St. Lucia Chairman’s Reserve Master’s Selection 8

Review by: Raygun Another rum from The Auditor. This is a combination of John Dore 1 pot still rum and Vendome pot still rum from St. Lucia distillery. Selected by the Eskimo Brothers barrel society. Reviewed from a sample, initially tasted blind. Rested about 15 minutes. Distillery: Saint Lucia Bottler: Saint Lucia Region/style: Caribbean pot still rum ABV: 59.8%  Age: 8 years. Distilled…

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https://www.advancemarketanalytics.com/reports/118472-global-coconut-alcohol-market

Coconut alcohol Market Status and Future Forecast 2023-2029

Advance Market Analytics released a new market study on Global Coconut Alcohol Market Research report which presents a complete assessment of the Market and contains a future trend, current growth factors, attentive opinions, facts, and industry validated market data. The research study provides estimates for Global Coconut Alcohol Forecast till 2029*.

Coconut alcohol is one of the leading alcohol beverages in the market. With the rising health care concern, this industry is driving huge growth in coming. It is available in various types and various different packaging techniques. The market-dominant players are heavily investing in new packaging techniques and advanced manufacturing techniques. With the growth in alcohol beverage development, this industry is having strong growth potential in the coming years.

Key Players included in the Research Coverage of Coconut Alcohol Market are:

Hunter Distilleries (Australia), Island Distillers (United States), St. Lucis Distillers Group of Companies (Saint Lucia), EL Dorado (Guyana), Pernod Ricard (France), Bacardi (Bermuda), Agavero (New Jersey), Brugal (Dominican Republic), Diageo (United Kingdom), Admiral Nelson's (United States),

What's Trending in Market: Advancement in Manufacturing Techniques

Challenges: Stringent Government Policies and Regulations Fluctuation in Price of Raw Materials

Opportunities: North America and Europe is Expecting Huge Growth in this Industry, Because of Increase in Alcoholic Consumption Companies are Investing in Technological Development to Enhance Production Capabilities

Market Growth Drivers: Increase Production of Alcoholic Beverage Exclusively with Coconut Water Growing Demand from the Asia Pacific Regions

The Global Coconut Alcohol Market segments and Market Data Break Down by Type (Beer, Wine, Vinegar, Traditional Toddy, Others), Application (Household, Commercial), Sales Channels (Online Sales Channels, Offline Sales Channels), Pricing (Low, Medium, High)

Get inside Scoop of the report, request for free sample @: https://www.advancemarketanalytics.com/sample-report/118472-global-coconut-alcohol-market

To comprehend Global Coconut Alcohol market dynamics in the world mainly, the worldwide Coconut Alcohol market is analyzed across major global regions. AMA also provides customized specific regional and country-level reports for the following areas.

• North America: United States, Canada, and Mexico.

• South & Central America: Argentina, Chile, Colombia and Brazil.

• Middle East & Africa: Saudi Arabia, United Arab Emirates, Israel, Turkey, Egypt and South Africa.

• Europe: United Kingdom, France, Italy, Germany, Spain, Belgium, Netherlands and Russia.

• Asia-Pacific: India, China, Japan, South Korea, Indonesia, Malaysia, Singapore, and Australia.

Wednesday, November 09, 2022 Canadian TV Listings (Times Eastern)

WHERE CAN I FIND THOSE PREMIERES?: ROBO MUNDIAL (Disney + Star) 56TH ANNUAL CMA AWARDS (CTV2) 8:00pm MOONSHINERS (Discovery Canada) 9:00pm MOONSHINERS: MASTER DISTILLER (Discovery Canada) 10:00pm

WHAT IS NOT PREMIERING IN CANADA TONIGHT SECRET RESTORATION (Premiering on November 14 on History Canada at 10:00pm) DIESEL BROTHERS (TBD - Discovery Velocity) PAWN STARS DO AMERICA (TBD)

NEW TO AMAZON PRIME CANADA/CBC GEM/CRAVE TV/DISNEY + STAR/NETFLIX CANADA:

AMAZON PRIME CANADA BREATHE INTO THE SHADOWS (Season 2) SAVAGE X FENTY SHOW

CBC GEM THE NOODLE GROUP

CRAVE TV CHRISTMAS UNFILITERED

DISNEY + STAR MICKEY MOUSE FUNHOUSE (Season 1 Premiere) REVENGE OF OTHERS (Season 1, Two-Episode Premiere) SAVE OUR SQUAD WITH DAVID BECKHAM (Premiere) THE STOLEN CUP (Robo Mundial) (All Episodes) ZOOTOPIA+ (Season 1 Premiere)

NETFLIX CANADA THE CROWN (Season 5) FIFA UNCOVERED THE SOCCER FOOTBALL MOVIE

FANTASTIC FRIENDS (CTV Life) 7:00pm (SERIES PREMIERE): James and Oliver gate-crash Maisie William's relaxing vacation on the stunning Caribbean island of Saint Lucia.

NHL HOCKEY (SN) 7:30pm: Canucks vs. Habs (SN360) 10:00pm: Wild vs. Ducks

NBA BASKETBALL (SN1) 7:30pm: Knicks vs. Nets (TSN/TSN3/TSN4) 8:00pm: Rockets vs. Raptors (TSN/TSN3) 10:00pm: Lakers vs. Clippers

THE OTHER SIDE (APTN) 7:30pm: Tucked along the North Saskatchewan River lies Fort Saskatchewan, where criminals were executed for decades.

DIGGSTOWN (CBC) 8:00pm: Marcie faces off against old friends and foes during her professional responsibility hearing. Doug and Ellery get a front-row seat to how the Clawfords deal with their enemies.

SPIRIT TALKER (APTN) 8:00pm:  Shawn travels to Michipicoten, a community reclaiming sacred spaces and traditions.

LIVING BY DESIGN (CTV Life) 8:00pm (SERIES PREMIERE): Jake and Jazz merge fashion and function for Aria and her impressive book collection. Jake makes a custom bookshelf, and Jazz brings in new lighting and accent pieces. On the menu is Jake's Fettucine with Crab Cake Bake and Jazz makes Kiwi Lime pie.

WAHL STREET (CTV Life) 8:30pm (SERIES PREMIERE):  Determined to do more than just recover his pandemic losses, Mark throws his energy into expanding one brand and investing in another.

HALIFAX COMEDY FESTIVAL (CBC) 9:00pm/9:30pm: Host Mark Critch welcomes standup comics Mike Delamont, Hoodo Hersi, Shaun Majumder and Leonard Chan. In Episode Two, performances by Trent McClellan, Adam Delorey, Bette MacDonald and Travis Lindsay and from the archives, the hilarious Ryan Belleville, Nikki Payne, Pete Zedlacher, K. Trevor Wilson and Greg Proops.

SARAH'S MOUNTAIN ESCAPE (HGTV Canada) 9:00pm: Sarah Richardson and her husband, Alex, battle Mother Nature as they continue the gut and renovation of their new West Coast vacation rental, Haus Heidi. While traveling back and forth to their home in Ontario, they deal with record flooding and project delays back in British Columbia.

DEMON IN THE WHITE HOUSE (DTour) 9:00pm: The world's most haunted house is at 1600 Pennsylvania Avenue, where two grieving first ladies may have unwittingly invited evil into their temporary home. This spirit could still be tormenting America's presidents, their families and their advisors.

LOST TREASURES OF EGYPT (Nat Geo Canada) 10:00pm (SEASON PREMIERE):  Archaeologists investigate the suspicious death of Tutankhamun.

Saint Lucia Distillers 1979 Ruby Reserve Rum

A stunning Saint Lucian rum only available to buy in Saint Lucia. A blend of pot and column still, molasses and sugarcane distillates. https://rumshopboy.com/2021/01/28/saint-lucia-distillers-1979-ruby-reserve-rum/

Saint Lucia 46%$100-150 (In Saint Lucia) Single Blended Rum: A blend of pot still and traditional column still from a single distillery.ABV Hydrometer Test: 46% ABV @ 20°* B Today, I have a very rare and special rum in my glass.Only available on the beautiful island of Saint Luciaand limited to just 1,979 bottles. In 2019, Saint Lucia Distillers (SLD) created a unique and special blend of…

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DaMajority Fresh Article https://www.damajority.com/spiribam-launches-admiral-rodney-rum-in-the-u-s/

SPIRIBAM Launches Admiral Rodney Rum In The U.S.

