Historic Cities in The Caribbean: Patterns For Sustainability and Placemaking

THE HISTORIC URBAN LANDSCAPE (HUL)
IN THE CARIBBEAN:
UNESCO WORLD HERITAGE CITIES AS MODELS
FOR SUSTAINABLE URBAN DEVELOPMENT
TO PROMOTE WALKING AND CYCLING
Paramaribo, Suriname
Bridgetown, Barbados
St. Georges, Grenada
Port of Spain, Trinidad and Tobago
Final Report Submitted To:

Organization of American States
Department of Sustainable Development
1889 F St., NW, 7th Floor
Washington, DC 20006, USA
Final Report Submitted By:

Caribbean Network for Urban and Land Management (CNULM/blueSpace),
University of the West Indies
Jeffrey Soule, FAICP (US/ICOMOS)
Gregory Scruggs (Columbia University)
FINAL REPORT May 19, 2014
Organization of American States Department of Sustainable Development

The Historic Urban Landscape and Sustainable Urban Development in the Caribbean
TABLE OF CONTENTS
I.
Project Team.4
II.
Executive Summary..5
Chapter 1: Overview of Historic Urban Landscapes.6
Chapter 2: Paramaribo, Suriname.9

2.1. Background and Overview.10

2.2. Paramaribos Built Environment Quality for Pedestrians and Cyclists...12

2.3. Recommendations to Improve Pedestrian and Bicycle Friendliness...13

2.4. Paramaribos Management Plan...16

2.5. Existing Literature.18

2.6. Current Preservation Policies18

2.7. National Programs to Support Cultural Heritage...18

2.8. Adherence to Sustainable Development Principles..19

2.9. Local Economic Development Existing Practices and Potential20

2.10. Local Cultural Development Existing Practices and Potential.20
2.11. Integration into Surrounding Land Uses and Settlement Patterns.....21

2.12. Best Practice: Stichting Stadsherstel Paramaribo....22

2.13. Recommendation for Demonstration Site: Watermelon Straat....22

2.14. Summary Recommendations on Paramaribo for Policymakers..24
Chapter 3: Bridgetown, Barbados...25

3.1. Background and Overview.26

3.2. Bridgetowns Built Environment Quality for Pedestrians and Cyclists...30

3.3. Recommendations to Improve Pedestrian and Bicycle Friendliness..34

3.4. Bridgetowns Management Plan..34

3.5. Existing Literature...35

3.6. Current Preservation Policies..36

3.7. National Programs to Support Cultural Heritage39

3.8. Adherence to Sustainable Development Principles.39


3.11 Integration into Surrounding Land Uses and Settlement Patterns40
3.12. Best Practice: The Revitalise Bridgetown Initiative / Bridgetown Alive40

3.13. Recommendation for Demonstration Site: Queens Park House..44

3.14. Summary Recommendations on Bridgetown for Policymakers.44
Chapter 4: St. Georges, Grenada..45
4.1. Background and Overview..46

4.2. St. Georges Built Environment Quality for Pedestrians and Cyclists46

4.3. Recommendations to Improve Pedestrian and Bicycle Friendliness.50
4.4. Dossier: Approach to the Protection, Conservation and Nomination of
St. Georges Fortified System (Grenada)..50

4.5. Existing Literature.50

4.6. Current Preservation and Planning Policies.51
4.7. National Programs to Support Cultural Heritage51
CNULM/blueSpace Caribbean
Jeffrey Soule and Gregory Scruggs


4.8. Adherence to Sustainable Development Principles. 52

4.11. Integration into Surrounding Land Uses and Settlement Patterns..53

4.12. Best Practice: Physical Planning Unit Conservation Guidelines..53

4.13. Recommendation for Demonstration Site: Cultural Corridor..55

4.14. Summary Recommendations on St. Georges for Policymakers.55
Chapter 5: Port of Spain, Trinidad and Tobago.58
5.1. Background and Overview59

5.2. Paramaribos Built Environment Quality for Pedestrians and Cyclists..61

5.3. Recommendations to Improve Pedestrian and Bicycle Friendliness..63

5.4. Proposals for UNESCO Status.63
5.5. Existing Literature..64

5.6. Current Preservation and Planning Policies.65
5.7. National Programs to Support Cultural Heritage.66

5.8. Adherence to Sustainable Development Principles67

5.9. Local Economic Development Existing Practices and Potential.68

5.10. Local Cultural Development Existing Practices and Potential..68
5.11. Integration into Surrounding Land Uses and Settlement Patterns69
5.12. Best Practice: Queens Park Savannah..69

5.13. Recommendation for Demonstration Site: The House of Music.71
5.14. Summary Recommendations on Port of Spain for Policymakers72
Chapter 6: Tools and Techniques to Improve Livability and Walkability..73

6.1. Planning Framework and Expertise.73

6.2. Integrated Infrastructure and Development Strategy74

6.3. Business Improvement Districts74

6.4. Guidelines for Historic Preservation Organizations.74

6.5. University Support Programs and Projects.76

6.6. Local Events and Promotion Techniques to Build Support..77

6.7. Training Programs for Skilled Building Craftspeople.78

6.8. Financial Incentives and Disincentives78

6.9. Code and Planning Enforcement.79

6.10. Public Education Tools and Techniques..79

6.11. Interviews and Focus Groups.79

6.12. Public Meetings80

6.13. Surveys80

6.14. Charrettes.80

6.15. Community Assistance Teams80

6.16. Electronic Media..80

6.17. Design Guidelines.81

6.18. Summary of Recommendations.81
Chapter 7: Conclusion and Next Steps for OAS..83
Annex I: Valletta Principles and HUL Guidelines84

I. PROJECT TEAM

The Caribbean Network for Urban and Land

Management (CNULM) was formed in 2008
with the mandate of facilitating urban
planning practices that respond to the unique
issues and challenges present across the
Caribbean. We have adopted the name
blueSpace to capture the image of
individuals and organizations in the
Caribbean, collectively addressing its
developmental needs. We undertake a
diverse range of activities which are
supported by international partners.
Jeff Soule, FAICP is Director of

Outreach and International Programs at
the American Planning Association. He
currently serves as Treasurer of the
US/ICOMOS Board of Trustees and as
U.S. delegate to the General Assembly
for ICOMOS. He is a member of the
Cultural Towns Scientific Committee of
ICOMOS. Mr. Soule is a Senior Fellow
of the Energy and Climate Partnership of
the Americas (ECPA) program, which
supported his participation in this project.
Gregory Scruggs is an M.A. candidate in

Regional Studies of Latin America and
the Caribbean at Columbia University.
He is also a research associate at the
Latin Lab, an urban planning research
center focused on Latin America and the
Caribbean at Columbias Graduate
School of Architecture, Planning, and
Preservation. From 2010-2013, he was a
consultant to the American Planning
Association for Latin America and the
Caribbean.

II. EXECUTIVE SUMMARY

The four cities addressed in this report are a small but representative sample size of historic cities
in the Caribbean. Overall, every city would benefit from an improved streetscape that prioritizes
pedestrians and bicycles through a complete streets policy. A stronger urban planning
framework and institutions would go a long way toward ensuring the success of such a policy, as
well as for historic preservation more generally. Given the absence or limited power of local
governments, national governments must take the lead and engage multilateral, philanthropic,
and NGO partners to revive historic city centers and in turn treat them as models for urban
development throughout the country. This goal can be accomplished through proposed changes
to legislation and powers granted to development companies and national trusts to buy and sell
properties and raise revenue.
The individualized assessment of the four sites is summarized as follows:
Paramaribo, Suriname: Despite its recent addition to the UNESCO threatened list, there
is much potential in the citys urban core. The Stadshertel Paramaribo, a best
practice, can renovate many of the currently decaying buildings and find new life for
them. A demonstration project on Watermelon Straat would galvanize partners and
show the economic impact of a revitalized streetscape. However, the national
government must show real dedication and support to institutions like the Suriname
Built Heritage Foundation that manage the site.
Bridgetown, Barbados: The highlight of the four cities, Bridgetown has accomplished
much in the three years since it received its UNESCO designation, an indication of the
citys broad base of support among the public, private, and non-profit sectors. The
Revitalise Bridgetown Initiative / Bridgetown Alive is a best practice that should be
emulated throughout the region. However, stronger penalties for illegally modifying
or demolishing buildings and formal adoption by parliament of an updated National
Trust inventory are needed as are further public and private sector investment, abetted
by financial incentives.
St. Georges, Grenada: It has been ten years since the St. Georges Fortified System was
placed on the UNESCO tentative list and every effort should be made to prepare a
dossier and management plan for the site. The Ministry of Tourisms heritage
conservation officer, the Physical Planning Unit, and the Grenada National Trust have
made much progress and momentum should not be lost. Key to the long term success of
the city, however, is better engagement with St. Georges University.
Port of Spain, Trinidad and Tobago: Downtown Port of Spain needs a business
improvement district that could improve the quality of life and visitor experience in the
urban core. The ability to buy and sell properties should be given to the East Port of
Spain Development Company so that it can better fulfill its mandate. The newly
revived National Trust should be supported in its inventory and historic designation
efforts and The House of Music demonstration site should be developed.

CHAPTER 1: OVERVIEW OF HISTORIC URBAN LANDSCAPES

Despite geographic constraints, Caribbean land use patterns do not favor walkability or
pedestrian activity. The automobile dominates, even for short distances, and a lack of safe
streets and sidewalks as well as insufficient public transportation contributes to the problem.
However, the historic urban cores of colonial-era Caribbean cities represent a wealth of potential
for the promotion of sustainable communities with smart urban design that encourages
walkability over car use. Home to some of the oldest non-indigenous urban settlements in the
Americas, they represent a unique blend of European architecture, New World materials, and
multicultural influence. Settled long before the advent of the automobile, their built environment
foundations are based on walkability and pedestrian access and can serve as development and
settlement pattern models. However, rapid urbanization in the Caribbean creates the challenge of
preserving the built and cultural urban heritage of sustainable communities with walkable urban
design while simultaneously catering to the constantly evolving development needs of Caribbean
cities, where energy and climate concerns are increasingly paramount.
Many former colonial Caribbean cities have outgrown their initial physical and economic
capacity and require planning interventions that will allow for the useful retention of the historic
urban fabric, while promoting new opportunities for local economic development. Cities are
centers of economic growth and cultural exchange. An understanding of their built and cultural
heritage is important in order to catalyze economic development. Traditionally, efforts have
largely focused on preserving historic communities, sites, and buildings in order to attract
international tourists. While useful, this approach is limited in that issues such as the
functionality of historic urban spaces, their accessibility and seamless integration into
surrounding land uses, and their role in local cultural development and identity is sometimes
overlooked. A more holistic approach to urban regeneration and revitalization is needed in the
Caribbean, and existing ideas can be drawn from cities whose urban cores are or aspire to be
UNESCO World Heritage Sites.
In recognition of this fact, the Bridgetown Heritage Declaration of the Conference of Caribbean
National Trusts and Preservation Societies 2014, at the urging of the authors of this report,
included the statement: Noting an urgent need to carefully use our land resources, we commit to
promote the value of historical settlement patterns and traditional building techniques in new
development and redevelopment.
There are several Caribbean cities that are recognized by the international standard for historic
preservation of urban landscapes through designation by the United Nations Educational,
Scientific, and Cultural Organization (UNESCO), which recognizes works of humanity with
outstanding universal value as World Heritage Sites. UNESCO is advised on this matter by the
International Council on Monuments and Sites (ICOMOS), the professional organization for
World Heritage Sites and historic preservation generally that has member chapters in individual
countries.

The process by which a city is recognized involves applying to UNESCO for the designation
with a qualitative analysis and a conservation management plan to protect the space and its
context. Since 1972, this concept has been evolving within UNESCO, from recognizing
monuments to collections of monuments to entire World Heritage Sites. This most recent
concept uses a comprehensive planning approach to address historic preservation by promoting
The Valletta Principles for the Safeguarding and Management of Historic Cities, Towns and
Urban Areas, which were developed by ICOMOS.
In addition, as part of the evolution of thinking about cultural conservation and heritage in urban
situations, UNESCO recently published recommendations for the Historic Urban Landscape
(HUL), a major statement about planning, regulation, and management of cities in general.
According to the World Heritage Center, The Historic Urban Landscape approach aims at
preserving the quality of the human environment and enhancing the productivity of urban spaces.
It integrates the goals of urban heritage conservation with the goals of social and economic
development.1 The HUL approach broadens the framework for our global commonwealth of
urban heritage, through recognition that tangible and intangible heritage is valued for differing
reasons and motivations by residents, tourists, politicians, employers, municipal governments,
developers, and the preservation community. UNESCOs HUL recommendation is that
stewardship of urban heritage is a shared integrative undertaking that affirms heritage as a
sustainable element of the future and requires planning, regulatory tools, education, and resource
commitments.
Both the HUL approach and the Valletta Principles make several references to the importance of
pedestrian activity. They rightly note:
Most historic towns and urban areas were designed for pedestrians and slow
forms of transport. Gradually these places were invaded by the car, causing their
degradation. At the same time, quality of life has reduced. Traffic infrastructure
(car parks, subway stations, etc) must be planned in ways that will not damage the
historic fabric or its environment. A historic town should encourage the creation
of transport with a light footprint. It is important to encourage pedestrian
circulation. To achieve this, traffic should be drastically limited and parking
facilities reduced. At the same time, sustainable, non-polluting public transport
systems need to be introduced, and soft mobility promoted. Roadways should be
studied and planned to give priority to pedestrians. Parking facilities should
preferably be located outside protected zones and, if possible, outside buffer
zones.
The consistent goals of the Valletta Principles thus emphasize the importance of walkability as a
core component of preserving urban heritage.
To address these and other concerns, the Valletta Principles promote good governance that
involves all local stakeholders in the policymaking process for World Heritage Sites. With
regards to the particular designation, they explain, The traditional systems of urban governance
should examine all aspects of cultural and social diversity, so as to establish new democratic
1
A New International Instrument: The Proposed UNESCO Recommendation on the Historic Urban Landscape
(HUL), ICOMOS, 16 Aug 2011, http://www.icomos.org/Preliminary_report_and_first_draft_16_August_EN.DOC.

institutions to suit the new reality. As such, Planning in historic urban areas must be a
participatory process, involving all stakeholders.2
This planning, moreover, takes the following form: A conservation plan must be based on urban
planning for the whole town, including analysis of archaeological, historical, architectural,
technical, sociological and economical values. It should define a conservation project, and be
combined with a management plan and followed by permanent monitoring.3 Given this specific
requirement, when local governments struggle with these requirements and are placed on the
endangered list, UNESCO provides a technical assistance team to address the specific
challenges of the given World Heritage Site.
For more details on the HUL recommendations and Valletta Principles, see Annex I.
All citations in this paragraph from The Valletta Principles for the Safeguarding and Management of Historic
Cities, Towns and Uran Areas, ICOMOS International, Page 10.
3
The Valletta Principles for the Safeguarding and Management of Historic Cities, Towns and Uran Areas,
ICOMOS International, Page 16.

CHAPTER 2: PARAMARIBO, SURINAME

10
2.1. Background and Overview

The Historic Inner City of Paramaribo (heretofore, PWHS) was inscribed on the UNESCO
World Heritage list in 2002. The heritage area comprises 30 hectares (74 acres) and the buffer
zone comprises 60 hectares (148 acres). According to UNESCO, The original and highly
characteristic street plan of the historic centre remains intact. Its buildings illustrate the gradual
fusion of Dutch architectural influence with traditional local techniques and materials.4
Paramaribo is the capital of Suriname and its population is approximately 250,000, which is
about half of Surinames overall population. The countrys 2012 GDP per capita was $8,480,
placing it 7th out of 13 Caribbean countries/territories.5
The effort to list Paramaribo began in 1993 at the 27th general conference of UNESCO. In the
following years, efforts were made for Suriname to ratify the World Heritage Convention so that
action on the resolution to pay attention to the uniqueness of the Paramaribo historic inner city
could move ahead. Suriname ratified the Convention in 1997, and a task force to nominate the
site was established. At that time, the application was supported by the work of Ron van Oers of
UNESCO, Peter van Dun of ICOMOS, and staff in the Surinamese Ministry of Culture.
Although broad support is a requirement in the application along with a conservation strategy,
from our discussions with staff and citizens, it appears that the application had enthusiastic
support from only a few individuals, who felt it was necessary to get the city inscribed in hopes
that this would encourage more effort on the part of the government. Unfortunately, although
the government has made some barely adequate efforts, the condition of the site is deteriorating
and the support from the government has lessened rather than improved. Stanley Sidoel,
Permanent Secretary of the Ministry of Culture, and others in the government have worked hard
to protect the site, especially its unique stock of wooden architecture, which is highly vulnerable
if not cared for.
A private effort to conserve particular buildings has renovated two structures and shows some
promise but it is not at a scale that can sustain the citys preservation needs. In terms of a model
for walkability, Paramaribo is a very good example of compact street patterns and low-rise
vernacular architecture that creates attractive streetscapes. The mix of uses residential,
commercial, and institutional is also promising, but the larger historic area outside of the
World Heritage Site boundary is both deteriorating and invaded by out of place architecture,
such as casinos and hotels, because there are no design requirements outside the modest heritage
district and its buffer zone. An important historic fabric lies south of the heritage area and is in
relatively grim condition.
From July 28-August 1, 2013, ICOMOS undertook an advisory mission to Paramaribo, which
concluded, to date the property maintains the attributes for which it was inscribed on the World
Heritage List. However, if urgent measurements are not taken the Inner City will fall into an
irreversible decay or suffer significant transformations, which will lead to the progressive
4
UNESCO World Heritage List: Historic Inner City of Paramaribo, http://whc.unesco.org/en/list/940

World Development Report 2014, World Bank,
http://siteresources.worldbank.org/EXTNWDR2013/Resources/8258024-1352909193861/89369351356011448215/8986901-1380046989056/WDR-2014_Complete_Report.pdf
5

