils
• Information management using
GIS
• Irrigation
• Agrometeorology
• Disaster mitigation
• Preparedness response
• Coordination of stakeholder and
information
• Policy issues
• Pollution control
• Water quality control
• Public
1990
Health
Act
(Ministry of Health)
Environm ental Affairs
Department
• Coordination of environmental
issues at the national level
(Ministry of Health)
M inistry o f Econom ic
Developm ent and Planning
(as part of the Ministry of
Finance)
Grenada Sustainable
Developm ent Council
(Ministry of Finance)
• Sourcing financing for projects
• Developing the capital section of
the budget
• Addressing sustainable
development issues and
conservation and implementation
of convention (e.g. Climate
Change, Convention on
Biological Diversity)
• Its mandate is to serve as a
primary
mechanism
for
coordination and information
exchange in the implementation
of sustainable
development
plans
• Stimulates public awareness on
sustainable development issues
• Advises the government on
sustainable development policy
• Only draft legislation
is available at this
time
Annex 14
N A W A S A ’ s O rg an iza tio n al C h a rt
O rg a n isa tio n a l C h a rt o f th e
N a tio n a l W a te r & S e w e r a g e A u th o r ity
A n n e x 15
Forestry and National Parks Denartment
r i c , - . u i J Í ■■ ■-j I ' y -iihJ m U n 'd I ' l ^ ’ CV*.mí.-'i ■■ S u m h i r»
f. iii»
i ¡h
Cwr Fuw n
J ¡Dajiifci
r
trtli- m
■
-
iJ t jji ¡n i M i p . ÍH d T M ti I a m r
l b - 1~ m ■M
i lUiua 11 . j i p a F a i D
[ W I II- B V A M
I
H H I
ZL
“s e r
r>wv .1
..I .V U L h U II
VO
II
■ y iii
m
□
□ •H P
. Ir»
II
, i- ñ
C
,tf ÛH-Hil
I :rrn
■Vj J i
J X f taH i.* - i n n
F u riaf
i t'Jk.b L i t U I I U T W I ¡
I
1
h*rtfr LiPL'fen
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r 11 r- .■■--T.IK i
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l>
LT)
*
A n n e x 16
L an d u se D ivision
7H-E]« i s T i i i o p v r : m m
LTÜKB
L A N D ( IS E D I V I S I O N
A n n e x 17
Environmental Health Department (Ministry of Health and the environment)
MINISTRY OF H EALTH * THE ENVIRONMENT
T i l F ENVIRONMENTAL HEALTH DEPARTMENT
A n n e x 18
The Environmental Affairs Department (Ministry of Health and the Environment)
M I N l S I i l \ O F l i t A l i m a T i l Ji t N V I k O . \ M.J. S i
■M Iïc é î i it Chuqfet n f IKü I
jn i jimunL
A n n e x 19
The Ministry of Economic Develonment and
MINISTRY U l FINANCE
M I N IS TR Ï UJ? ECO* [ J>ll t
KLOPMENT AW l> 1 LAN N INC
61
IV. CHALLENGES, RECOMMENDATIONS, AND THE WAY FORWARD
A.
Challenges
In addition to the identified deficiencies in hum an resources capacity and capabilities and
the lack o f financial resources, there are a num ber o f challenges to the im plem entation o f IW RM
w hich has led to IW RM not being advanced.
1.
Lack o f understanding o f IWRM
A lthough there may be some regional training in IW RM not many persons, including
policy makers and the political directorate, have a com prehensive understanding o f the scope o f
functions and actions that com prise IW RM and the benefits that can be obtained. Part o f the
problem appears to be inform ation dissem ination as m ost tim es it is the same circle o f persons
attending the various training programmes. Effective IW RM is a m ajor pillar in sustainable
developm ent o f a country and though it supports social and economic development, actions are
slow tow ards institutionalizing IWRM.
2.