SPIRIBAM Launches Admiral Rodney Rum In The U.S.

NEW YORK, June 4, 2019 — SPIRIBAM, Fine Rum Specialists, welcomes the arrival of Admiral Rodney to its American shores. As a rum brand long admired by the most enthusiastic rum professionals, Admiral Rodney has been redesigned and relaunched to showcase the treasures of aged rums hidden in the vaults of Saint Lucia Distillers and to celebrate the life and achievements of a great naval strategist. Three clever blends with smart packaging make up the initial Admiral Rodney releases, known individually by three prominent ship names in Admiral Rodney’s flotilla: HMS Princessa, HMS Royal Oak, and HMS Formidable. Admiral Rodney is the latest of several prestigious rums to enter the United States from Saint Lucia, making Saint Lucia the top new origin for luxurious world-class rums.

The Admiral Rodney signature flavor profile comes from the robust base rum extracted from lower plates on the Coffey still, where there is less alcohol but more natural flavor and true rum character. These rums are then patiently aged in oak casks and meticulously blended to create soft, rich sipping rums that tell stories long after your glass is empty.

Rum enthusiasts can expect a heavier body than is usually present in column still rums, complemented by a rich rum profile. These characteristics can be attributed to the technique of extracting pure rum from the lower plates of the rectifier column and extending periods of aging in oak casks.

Name 

Still Type 

Barrel Type 

Age Statement 

ABV 

Notes 

Admiral Rodney Princessa

Coffey

Bourbon and Port

5-9 years

40%

Intense brown sugar balanced by dry toasted oak. Price: $49.99

Admiral Rodney Royal Oak

Coffey

Ex-Bourbon

7-12 years

40%

Sweet sultana fruit, tobacco, and chocolate complimented by vanilla and a spicy finish. $79.99

Admiral Rodney Formidable

Coffey

Ex-Bourbon

9-12 years

40%

A complex palate of fried fruit balanced with toasted oak and a long finish. $129.99

The inspiration behind the development of this line originates from St. Lucia Distillers original Admiral Rodney blend that celebrated the famous English naval strategist Admiral George B Rodney who famously “broke the line” and vanquished the French fleet at the Battle of the Saints in 1782. A flagship in terms of age and complexity, the distillery chose to build upon their collection and expand Saint Lucia’s stake in the global premium rum universe. Already a multi-award-winning rum, Admiral Rodney has been labeled by several of the world’s most esteemed rum aficionados as the best pure rum made on a traditional twin column Coffey still.

ABOUT ADMIRAL RODNEY:

The Admiral Rodney series of award-winning rums commemorates the famous Battle of the Saints and toasts the courage and valor of British sailors who “broke the line” and defeated the French navy. With three distinct expressions, it is without a question that Admiral Rodney rum is a fine aged rum unparallel to any other.

Admiral Rodney Rum is now available in select U.S markets. Customers across the country (with the exception of AL, IL, KY, MI, MS, NH, SD, & UT) can order the product and have it conveniently shipped directly to their home. To order, simply visit www.spiribam.com or www.admiralrodneyrum.com and follow the “SHOP NOW” button.

Saint Vincent and the Grenadines, island country lying within the Lesser Antilles, in the eastern Caribbean Sea. It consists of the island of Saint Vincent and the northern Grenadine Islands, which stretch southward toward Grenada. The island of Saint Vincent lies about 20 miles (32 km) southwest of Saint Lucia and 100 miles (160 km) west of Barbados. It is 18 miles (30 km) long and has a maximum width of 11 miles (18 km). The larger islands of the Grenadines associated with Saint Vincent are Bequia, Canouan, Mayreau, Mustique, Prune (Palm) Island, Petit Saint Vincent Island, and Union Island. The Tobago Cays, just to the east of Mayreau, have been designated a wildlife reserve.