11
erosion of the attributes that warranted inscription of the property on the World Heritage List.6
Among the issues that were reported in the missions assessment of the state of conservation, the
report cites concerns over heavy traffic, insufficient parking, pedestrian insecurity, car pollution,
overrepresentation of government offices in historic building stock, lack of urban planning, and
removal of green space from Independence Square. All of these elements are relevant to this
studys focus on historic cities as models of sustainable urban development.
The ICOMOS report subsequently recommended the preparation of an Emergency Plan, which
was presented to the Surinamese government alongside the ICOMOS report in November 2013.
Relevant to this studys aims, the Emergency Plan proposes to strengthen the PWHS
management authority, Stichting Gebouwd Erfgoes Suriname (SGES Suriname Built Heritage
Foundation) and ban driving and parking on Independence Square.
In January 2014, the Ministry of Education and Community Development published State of
Conservation of the Historic Inner City of Paramaribo World Heritage Site. Regular State of
Conservation reports are a requirement of UNESCO states parties that maintain WHS. The
Ministry report included a list of recommendations and ongoing initiatives to improve heritage
conservation in Paramaribo. Among them, it cites this OAS-funded study.7 The Ministry
reports corrective measures include a 2015 Maintenance Plan from the Ministry of Public
Works; priority action for tax reform; and expansion of the buffer zone to incorporate a section
of the Suriname River that borders the existing WHS and buffer zone. Such a proposal would
enhance the pedestrian experience of the waterfront while guarding against potentially
destructive new developments such as a cruise ship terminal or the proposed marina complex,
Riverside Harbour Village.
Example of
deteriorating
historic building
that threatens
Paramaribos
UNESCO
designation.
Report on the ICOMOS Advisory Mission to Historic Inner City of Paramaribo, Suriname, August 2013,
http://whc.unesco.org/en/documents/128661.
7
http://whc.unesco.org/document/127260

12
2.2. Paramaribos Built Environment Quality for Pedestrians and Cyclists

The overall functionality and attractiveness of Paramaribos greater historic district is quite good.
The streets are of human scale and the buildings are especially excellent in their design and
placement, in line with the citys colonial vintage. However, the condition of not just isolated
buildings but entire blocks of historic structures is troubling in many cases, creating unattractive,
abandoned streetscapes that hinder public safety for pedestrians. Amenities such as sidewalks
exist, but are not uniform, in the historic district and there is an unfortunate tendency of cars
parking on sidewalks, forcing pedestrians into the street.
In addition, the city has lost a lot of its street trees, which detracts tremendously from the
walkability of the city as they provide shade in the equatorial sun and reduce urban heat island
effect. There seems not to be any effort to replace them, even though in this climate trees grow
well and quickly. Moreover, there is an effort underway by the Anton de Kom University to
look at public space in Paramaribo, which does benefit from some excellent larger parks such as
Independence Square and the Palmentuien. However, secondary assets like the drainage canals
that parallel many streets could also serve as connectors between public spaces and are currently
underutilized.
As the national capital and largest city, Paramaribo is the hub for Surinames transportation
network, which mostly consists of a fleet of vans and minibuses. There is an outdoor bus
terminal within the confines of the PWHS, which generates a lot of pedestrian activity.
However, the lack of a permanent structure and general disorganization of the bus arrangement
makes for a chaotic scene for pedestrians and bicycles, who must dodge incoming and outgoing
bus traffic. Moreover, these transportation options mostly serve metropolitan Paramaribo and
beyond, and are not designed to facilitate travel within the city.
Finally, the Dutch imparted a local cycling culture, which flourishes as a practical form of
transportation for both locals and students visiting from Europe. The latter, particularly Dutch
students on several month internships, create bicycle traffic and a bit of dynamic economic
assistance for the small guesthouse, bar, and restaurant scene in the historic district. The lack of
any highways or other high-speed roads in central Paramaribo, as well as the flat topography and
regular street pattern, make the city quite ideal for cycling. At present, however, the Ministry of
Public Works has yet to provide any on-street bike infrastructure, such as dedicated bike lanes,
bike paths, or sharrows.

13
2.3. Recommendations to Improve Pedestrian and Bicycle Friendliness:
Implement relevant recommendations from the Emergency Plan and the ICOMOS
Advisory Report in order to enlist outside support for both financial investment and
technical expertise that will preserve Paramaribos historic buildings, thus maintaining an
attractive and vibrant streetscape that supports walkability
Focus on better connections between the historic center and the waterfront in order to
improve the overall urban fabric of the Inner City
Improve pedestrian-oriented businesses, for example cafes, restaurants, and shops, by
providing awnings and street trees; recruit such businesses for buildings now owned and
occupied by the government
Update wayfinding signage to encourage walking as a viable option for navigating
Paramaribo
Build on existing biking culture using signage, promotion, access to bikes, and bike
infrastructure (bike paths, bike lanes, sharrows) and connect with leading practitioners in
bike planning in the Netherlands to provide technical support
Review parking and traffic management in an integrated manner to discourage car and
motorcycle parking on sidewalks
Use the canal system as a secondary pedestrian route, which has the potential to serve as
green infrastructure
Review public transportation systems and suggest improvement to routes, stops, and
promotion that would facilitate pedestrian usage; locate public transit vehicles in a
covered, permanent building rather than in a vacant lot exposed to the sun
Consider a fixed-route circulator system within the city center in order to complement
walking as a means of navigating Paramaribo
Above: Outdoor bus terminal in PWHS lacks permanent structure and amenities.

14
Top: Adequate pedestrian infrastructure even in the absence of adequate preservation of historic
vernacular architecture.
Bottom: Missing pedestrian amenities in the shadow of Paramaribos Ministry of Finance, one of
the citys finest restored buildings that fronts Independence Square.

Top: Dutch students prefer to navigate Paramaribo by bicycle despite a lack of cycling
infrastructure.
Bottom: The Dutch cycling culture strongly influenced urban mobility for the Surinamese.
15

16
2.4. Paramaribos Management Plan

All UNESCO World Heritage Sites are required to maintain and update their management plans,
the core document that guides the preservation, restoration, development, and administration of
the site. PWHS has a strong document, The Management Plan for the Historic Core of
Paramaribo 2011-2015, that was funded by the Netherlands Funds-in-Trust and prepared by
qualified technical experts. It states:
The challenge for us today is to conserve the Historic Inner City of Paramaribo World
Heritage Site for present and future generations, whilst ensuring that the city continues to
function as a living city.8
Under the economic and political climate in Suriname, this will be a challenge. Nonetheless,
Paramaribo is, in many ways, the model for walkability and sustainable urban development for
Suriname. It has not seen the impact of urban sprawl to the extent that Port of Spain, Trinidad
and Bridgetown, Barbados in particular have seen, and therefore can help set the countrys future
on a more human-centered path for urban settlements. The Management Plan outlines the
following key challenges, which our site visit and work have confirmed, echoing as well the
ICOMOS mission from 2013:
There is no central coordinated and strong management;
The current management organization is weak and needs to be restructured and

strengthened in order to deal with the challenges regarding the conservation of the
PWHS;
The institutional setting regarding the PWHS is multi-layered and highly ineffective;
There is no sufficient staff with appropriate expertise;
There is a clear gap in urban planning in the country;
Due to the lack of planning, the PWHS infrastructure can be characterized as chaotic;
The public realm of the historic Inner City has been neglected, in favor of motorized
traffic;
There is a lack of parking provisions, pedestrians cannot walk safely;
There is much littering and the inner city is terribly affected by solid waste;
On paper the legal protection of the site seems basically satisfactory, but there are
however serious problems concerning their application and enforcement;
There still is a general lack of awareness of the sites UNESCO designation.
Paramaribo World Heritage Site Management Plan 2011-2015, May 2011,

http://sges.heritagesuriname.org/index2.php?option=com_docman&task=doc_view&gid=10&Itemid=36.

17
The management plan and existing legislation support the basic documentation of historic Inner
City Paramaribo and the boundaries of the PWHS.

18
2.5. Existing Literature

Due to a lack of reading knowledge of Dutch, this report cannot provide a comprehensive
overview of the existing literature on historic Paramaribo. However, Philip Dikland recently
published the Paramaribo Monument Walking Guide (Vaco: 2013), an encouraging
development.
2.6. Current Preservation Policies
Suriname has four laws that help support the conservation of historic resources, namely, the
Monuments Act, Town Planning and Planning Acts, and Building Act.
The Monuments Act (1963, revised 2002) provides general guidance to maintain both designated
historical monuments as well as city and town views, which speak to the urban context and the
public realm. In light of last years ICOMOS mission, the Monuments Commission and SGES
are collaborating on proposed revisions to the Act, which was amended in 2002 to accommodate
the nomination of the PWHS. This is an important step, as most of the Monuments Acts power
is vested in the Minister of Culture, an appointed position, and the relative vigor and enthusiasm
for the Act must naturally emanate from the president.
The Town Planning Act (1972) delegates spatial planning authority to the Ministry of Public
Works, while the Planning Act (1973) tasks the Ministry of Planning and Development
Cooperation with creating a sustainable policy for spatial, ecological, and socio-economic issues
in all of Suriname. The Town Planning Act is very minimal and lacks specificity on a whole
host of issues, including the requirement for a master plan and specific elements typical of town
planning regulation that ought to be in the Act. This statute is in need of complete revision. The
Act has been characterized aptly as not working at all.
The Building Act (1958) oversees licenses for new constructions and residential areas in
Suriname. If wielded properly, it could be a powerful tool for ensuring that new development in
the World Heritage Site and buffer zone adhere to the design and architectural guidelines of
historic Paramaribo.
2.7. National Programs to Support Cultural Heritage
The government seems minimally engaged in the World Heritage designation and in the value of
the citys character as a whole. We were unable to determine the official policy or strategic plan
for local economic development, heritage interpretation, local education, or tourism. The
ICOMOS report likewise noted a lack of engagement by the tourism sector. The Ministry of
Education and Community Development responded by pointing to the 2013 tourism marketing
plan, Suriname: A Colorful Experience.
There is a tourism promotion video of that name, published in March 2014, that includes
Paramaribo and aspects of its built heritage, as well as information on the Suriname Tourism

19
Foundation website that refers to the UNESCO World Heritage Site and describes its
architectural features.9 These are positive developments, albeit very recent ones.
Public education is likewise lacking, a point noted by the ICOMOS report. In response, the
Ministry of Education and Community Development pointed to Open Monuments Day in 2011
and 2012 with another planned for October 2014, the 2014 Monuments Calendar with a new
edition planned for 2015, the publication of a Monuments Guide of Paramaribo (2013), and
articles on heritage published in the government section of the newspapers De Ware Tijd. These
are important first steps, but largely superficial ones. Public education should start in
Surinamese schools, and while the Ministry mentions an Art and Culture Heritage Education
component of the curriculum, it provides no details on the extent to which knowledge of Historic
Paramaribo is conveyed, whether or not schools make regular field trips, and other ways of
inculcating a culture that values its heritage assets.
2.8. Adherence to Sustainable Development Principles
Planning in Paramaribo, including efforts on sustainability, is a very low priority. For example,
authorities have encouraged new waterfront development in the northern part of the city, along
the coast, despite the countrys low-lying terrain and mounting concern about sea-level rise. Also
the many canals that were formerly part of the sugar plantations and now drain the city are not
being planned for or utilized for such things as storm water management, green space, or
pedestrian and bike trails. Although narrow in relation to the parallel street, they form an
extensive but underutilized network in the urban fabric. The Palmentuin is the only significant
urban park that features a canopy of tree cover to reduce urban heat island effect and the strong
equatorial sun besides.
Although half the Surinamese
population lives in Paramaribo,
sustainability conversations in
the country are
overwhelmingly focused on
rural and agricultural areas
because of the countrys forest
reserves and farmland. For
example, in November 2011,
Suriname joined the UNREDD+ Programme, hoping to
leverage its 94% forest cover,
including ample Amazonian
rainforest, to receive payments
for ecosystem services. The
9
Suriname: A Colorful Experience, March 26, 2014, https://www.youtube.com/watch?v=daVuzbP3ox8 and

Built Heritage, Suriname Tourism Foundation, http://www.surinametourism.sr/#!en&discoversuriname&heritage.

20
countrys media campaign for forest conservation uses the slogan We are the forest and the
forest is us, which indicates the degree to which sustainable development issues do not focus on
urban areas. This trend carries through to internationally funded research in sustainability, such
as Conservation Internationals support for a study of a sustainable agricultural sector in
Suriname conducted by the International Institute for Sustainability.10
2.9. Local Economic Development Existing Practices and Potential
The commercial presence of the historic core is minimal compared to the broader context in
Paramaribo. In particular, the casinos located just outside the historic area do not appear to be
contributing to downtown vitality and in fact may contribute to the lack of attention in the
historic area. Indeed, about 70% of the Inner Citys building stock dedicated to government or
institutional uses, which precludes a more vibrant commercial presence. Other than the
waterfront revitalization project and the suggestion that the government might try to pursue
cruise ships, we didnt find much information on economic development strategies from our
interviews or document review.
2.10. Local Cultural Development Existing Practices and Potential
Efforts to develop the broader Jewish heritage aspect in Suriname, specifically connecting the
historic but still active Neveh Shalom synagogue within the boundaries of the Paramaribo World
Heritage Site with the Jodensavanne, a former Jewish settlement upriver from Paramaribo, are
promising. Suriname has nominated Jodensavanne as another UNESCO World Heritage Site,
and in 1997 the site was placed on the tentative list. The SGES is actively working on a
management plan for the site in order to secure its inclusion on the UNESCO register.
Although outside Paramaribo, we mention the Jodensavanne because the potential to link this
site, which is some 70 kilometers from Paramaribo, offers a broadened visitor experience that
could lead to longer hotel stays in the historic Inner City and more comprehensive heritage-based
tourism. The narrative associated with the circumstances of the founding of this Jewish
settlement, the later settlement in Paramaribo, and other Caribbean and North American sites is
an important one. As a long-term strategy, it offers Paramaribo a chance to increase its visits
with a holistic approach to both sites.
10
Developing Sustainable Agricultural Sector in Suriname, International Institute of Sustainability, August 2012,
http://www.iis-rio.org/media/publications/Report_Sust_Agr_Suriname_2012.pdf.

21
Ruins of the first

synagogue in
Jodensavanne.
Overall, the community has a lot to build on in terms of multiculturalism. Suriname has no
simple ethnic majority, divided among Hindustani (South Asian), African (both Maroon and
Creole), Indonesian, and Dutch. As such, the calendar is filled with religious and cultural
holidays. Many entail festivals, which in a show of national unity, are held in the center of the
old city and attract a lot of participants. The annual Phagwah (Holi) celebration is an example of
an event that draws thousands of Surinamese to the downtown core, and this is something to
build on economically. While the ICOMOS advisory report has expressed concern that such
cultural events are destroying the grass on Independence Square, we counsel local authorities to
harness the potential of such events and balance concerns about preservation of the historic
public space with the importance of activating downtown Paramaribo in a way that engages local
citizens.
2.11. Integration into Surrounding Land Uses and Settlement Patterns
The scale and layout of the historic city carries fairly well into the surrounding suburbs and there
are no overhead or express highways in the city, only surface roads. The main concern is the area
in the surrounding rural countryside, which has a lot of spread out, single family housing and not
much mixed use in terms of neighborhood commercial activities. Management systems for the
surrounding area need to be considered both for water management and development. The
Surinamese population, however, is not growing and thus there are few pressures to develop land
on the outskirts of Paramaribo. However, the guidelines expressed here for the maintenance and
preservation of the Inner City, especially in the provision of walkable neighborhoods, could
serve as a model for outlying neighborhoods of Paramaribo especially once such attention in the
historic core spurs economic activity.

22
2.12. Best Practice: Stichting Stadsherstel Paramaribo

The most innovative practice occurring in Paramaribo as related to historic preservation and
cultural heritage is the Stichting Stadsherstel Paramaribo, or Paramaribo Restoration Foundation.
The Stadsherstel model was adopted from the Netherlands, which engaged in a bilateral technical
assistance with the SGES from 2002 to 2010. Stadsherstel Amsterdam operates as a limited
liability company with a fixed investment return of 5% to shareholders. Funds invested with the
Stadsherstel support the purchase and renovation of historic buildings, which are then sold or
leased. Proceeds from the sale or rental income repay the investors and support the purchase of
further properties. With a triple bottom line approach, whereby monetary profit is not the only
concern, the Stadsherstel can act strategically to revive streets by leasing to tenants that will
contribute to an active street life and fill a community need.
Stadsherstel Paramaribo was established in 2011 with investment from De Surinaamsche Bank,
the countrys largest private bank. While Stadsherstel Paramaribo has restored only two
buildings thus far, Stadsherstel Amsterdam is actively advising its Paramaribo counterpart and
progress is being made slowly but steadily. Elsewhere in the Dutch Caribbean, Stichting
Stadsherstel Willemstad has been active in Curaao since 1991, highlighting the success of this
model among Dutch-speaking countries.
UNESCO recognized Stadsherstel Paramaribo as a best practice in 2013, adding further evidence
to its innovation as a model that could and should be spread beyond the Dutch sphere of
influence.11
The potential
benefits of
restored
buildings
through a
model like
Stadsherstel
Paramaribo are
significant, as
evidenced by
this vibrant
streetscape
along the citys
waterfront.
11
New life for historic cities, UNESCO, 2013, http://whc.unesco.org/document/123570.

23
2.13. Recommendation for Demonstration Site: Watermelon Straat

We have identified a location, Watermelon Straat between Henck Arronstraat and Waterkant, as
a three-block stretch within the PWHS boundaries ideal for a demonstration site of cultural
heritage preservation in the service of sustainable urban development. It is a secondary street
with a series of intact historical buildings in need of restoration that offers a direct visual
connection with the waterfront, where the premier block of restored buildings is located along
the Waterkant. If the buildings on Watermelon Straat were restored and occupied by a mix of
businesses along an improved streetscape that includes green infrastructure, then it could serve as
a model for the overall revitalization of historic Paramaribo.
Such a demonstration site should be a priority for collaboration between the public, multilateral,
non-profit, and international sectors. For example, the Ministry of Public Works could execute
the streetscape improvements and green infrastructure with support from the Inter-American
Development Banks Emerging and Sustainable Cities Initiative, which promotes financially,
socially, and environmentally sustainable cities. Both the U.S. Ambassadors Fund for Cultural
Preservation and the Paramaribo chapter of Rotary International have recently financed
successful building restorations, and their example should inspire other embassies and local
organizations, respectively, to adopt a building. Both SGES and Stadsherstel Paramaribo could
coordinate this effort and recruit tenants.