The location o f IWRM
A m ajor stumbling block for actions at im plem enting IW RM is its location. For m ost o f
the countries in the Caribbean including Antigua, D om inica and Grenada, w ater resources
m anagem ent is legislated as the responsibility o f the same organization that provides the potable
w ater supply and sewerage services except A ntigua’s W ater D epartm ent w hich does not provide
sewerage services. These w ater organizations do not focus on integrated w ater resources
management. This IW RM neglect is possibly because o f a lack o f understanding o f IW RM by
the decision makers, a lack o f hum an resource capacity and com petencies in IW RM , the
overw helm ing challenges o f the service provider and the limited financial resources.
The core functions o f IW RM should not be in the organization responsible for potable
w ater supply and sewerage services or any organization that is a user o f the resource, as this is
conflicting and tantam ount to the m anager o f the resource being m anaged by a user o f the
resource. However, there are persons for unknow n reasons that influence the decision m akers to
locate the core functions o f IW RM in the w ater supply service organization - a position which
w ould certainly not lend itself to effective integrated w ater resources management.
3.
Lack o f a vision fo r IWRM
IW RM policy, legislation and plans have not been developed. The inertia in having these
developed could probably also be attributed to a lack o f vision for IW RM in the country. W hat
may be required is a com prehensive consultative process to develop a shared national vision. At
a regional level, a model IW RM policy, a model IW RM legislation and a model IW RM plan
could be developed w hich w ould facilitate their developm ent in the islands.
62
4.
Development o f an IWRM organizational structure
W hat is the m ost appropriate organizational structure to be developed and how is this
organization to be made functional? W ithout the country/local experience and skills, it appears
that in the initial stage expertise would be required to assist in the developm ent o f a base
structure to accom plish the objectives needed for IW RM . It m ust be noted that the actual
structure developed w ould depend on the functions to be perform ed and the activities for which
em phasis is placed.
Annex (5a) provides an exam ple o f a possible structure o f a w ater resources agency taken
from the Program m e for W ater Governance Fiji - W ater Resources M anagem ent at National
Level: Final Report: Chapter 5: Institutional Reform. Fiji w as used because it is also a small
island and restructuring o f the w ater sector m aking IW RM integral w as recently undertaken in
2006.
5.
Implementation o f an effective governance structure
Effective IW RM is not only about the core functions that an organization with
responsibility for IW RM will undertake, but also about effective im plem entation o f all the
actions related to the w ater sector o f w hich key stakeholders are responsible. Hence
coordination, collaboration and stakeholder partnerships from planning to im plem entation must
be reflected in the governance structure and be form alized in policy and legislation with roles
and responsibilities from the national to the com munity levels clearly defined. In addition,
everyone is a stakeholder, therefore IW RM m ust be supported by public education to allow each
person to undertake his/her role effectively.
6.
The skills and knowledge base required
The skills and com petencies required w ould be determ ined by the functions to be
undertaken in the core IW RM organization defined and the skills and com petency gaps in the
IW RM functional areas o f key stakeholder organizations and the w ater supply and sewerage
service provider.
Technical capacity required by a w ater resources unit/organization w ith core IW RM
functions span several disciplines and categories as indicated previously in the section on
Technical Capacity. As a consequence, initially there may be a mix o f retained staff and private
sector involvement. However, there m ust be a m inim um technical capacity and professional
ability for the organization to be effective.
7.
Financing an IWRM organization
The limited financial resources to m eet the com peting needs in the islands coupled with
the lack o f understanding o f IW RM and the benefits o f its im plem entation to a country are
stumbling blocks to establishing an IW RM organization. H ow ever the im portance o f IW RM to
63
sustainable developm ent in a country makes it im perative that a mechanism be developed for
establishing an IW RM organization that is appropriately staffed and can be funded to be
effective.
B.
Recommendations
For effective w ater resources management, an integrated approach m ust be adopted
holistically and w ithin the context o f good governance (CATHALAC, Vision on W ater,2000).
As such, the following critical actions are necessary to support the institutional structure to be
established:
•
Collaboration w ith m ajor stakeholders to obtain agreem ent on the decision
making process for m ajor w ater projects and their im plem entation;
•
D ecisions taken and im plem ented m ust be in the best interest o f the island and its
people both in the short and long terms;
•
A ppropriate capacity-building for effective w ater m anagem ent at the various
levels including the political directorate should be facilitated and supported;
•
Positions should be staffed w ith the appropriate hum an resource capacities;
•
Public education and awareness m ust be an ongoing action.
IW RM principles and practices in these island countries should be im plem ented through:
C.
•
Coordination among all relevant agencies;
•
Long-term planning and com m itm ent for IW RM implem entation; and
•
Appropriate support from relevant regional and international agencies.
Institutional framework
An effective institutional fram ework is fundamental to im plem ent the policies and plans
for successful integrated w ater resources management. This means that the structure, roles and
responsibilities m ust encompass all the core functions and necessary com plementary functions
that com prise IWRM. Com ponents o f these functions include w ater resources assessment, w ater
planning and management, w ater regulation, w ater and sewerage service and the many support
and com plementary services.
For regulation to be successful it m ust be kept separate from user organizations including
the service provider. The responsibility o f the w ater sector m ust be shared w ith other key
stakeholders and therefore an effective structure for coordination and collaboration is necessary.
64
There m ust also be consistency in sectoral policies and plans to obtain maxim um benefits for the
country.
D.
The water resources organization
The organization/unit w ith prim ary responsibility for integrated w ater resource
m anagem ent should not be located w ithin the organization responsible for potable w ater supply
and sewerage services or any organization that is a user o f the resource. The organization/unit
should have the following functions.
D evelopm ent and im plem entation o f an IW RM policy and strategy;
D evelopm ent and im plem entation o f IW RM legislation and enforcement;
D evelopm ent o f an IW RM m aster plan;
W ater resources assessment;
Regulation o f the use o f available w ater resources;
Establishm ent o f a national w ater resources database and dissemination o f data
and information;
A llocation o f w ater resources;
W ater demand analysis;
D em and management;
D evelopm ent and im plem entation o f w ater conservation plans;
D esignation o f source protection zones;
Establishm ent and im plem entation o f abstraction licenses and fees;
D evelopm ent and im plem entation o f a w ater quality control plan;
Flood m anagem ent - planning and developm ent o f guidelines;
Public education on w ater resources.
These functions w ould be undertaken in cooperation and collaboration w ith other
appropriate organizations.
E.
The water supply and wastewater services organization
The responsibilities o f the W ater and Sewerage Authority should at least include:
•
•
•
•
•
•
The provision o f a clean, safe potable w ater supply;
The provision o f w astew ater collection, treatm ent and disposal to the extent and
standards determined;
D evelopm ent and im plem entation o f sewerage regulations to deal w ith connection
o f premises, construction o f private sewers and control o f private sewerage
installations;
D evelopm ent and im plem entation o f rates and charges in accordance w ith the
pricing policy;
D evelopm ent o f a w ater supply and w astew ater policy, legislation, strategy
and
m aster plan;
D evelopm ent o f a drought m anagem ent plan.
65
For islands w ith inadequate w ater resources, optim izing the w ater resources by
harnessing and m anaging all w ater including w astew ater and storm w ater appears to be an
effective m ethod but im plem entation requires that the country is sewered (Singapore Utilities,
2007) . U nfortunately the sewerage systems in G renada and D om inica are inadequate covering a
small percentage o f the population w hile in A ntigua there are no centralized sewerage systems.
The first priority source for w ater supply is the harnessing o f w ater resources in the
respective w ater catchments and therefore m anagem ent and protection o f the land area is
important. However, landuse m anagem ent and w atershed m anagem ent in the islands are not
given the priority required. It m ust be noted that effective w ater m anagem ent cannot be
separated from effective landuse m anagem ent and w atershed management.