24
2.14. Summary Recommendations on Paramaribo for Policymakers:
Planning needs to be enhanced both in the city and the surrounding areas with
professional planners employed in the Ministry of Public Works and legal requirements
to prepare an urban master plan.
More fiscal tools, such as tax incentives, need to be used to help attract investment in the
core historic area.
An economic development strategy for the city and surrounding area would help provide
a framework for the revitalization of the historic core.
Go into more depth on the legal issues with property rights and regulations that act as
barriers to investment and revitalization, e.g. property divisions clouding title.
A broader promotion strategy could attract both investors and visitors. Paramaribo has a
lot to offer, but the consistently poor maintenance and upkeep of unique historical
buildings, as well as the lack of a long-term economic strategy, are concerns.
The legal framework in Paramaribo contains basic statues dealing with cultural and natural
heritage. The main issues going forward are how to ensure the planning and legal structure is
improved and actually implemented so that agencies and private interests are working together to
achieve long term planning and management, to make decisions that are transparent and
discussed based on participatory planning frameworks and that scarce funds available are
prioritized in support of the goals of the plan and the legal structure.
The regulatory and administrative framework needs to be revised if the goals of both the
Monuments Act and the Management Plan are to succeed. The resource in Paramaribo as
everyone with an interest has noted, is quite spectacular, however, it is deteriorating. The
situation for coordinated economic, spatial and social action is urgent. This synopsis is consistent
and supportive of the Emergency Plan and Management Plans, which ought to be shopped to
international agencies for their support.

CHAPTER 3: BRIDGETOWN, BARBADOS

25

26

Historic Bridgetown and its Garrison (heretofore, BWHS) was inscribed on the UNESCO World
Heritage list in 2011. The heritage area comprises 187 hectares (462 acres) and buffer zone
comprises 321 hectares (793 acres). According to UNESCO, With its serpentine urban lay-out
the property testifies to a different approach to colonial town-planning compared to the Spanish
and Dutch colonial cities of the region which were built along a grid plan.12 Metropolitan
Bridgetown has a population of 110,000, and Bridgetown is the capital of Barbados, which has a
population of 283,000. The countrys 2013 GDP per capita was $25,372, making it one of the
wealthiest countries in the Caribbean.13 As an extremely tourism-dependent economy whose
visitors are drawn to the beaches rather than urban heritage, Bridgetown represents a unique
opportunity to leverage its recent designation as both a tourism draw and a tool for celebrating
local heritage and culture.
The first English settlers arrived in 1628, taking advantage of the natural harbor at the
Careenage, the mouth of the Constitution River. Unlike contemporaneous Spanish colonial cities
that obeyed the Law of the Indies with its rigid town planning principles, Bridgetown was not
master planned. Instead, the main streets were laid out as needed, such as Broad and High, with a
crisscrossing network of secondary roads and alleys spun off as needed. Several private
landowners who were given land grants in what is now Bridgetown also contributed to the more
organic development of the eventual citys street pattern, relatively unique to the Caribbean.
With the construction of a permanent bridge over the Careenage in 1654, the Town of St.
Michael eventually became known as Bridgetown. Its boundaries were fixed by a 1660 law, and
not expanded until 1822. During the intervening century and a half, the city bustled as a major
seaport for the export of sugar cane, harvested in the interior of the island by African slaves as
part of the islands plantation economy. In 1824, Bridgetown became the seat of the Anglican
diocese for Barbados and the Windward Islands, which subsequently elevated St. Michaels
parish church to the status of cathedral. Subsequently, Bridgetown was also elevated from
town to city status. From 1871 to 1885, Bridgetown was the capital not only of Barbados but
also all of the British Windward Islands. After that point, Barbados withdrew from the
Windward Island colonial union.
In the late stage of the colonial era, a committee sought to establish local government in
Bridgetown with a mayor, aldermen, and other local officials. This process, initiated in 1925,
ultimately resulted in the Local Government Act of 1958, pre-independence. The Royal College
of Arms in London prepared a coat of arms for the city in 1960, but the system of local
government was abolished in newly independent Barbados in 1967. Although now a historical
anomaly, this brief experience with local government is also instructive for some of the citys
current challenges as it does not have an advocate in the form of a mayor, but rather legislators
responsible for all of St. Michaels parish.
12
UNESCO World Heritage List: Historic Bridgetown and its Garrison, http://whc.unesco.org/en/list/1376.
Report for Selected Countries and Subjects, IMF,
http://www.imf.org/external/pubs/ft/weo/2013/01/weodata/weorept.aspx?sy=2009&ey=2012&scsm=1&ssd=1&sort
=country&ds=.&br=1&c=316&s=NGDPD%2CNGDPDPC%2CPPPGDP%2CPPPPC%2CLP&grp=0&a=&pr.x=52
&pr.y=10.
13

27
As the capital of independent Barbados, Bridgetown is home to both historic vernacular

buildings shops and residences, especially mixed-use buildings with ground-level retail and
upper-floor residential as well as monumental architecture befitting its central place in
Barbadian society. At the core, along the initial settlement site of the Careenage, are the neoGothic Parliament Buildings of Barbados (1870-1874), built of local coral limestone, and
fronting National Heroes Square and Independence Square, two of the most significant public
spaces in the country. Two blocks away, the Cathedral Church of St. Michaels and All Angels
(1786) is of a similar style and also made of coral limestone. Other significant religious
institutions include the Georgian-style St. Marys Church (1827), St. Patricks Roman Catholic
Cathedral (1898), and the Nidhe Israel Synagogue (1831), influenced by a London Sephardic
synagogue.
Approximately 2.2 km (1.3 miles) south along Carlisle Bay from the Bridgetown core, the
Garrison consists of colonial administration buildings that now house government ministries, the
George Washington House (where the first U.S. president lived during a brief sojourn on the
island), the Barbados Museum and Historical Society, and a former parade ground, now known
as the Garrison Savannah, which hosts large public events such as Crop Over, the annual festival.
Barbados
parliament
building
represents the
significant
monumental
architecture
present in the
BWHS.

Source: Management Plan for Historic Bridgetown and Its Garrison, 2011.
28

Top: Bridgetowns narrow alleys are more easily navigated on foot than by car.
Bottom: Historic streetscapes make for attractive walking, although sidewalks could be wider.
29

30
3.2. Bridgetowns Built Environment Quality for Pedestrians and Cyclists

The Medieval layout of Bridgetown is highly conducive to walking, as it resembles an English
town center. Major streets that are intersected irregularly by smaller secondary lanes and alleys,
as opposed to a grid pattern of uniform street width, actually makes navigating by car even more
challenging. The presence of sidewalks is generally quite good and limited parking in the center
city, other than some major garages, largely gives priority to pedestrians, though crosswalks,
traffic signals, and sidewalk width could be improved. Of particular note is pedestrian-only
Swan Street, a significant victory for walkers as cars have been entirely prohibited since 2003.
Largely intact, attractive streetscapes encourage pedestrian activity throughout the urban core.
However, smaller lanes and alleys especially would benefit from better public lighting in order to
increase safety at nighttime, when the city is largely devoid of foot traffic. During the daytime,
however, Bridgetown is bustling with both Barbadians and visitors the nearby cruise ship
terminal regularly brings in tourists who can explore the capital on foot. For citizens, the bus
terminal, located with in the BWHS, provides a permanent, covered structure for travel across
the entire island. A short walk from Independence Square, government buildings, shops, and
other attractions, the bus terminal discourages driving into the center city by making travel to and
from Bridgetown on foot and transit a relatively simple proposition.
Street trees and shade from second floor balconies could be improved, as such amenities provide
vital relief from the tropical heat under the midday sun. However, efforts have been made on
several historic streets to provide street furniture and other amenities. Public spaces, especially
Independence Square and the Chamberlain Bridge over the Careenage, are in excellent condition
and provide a centerpiece for the Bridgetown experience.
Bicycles are conspicuously absent from the Bridgetown urban landscape as a form of
transportation. Given the relatively scarce room for cars to begin with, cycling in and around
Bridgetown would prove difficult without dedicated bike infrastructure.
Above: Proposed redevelopment will reopen the Constitution River, currently channelized.

Above: Swan Street has a long history as a pedestrian-only thoroughfare, with shaded awnings
that support street commerce.
Below: The pedestrianization of Swan Street has spurred similar approaches, such as this short
street perpendicular to Swan.
31

32
Above: In the historic core, wide sidewalks predominate and favor pedestrians.
Below: In the buffer area, especially the narrow connection between Historic Bridgetown and the
Garrison, pedestrian amenities suffer with an unpaved sidewalk on one side of the road and none
on the other.

33
Above: The car-free Chamberlain Bridge provides a safe haven for bicycles.
Below: Cycling appears reasonably safe in the historic core of Bridgetown because of low traffic
speeds, but urban areas lack bike lanes or other complete streets amenities.

34
3.3. Recommendations to Improve Pedestrian and Bicycle Friendliness
Focus on better connections to the historic center from the Garrison area, which currently
function as two separate zones within the BWHS, nearly 1 km apart along the waterfront
Develop a pedestrian-oriented business development strategy in the core area
While informational signage concerning BWHS is good, improved wayfinding signage
would benefit visitors and locals alike in navigating through the city on foot
Develop a bike program, perhaps bike share, that involves safety, parking, on-street
infrastructure, promotion, and awareness
More strongly enforce parking rules so that drivers do not encroach on pedestrian spaces
Use the Constitution River project to establish a larger green-infrastructure and open
space network plan for both bike and pedestrian access and storm water management
Consider a fixed-route circulator system for easier circulation within Bridgetown along
with a possible tram, light rail, or streetcar system from Bridgetown to outlying parishes
Re-think the suburbanizing nature of Barbados to use the example of historic Bridgetown
for new and redevelopment projectsupdate the Barbados Physical Development Plan
and town and country planning regulations accordingly
3.4. Bridgetowns Management Plan

All UNESCO World Heritage Sites are required to maintain and update their management plans,
the core document that guides the preservation, restoration, development, and administration of
the site. BWHS has a strong document, The Management Plan for Historic Bridgetown and Its
Garrison, that was developed with extensive by stakeholder consultation by the Barbados World
Heritage Committee. The document was published in 2011 and is valid through February 2016,
with plans for renewal on a five-year cycle. It states:
The Management Plan is a paradigm shift in the Caribbean from the traditional notions of
preserving cultural heritage, which typically focus on built heritage. It includes the preservation
of intangible heritage such as oral traditions, ritual, language, dance, music, literature and
visual arts.14
This pioneering visioning is very encouraging, as it acknowledges the strengths of Caribbean
historic cities, which combine elements of built heritage, usually the product of the colonial era,
with the cultural gifts of the present society.
With an impressive array of partners, the Management Plan makes it clear that maintaining the
BWHS is a priority for a wide swath of Barbadian society in the public, private, and non-profit
sectors. This level of cooperation bodes well for the future of the BWHS. Likewise, the
Management Plans provision of action plans on topics such as traffic management, tourism
management, public awareness, risk management, and heritage and cultural interpretation are
important steps to translating the lofty ideals of the Management Plan into a reality for the
BWHS.
14
The Management Plan for Historic Bridgetown and Its Garrison, February 2011,
http://barbadosworldheritage.com/2013-03-15-16-50-27/managing-our-site/85-management-plan-for-historicbridgetown-and-its-garrison.

35
In particular, the plan notes that Barbados Tourism Investment (BTI) will enhance the public
infrastructure and pedestrian environment within tourism districts through development,
redevelopment and public initiatives.15 The Management Plan also refers to the Bridgetown
Community Plan, which outlines the Government of Barbados commitments, including policy
direction for improving the network of open spaces, the residential and pedestrian environment,
and transportation and transit.16
Perhaps laying the groundwork for the citys UNESCO bid, Bridgetown has been the subject of
extensive review for its historical architecture, although less so for its urban planning and form.
Treasures of Barbados (Papermac: 1990) by Henry Fraser, based on 13 television programs
produced by the Barbados National Trust, covers a full architectural history of the country.
Several of Bridgetowns more monumental structures were featured in Edward Crains Historic
Architecture in the Caribbean (University Press of Florida: 1994) while The Barbados Garrison
and Its Buildings (Macmillan Caribbean: 1990), by Warren Alleyne and Jill Sheppard, focuses
on one pole of the UNESCO World Heritage Site. The chattel house, Barbados main vernacular
form with a few examples in Bridgetown, was given a thorough socio-historical treatment by
Stephanie Bergman in Building Freedom: Nineteenth Century Domestic Architecture on
Barbados Sugar Plantations (College of William and Mary: 2010). The chattel house was also at
the center of polemics about contemporary socio-economic issues in Housing and Housing
Policy in Barbados: The Relevance of the Chattel House (University of London: 1992) and LowCost Housing in Barbados: Evolution or Social Revolution? (2001: University of West Indies
Press) by Mark R. Watson and Robert B. Potter.
The city itself was given a thorough historical assessment by Warren Alleyne in Historic
Bridgetown, published by the Barbados National Trust in 1978. The work highlights the Trusts
early and extensive advocacy on behalf of the islands historic assets. To that extent, the A-Z of
Barbados Heritage (MacMillan Caribbean: 2003) includes extensive documentation of the citys
founding and development by Henry Fraser. More academic studies have been published as well,
such as Pedro L. V. Welchs Slave Society in the City: Bridgetown, Barbados 1680-1834 (Ian
Randle Publishers: 2003). The book is one of the first studies of the citys colonial past by a
contemporary historian and could serve as a useful guide for further heritage planning efforts.
Finally, the effort to achieve UNESCO World Heritage Site status has generated a small but very
relevant body of literature. Historic Bridgetown and its Garrison were added to the UNESCO
Tentative List in 2005, alongside the Scotland District (a natural heritage site) and The Industrial
Heritage of Barbados: The Story of Sugar (a serial cultural heritage site). Like historic cities, the
latter is common to several Caribbean countries, and in their article The Industrial Heritage of
Sugar at World Heritage Sites in the Caribbean, Tara Inniss and Lee Jolliffe situate the
Barbadian site in the context of a Cuban site on the UNESCO register and a tentative site in the
Dominican Republic. Stressing the possibilities of heritage tourism as well as the significant
15
16
p. 141.
pp. 71-72.

36
potential for the economic development and engagement of local communities, the authors,
writing in Sugar Heritage and Tourism in Transition (Channel View: 2012), edited by Jollife,
offer lessons relevant to historic cities that seek UNESCO designation. Specifically, they discuss
the psychosocial distancing of Barbadians from their plantation history, which certainly
extends to historic buildings that represent the colonial past. Recognizing that memorializing
only the built heritage of the colonizer does little to convince many Barbadians, they point out
that emphasis must also be placed on researching and presenting both the tangible and
intangible heritage of the descendants of enslaved Africans to ensure the sustainable
development and protection of Barbadian cultural heritage. These comments echo the bold
statement of the Management Plan in shifting the paradigm of cultural heritage preservation.
Bridgetown ultimately succeeded where The Story of Sugar has not yet, and thus has the
opportunity to pioneer some of the approaches that will make other UNESCO sites accurately
reflect contemporary Caribbean society and not just a European colonial past. That said, while
the existing historical studies and architectural assessments of Bridgetown all buttressed the
nomination, as did the preparation of a thorough and detailed management plan, some heritage
experts feel that politicking may have led to slightly hasty inscription. Lynn Meskell, writing in
the Journal of Field Archaeology in 2012, argues, Previously, properties like Historic
Bridgetown in Barbados or sites in the Mongolian Altai would have been deferred and
potentially brought forward the following year after demonstrating compliance. [] At the Paris
meeting, however, the merits for inscription were not deemed necessary in advance, but were
more often seen as delayed provisions.17
Nevertheless, the euphoria that followed the announcement in 2011 has steadily picked up steam,
especially among local media. In 2012, the Barbados Hotel and Tourism Associations in-room
magazine, Ins & Outs of Barbados, published a special edition commemorating the inscription of
Historic Bridgetown and Its Garrison. Featuring full-page photo spreads, meticulous historical
essays by the Barbados National Trust, and salutes from leading government and private sector
figures, the issue highlights the seriousness with which the tourism industry treats the UNESCO
inscription as a vehicle to promote heritage tourism. The Barbados Advocate, the countrys paper
of record, has also taken a supportive tack. Henry Fraser, past president of the Trust, writes a
weekly column in the paper, Things That Matter, and regularly addresses the UNESCO World
Heritage Site as well as heritage matters more broadly. Separately, the paper regularly covers
events and activities in Bridgetown and the Garrison.
Bridgetown benefits from a long history of legislative and administrative policies that help
support the conservation of historic resources. These include:
National Trust Act of 1961

1984 Inventory of National Trust Listed Buildings
National Physical Development Plan (amended 2003)
17
The rush to inscribe: Reflections on the 35th Session of the World Heritage Committee, UNESCO Paris, 2011,
Lynn Meskell, Journal of Field Archaeology, Volume 27, Issue 2, May 2012, pp. 145-151,
http://www.maneyonline.com/doi/full/10.1179/0093469012Z.00000000014.

37
Town and Country Planning Act Cultural Heritage Subsections

Cultural Industries Bill
Established by the National Trust Act of 1961, the Barbados National Trust has a mandate to
promote the preservation of places of historic and architectural interest and of ecological
importance or natural beauty. In 1961, the addition of ecological and scenic elements to a
preservation act was relatively rare, highlighting Barbados history of remaining ahead of the
curve on heritage preservation matters, as reflected in its innovative Management Plan. Under
the Town and Country Planning Act, the Trust acts in an advisory capacity providing comments
on listed buildings of significance and sits on the Planning Advisory Committee as well as the
World Heritage Committee. The Trusts Sentinel Committee also monitors potentially
endangered historic buildings, but penalties for demolition even of listed buildings are currently
far too low to deter real estate developers and the 1984 Inventory of National Trust Listed
Buildings is long overdue for a comprehensive update backed by legislation now that 30 years
have passed.
Three Development Acts are also
important because they provide a
framework for the holistic development
of specific sites and properties: the
Pierhead Development Act, the Special
Development Area Act, and the Tourism
Development Act. These laws provide for
incentives and review processes aimed at
improving the physical and economic
conditions in Barbados and in particular,
Bridgetown. They indicate the capacity
of the legislature to direct bills at specific
issues for the benefit of the BWHS.
One important piece of legislation
unrelated to historic preservation but that
relates to our focus on walkability and
public transportation is the Road Traffic Act, which covers the issue of maintaining adequate
rights of way for vehicles, bikes, and pedestrians, as well as signage in the right of way. The
Traffic Management Action Plan, as prescribed the overall Management Plan for BWHS, should
use the Road Traffic Act as a point of departure for prioritizing pedestrian and bicycle access in
the historic core.
Finally, in addition to the many items contained within the Town and Country Planning Act that
encourage cultural heritage preservation, we wish to draw attention to its provisions for
regulating signage as a development type. In the downtown area as well as corridors leading
to the downtown, signage can interfere both with rights of way by their physical placement as
well as interfere with scenic views, an item referred to above under the 1961 National Trust Act.
While the BWHS is performing admirably well on many fronts, it should pay more attention to
the issue of signage, as consistent with existing legislation.