To ensure a sustainable w ater supply, optim ization o f the w ater resources m ust include
conservation and a w ater dem and m anagem ent programme. The w ater supply organizations in
the islands therefore have a m ajor responsibility w ith respect to the m anagem ent o f w ater
demand, as it includes the proper handling o f the transm ission and distribution network to
m inim ize losses and im plem ent w ater conservation measures.
F.
Key water stakeholder organizations
O ther actions o f key stakeholders necessary for effective integrated w ater resources
m anagem ent include, inter alia, developm ent and im plem entation o f the following:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Landuse plan;
D evelopm ent control plan;
Land developm ent regulations and zoning;
Integrated watershed m anagem ent plan;
Coastal zone m anagem ent plan;
Irrigation m anagem ent plan;
A griculture w ater use efficiency plan;
Soil conservation plan;
Solid w aste m anagem ent plan;
Standards and/or guidelines for environm ental quality;
Environm ental im pact assessment;
Standards for w ater quality;
Public health m onitoring plan;
Em ergency m anagem ent plan for flooding.
The scope o f responsibilities and actions to be undertaken by the prim ary organization for
IW RM , the utility provider o f w ater and sewerage services and other key stakeholders have been
outlined to dem onstrate the areas for w hich hum an resource capacity m ust be built or obtained.
From the inform ation collected by questionnaire, telephone interview s and literature
review, it is clear that m ost o f the organizations w ith responsibilities related to IW RM do not
have the human resource capacity and/or the capabilities to effect these actions. Furtherm ore
66
there appears to be no excess capacity or expertise to staff a unit dedicated to IW RM as outlined
above. To clearly identify gaps in the organizations responsible for one or more o f these actions,
institutional audits w ould have had to be undertaken and this m eant visiting the organizations in
each o f the islands as there is some difficulty in obtaining com prehensive inform ation from the
islands
However, this assessm ent provided sufficient inform ation to determine that the human
resources w ith the capability o f undertaking IW RM actions m ust be acquired and appropriate
capacity-building m ust be undertaken both for the core IW RM organization/unit and the key
stakeholder organizations.
G.
The way forward
A t present, the focus on IW RM in the islands should be on how IW RM could be
im plemented. For some time, attention has been on w hat actions are to be undertaken together
w ith some sporadic IW RM training to technocrats in the region.
A mechanism m ust be found to engage and educate the policy m akers and political
directorate so that m om entum can be developed and “buy-in” obtained for the im plem entation o f
IW RM in a holistic m anner before negative impacts, that could be avoided, occur.
A catalyst for IW RM im plem entation in these islands, given the challenges and status o f
IW RM in the countries is the developm ent o f the following models for IW RM . These models
w ould give support to the islands and the w ider Caribbean as they could then be adapted to the
specific countries:
•
•
•
•
•
•
•
Policy;
Strategy;
Legislation;
W ater resources organization/unit structure;
Institutional fram ework/structure;
Public education programme;
Financing mechanism for the IW RM organization/unit.
Com plem enting the models are other im portant studies to advance the planning and
m anagem ent o f w ater resources and facilitate development. These studies include:
•
•
•
•
•
•
The econom ics o f IW RM;
The im pacts (including econom ic im pacts) o f climate change on IW RM ;
D evelopm ent o f a strategy for building IW RM capacity in the Caribbean;
M echanism s for effective stakeholder involvem ent/participation in IW RM ;
A compilation o f best m anagem ent practices in IW RM internationally;
Comparison o f the econom ics o f w ater reuse and desalination.
Given the status o f the hum an resources capacity and the com petencies required in these
islands, achieving developm ent o f the models and studies recom m ended w ould not be sufficient
67
to im plem ent IWRM. It is clear that hum an resources capacity is required in m ost areas
identified in the technical capabilities requirement. It is therefore critical that a strategy be
developed for each island to obtain the hum an resources with the appropriate capabilities to
undertake the actions.