38
Overall, the legal framework in Barbados contains a solid array of statues dealing with the means
to both preserve and create places that are sustainable, walkable and integrated with cultural and
natural heritage. The main issues for Barbados and Bridgetown going forward are how to ensure
the planning and legal framework that is well established is implemented, decisions are
transparent and discussed based on these frameworks and the scarce funds available are
prioritized in support of the goals of the plan and the legal structure. Newer legislation, like the
Cultural Industries Bill, which supports economic development in the culture sector, can also
work in tandem with smart urban planning and design as tangible and intangible cultural heritage
are mutually reinforcing.
The Pier Head

Development (rendering
left, overview below left)
represents a significant
economic investment in
the BWHS for new
residential and
commercial real estate that
will draw residents and
visitors into Bridgetown,
provided it respects
historic design guidelines.

39

The National Cultural Foundation and the Ministry of Culture, Youth, Sport, and Family offer
several cultural heritage programs. For more detail see section 3.10. Local Cultural
Development Existing Practices and Potential.
Barbados has a Sustainable Development Policy document that was prepared in 2002 by the
National Commission on Sustainable of Development, approved by Cabinet in 2003, and taken
to Parliament in 2004. The document formulates a national definition of sustainable
development and identifies national principles to pursue that definition; provides a framework
for decision making based on said principles; and promotes public awareness and adoption of
sustainable development principles on the part of all Barbadians. The document makes specific
reference to the importance of using indigenous construction materials and promoting Barbadian
vernacular architecture in design, both concepts that support the ideas in this report.
In addition to this policy document, Barbados also benefits from goal four of the National
Strategic Plan, building a green economy; the National Biodiversity Strategy and Action Plan;
and the draft Barbados Energy Policy. Outside the policy arena, there is the Barbados
Sustainable Finance Group and the Partnership for a Resource-Efficient Green Economy
between the Government of Barbados and the UN Environmental Programme.
As far as specific areas where Barbados has shown leadership and vision in sustainability, their
Coastal Zone Management Unit is best in class in the Caribbean for managing the resources of
the coastal zone, both onshore and offshore.
See section 3.12. Best Practice: The Revitalise Bridgetown Initiative / Bridgetown Alive.
The Crop Over season, which runs from June to August, coincides with the anniversary of
Bridgetowns inscription as a World Heritage Site. The National Cultural Foundation, in
partnership with Barbados Tourism Investment, Inc., recently completed its second season of
heritage walking tours, which are regularly oversubscribed. The amount of interest bodes well
for possible year-round walking tours that could be of interest to the plethora of international
tourists, especially cruise ship passengers who disembark at the citys deep-water port and more
often than not are whisked to the interior without visiting Bridgetown proper.

40
Heritage walking tours in historic Bridgetown

(above) and the weekly changing of the guard in
the Garrison (right) simultaneously offer public
education while encouraging a pedestrian
experience of the city.
3.11. Integration into Surrounding Land Uses and Potential for Influencing Development and
Settlement Patterns Elsewhere in the City or Country
While historic Bridgetown and its Garrison are dense and walkable, that pattern becomes less
and less the case throughout St. Michaels Parish. Especially along the highly developed south
and west coasts, the proliferation of strip-style development has created a kind of suburban
sprawl that has created an unsustainable land use pattern through Barbados. Given the islands
history, there are other towns, such as Speightstown and Holetown, that feature dense, walkable
layouts akin to Bridgetown, but new development has not followed suit. The Villages at
Coverley in Christ Church, for example, has sustainability elements like solar and wind-powered
street lights and a water reclamation facility, but nevertheless maintains a suburban layout with
no sidewalks and auto dependency. Emerald Park in St. Philip, near the emerging Six Roads
Regional Centre, is another example of the new growth in residential development in Barbados
that would benefit from the density and mixed-use nature of historic Birdgetown. In short,
Barbados continues to build and given its limited amount of land, it is imperative that more
traditional settlement patterns be adopted.
3.12. Best Practice: The Revitalize Bridgetown Initiative / Bridgetown Alive
The Revitalize Bridgetown Initiative / Bridgetown Alive (TRBI), spearheaded by the Barbados
Chamber of Commerce, aligns with the stated goals of the National Physical Development Plan
to preserve Bridgetown as the countrys commercial hub. Its notable successes thus far deserve
special mention. TRBI seeks to extend business hours out of season, on Sundays, and after dark

41
to promote Bridgetown as an active downtown and promote sustainable, long-term businesses

that respect the World Heritage Site. Other goals include physical beautification, more street
trees and green space, better circulation patterns, and turning Broad Street into a pedestrian-only
thoroughfare like Swan Street is currently. A pilot duty-free day was a large success and the
Chamber is pushing to make Bridgetown a full-time duty-free zone. An attempt at a VAT-free
day was not approved.
85% of Bridgetown is commercial, almost entirely small businesses, although there are some
larger businesses including Cave Shepherd (a department store) and some companies in the
banking and insurance sectors. The Chamber has conducted surveys and inventories to arrive at
the figure of 1,900 businesses in the city. In addition to expanding business hours, a significant
coup for TRBI was convincing the University of the West Indies (UWI) to open an urban
campus in the former Sagicor / Barbados Mutual Life Insurance Company building, a significant
historic property that has been vacant for several years in downtown Bridgetown. In a May 2014
announcement, Sir Hilary Beckles, Pro-Vice Chancellor and Principal of UWI-Cave Hill,
declared, We are going to be coming into Bridgetown later this year, to help (with the)
revitalisation of the City.18 He cited the potential for 5,000 students who currently head to the
suburban Cave Hill campus to instead head to the urban core of historic Bridgetown in the
evening hours for classes catering to working professionals. The transformative potential of this
new traffic into Bridgetown afterhours is immense.
Finally, starting in July 2010, the Chamber partnered with the National Cultural Foundation to
organize Bridgetown Alive, which, for example, brought key musical events of the annual Crop
Over festival into town (such as Pan in de City), highlighting the potential for the physical
heritage site of Bridgetown to serve as a stage for Barbados intangible cultural heritage.
Although using public space in town involves significant red tape, the Chamber has a track
record. For example, in addition to Pan in de City, they have hosted a fashion show for local
clothing designers as a platform for entrepreneurs to showcase their work. In another event, the
Chamberlain Bridge over the Careenage became a pop-up cocktail lounge. The Chamber also
organizes the Friday after work Port Lime, which happens every week for the 10 weeks leading
up to Crop Over. All of these events are positive steps to making Bridgetown a viable destination
outside of regular business hours, thus driving foot traffic and adding to the general perception
that Bridgetown is safe, fun, and an exciting place to visit even outside usual business hours.
Overall, TRBI employs many contemporary strategies for urban revitalization that are common
in cities in the developed world, such as leveraging anchor institutions (in this case a university),
incubating and nurturing small businesses, enhancing placemaking through pedestrian-oriented
urban design, activating spaces with pop-ups and other iterative urban interventions, and
supporting public-private partnerships. However, TRBI engages all these strategies with a finetuned knowledge of local culture, economics, and social conditions. Thus it is successful in
translating global ideas to a local context. Initiatives like TRBI are a Caribbean best practice that
could and should be employed by other historic cities that are home to chambers of commerce.
18
City Campus on the horizon, May 9 2014, The Barbados Advocate,

http://www.barbadosadvocate.com/newsitem.asp?more=local&NewsID=36299.

42
Left: The owners of a historic

site in Bridgetown (the Screw
Dock) advertise the citys
UNESCO World Heritage
designation.
Below: Although in need of
restoration, the Screw Dock
site has been adapted to
support a small business in a
waterfront location accessible
only on foot.

Sample Bridgetown Alive events (source for all images: Barbados Chamber of Commerce)
Above left: Advertisement for an event designed to promote afterhours activity.
Above right: A Saturday daytime fashion show, bringing weekend activity to the city.
Below: A pop-up cocktail lounge on Chamberlain Bridge creatively repurposes downtown.
43

44
3.13. Recommendation for Demonstration Site: Queens Park House

Queens Park was the first public space in Barbados, opened in 1910. The park consists of 10
acres and it is a tradition to promenade through the park on Christmas morning. The Spartan
Cricket Club, one of the first cricket clubs in Barbados to admit black players, uses the grounds
as a training area and the site is highly trafficked. However, Queens Park House on the site is a
wood and brick building in need of repair. This building would be the perfect pilot project for a
training program to teach restoration arts. A joint committee consists of the Barbados Museum
and Historical Society, the National Trust, and the Project Unit of the Ministry of Education,
which has a trained architect on staff, could oversee the hands-on training of students. Students
could come from the Samuel Jackson Prescott Polytechnic, which teaches masonry, carpentry
and electrical skills; the Barbados Community College, which offers an associates degree in
landscape architecture, architecture, and surveying; and/or government vocational training
programs. The completed building could then house the restoration-training program. The InterAmerican Development Bank and Caribbean Development Bank are potential funders, as this
program would support educational capacity and job skills. Finally, the Ministry of Energy and
the Environment maintains the Solar House on site, a 2-bedroom, 1-bathroom off-the-grid house
powered by photovoltaic panels. The restoration of Queens Park House could likewise consider
modern sustainable construction techniques.
3.14. Summary Recommendations on Bridgetown for Policymakers
Enable legislation to establish a business improvement district in Bridgetown

Increase fines for private owners who illegally modify or demolish buildings on the
historic register
Formally update the inventory of historic buildings as it has not been changed on the
record since the 1980s
Work more closely with the National Trust, especially the Sentinel Committee, to ensure
that plans are in place to protect buildings at risk
Authorize a non-profit entity, like the National Trust or the Chamber of Commerce, to
buy and sell buildings so that they can make strategic investments for the benefit of the
historic city
Expedite new development proposals like the Pier Head project, provided there is
consensus among the members of the World Heritage Committee on the projects
conformity to the BWHS Management Plan

CHAPTER 4: ST. GEORGES, GRENADA

45

46

The capital city of Grenada was founded by the French in the 1650s. Their presence is visible in
the red roofed houses common throughout the city and in certain architectural aspects of the
military fortifications that ring the city from its hilltops. In 1762, the British captured Grenada
during the Seven Years War, and it subsequently remained a British colony until independence
in 1974. St. Georges developed as an important commercial port, especially for the islands
spice trade. The British added to the military fortification system, incorporating the latest in fort
design, thus leading to a unique collection of forts that blend French and British architectural
styles. A total of eight forts were constructed that ring St. Georges remarkable natural harbor.
The British also constructed administrative buildings. From 1885 to 1960, St. Georges served
as the capital of the British Windward Islands. In 1983, a coup led to a brief military
government, which executed several prominent political figures, including Prime Minister
Maurice Bishop, inside Fort George. In the present day, Fort Geroge, on a point facing the
ocean, is home to the Police Headquarters and Training School. Behind the harbor on the inland
hills, Fort Frederick has been restored and is open to the public, while nearby Fort Matthew,
which served as an insane asylum from 1880-1987, is abandoned and in need of repair. The
remaining five forts have disappeared or are in complete ruins.
In 2004, the National Cultural and Heritage Committee, acting in partnership with the Physical
Planning Unit of the Ministry of Works, submitted a proposal to place the St. Georges Fortified
System on the UNESCO Tentative List, where it has remained ever since. Later that same year,
Hurricane Ivan struck Grenada and caused significant damage to the entire island, including St.
Georges.
4.2. St. Georges Built Environment Quality for Pedestrians and Cyclists
St. Georges is a dense, walkable city with a strong urban fabric. It has a significant commercial
presence in addition to government buildings, both of which bring Grenadians to the capital.
Grenada has experienced less of the suburbanization of larger neighbors like Barbados and
Trinidad, with most of the population clustered in smaller villages if not in the capital city.
There are relatively few enclosed malls or shopping centers, which supports St. Georges
commercial vitality.
However, the streets of St. Georges are exceptionally congested. In many narrow streets,
especially ones with markets or street vendors, there is not enough room for both cars and
pedestrians. Sidewalks exist but are often too narrow for the volume of pedestrians, which is a
good problem to have that simply must be better managed. The city is punctured by several
hills, including the one upon which Fort George rests, that separates the postcard picturesque
Carenage (harbor waterfront) from the west side of St. Georges, where the cruise ship terminal,
bus terminal, and main market are located. While there are walkable connections, such as the
Sendall Tunnel, pedestrians must share the roadway with vehicles. There are is no bike
infrastructure in St. Georges, and given the amount of congestion in the central city, navigating
by bike would be a challenge. The Carenage and other routes that move vehicle traffic through
the city could accommodate bicycles, however, provided they avoid the major hills.

Above: The Carenage at its best for pedestrians wide walkways and a shaded trellis.
Below: The Carenage at its worst for pedestrians narrow sidewalk close to the water.
47

Above: A street in St. Geroges crowded with vendors, cars, and pedestrians
Below: Pedestrians forced to share the roadway with cars in St. Georges.
48

49
Left: A historic market building

supports pedestrian activity and local
economic development. The shaded
awning makes for a more comfortable
vendor and customer experience,
while the narrow lane prohibits cars
from intruding.
Below left: The Sendall Tunnel, a
historic engineering project in St.
Georges, privileges automobile
traffic and forces pedestrians to share
a narrow, confined space with cars.

50
Focus on safer pedestrian routes along the historic Carenage and better connections
between the Carenage and other parts of St. Georges
Improve pedestrian-oriented businesses by recruiting them to occupy vacant and
underutilized buildings
Update wayfinding signage to support pedestrian navigation of the city
Step up designation and enforcement of historic status for the citys built environment
Vigorously enforce parking rules in order to keep cars from clogging the narrow streets
Improve public open space and facilities, such as street furniture, crosswalks, and public
lighting, for instance in the area around the cruise ship port and the Carenage.
Review public transportation systems and suggest improvement to routes, stops and
promotion; consider a fixed-route circulator system from St. Georges University (SGU)
and other key points
Develop a stronger link to the students and faculty at SGU; establish a presence in the
downtown; improve awareness and outreach to the students so that they spend more time
and money in St. Georges proper
Improve revenue for public amenities by an economic development strategy, e.g. take
advantage of international development interests to help restore major buildings and sites
damaged by Hurricane Ivan.
Continue to pursue UNESCO World Heritage Site designation for the St. Georges
Fortified System by preparing a management plan; include the center city in the sites
buffer area.
4.4. Dossier: Approach to the Protection, Conservation and Nomination of St. Georges
Fortified System (Grenada)
In order to secure a place on the UNESCO Tentative List, the Government of Grenada, with the
support of the World Heritage Centre and the Netherlands Funds-in-Trust, hired a consultant,
David Lesterhuis, to prepare a dossier for the sites nomination in August 2004. It focuses
mostly on the forts themselves, including technical specifications and prospects for restoration,
but it does address the buffer zones that would surround the forts and restrict development.
Although ten years old, the report is still very much applicable and should be included in any
renewed effort to create a management plan for St. Georges.
While the 1983 U.S. invasion of Grenada has generated a number of political books on the
island, the literature on the capital, St. Georges, and its built heritage is limited. The Grenada
National Trust developed Architectural Design Guidelines for St. Georges, Grenada in 1988
with the assistance of USAID. The Grenada National Museum has published several books by
Michael Jessamy, Heritage Conservation Officer with the Ministry of Tourism: Forts of
Grenada (1983); Architectural Heritage of Grenada (1986); Forts and Coastal Batteries of
Grenada (1998); St. Georges: the Prettiest Town in the Caribbean (with George Brizan, 2004).
One would suspect that the military fortifications, especially Fort George, with its original 18th

51
century example of a Vauban-style masonry fortress, would attract more attention from scholars
of military architecture.
St. Georges benefits from a several pieces of legislative that help support historic preservation:
National Trust Act of 1967
Grenada National Trust Strategic Plan 2013-2017
Grenada National Strategic Development Plan 2007-2017
Grenada National Physical Development Plan (2003)
Physical Planning and Development Control Act 25 (2002)
The Grenada National Trust has a mandate to promote the preservation of places of historic and
architectural interest or national beauty. The Trust acts in an advisory capacity providing
comments on listed buildings of significance and sits on the Planning Advisory Committee. It
may also generate funds through ownership of properties. In the well-designed and written
Strategic Plan 2013-2017, these underpinnings are highlighted and the importance of securing a
UNESCO designation for St. Georges is listed as a top priority.
The National Strategic Development Plan 2007-2017 makes specific reference to the importance
of leveraging Grenadas cultural capital, though it does not mention the efforts to designate the
St. Georges Fortified System a UNESCO World Heritage Site. It does, however, address urban
planning, by calling for urban renewal plans every three years, highlighting the importance of
improved traffic flow in St. Georges, and calling for the implementation of the National
Physical Development Plan.
There are also currently development plans for the Carenage and the Port. We have not reviewed
the legislation for these programs but it is important that the development management authority
should allow such special development bodies to buy and sell property and have the ability to act
once they have been established.
Finally, according to the Lesterhuis dossier, in the Physical Planning and Development Control
Act, the Planning and Development Authority (PDA) is appointed as the national service for the
identification, conservation and rehabilitation of the natural and cultural heritage of Grenada
(section 40). The Natural and Cultural Heritage Advisory Committee (NCHAC) is the advisory
body to the PDA with representatives from relevant ministries and NGOs. The Act contains
broad provisions for the licensing and control of all activities, which may cause degradation of
the natural and cultural heritage.
See 4.12. Best Practice: Physical Planning Unit Conservation Guidelines.

52

Grenada is a small island developing state (SIDS) and actively participates in the global SIDS
communitys commitment to sustainability. In light of the United Nations Conference on
Sustainable Development (Rio +20), Grenada has a roadmap for building a green economy to
induce poverty eradication and sustainable development. This includes a micro-pilot
demonstration in Carriacou, a small island that is part of the country of Grenada, with a focus on
a water-energy-waste integrated system, an educational center for low-carbon technology and
natural resource management, eco-friendly tourism infrastructure, and low-carbon transport
system. The country is also pursuing projects related to the management of water resources in
northern Grenada, community-based coastal ecosystem restoration, renewable energy sources for
medical and community centers during natural disasters, early warning systems for floods and
droughts, climate-smart agriculture, and sustainable fisheries.
While Grenadas preparatory documents for Rio +20 do mention the threats of global climate
change, they do not mention sea-level rise or the coastal zone, a particular threat to a SIDS,
where population tends to be clustered along the coast. Moreover, the documents make no
mention of urban areas in general or St. Georges specifically, suggesting that the country is
focused predominately on national level sustainability and not yet on subnational
agglomerations, namely cities, towns, and villages.
St. Geroges is a bustling commercial as well as administrative capital and could build on several
existing opportunities to enhance local economic development. The citys public market is one
of the most vibrant and centrally located in any Caribbean city, with both a historic marketplace
and more makeshift vendors in the street. Given Grenadas agricultural heritage, particularly as
the spice island of nutmeg, the market is a prime opportunity to support local agriculture,
educate the public about healthy food choices, expand the product base to include other locally
produced goods, and enhance the vitality of St. Georges, particularly on non-business days.
Given the preexisting Saturday market, St. Georges is already doing an admirable job at
bringing foot traffic into the central city on weekends. However, a market manager or other
overseeing body could help coordinate the market into more controlled chaos that would
benefit vendors and customers alike.
The cruise ship terminal also disembarks on the west side of St. Georges, encouraging tourists
to explore the city on foot. Better wayfinding that would direct visitors both to historic sites and
commercial corridors could improve local economic development, especially if focused on
Grenadian products as opposed to cheap tourist trinkets produced outside the country. A Buy
Grenada campaign similar to the Buy Bajan label in Barbados could support local
artisans, food producers, and small manufacturers among both visitors and locals.
Finally, the Grenadian economy derives a significant percentage of its GDP from St. Georges
University, a medical and veterinary school with a total enrollment of 6,302 for the 2013-2014
school year. Given that Grenadas entire population is about 105,000, the student body adds
nearly 6% to the number of people living in the country. This captive audience of mostly

53
American students with some degree of disposable income is a huge resource for the city of St.
Georges, which after all is the namesake of the university, but is largely untapped. In particular,
the students live in an isolated campus that does not have strong transportation connections to the
capital city even though the distance is only five miles. Encouraging the university to expand its
campus bus service to include routes to and from St. Georges, and simultaneously promoting the
attractions of St. Geroges to students, would be a mutually beneficial economic undertaking.
Like all Caribbean countries, Grenada has an annual Carnival. Spice Mas, as it is known, is held
in June, which puts it off cycle from some of the other larger Caribbean Carnivals, such as
Trinidad (February/March) and Barbados Cropover (August). This is a competitive advantage
for Grenada, and currently St. Georges plays a significant role in the Spice Mas festivities,
hosting nearly one-third of the designated Carnival sites in large venues such as the National
Stadium, Fort Matthew, and Fort Frederick, as well as smaller playing fields and recreation
grounds. Linking Carnival and other intangible heritage with St. Georges will encourage local
cultural development.
Finally, the capital city has a small cluster of cultural institutions near Fort George, in the area
that would fall within the potential UNESCO World Heritage Site buffer zone. These include,
chiefly, the Grenada National Museum, as well as the Grenada Arts Council Gallery and a
couple other small art galleries. Supporting this cultural cluster in the future planning process for
St. Georges and branding this corner of the city as a cultural destination would help these
institutions act as mutually reinforcing anchors for local cultural development.
While Grenada does have some strip-style development following the major roads that ring the
islands coastline, for the most part the population lives in small towns and villages. Concerns
about sea-level rise and natural disasters notwithstanding, from an overall land use perspective
this is a smart approach to a limited supply of land, especially on an island that maintains an
agricultural presence. As the largest city on the island, however, St. Georges can and should
serve as a model for urban living that gives priority to pedestrians and cyclists within town and
village limits. At present, the shared roadway challenges of congested St. Georges, while more
extreme, are similar to challenges in other towns like Gouyave, Sauteurs, and Grenville. Finally,
the southwestern corner of Grenada, near the Maurice Bishop International Airport and St.
Georges University, has a more sprawling land use pattern, especially the concentration of
beach resorts, and would benefit from following St. Georges historic layout that encourages
density in a pedestrian-friendly environment.
4.12. Best Practice: Physical Planning Unit Conservation Guidelines
The St. Georges Fortified System was placed on UNESCOs Tentative List in 2004. While the
focus of the World Heritage Site itself would be the forts, the buffer zones would encompass the
town below, thus incorporating St. Georges proper into a World Heritage Site. This is an
innovative approach that leverages a built heritage asset, in this case the fortified system, to

54
strengthen urban planning in the area surrounding the historic property. While historic St.
Georges may not qualify on its own merits for a UNESCO designation in the same way that
historic Bridgetown or inner-city Paramaribo do, the St. Georges Fortified System can
nevertheless overlay the town with a UNESCO designation via the buffer zone, which would in
turn strengthen conservation, planning, and smart urban design in the capital.
To that end, the Physical Planning Unit prepared conservation guidelines for St. Georges in
2009 that address restoration, signage, open space, demolition, and new construction. All of
these guidelines would support an improved pedestrian environment in St. Georges. This
document also outlines a proposed heritage conservation area for the town of St. Georges and
proposed planning controls within conservation areas. Proposed interventions include dedicated
bike lanes along the Carenage and other waterfront areas, as well as improved sidewalks. If the
St. Georges Fortified System receives a UNESCO designation, this will be a boon for the built
environment in all of St. Georges.
For other Caribbean cities that have historic sites or monuments but not necessarily an entire
historic urban landscape that would qualify for UNESCO designation, St. Georges back door
approach to applying stricter land use controls and urban planning guidelines to a historic city is
a viable method.

55
4.13. Recommendation for Demonstration Site: Cultural Corridor

The cluster of cultural institutions on the west end of the Careenage, including the Grenada
National Museum, the Grenada Arts Council Gallery, and a couple other small art galleries,
could serve as a hub of activity in St. Georges bringing together locals, tourists, and medical
students. Few improvements to the streetscape are needed in this case; rather, these institutions
could band together and organize events, exhibitions, concerts, and other activities on a Friday
evening or other time outside of business hours with the explicit goal of bringing cultural activity
into the city on a regular basis. The First Fridays concept in Philadelphias Old City, another
historic district, is a good model.
4.14. Summary Recommendations on St. Georges for Policymakers
There must be a serious inventory and listing of the key buildings, streets, and public
areas in St. Georges, with the Grenada National Trust empowered to take charge of such
an effort
Updated legislation and rules on redevelopment use, form, and design are needed
National Physical Development Plan needs to be updated and enforced by creating a
development corporation with authority to act independently once given a mandate and
guidelines

56
Government House site redevelopment should be a priority for outside

partnership/funding
Decision makers need to see the value of the existing city and its form and let the local
advocates and design community take the lead on many of the ideas and actions
The citizens should be engaged in a public awareness campaign to support and advocate
for the protection of St. Georges unique character
Create a planning commission to oversee enforcement and design review to reduce the
urge to react to local political pressures on specific proposals
Engage the trustees and leaders of St. Georges University to find more means of
collaboration and support.
Attention to design is critical to avoid intrusions that are out of character in both the proposed
UNESCO World Heritage Site (right) and the proposed buffer zone (left).

57
Above: Vacant and decaying historic assets show the need for an overall strategy that brings
public and private sector interests together.
Below: Restoring the historic fortifications with outside private investment would put these
unique resources to work for St. Georges in particular and Grenada more generally.

CHAPTER 5: PORT OF SPAIN,

TRINIDAD AND TOBAGO

58

59

For the purposes of this report, Port of Spain and East Port of Spain, although two separate
jurisdictions, will be treated in tandem. Moreover, here Port of Spain refers specifically to
downtown, although the Port of Spain City Corporation has jurisdiction over more residential
neighborhoods outside downtown as well. This section of the report is based on a historical
framework of Port of Spain and East Port of Spain that was recently submitted to the Caribbean
Network for Urban and Land Management by Professor Bridget Brereton of the University of the
West Indies, under an associated Research and Development Impact Fund (RDIFUND) project
Leveraging Built and Cultural Heritage for Economic Development in East Port of Spain. The
work will be referenced here as its relevance is synergistic with this report.
Port of Spain began its life as a small fishing village in the early 1700s and became the capital
city of Trinidad in 1784. During the 1780s and 1790s, the last decades of Spanish rule, Port of
Spain grew into a small but busy port, as the island developed a flourishing plantation sector
based on the labor of enslaved people and an import/export trade.19 The old city of the late 1700s
and early 1800s was crowded around the waterfront, and it developed on a grid plan, as depicted
in Sorzanos Map (1845), with streets running south to north intersecting neatly with those going
east to west to form rectangular blocks. It is therefore evident that at that time Port of Spain
reflected an attempt to plan its development as it expanded to the north and west from the old
port area.20
Sorzanos Map (1845)
19
20
Professor Bridget Brereton on the Historical Framework of East Port of Spain (2013).
Ibid.

60
This was unlike the case for East Port of Spain (EPOS). The last Spanish governor
(Trinidad was taken by Britain in 1797 and remained a British colony until Independence
in 1962) inadvertently created the traditional boundary between the city and its eastern
suburbs: he diverted the St Anns river from its original course. The river had flowed in a
diagonal direction to the west of the little town, running through what are today
Woodford Square and Chacon Street, blocking expansion to the west and north. In 1787
Governor Chacon diverted its course to the east, from the point where it began to turn
westward (where Observatory Street is), to the foothills of the Laventille hills. This
created the East Dry River (EDR), which became the geographical divider between the
city proper and EPOShence the phrase Behind the Bridgeand, an important
cultural heritage site. The only road connecting the town to the other main Spanish
settlement, St Joseph, was a bridle path running over the Laventille hills; the Eastern
Main Road was built under British rule in the 1800s.21
As time passed, East Port of Spain developed in a very haphazard manner, with sporadic
settlements occurring along the major access roads, valleys and ravines. The hilly terrain of the
area made accessibility difficult, ensuring that services and public utilities were generally few
and inadequate. Building decent streets was not a priority, hence the maze of narrow lanes and
paths still characteristic of many communities. Drains and sewage were non-existent or
inadequate, and potable water was a problem.22
Despite this, the city of Port of Spain (inclusive of East Port of Spain), since the colonial days, is
considered to be rich in historical and cultural heritage. The unique architectural designs and
meticulous craftsmanship provide an insight into the extensive diversity and history of the
country. Recently, emphasis has been placed on the importance of recognizing, conserving and
preserving these built and cultural heritage assets, some of which (the Magnificent Seven and
the Red House) have already been recognized regionally by the CARIMOS (The Caribbean
Council of Monuments) on their list of Caribbean Heritage sites.
Additionally, the built heritage of East Port Of Spain is rich and diverse, ranging from a
few historic structures dating to the late 1700s or early 1800s (e.g. Fort Chacon and Fort
Picton), to fine middle-class homes of the George Brown era (1883-1920), attractive
churches and mosques, public buildings, and more recent low-income housing. Much has
been lost, as is true of the country generally, but enough survives (sometimes in poor
condition) to make East Port Of Spain a potential showplace for the nations built
heritage. It is worth pointing out here, moreover, that stone from the Laventille quarries,
mined by local workers, helped to build most of the iconic structures in the city, from the
Anglican Cathedral to the Port Of Spain General Hospital to its fine colonial mansions,
including the Magnificent Seven.23
As mentioned previously, Port of Spain has the unique condition of having both a walkable,
human scaled traditional grid pattern that features small blocks and streets scaled for people as
well as automobiles. In addition, East Port of Spain grew organically in a combination of
21
Ibid.
Ibid.
23
Ibid.
22

61
informal and formal settlement on hilly terrain. Both situations represent sustainable patterns
compared to the sprawling development that characterizes the new growth in the city and its
adjacent suburbs. The site visit and discussions with local officials and residents confirm that the
problems facing Port of Spain are largely policy and social. Social in that there is a lack of
understanding and appreciation for both patterns and a low level of conversation among all the
residents, including those who choose to live in the newer suburbs, even though it means lengthy
commutes and generally inconvenient quality of life that increasingly depends on private auto
use.
5.2. Port of Spains Built Environment Quality for Pedestrians and Cyclists
Both Port of Spain and East Port of Spain areas are walkable in scale despite their highly
different urban forms, but because of systematic disinvestment they lack amenities and have
earned an unfair reputation as unsafe and unwalkable. Shade trees, for example, were once a vital
part of the citys landscape. In this climate, a few minor modifications mean the difference
between a pleasant walking environment and one that is unbearably hot. Shade in the form of
street trees and the overhanging galleries that once were common in the downtown is lacking.
Sidewalks, however, are generally present throughout downtown Port of Spain. This is less true
for EPOS, although streets are wide enough to accommodate both vehicle and foot traffic.
Nevertheless, a road safety risk exists and should be mitigated.
In addition, the general upkeep of the built environment is poor, which creates a negative
perception of the urban core. Vacant and decaying buildings, unkempt empty lots, visual blight,
trash, and vagrancy contribute to the deterioration of downtown Port of Spain. A particularly
glaring example is the Independence Square corridor, which is in bad condition, although quite
heavily used during the day by those with government business and on Friday evenings, when it
become a hub of social activity (liming, in local parlance). While weekdays evenings and
weekends can be quite dead in downtown Port of Spain, the city is bustling during weekdays.
City Gate, the citys main transportation hub housed in a historic train station, is located within
walking distance of the entire downtown and provides a steady stream of foot traffic.
Indeed, the heavy concentration of jobs in the capital city has the potential to create a vibrant
urban center, but many consider trips to the city a chore or necessary evil. Trinidadians
decisions to live far from the capital in suburban enclaves, the lack of a reliable public
transportation system, and inexpensive gasoline and car ownership combine to create a traffic
challenge that degrade the pedestrian and especially cyclist experience. There is no dedicated
infrastructure for cyclists in Port of Spain or EPOS. The gridded layout and flat topography of
Port of Spain is conducive to cycling; the hilly terrain of EPOS would make cycling for
transportation a challenge.

Above: Wrightson Road, which connects the downtown grid to the waterfront at its only
accessible location for pedestrians, cannot be crossed in one cycle of the traffic light forcing
pedestrians to wait in the median.
Below: Modern buildings have denigrated the Port of Spain streetscape by removing shade
awnings and narrow sidewalks do not help matters.
62

63
Give priority to pedestrians with longer signals, more crosswalks, and speed bumps,
especially on busy roadways like the Savannah roundabout and Wrightson Road
Improve the quality of public spaces downtown, such as Woodford Square and
Independence Square
Prioritize pedestrian access and public space in any future waterfront redevelopment
projects
Pursue the transformation of the East Dry River into a linear park with dedicated cycling
and pedestrian paths
Plant street trees in downtown Port of Spain and East Port of Spain
Designate pedestrian priority routes in East Port of Spain; use signage and road markings
to ensure pedestrian safety
Develop a bike share program to connect areas such as downtown, the Savannah,
Woodbrook, St. James, St. Anns, and Maraval; install bike infrastructure such as bike
paths and lanes
More strongly enforce parking rules so that drivers do not encroach on pedestrian spaces
Consider a fixed-route circulator system for easier circulation within Port of Spain along
with a possible tram, light rail, or streetcar system from downtown to outlying
neighborhoods
Re-think the suburbanizing nature of Trinidad to use the example of historic downtown
Port of Spain as a model layout for new and redevelopment projectsinclude such
recommendations in the final draft of the Trinidad National Spatial Development
Strategy and update town and country planning regulations accordingly under the
Planning and Facilitation of Development Bill.
5.4. Proposals for UNESCO Status

Unlike the other three cities in this study, neither Port of Spain nor East Port of Spain are
currently UNESCO World Heritage Sites nor are they on the UNESCO tentative list. Despite its
unique built heritage and implementation of a Spanish urban grid later modified by the British,
Port of Spain is unlikely at present to qualify for UNESCO WHS status. The built fabric of
downtown Port of Spain has already lost a significant number of historic buildings and
monumental buildings, such as the Magnificent Seven and Red House, are still undergoing
renovation. Until complete, they would hinder any nomination, as would the overall lack of
enthusiasm and commitment for historic preservation on the part of the government and wider
society.
A corollary to this report, Assessment of East Port of Spain in achieving UNESCO Heritage
Status, addresses in detail the potential of EPOS to achieve a UNESCO designation. With the
largest concentration of gingerbread houses, a Trinidadian vernacular architecture style, on the
island, as well as significant historical, religious, secular, and cultural sites, EPOS certainly has
potential. It might qualify as a cultural landscape, which UNESCO defines as cultural
properties that represent the combined works of nature and man. In particular, the isolated
hillside topography of EPOS sitting above downtown as the source of the bedrock of Trinidadian
culture calypso, steelpan, and Carnival could provide that conceptual link. Laventille, in

64
particular, was immortalized in poetry by Nobel laureate Derek Walcott in 1965 and in fiction by
Earl Lovelace in The Dragon Cant Dance (1979). Rio de Janeiro was named a UNESCO
World Heritage cultural landscape in 2012, with some of the justification coming from the urban
landscapes inspiration to writers, musicians, and artists.
Separately from the cultural landscape designation, Trinidads UNESCO commission may
instead consider nominating either Trinidadian Carnival on its own or the holy trinity of
calypso, steelpan, and carnival as a Masterpiece of the Oral and Intangible Heritage of
Humanity. The carnivals of both Barranquilla, Colombia and Oruro, Bolivia have this
designation, which do not implicate the built environment but do link intangible cultural heritage
to a specific city, which would certainly be applicable in Port of Spains case.
Additionally, the Ministry of Arts and Multiculturalism is currently pursuing a designation of
Port of Spain for the UNESCO Creative Cities Network. This designation, which is less rigorous
than the World Heritage nomination, recognizes cities that are exceptionally creative in one of
the following areas: literature, cinema, music, craft and folk arts, design, media arts, and
gastronomy. Cities are further designated as either creative hubs that promote socio-economic
and cultural development through creative industries and socio-cultural clusters connecting
socio-culturally diverse communities to create a healthy urban environment. Port of Spain and
EPOS as a joint candidate city could potentially qualify as a socio-cultural cluster for music.
Given the Creative Cities Networks self-reporting requirement, international profile, and access
to a global community of peer creative cities, this more easily achievable designation could serve
as a springboard for Port of Spain to ultimately pursue a more comprehensive UNESCO
designation while in the mean time benefitting from the agencys recognition and leveraging
such recognition for investment in the downtown built environment, cultural heritage, and
creative economy.
Finally, it is vital that any UNESCO status designation integrate both Port of Spain and East Port
of Spain. There is a large amount of distrust and fear toward EPOS, particularly concerning
crime. It is unclear to what extent this stigmatizing perception is accurate or more of a mediadriven phenomenon, but EPOS neighborhoods suffers from a societal sense that crime is out of
control, even though many areas seem relatively safe and occupied by caring residents of mixed
income.
A number of books exist on the historical background of the city of Port of Spain, many of which
mention its built heritage. The Story of Port of Spain Capital of Trinidad West Indies: from the
earliest times to the present day by CR Ottley, (Ottley: 1962), History of Trinidad Vols 1 & 2
by L.M. Fraser (Frank Cass & Company Ltd: 1971), The Making of Port-of-Spain Volume 1
1575 to 1939 by Michael Anthony (Key Caribbean Publications: 1983), Trinidad and other West
India Islands and Colonies by Daniel Hart (The Chronicle Publishing: 1866), Trinidad Port of
Spain in a World at War by Michael Anthony (Key Caribbean Publications: 1983), Voices in the
Street by Olga J. Mavrogordato (Inprint Caribbean Ltd (POS): 1977) all provide literature
describing the built history of Port of Spain and East Port of Spain.