The lack o f adequate and reliable data and inform ation w hich are fundamental to
planning, m anagem ent and decision-m aking points the direction to one o f the actions that must
be undertaken in the initial stage. H ence one o f the areas o f capacity-building m ust be in w ater
resources m onitoring and assessment. Lessons could be learnt from the Jam aica and Trinidad
and Tobago experiences in w ater resources m anagem ent and the functions o f the proposed W ater
Resources Organization for Fiji (see A nnex 20b) could be used as another guide. However,
w hatever actions are undertaken to im plem ent IW RM m ust be w ithin best m anagem ent practices
globally.
Finally, the notion that w ater m anagem ent is only about transm ission and distribution o f
potable w ater and disposal o f sewage m ust be dispelled. W ater m ust be m anaged for
optim ization o f use and sustainability w hile supporting social and econom ic development.
Rem em ber the findings o f the W orld W ater Council at the Conference in The Hague in 2000
“W ater M anagem ent is in Crisis” .
68
Annex 20 (a)
Potential structure of water resources agency
The divisions or units in the above diagram outlined in black are those w hich w ould logically
be established initially, w hile other sub-divisions could be added later or as required.
69
Annex 20 (b)
F U N C T IO N S O F K E Y U N IT S O F T H E W A T E R R E S O U R C E S A G E N C Y - F I J I
UNIT
FUNCTION AND COMMENT
Council and Committee Secretariat
The secretariat could exist as an independent entity to provide
support for the National Water Council and the Committee and
other as hoc arrangements from time to time. It needs to be
headed up by a person at level of director: otherwise the
Director of the Secretariat and should be supported by a full­
time official who reports directly to the Director.
Policy and legislation
The preparation of policy at national and subsidiary policy
guidelines, including oversight or coordination of the
production of technical guidelines (e.g. floodplain planning
guidelines)
Preparation of legislation proposals and implementation of
legislation.
Water resources management
This division includes all key water management activities and
the technical facilities. In an alternative structure, information
and technical could be separate.
The water management division would investigate and
analyze issues on which decisions need to be made and
implement the solution in the relevant areas.
Water resources assessm ent
The unit is responsible for the measurement and analysis of (i)
streamflow and (ii) groundwater occurrence. Analytical tools
also form part of assessment, such as modelling to obtain
information about the behaviour of water sources and the
impacts on water of abstracting water or diverting rivers, etc.
This unit would provide information on which to base decisions
about water allocation and major development of water
sources.
Water allocation and licensing
The unit is responsible for issuing water licences to relevant
water users and administering the licences. It includes a
monitoring and regulatory role, to ensure that water is taken
according to authorizations. It would also act in cases of
water scarcity to assert priorities such as in case of drought.
Information and data
This unit build up and ensure coordination of water resources
data bases for the whole of the Fiji islands. It is proposed that
surface water quality and groundwater quality/occurrence be
the two main data bases, but links with other data would also
be encouraged.
Regardless where the hydrology unit is finally located, the
water agency should lead in defining the purposes and scope
of data needed for water management and therefore the
features of the surface water data networks.
70
Flood m anagem ent and modelling
This unit’s function would be limited to water assessm ent and
it could be located differently. Flooding modelling would be
relevant to assessment, but would be required for planning.
Additionally, hydrological studies with respect to floods would
be undertaken.
Administration and finance
This unit is necessary for support of the agency is located
within an existing organization, it would not be needed as a
separate unit.
W ater resources planning
This unit would be established if an active planning scheme is
developed. Planning areas could include floodplain planning,
water allocation planning and planning for the protection of
riverine areas and other special areas. Note that some
planning, such as floodplain planning would necessarily have
extensive involvement by the Planning agency, which might
adopt the leading role, but with support on technical aspects
by the water agency.
Education and aw aren ess
This unit would develop information and media for promoting
public understanding of water resources management, for
national issues but also increasingly for the local level village
and small island. Other agencies and NGOs will be producing
related material, so a high degree of liaison would be
necessary.
A d a p ted fro m European Union and SOPAC, Program m e fo r Water G overnance F iji — Water Resources M anagem ent at N ational Level, Final
Report: Chapter 5 Institutional Reform
71
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