65
Academic research studies conducted by Suzanne Stephanie Goodenough Race, Status and
Residence, Port-of-Spain, Trinidad: A study of social and residential differentiation and change
April 1976, PhD Thesis University of Liverpool and Yvonne Dickmans An Urban history
of Port-of-Spain, Trinidad & Tobago Thesis Master of Urban Planning McGill University,
1994, have also focused their research extensively on the built history and physical development
of Port of Spain.
Literature regarding the intangible heritage resources are also numerous and describe the cultural
aspect associated with the city and its environs. Many books such as, Behind the Bridge by
Selwyn Ryan, Roy McCree and Goffrey St. Bernard, (I.S.E.R., School of Education
Multimedia Production Centre: 1997), The Steelband Movement: Forging of a National Art in
Trinidad and Tobago by Stephen Stuempfle (The Press, University of the West Indies: 1995),
From Tin Pan to TASPO Steelband in Trinidad 1939-1951 by Kim Johnson (UWI Press:
2011), Carnival through the years: downtown mas 1903-2003 (Magazine: 2004), A Rada
Community by Andrew Carr (Paria Publishing: 1989), Barrack Yard Dwellers James
Cummings (School of Continuing Education, the University of the West Indies: 2004), relay the
socioeconomic conditions, lifestyles, music, religions and cultural activities such as Carnival,
that are characteristic of the city.
5.6. Current Preservation and Planning Policies
Trinidad and Tobago has a relatively weak urban planning and preservation framework:
National Trust Act (1991, enacted 1999)

Town and Country Planning Act (1960, revised most recently 1990)
Planning and Facilitation of Development Bill (2013, ongoing)
National Spatial Development Strategy (2014, ongoing)
Like most of the Anglophone Caribbean, Trinidad & Tobago has a national trust. Unlike other
countries, such as Barbados, Grenada, and Jamaica, the National Trust of Trinidad and Tobago is
housed in a government ministry, currently the Ministry of National Diversity and Social
Integration. It currently lags far behind its counterparts in other Caribbean countries because of a
bureaucratic legal issue in which permission from the attorney general to list buildings on the
register of historic places had not been ascribed to the National Trust. That situation was
recently rectified, and the National Trust is currently playing catch up by preparing an inventory
of heritage sites and soliciting public input.
However, Trinidad has an active preservation advocacy group, Citizens for Conservation, which
was founded in 1985 following public outcry over the intended demolition of the George Brown
House on the Queens Park Savannah in Port of Spain. Trinidad also has a national chapter of
ICOMOS, the International Council on Monuments and Sites. In 2011, Trinidad, which is a state
party to the World Heritage Convention, listed three sites on the UNESCO World Heritage
Tentative List. None of them were for urban heritage, however.
Trinidad has a history of weak urban planning frameworks and institutions. The Town and
Country Planning Act makes mention of preservation of buildings [] of artistic architectural,

66
archaeological or historical interest but is otherwise mute on the subject. It does not mention
pedestrian or bicycle access, road safety, or sidewalks. For the most part, the document
delineates the responsibilities and powers of the Town and Country Planning Division (TCPD), a
government agency that has a largely reactionary rather than proactive approach to planning. Its
main function is to approve building permits, and does not set policy that will shape the
Trinidadian built environment.
However, the Planning and Facilitation of Development Bill, drafted in 2013 and presented to
cabinet and parliament in 2014, will hopefully be passed in the near future. Once adopted, it
would greatly strengthen the countrys planning framework as well as shift the TCPDs role from
a reactive to a more proactive one. With regards to heritage, the new Planning Bill explicitly
states that one of the purposes of the act is to maintain and improve the quality of the physical
environment, to improve the aesthetic quality of the built environment and to protect, conserve
and promote the diverse cultural heritage of Trinidad and Tobago as it finds expression in both
the natural and built environments. Under the bills terms, a new National Planning Authority
would include an individual to represent built heritage concerns in the country. The bill does not
explicitly mention walkability, access for bicycles, or public transit.
Meanwhile, the National Spatial Development Strategy (NSDS), currently in a draft stage, will
supplant the 1984 National Physical Development Plan. It includes an objective of valuing our
cultural heritage and indicates two policies to that end: priorities for culture sport and
recreation, and planning positively for our historic environment. Both of these policy
recommendations will place the onus on planning authorities to improve their role in supporting
heritage conservation, which if the Planning Bill is passed should be easier to accomplish.
The NSDS also actively supports land use patterns that encourage walkability. It makes several
mentions of the need for a sustainable transport system and calls for development patterns that
allow for walking, cycling, or public transport as alternative, safe and convenient means of
access to necessary services. In more detail, the NSDS also calls on planning authorities and
policymakers to encourage compact development patterns in order to use land efficiently and
support a range of transportation options and promote residential development within
convenient walking distance (approximately 15 minutes walk) of public transport access points
and basic community services. Finally, with reference to Port of Spain, the NSDS declares,
Transport arrangements and infrastructure across the region should be reviewed in the context
of a Sustainable Transport Strategy, with a view to promoting a shift from car dependency
towards greater use of public transport and making it more attractive to walk or cycle for shorter
journeys. This needs to influence improvements to the form and fabric of the regions urban
places and strengthening of public transport links between them and with centres outside the
region.
At the national level, the cultural heritage portfolio is divided between two ministries: Ministry
of Arts and Multiculturalism and Ministry of National Diversity and Social Integration. The
former is responsible for intangible cultural heritage, such as Carnival. For example, the
National Carnival Commission falls under the Ministry of Arts and Multiculturalism, as does the

67
Cultural Division, which implements the National Cultural Policy and Framework. The latter is
responsible for tangible cultural heritage, chiefly executed by the National Trust. However, this
bureaucratic division has hindered cooperation between efforts to support both forms of cultural
heritage, which are deeply intertwined in Port of Spain and East Port of Spain.
In addition, East Port of Spain is the target of several initiatives that emanated from the national
government. In 2005, the Ministry of Planning (now the Ministry of Planning and Sustainable
Development) authorized the East Port of Spain Development Company (EPOSDC) to improve
the economic, social, and physical conditions of EPOS. As part of that process, EPOSDC
conducted a cultural heritage inventory of the area. In 2010, the Ministry of Planning established
the Trinidad Growth Pole Initiative, and designated East Port of Spain as one of five national
growth poles, or potential economic clusters, with a focus on construction, creative industries,
music and entertainment, tourism, and small business development. In public statements, the
Economic Development Board, the agency within the Ministry of Planning tasked with
executing the Growth Pole Initiative, specifically referred to East Port of Spains potential to be a
heritage city along the lines of the old cities in Havana, Cuba and San Juan, Puerto Rico. As part
of the Growth Pole Initiative, the Caribbean Network for Urban and Land Management
(BlueSpace Caribbean), co-author of this report, was engaged to conduct cultural mapping and a
heritage plan through the University of the West Indies-Trinidad and Tobago Research
Development Impact Fund.
The Trinidadian economy is based largely on the extraction, refining, and export of oil and
natural gas. Hydrocarbons trump any notion of a green economy and environmental quality
has suffered in many of the islands fragile ecosystems. Cheap energy and subsidized gasoline
has discouraged energy conservation and alternatives to private automobiles. Overall, Trinidads
commitment to sustainable development principles is low.
However, Port of Spain was selected in 2011 as one of five pilot cities for an Inter-American
Development Bank (IDB) program, the Emerging and Sustainable Cities Initiative (ESCI). The
program focuses on medium-sized cities in the Americas and generates an action plan, in
partnership with local and national government, focused on environmental, social, and fiscal
sustainability. The action plan serves as a roadmap for loans from the IDB to the host country.
The Sustainable Port of Spain Action Plan outlines three interventions, one of which is cultural
heritage restoration. That intervention singles out the restoration of Fort Picton, a historic site in
East Port of Spain, and overall urban upgrading and beautification. The plans indicators give
the city poor marks for urban mobility and land use planning, which could spur improvements.
Finally, the IDBs follow up to the Action Plan has included two academic studios conducted by
international students. The first, an urban design studio taught by the Swiss university ETH
Zurich, took place in the fall semester of 2012. The second, an urban planning studio taught by
Columbia University in the U.S., happened during the spring semester of 2014. Both studios
assessed a proposal to convert the East Dry River into a linear park that would support pedestrian
and cycling activity, a project now funded by an IDB flood mitigation loan. The Columbia

68
University studio also analyzed cultural heritage and made proposals, such as a heritage food
walk, that would further enhance the relationship between cultural heritage and walkability in
Port of Spain.
The Downtown Owners and Merchants Association serve Port of Spains business community
and advocates publicly for the revitalization of the central business district, though they do not
have any specific programs, such as a business improvement district, to that effect. They do
express concern about issues like informal vending undercutting storefronts and degrading the
public realm. A more proactive approach, along the lines of The Revitalise Bridgetown Initiative
and Bridgetown Alive, would serve Port of Spain well.
The overall conversation framing East Port of Spain as a heritage city has significant local
economic development potential. A framework combining historic preservation, jobs creation,
and investment could be successful if there was more education, discussion and buy-in from the
government. Job training in skilled crafts such as masonry, painting, woodwork, roofing and all
the traditional building and maintenance skills could create a thriving industry in line with the
Trinidad Growth Pole Initiatives goals. However, recent investments dont suggest any
strategic thought or planning regarding return on investment. For example the National
Academy for the Performing Arts (NAPA), opened in 2009, is an example of a huge investment
without analysis, public participation, or comprehensive planning. By taking a loan from a
foreign government and employing a foreign architecture, design, and build team, the
government not only ended up with a modern building entirely out of scale and character with its
historic surroundings, but also missed an opportunity to support local professionals, contractors,
laborers, and suppliers.
Given the macro-economic position of Trinidad and Tobago, there is really only lack of political
will, weak planning framework, and low citizen involvement in decision making to blame for the
lack of better economic conditions for East Port of Spains residents and a shrinking population
and suffering central business district in Port of Spain.
There is a huge potential for both the intangible and tangible heritage of these areas, as
mentioned previously. With the globally recognized contribution of Trinidadian music, food and
other important cultural legacies, such as Carnival, there is much to build upon. In addition, the
built environment represents an undervalued resource for international investment.
In downtown Port of Spain, the existing network of cultural institutions could be better linked
and promoted in order to draw visitors and could host events outside of regular business hours to
draw visitors. These include the National Museum and Art Gallery, National Library, and Port of
Spain City Museum.
In East Port of Spain, the network of panyards, or physical spaces where steelpan bands rehearse
and perform, could serve as community centers and neighborhood hubs. The Ministry of Arts

69
and Multiculturalism has a program to strengthen the educational and social capacity of
panyards, such as afterschool activities and music literacy lessons.
While the organic pattern of East Port of Spain largely dissipates once the topography returns to
sea level, the downtown Port of Spain grid is mimicked to the west in the neighborhoods of
Woodbrook and St. James, upper and lower middle class neighborhoods, respectively, which are
highly walkable although less dense than downtown. However, neighborhoods to the north of
the Queens Park Savannah, such as Maraval and St. Anns, quickly adopt a linear strip style
development that favors cars over pedestrians.
Further afield from Port of Spain, high-speed, multilane highways have encouraged suburban
developments to the west, such as Westmoorings, and general urban sprawl along the east-west
corridor from Port of Spain east to Arima. While individual communities within the east-west
corridor can be dense and walkable, the lack of jobs and the need to commute to a job center like
Port of Spain or an education center like St. Augustine encourages car use because of
underwhelming public transportation options.
Many of the walkability goals highlighted in the National Spatial Development Strategy are
already true of downtown Port of Spain, and every effort should be made to translate Port of
Spains urban form into policy through Town and Country Planning Division regulations on new
development and redevelopment.
Given the shockingly long commutes over an hour for many into downtown Port of Spain, if
the central city were made a more attractive place to live, it could compete with the outlying
suburbs.
5.12. Best Practice: Queens Park Savannah
The Queens Park Savannah occupies over 200 acres directly north of downtown Port of Spain.
Originally sugar land, it was purchased by the town council in 1817 and became public land. It
has served a succession of purposes over the years cattle grazing pasture, reservoir, horse
racing track but has served principally as a park since the mid-19th century. In a fashion
similar to New Yorks Central Park, the Savannah is a large expanse of green space immediately
adjacent to a dense urban fabric. It likewise serves as the lungs of Port of Spain in an
impressively multi-use capacity. On the open expanse itself, it can hold dozens of rugby, cricket,
and soccer pitches. In the more landscaped northwest corner, outdoor fitness groups run boot
camps and other aerobics classes. The 3.5 kilometer sidewalk that follows the perimeter is
popular with walker and joggers, while the roadway the worlds largest traffic roundabout is
regularly a training ground for cyclists, who occupy the street in peloton fashion.
From a sustainability standpoint, the Savannah provides important ecosystem services and its
tree cover, albeit in need of improvement, helps reduce urban heat island effect. As a carte
blanche landscape with so much open space, more careful landscape management could serve as
a local model for biodiversity. To that extent, the Horticultural Services Division of the Ministry

70
of Agriculture and Food Production currently has a plan to plant 500 trees, doubling the total
number and increasing the tree canopy to 10-15% of the Savannahs surface area.
From a built heritage standpoint, several historic buildings front the Savannah, including the
Magnificient Seven. In terms of intangible cultural heritage, coconut water and street oyster
vendors are a daily fixture along the sidewalk, while the southeast corner is home to a nightly
congregation of food trucks, a trend now common in North American cities. Finally, in the mind
of Trinidadians, the Savannah is intrinsically linked with carnival, as the Queens Park Savannah
Stage is the ultimate proving ground for the masquerade bands competing for the coveted Band
of the Year award, the steeldrum ensembles duking it out in the annual Panorama contest, the
soca songs vying for the Road March title, and the calypsonians singing their way to a Calypso
Monarch crown.
While the Savannah would benefit from a more integrated management model its surface area
is currently divvied up between three government agencies it is clearly a cherished public
space. Of course, the Savannahs vast size is an outcome of historical urban development, and
contemporary cities do not have such large reserves of undeveloped or agricultural land so close
to their urban cores. However, the Savannahs diversity of uses that support cultural heritage
preservation, health and recreation, walkability and bicycle access, and local economic
development is a model for how other cities should approach their urban public spaces.
This aerial view shows

the importance of the
Savannah in relation to
downtown Port of
Spain, as well as some
of the citys more
modern skyline and
out of place intrusions
like NAPA.

71
5.13. Recommendation for Demonstration Site: The House of Music

Aubrey Christopher established Christopher Brothers Recording Studio in 1950 at 7 Nelson
Street in the East Port of Spain side of downtown Port of Spain. In the early 1950s, there were
only two recording studios in Trinidad, and Christopher Brothers played a vital role in the
commercialization and dissemination of Trinidadian music by partnering with New Yorks Dial
Records in 1953 to record calypso and steelpan performers. The Dial recordings are recognized
by international scholars as seminal in the history of Trinidadian music, and Christopher
continued to record throughout the 1950s at a vital moment, a veritable golden era, when calypso
and carnival music was transitioning from folklore to an element of national culture in the years
before independence.
The building that housed Christopher Brothers Recording Studio was recently demolished, but
the Artists Coalition of Trinidad and Tobago has a proposal to transform the entire block into
the House of Music, a complex of reconstructed heritage buildings that could house many
functions: concert hall, museum, recording studio, vinyl pressing facility, and music library.
Their proposal imagines the House of Music as an anchor institution for East Port of Spain, with
a vital employment role as well as opportunities for social, cultural, and economic development.
Such a demonstration project could significantly reorient downtown Port of Spain by providing a
national attraction at the juncture of downtown with East Port of Spain, as well as kick starting
the East Port of Spain Heritage City Growth Pole. The Artists Coalition uses Medellns
Biblioteca Espaa as their model, citing former Mayor Sergio Fajardos motto that the most
beautiful buildings must go in the poorest areas of the city. If executed successfully, this project
could serve a variety of goals related to local economic developent, cultural heritage
preservation, urban revitalization, and walkability by drawing foot traffic to the area.
Vacant lot
where
Christopher
Brothers
Recording
Studio once
stood on
Nelson
Street in
downtown/
East Port of
Spain.

72
5.14. Summary Recommendations on Port of Spain for Policymakers
Harmonize the efforts of the East Port of Spain Development Company, the IDBs
Sustainable Port of Spain Action Plan, the East Port of Spain Heritage City Growth Pole,
and the National Spatial Development Strategy in order to support both Port of Spain and
East Port of Spain in an integrated fashion
Support the National Trust of Trinidad and Tobago so that a full heritage inventory is
prepared as soon as possible and appropriate sites are listed on the register of historic
places
Reintroduce legislation to establish a property tax system
Establish a business improvement district or other mechanism to encourage downtown
revitalization with the commitment of the business community
Empower the Port of Spain City Corporation to collect revenue that can then be spent on
city upkeep and maintenance
Establish an enterprise zone in East Port of Spain to facilitate investment
Incentivize residential development and population growth in Port of Spain through tax
breaks and other fiscal mechanisms
Two historic buildings illustrate the positive impact on urban design of traditional
development: generous awnings shade the sidewalk while second floor verandas create eyes
on the street to promote public safety.

73
CHAPTER 6: TOOLS AND TECHNIQUES

6.1. Planning Framework and Expertise
Urban planning is the baseline for any successes in managing these historic cities, encouraging
their revitalization, and promoting their compact settlement patterns in new developments.
While national planning takes place in various capacities, policymakers should be attentive to
their largest cities and pursue urban plans as well. In all four cities, adequate resources should be
allocated for a comprehensive plan that incorporates, sustainability, walkability, and
development guidelines.
Paramaribo: Fragmented planning framework and little technical expertise. There seems to be a
need for more staff with planning and design expertise to accommodate the pressures on
development review and ensure the mandates of the acts and functions are adequately managed.
In the long term, coordinated planning and budgeting for infrastructure and other investments
will save the public money and promote a more vigorous economy.
Bridgetown: Barbados has a sophisticated planning framework and expertise. The staff available
have skills and ability but in our evaluation, there seems to be a need for more staff to
accommodate the pressures on development review and ensure the mandates of all the various
acts and functions are adequately managed. The Physical Development Plan is a good document
although since it was amended in 2003, many aspects of planning and the issues on the island
have changed.
St. Georges: Grenada has a sound planning framework and expertise. The staff available have
skills and ability but in our evaluation, there seems to be a need for more staff to accommodate
the pressures on development review and ensure the mandates of all the various acts and
functions are adequately managed. The Physical Planning Units Design Guidelines are a good
basis for integrating heritage conservation into the overall strategy, but a comprehensive urban
plan addressing this reports recommendations outside heritage on topics such as as integrating
green infrastructure and improving circulation and walkability would be beneficial.
Port of Spain: Trinidad is on the cusp of significant positive changes to its historically weak
planning framework. As far as this relates to Port of Spain, the city has something of a
comprehensive plan in the IDBs Sustainability Port of Spain Action Plan, but a document
produced locally, perhaps under the Port of Spain City Corporation, would induce more local
ownership of the process and results. That said, the most comprehensive approach would be a
metropolitan plan, as the urban fabric of Port of Spain crosses multiple jurisdictional boundaries.
In all cases, however, implementation remains a challenge as the plethora of existing plans have
not been synthesized well nor fully acted upon.

74
6.2. Capital Improvement Plan (CIP)

In all four cities, a capital improvement plan (CIP) would be a useful tool to link planning
objectives with both timing and budgeting. A CIP would also be helpful in engagement of the
various stakeholders in the planning and development process by linking public investment to
expected outcomes. A return on investment approach to infrastructure is critical to make sure
expenditures of public funds are seen as catalysts for the goals of physical, social, and economic
sustainability. This requires that in addition to feasibility and adherence with the plan, a project
must have a financial analysis to determine what the overall development impact generated will
be, so that financial investments by the public are seen as expediting private investment. Without
a capital improvement plan, there is no way for the public and other stakeholders to know what
the governments priorities are and what the overall strategy is.
Although there are development corporations active in the case of Port of Spain and Bridgetown
(if not called that explicitly) and special districts existing or proposed in Bridgetown and St.
Georges, a CIP would nevertheless help organize infrastructure investment. However,
successful CIPs require good governance and as long as there is not an open and participatory
system of setting physical and financial priorities, there will not be improvement to the overall
urban situation. This is a particular challenge in Trinidad and Suriname where public trust in
government transparency is historically low.
6.3. Business Improvement Districts (BIDs)
Business improvement districts (BIDs) are mechanisms by which local businesses voluntarily tax
themselves to provide a higher standard of service, for instance in trash pickup, street
maintenance, landscaping, and other public services. By creating a separate entity outside the
government to manage the funds, businesses are assuaged that their contributions are only
financing direct improvements to their area and will not be used for other public purposes.
The closest existing practice similar to a BID would the the Barbados Chamber of Commerce,
which funds its urban revitalization program, The Revitalise Bridgetown Initiative / Bridgetown
Alive, through business contributions. The report has designated this program a best practice
and it could be strengthened by a BID that would have a physical presence on the streets of
Bridgetown cleaning the streets, orienting visitors, and providing a public safety function in
clothing and equipment branded Bridgetown Alive. The other cities should emulate this
example and take the legislative steps necessary to permit BIDs, and then establish them in their
urban core areas. The UNESCO designated district of Paramaribo, the commercial corridors of
St. Georges including the public market and cruise ship terminal zones, and the urban core
served by the Downtown Owners and Merchants Association in Port of Spain would all be viable
locations for BIDs.
6.4. Guidelines for Historic Preservation Organizations
As a corollary to the importance of urban planning, any revitalization strategy based on heritage
must partner with a strong, functioning historic preservation organization, such as a national
trust, with a delegated authority to list sites on a register of historic places and ideally have the

75
power to buy and sell properties in order to facilitate the restoration process through strategic
investment and bolster their financial stability. This capacity in particular would dramatically
improve such organizations abilities to translate their advocacy into action.
Revenue streams related to the services that such organizations provide would also help
strengthen their capacity. For example, setting aside a percentage of the tax on visitor
accommodations and services as earmarked for the local national trust or equivalent would
provide a steady source of revenue. Given that visitors enjoy heritage sites during their visits,
many of which they do not have to pay fees for, especially if they are walking along a street in a
historic city as opposed to actually entering a building, such a scheme would promote a virtuous
cycle. Belize has recently adopted a tax on cruise ships a major player in both Barbados and
Grenada with an earmark for the national trust, an idea that should be adopted throughout the
Caribbean.
The first International Conference of Caribbean National Trusts and Preservation Societies held
in 2014 in Bridgetown, where the outcomes of this report were presented in a keynote address,
hopefully heralds a new era for such organizations.
Paramaribo: The Monuments Act of 2002 provides for such a framework, but the supporting
institutional funding and integration into plans and policies requires a more robust staff at the
Suriname Built Heritage Foundation (SGES in its Dutch initials), which must manage the
UNESCO World Heritage Site along with other heritage responsibilities.
Bridgetown: The National Trust Act of 1961 provides for such a framework, but the Barbados
National Trust funding and integration into so many plans and policies, especially given the
recent UNESCO designation, requires a more robust staff. Currently the annual subvention from
the government is BDS$75,000, so the potential funding streams listed above would help
significantly. The Trusts Sentinel Committee, which monitors historic properties under threat,
should also be consulted regularly before private developers modify or consider demolishing
historic structures. Finally, the official inventory of historic sites has not been updated since the
1980s. The Town and Country Planning Division Office should prioritize this effort.
St. Georges: The National Trust Act of 1967 provides for such a framework, but the Grenada
National Trust funding and integration into so many plans and policies requires a more robust
staff, especially if a dossier will be prepared for a serious bid at a UNESCO designation. Current
funding from the Ministry of Education is a token EC$10,000 annually, which makes the
potential funding streams above all the more relevant. Moreover, the Trust has a visionary
strategic plan that is a good framework for improving their impact over time through
mechanisms like the ones described above, and its recommendations should be adopted by
parliament, including the adoption of an official inventory of heritage sites.
Port of Spain: Like with urban planning, Trinidad has lagged behind its neighbors but the last
year has proven to be a turning point. The National Trust Act only dates from 1991 and for
nearly two decades, while other Caribbean nations have made progress in designating and
preserving all types of heritage, no properties were designated in Trinidad. However, after a
recent overhaul, the Trust has designated 10 sites since 2013 and prepared an inventory of over

76
400 that should be adopted by parliament. There is also an active civil society group, Citizens
for Conservation, which sprang up in the Trusts absence and can now serve as a partner outside
of government for the Trust, which is housed under the Ministry of Arts and Multiculturalism but
has statutory authority to act independently.
6.5. University Support Programs and Projects
Universities are anchor institutions that can provide many benefits to urban cores. Due to their
scale, their impact is much larger than individual businesses in terms of job creation and physical
footprint, which allows them to invest strategically and comprehensively in real estate and thus
revitalize blocks or neighborhoods. Moreover, students can liven up dead areas and universities
are hubs of activity during non-business hours. Given their public service, education, and
research mission, universities are great partners for the public sector. All four cities are located
near major universities that could and should create a stronger link to the city.
Paramaribo: Anton de Kom University is one of the resources that the city has benefitted from
on a capacity level. The study of canals and water management systems as part of a city open
space and bike transport system is one of the activities that lend support to the human scale and
walkability aspect of the city. Their use of student projects and the engagement in the planning
and historic preservation work has been a very useful part of supporting the World Heritage Site.
However, could be a stronger Surinamese student presence in the historic inner city of
Paramaribo to complement the existing Dutch student presence. Creating a program downtown
would add to the vibrancy and increase interaction with students while providing more
commercial revenue for local businesses.
Bridgetown: There should be a stronger student presence in the historic core of Bridgetown,
rather than just at the suburban Cave Hill campus. Hopefully the planned urban campus in the
Barbados Mutual Life Assurance Society Building on Broad Street will open soon, which would
add to downtown vibrancy and increase interaction with students while providing more
commercial revenue for the local businesses and creating demand for bars, restaurants, cafs, etc.
St. Georges: St. Georges University (SGU) is a great resource for Grenada and accounts for
25% of the national GDP. Unfortunately, the campus is rather isolated and students have little
engagement with St. Georges. There should be a stronger student presence in the historic core of
St. Georges, rather than just the suburban campus. We would strongly encourage more
discussion about SGU creating a program downtown that could focus on continuing education,
certificates, and engagement of the local population in educational offerings, along with
opportunities for structuring classes for current students. A public clinic in the city staffed by
SGU students and the extension of the SGU transportation system to shuttle students to and from
the city are two concrete steps that would improve this relationship.
Port of Spain: The University of the West Indies is one of the resources that the city has
benefitted from in terms of applied research. As a partner in this project, they have demonstrated
a key level of support for better planning, historic preservation, and engagement. Their use of
student projects and the engagement in the planning and historic preservation work has been a
very useful. However there should be a stronger student presence in the historic core of Port of

77
Spain and East Port of Spain. Creating a program downtown, similar to UWI-Cave Hills efforts
in Bridgetown, would add to the vibrancy and increase interaction with students while providing
more commercial revenue for local businesses. Because they are located in Trinidad, UWI-St.
Augustine can and should provide more authority and support to improve governance and
planning along with implementation tools.
6.6. Local Events and Promotion Techniques to Build Support
Half the battle of preservation is public awareness, from events to publications to media
coverage. However, use of social media in order to reach a younger audience that may not read
books and magazines should be improved. Integrating heritage, sustainability, and planning into
the wide array of other organizations events and activities could also be expanded to get more
awareness of the assets and opportunities for people to participate. Lectures, walking tours, and
meetings with key stakeholders are among the items that could be enhanced. A particular
strength in these cities is the incorporation of cultural events and festivals into the urban core.
Paramaribo: Activities like Open Monuments Day, publications like The Monument Walking
Guide Paramaribo, and educational programs in primary schools are all commendable. The
latter is the most important, as engaging youth today will ensure a strong base of support in the
future. However, given the current endangered status of Paramaribos built heritage, efforts at
public awareness to Surinamese society should be ramped up. Cultural festivals like Phagwah
are important ways to engage the population and should be continued rather than prohibited, but
better managed.
Bridgetown: Since its UNESCO designation, the promotion of the heritage area has increased
dramatically with a whole month of activities including lectures, walking tours, and events.
There are many books on historic Bridgetown and public awareness seems high. This years
increased Crop Over festival presence in Bridgetown with symbolic events like the delivery of
the last cane are further signs of a positive trend.
St. Georges: While heritage conservation officer Michael Jessamy is a tireless promoter of St.
Georges, it is a job for more than one man. Overall awareness of St. Georges historic assets
seems low and historic sites are not always open to the public, such as Fort George, which is a
police facility. Carnival activities in St. Georges should be integrated with awareness campaigns
and public education concerning the historic city.
Port of Spain: As evidenced by the state of the Magnificent Seven, Red House, and other
buildings, and reported in the media with headlines like Trinis Too Indifferent [to their
heritage], heritage has not been supported by the government or the general public through
events and other activities. A wide array of resources exist that could be showcased to
demonstrate the value of heritage in both Port of Spain and East Port of Spain. Intangible
cultural heritage, such as carnival, steel pan, and calypso, could and should be better connected
with the built heritage of the city, for example promoting a Pan in De City event similar to
Bridgetown. A planned effort to strengthen the downtown component of Carnival is a step in the
right direction.

78
6.7. Training Programs for Skilled Building Craftspeople

The restoration of historic buildings is a huge and underexploited economic opportunity in all
four cities. However, programs must be established to teach these crafts. Many models exist,
including successful training programs in Savannah, Georgia at the Savannah Technical College
and the Escuelas Talleres of Cuba. Such a program would do much to connect the issue of
heritage restoration to broader economic development issues, thus attracting the governments
interest.
Paramaribo: Anecdotally, there is a dearth of trained artisans who can repair the intricate
woodwork of the historic inner citys decaying buildings. Such a program could be established
at Anton de Kom University but preferably at a technical college. If done soon, it would show
UNESCO that Paramaribo is serious about retaining its World Heritage designation.
Bridgetown: There are no systematic efforts to train artisans in the skills needed to maintain and
reproduce the styles of buildings found in Barbados. Given Barbados advanced planning and
preservation legal and administrative framework, it could be something the island could develop
and export to other Caribbean nations while demonstrating how they can build their own
capacity. The Samuel Jackman Prescod Polytechnic, Barbados Community College, and/or
existing government vocational training centers could host the program locally.
St. Georges: There are no systematic efforts to train artisans in the skills needed to maintain and
reproduce the styles of buildings found in Grenada. Such a program would bolster St. Georges
UNESCO bid and provide an immediate supply of jobs for graduates of the program. The T.A.
Marryshow Community College could host the program locally.
Port of Spain: The development industry in Barbados strongly supports historic preservation and
is engaged in all levels, but in Port of Spain the development community favors more modern
architecture and sees the existing historical built environment as a barrier to growth, when in
reality, traditional building forms are more sustainable, require fewer imports and could be a
basis for more jobs. The College of Science, Technology, and Applied Arts of Trinidad and
Tobago (COSTAATT) or the John S. Donaldson Technical School could host a program to teach
skills that could be used on the ongoing restoration of major historic buildings in Port of Spain as
well as the vast number of gingerbread houses in East Port of Spain.
6.8. Financial Incentives and Disincentives
One of the frequent topics in all four cities is the lack of funding for historic projects and public
works and improvements in general. For walkability and sustainability to be enhanced based on
the historic patterns of development, funding should be prioritized to meet those objectives rather
than 1950s-style large infrastructure projects, such as the waterfront developments proposed in
Paramaribo and Port of Spain. Instead, using financial incentives more aggressively to channel
private development to more compact and walkable locations that take advantage of the historic
resources of these cities is an area that should be further developed. Many examples exist in U.S.
cities using property tax incentives and tax credits from the local, state, and federal government
for rehabilitation and reuse of historic buildings. Faade improvement grants and property tax

79
overlay districts are other common tools. These new incentives could be amendments to
proposed legislation, as in Suriname and Trinidad, or new legislation.
6.9. Code and Planning Enforcement
As discussed, planning departments need more and experienced staff along with more eyes and
ears on the street to help with code enforcement and planning. Using stronger public
participation and partnerships that are suggested in Paramaribos and Bridgetowns management
plans could improve the enforcement process. However, the real long-term solution is to engage
businesses, property owners, renters and other agencies and organizations in an educational
campaign that will demonstrate the value and benefits of improving these cities and indeed, the
whole countrys cultural assets. With limited infrastructure and tight finances, it is essential for
the public to understand and support the use of compact settlement patterns, walkable and
bikeable neighborhoods, useful densities, and mixed land use, as in the cities historic centers.
Local government could play an important role in code and planning enforcement. However, the
Mayor of Port of Spain has little power and there is no unit of local government in the other three
cities. Bridgetown briefly had a mayor in the 1950s and would benefit from a return to local
government, which would also strengthen the profile of Paramaribo and St. Georges.
6.10. Public Education Tools and Techniques
Developing a culture of community planning and participation must be cultivated over time to
show the community that the process works and produces positive results. Every city or town is
a collection of communities of interests. A solid participation program understands how both
the individual and the communities of interest benefit from a comprehensive vision. To explore
citizen engagement, start with a discussion of issues that offer an opportunity for people to talk
to each other in a nonthreatening environment.
Develop a community vision as the base of understanding, shared purpose, and collective
support for moving forward on specific activities. Participation problems arise when a broad
discussion of values and ideas comes too late. In a community where no vision setting has
occurred, a specific proposal will be viewed based on isolated wants and needs and
communities of interest. A vision and plan adds knowledge of civic benefits, costs and
community impact, and the basis for further plans, strategies and tools. Often, elected or
appointed officials fear participation because they view it as a loss of control. On the contrary,
a jointly developed vision provides the leaders with the basis of agreement to move forward
with an agenda to meet local needs. With a community vision and participation, mayors can
have their short-term projects and visible achievements, but within an overall strategya winwin situation.
Building the context and setting a discussion framework will entail a wide variety of
techniques.
6.11. Interviews and Focus Groups
People will privately volunteer information they may be reluctant to state in public, so meeting
and interviewing key representatives in a community can give great insight into the way to
approach community engagement. Individuals who can reach out to underrepresented

80
communities, stakeholders, and decision makers are tremendous assets. These bridge builders
are essential to help you develop your message and understand the values and priorities of all
the various communities within your geographic area. Focus groups provide an opportunity to
test messages and ideas with a representative sample of your community before you develop
the overall outreach. Focus groups are a logical way to follow up on individual interviews and
serve to refine your methods, questions and approach.
6.12. Public Meetings
Most commonly, neighborhood groups or agencies will hold a public meeting to offer the
public a chance to participate. Pitfalls here are lack of adequate information either before the
meeting or at the meeting, poorly managed meeting dynamics, and multiple agendas all
competing for time and attention. The standard monthly business meetings of neighborhood
groups, councils, and commissions rarely serve true engagementinformed impact on decision
makingand should be seen primarily as one of a variety of means to inform participants.
6.13. Surveys
Community-based surveys can be helpful but only if they are developed and conducted
according to accepted methodology. One way to make sure this is done is to get a local
nonprofit or university to help.
6.14. Charrettes
A short-term intensive workshop aimed at a physical issue e.g., a new development, a park
design, or street improvements. During a charrette, the community works with design experts
to develop scenarios for the design, each scenario is reviewed and the information is used to
inform future development.
6.15. Community Assistance Team
A community often can find assistance through local, national, and international organizations
to provide technical assistance on a particular issue. Often, universities are good sources for
this kind of technical help, as well. The community describes the issue and a group of experts
focused on that issue engages local residents to develop a set of recommendations.
6.16. Electronic Media
Informing and fostering community discussion can be aided by websites, blogs, and so on, but
in many cases this can only be used by those who have access to such information, such as
representatives of organizations, government agencies, and private firms. In many international
areas, it will have less benefit to the general public, but should be used where available.
Civic engagement is essential to good planning and good governance. Using the outline here
and some of the tools and techniques that apply to your own situation, you can improve the

81
quality of life for everyone. A detailed guide with more case studies from the U.S. can be
found at http://www.planning.org/communicationsguide.
6.17. Design Guidelines
There are few specific standards for the protection of historic sites, open spaces and views, and
the enforcement of the existing guidelines and the staff ability to properly review development
alterations and proposals seems to be a major weak point in all four cities. There is a special
need for guidelines on street corridors along the lines of a complete streets model, which
provide for a balance of pedestrian, bike, auto and business uses. Walkability is severely
constrained by lack of corridor management, maintenance and street design standards that should
include ample sidewalks and bike lanes. The implementation of better street signage, reduction
of advertising billboards and establishment of a street tree conservation and planting law are
additional elements to improve the public area quality. Right now, these cities have a pattern
that is suitable for walkability but the design of many streets and sidewalks doesnt fully take
advantage of the compact pattern and land use densities.
Paramaribo: The proposed waterfront development could be a model for implementing
comprehensive standards for public space design including pedestrian and bike amenities,
signage, and plantings.
Bridgetown: The Constitution River project, if further modified, could be a model for
implementing comprehensive standards for public space design including pedestrian and bike
amenities, signage, and plantings.
St. Georges: The Careenage redevelopment project could be a model for implementing
Port of Spain: The East Dry River linear park proposal could be a model for implementing
6.18. Summary of Recommendations
Revise and update the legal and administrative framework for planning and development
regulations
Develop a city vision as the basis for an updated master plan, that incorporates the
management plan and its concepts
Pay more attention to all historic resources--there are significant resources that need to be
protected and are part of the overall economic strategy
Establish community-based planning to build a better climate for implementation
o Build neighborhood organizations
o Engage people in plans early-on
o Develop community leadership
Develop collaborative framework for implementation

82
o Reach out to the financial institutions

o Development and construction community
o Higher education partnerships for training and demonstration projects
o Establish more university presence in the downtown
Link heritage and urban form to development objectives and capital budget
o Prioritize properties according to leverage of private investment and social
benefits generated by the site
o Establish a policy of rehabilitation and adaptive reuse over new construction
Benchmark goals and objectivesmeasure and report results
Emphasize economic and job benefits of cultural elements
o Artisan skill building and new jobs
o Retail improvement from pedestrian amenities and better narrative interpretation
Program for civic education using all methods and venues
o Create hundreds of partners
o Show the benefits and solve the community issues
o Tie programming to new tax incentives, public improvements and other activities
to improve the quality of life
Implement existing design guidelines and supplement street corridor rules
Provide financial and regulatory incentives for residents and businesses
Examine the lessons from other historic cities in the Caribbean and elsewhere, but dont
try to imitaterather, adapt the idea to the local culture
Develop technical exchanges within the region in partnership with organizations like
American Planning Association, Royal Town Planning Institute, Canadian Institute of
Planners, Inter-American Development Bank, Caribbean Development Bank,
CARICOM, Organization of American States, USAID, U.S. Ambassadors Cultural
Fund, Commonwealth Foundation, UK National Trust, International Council on
Monuments and Sites (ICOMOS), UN-Habitat, UN World Tourism Organization,
UNESCO, and other potential partners.
Promote dialogues on heritage and culture at already existing conferences and meetings
in the Caribbean

83
CHAPTER 7: CONCLUSION AND NEXT STEPS FOR OAS

The four cities addressed in this report are a small but representative sample size of historic cities
in the Caribbean. By including an established UNESCO World Heritage Site (Paramaribo), a
recent WHS (Bridgetown), a tentative list site (St. Georges), and a city in the early stages of
seeking UNESCO designation (Port of Spain), this panorama illustrates the full spectrum of
Caribbean capacity, expertise, and policy with regards to historic preservation and sustainable
urban planning.
The project team will distribute the report to the stakeholders, including policymakers,
academics, and civil society representatives, that generously donated their time and knowledge to
this report. In their communications they will stress the best practices that could be useful to
transfer among Caribbean partners. Furthermore, CNULM will host this material in the public
domain on the BlueSpace website as part of the Caribbean Urban Heritage Portal. However,
there are several concrete steps that OAS could take to ensure the transfer of best practices and
promote the overall concept of historic cities as models for sustainable urban development that
supports walking, biking, and access to transit:
Collaborate with the OAS Culture and Tourism Section on their ongoing program,
Expanding the Socio-Economic Potential of Cultural Heritage in the Caribbean, by
distributing this report among their stakeholders, hosting some of its findings in the
online version of its portfolio Culture: A Common Denominator for Development, and
suggesting some of the demonstration sites as candidates for the programs pilot projects
Lobby CARICOM to endorse the Caribbean Urban Agenda at a ministerial level through
the establishment of a Council on Urban Affairs
Lobby the national governments of the four countries represented here to adopt the major
policy changes recommended in this report that relate to national trusts, business
improvement districts, and planning legislation
Support the establishment of local government (i.e. a mayor and city council) in
Suriname, Barbados, and Grenada; encourage the Trinidadian government to give the
Port of Spain City Corporation the power to collect revenue
Share the proposed demonstration sites in each of the four cities with multilateral partners
and encourage the OAS respective country offices to champion the proposal and seek
local partners
Pair these Caribbean cities with sister cities in the U.S. or Latin America that have solved
similar challenges and encourage an active exchange of local leaders
Endorse the project teams efforts to expand the scope of this research to include other
historic Caribbean cities
Participate in forums where knowledge can be exchanged directly between the cities in
question, such as Caribbean Urban Forum and the OAS Certified Course in Sustainability
to be held in Trinidad and Tobago in December 2014
To specifically boost capacity related to walkable streets, engage the National Complete
Streets Coalition to assist with the drafting of complete streets guidelines and plans for
interested national or local governments

84
ANNEX I: VALLETTA PRINCIPLES AND HUL GUIDELINES

Here we have abstracted a summary of the Valletta Principles and Historic Urban Landscape
(HUL) Guidelines for reference. These elements should be reviewed along with the
recommendations and that discussions take place within the community to ensure further
application of the principles in the planning and management system.
Elements to be preserved
1. The authenticity and integrity of historic towns, whose essential character is expressed by the
nature and coherence of all their tangible and intangible elements, notably:
a. Urban patterns as defined by the street grid, the lots, the green spaces and the
relationships between buildings and green and open spaces;
b. The form and appearance, interior and exterior, of buildings as defined by their
structure, volume, style, scale, materials, color and decoration;
c. The relationship between the town or urban area and its surrounding setting, both
natural and manmade; (Washington Charter)
d. The various functions that the town or urban area has acquired overtime;
e. Cultural traditions, traditional techniques, spirit of place and everything that
contributes to the identity of a place;
2. The relationships between the site in its totality, its constituent parts, the context of the site,
and the parts that make up this context;
3. Social fabric, cultural diversity;
4. Nonrenewable resources, minimizing their consumption and encouraging their reuse and
a. New functions
New functions and activities should be compatible with the character of the historic
towns or urban area. (Washington Charter)
The introduction of new activities must not compromise the survival of traditional
activities or anything that supports the daily life of the local inhabitants. This could help
to preserve the historical cultural diversity and plurality, some of the most valuable
elements in this context.
Before introducing a new activity, it is necessary to consider the number of users
involved, the length of utilization, compatibility with other existing activities and the
impact on traditional local practices. Such new functions must also satisfy the need for
sustainable development, in line with the concept of the historic town as a unique and
irreplaceable ecosystem.
b. Contemporary architecture
When it is necessary to construct new buildings or to adapt existing ones, contemporary
architecture must be coherent with the existing spatial layout in historic towns as in the
rest of the urban environment. Contemporary architecture should find its expression

85
while respecting the scale of the site, and have a clear rapport with existing architecture
and the development patterns of its context. Analysis of the urban context should precede
any new construction not only so as to define the general character of the group of
buildings but also to analyze its dominant features, e.g. the harmony of heights, colors,
materials and forms, in the way the faades and roofs are built, the relationship between
the volume of buildings and the spatial volume, as well as their average proportions and
their position. Particular attention should be given to the size of the lots since there is a
danger that any reorganization of the lots may cause a change of mass which could be
deleterious to the harmony of the whole (Nairobi Recommendation art. 28).
Perspectives, views, focal points and visual corridors are integral parts of the perception
of historic spaces. They must be respected in the event of new interventions. Before any
intervention, the existing context should be carefully analyzed and documented. View
cones, both to and from new constructions, should be identified, studied and maintained.
The introduction of a new building into a historical context or landscape must be
evaluated from a formal and functional point of view, especially when it is designated for
new activities.
c. Public space
Public space in historic towns is not just an essential resource for circulation, but is also a
place for contemplation, learning and enjoyment of the town. Its design and layout,
including the choice of street furniture, as well as its management, must protect its
character and beauty, and promote its use as a public place dedicated to social
communication.
The balance between public open space and the dense built environment must be
carefully analyzed and controlled in the event of new interventions and new uses.
e. Facilities and modifications
Urban planning to safeguard historic towns must take into consideration the residents
need for facilities. The integration of new facilities into historic buildings is a challenge
that local authorities must not ignore.
f. Mobility
Traffic inside a historic town or urban area must be strictly controlled by regulations.
(Washington Charter)
When urban or regional planning provides for the construction of major motorways, they
must not penetrate a historic town or urban area, but they should improve access to them.
Most historic towns and urban areas were designed for pedestrians and slow forms of
transport. Gradually these places were invaded by the car, causing their degradation. At
the same time, quality of life has been reduced.
Traffic infrastructure (car parks, bus and subway stations, etc.) must be planned in ways
that will not damage the historic fabric or its environment. A historic town should
encourage the creation of transport with a light footprint. It is important to encourage
pedestrian circulation. To achieve this, traffic should be drastically limited and parking
facilities reduced. At the same time, sustainable, nonpolluting public transport systems

86
need to be introduced, and soft mobility promoted. Roadways should be studied and
planned to give priority to pedestrians. Parking facilities should preferably be located
outside protected zones and, if possible, outside buffer zones. Underground
infrastructure, such as subways, must be planned so as not to damage historic or
archaeological fabric or its environment. Major highway networks must avoid protected
areas and buffer zones.
g. Tourism
Tourism can play a positive role in the development and revitalization of historic towns
and urban areas. The development of tourism in historic towns should be based on the
enhancement of monuments and open spaces; on respect and support for local community
identity and its culture and traditional activities; and on the safeguarding of regional and
environmental character. Tourism activity must respect and not interfere with the daily
life of residents.
Too great an influx of tourists is a danger for the preservation of monuments and historic
areas.
Conservation and management plans must take into account the expected impact of
tourism, and regulate the process, for the benefit of the heritage and of local residents.
h. Risks
Whatever the nature of a disaster affecting a historic town or urban area, preventative and
repair measures must be adapted to the specific character of the properties concerned.
Conservation plans offer an opportunity to improve risk preparedness and to promote
environmental management and the principles of sustainability.
i. Energy saving
All interventions in historic towns and urban areas, while respecting historic heritage
characteristics, should aim to improve energy efficiency and to reduce pollutants.
The use of renewable energy resources should be enhanced.
Any new construction in historic areas must be energy efficient. Urban green spaces,
green corridors and other measures should be adopted to avoid urban heat islands.
j. Participation
The participation and the involvement of the residents and all local interest groups are
essential for the success of the conservation program and should be encouraged. The
conservation of historic towns and urban areas concerns their residents first of all.
(Washington Charter, art 3).
Planning in historic urban areas must be a participatory process, involving all
stakeholders.
In order to encourage their participation and involvement, a general information program
should be set up for all residents, beginning with children of school age. The actions of
conservation associations must be encouraged and financial measures put in place to
facilitate the conservation and restoration of the built environment.

87
Mutual understanding, based on public awareness, and the search for common objectives
between local communities and professional groups, is the basis of the successful
conservation, revitalization and development of historic towns. Information technology
enables direct and immediate communication. This allows for active and responsible
participation by local groups. Authorities must be encouraged to take an interest in the
safeguarding of historic towns and urban areas, in order to establish financial measures
which will enable management and improvement plans to succeed.
k. Conservation Plan
The conservation plan should aim at ensuring at harmonious relationship between historic
urban areas. (Washington Charter art. 5)
It covers both tangible and intangible elements, in order to protect a places identity
without impeding its evolution. The principal objectives of the conservation plan should
be clearly stated as should the legal, administrative and financial measures necessary to
attain them. (Washington Charter art. 5)
A conservation plan must be based on urban planning for the whole town, including
analysis of archaeological, historical, architectural, technical, sociological and economical
values. It should define a conservation project, and be combined with a management plan
and followed by permanent monitoring.
The conservation plan must determine the terms, rules, objectives and outcomes of any
changes. It should determine which buildings and spaces must be preserved, which
should be preserved under certain circumstances and which, under quite exceptional
circumstances, might be expendable. (Washington Charter)
Before any intervention, existing conditions should be rigorously documented. The
conservation plan must identify and protect the elements contributing to the values and
character of the town, as well as the components that enrich and demonstrate the character
of the historic town and urban area. The proposals in the conservation plan must be
articulated in a realistic fashion, from the legislative, financial and economic point of
view, as well as with regard to the required standards and restrictions.
The Conservation Plan should be supported by the residents of the historic area.
(Washington Charter art.5)
When there is no conservation plan, all necessary conservation and development
activities in a historic town must be carried out in accordance with the principles and
objectives of conservation and enhancement.
Management Plan
An effective management system should be devised according to the type and characteristics of
each historic town and urban area, and their cultural and natural context. It should integrate
traditional practices, and be coordinated with other urban and regional planning tools in force.
A management plan is based on the knowledge, conservation and enhancement of tangible and
intangible resources. Therefore it must:
determine the cultural values;
identify stakeholders and their values;

identify potential conflicts;
determine conservation targets;
determine legal, financial, administrative and technical methods and tools;
understand strengths, weaknesses, opportunities and threats;
define suitable strategies, deadlines for the work, and specific actions.
The production of such a management plan should be a participatory process.
In addition to the information provided by local authorities, officials, field survey and detailed
documentation, the Plan should include, as an appendix, the conclusions from stakeholder
discussions and an analysis of the conflicts arising in these inherently contradictory debates.
88

Historic Cities in The Caribbean: Patterns For Sustainability and Placemaking

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Historic Cities in The Caribbean: Patterns For Sustainability and Placemaking

Uploaded by

Copyright:

Available Formats

THE HISTORIC URBAN LANDSCAPE (HUL)

Final Report Submitted To:

Final Report Submitted By:

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

4.8. Adherence to Sustainable Development Principles. 52

Organization of American States Department of Sustainable Development

The Caribbean Network for Urban and Land

Jeff Soule, FAICP is Director of

Gregory Scruggs is an M.A. candidate in

Organization of American States Department of Sustainable Development

II. EXECUTIVE SUMMARY

Organization of American States Department of Sustainable Development

CHAPTER 1: OVERVIEW OF HISTORIC URBAN LANDSCAPES

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

CHAPTER 2: PARAMARIBO, SURINAME

Organization of American States Department of Sustainable Development

2.1. Background and Overview

UNESCO World Heritage List: Historic Inner City of Paramaribo, http://whc.unesco.org/en/list/940

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

2.2. Paramaribos Built Environment Quality for Pedestrians and Cyclists

Organization of American States Department of Sustainable Development

2.3. Recommendations to Improve Pedestrian and Bicycle Friendliness:

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

2.4. Paramaribos Management Plan

There is no central coordinated and strong management;

The current management organization is weak and needs to be restructured and

There is no sufficient staff with appropriate expertise;

There is a clear gap in urban planning in the country;

There is a lack of parking provisions, pedestrians cannot walk safely;

There still is a general lack of awareness of the sites UNESCO designation.

Paramaribo World Heritage Site Management Plan 2011-2015, May 2011,

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

2.5. Existing Literature

Organization of American States Department of Sustainable Development

Suriname: A Colorful Experience, March 26, 2014, https://www.youtube.com/watch?v=daVuzbP3ox8 and

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

Ruins of the first

Organization of American States Department of Sustainable Development

2.12. Best Practice: Stichting Stadsherstel Paramaribo

New life for historic cities, UNESCO, 2013, http://whc.unesco.org/document/123570.

Organization of American States Department of Sustainable Development

2.13. Recommendation for Demonstration Site: Watermelon Straat

Organization of American States Department of Sustainable Development

2.14. Summary Recommendations on Paramaribo for Policymakers:

Organization of American States Department of Sustainable Development

CHAPTER 3: BRIDGETOWN, BARBADOS

Organization of American States Department of Sustainable Development

3.1. Background and Overview

Organization of American States Department of Sustainable Development

As the capital of independent Barbados, Bridgetown is home to both historic vernacular

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

Organization of American States Department of Sustainable Development

3.2. Bridgetowns Built Environment Quality for Pedestrians and Cyclists

Organization of American States Department of Sustainable Development