The name Saint Vincent originally applied to the mainland and the group of smaller islands associated with it. After the attainment of independence in 1979 the multi-island state was renamed Saint Vincent and the Grenadines. The capital and major port is Kingstown, on Saint Vincent. The country is a member of the Commonwealth.

The economy of Saint Vincent is chiefly agricultural. The country is one of the world’s few producers of arrowroot, despite a major decline in the industry. Saint Vincent was once the greatest exporter of it. Cotton and sugarcane were formerly important to the economy, but, since the second half of the 20th century, bananas have been the leading export, and cotton is no longer grown. Other important crops include sweet potatoes, plantains, yams, coconuts, and dasheens and eddoes (types of taro). Rice and flour are milled from imported white-cargo or rice and wheat. All these agricultural products are used locally and exported to neighbouring Caribbean countries. The interior of the island of Saint Vincent is still forested, though there is significant encroachment on the woodland. There is a growing fishing industry, both offshore and inland, that produces for local consumption as well as for export to other Caribbean islands and to the United States, particularly to locations on the Eastern seaboard, such as Miami and New York City. Lobster, conch, tuna, and swordfish are the main seafoods exported.

Manufacturing is of minor economic importance. There is some focus, however, on light manufacturing, on the milling of rice and flour, and on the production of beer. There are also plants for distilling rum, building yachts, and making boxes for locally produced beer and the packing of bananas.

The major imports are machinery and transport equipment, food and beverages, chemicals, and fuels, coming primarily from the United States and the Caribbean Community and Common Market (Caricom) countries, especially Trinidad and Tobago, and Venezuela. The main exports are bananas, packaged flour and rice, and root crops such as dasheens and eddoes. The country’s main export destinations are the Caricom countries, particularly Saint Lucia, Trinidad and Tobago, Barbados, and Antigua and Barbuda.

Tourism has assumed a significant role in the economy, especially with the greater accessibility of the Grenadines through the airports established throughout the islands and the use of larger and more modern boats. Noted for their coral reefs and fine beaches, the Grenadines serve as the focus of the country’s tourism sector. They are particularly favoured by those interested in yachting and sport fishing and lend themselves to Caribbean tourism’s traditional emphasis on sun, sea, and sand. One of the Grenadines, the island of Mustique, is privately owned by a consortium of landowners, many of whom rent their property to vacationers. Ecotourism is being encouraged on the main island, Saint Vincent.

The country’s major airport, Argyle International Airport, is located in the southeastern portion of Saint Vincent. Several of the Grenadines also have airstrips. Kingstown has a deepwater port and a cruise ship berth.

Transport on the island of Saint Vincent is adequate. A road network runs along most of the coast from Chateaubelair in the northwest, down to the south coast, and back up to Fancy on the northeastern side of the island. The area on the western side from Fancy to Chateaubelair is extremely rocky, and the roughness of the terrain has prevented the completion of the road network around the island. A series of feeder roads were built from the coastal area inland to facilitate the movement of agricultural products to the markets and to serve numerous inland communities.

Finally, I will leave a link which includes all companies and enterprises in Saint Vincent and the Grenadines, for those who want to research and discover more about this island. Thanks for reading.

All businesses address in Saint Vincent: https://findsun.net/VC

Chairman’s Reserve 1931

Review by: The Auditor Review #1153; Rum #468 Chairman’s Reserve is a brand of rums that comes from Saint Lucia Distiller’s and is located on the island of Saint Lucia. This rum is a blend of molasses and fresh pressed cane juice rum, with the cane juice component coming from Sugarcane grown at the distillery. The rums themselves are a blend of distillates from the Coffey column still, 3 pot…

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Known as the Spirit of Saint Lucia, Bounty Rum is something you must taste and bring back home to your friends and family. Bounty Rum is produced by St. Lucia Distillers which is located in the scenically beautiful and agriculturally rich valley of Roseau on the Caribbean island of St Lucia. Bounty, “The Spirit of Saint Lucia” was established in 1972 as the principle rum brand of St. Lucia Distillers, a united venture created when the last two distilleries on the island, the Dennery Distillery and Roseau Bay Distillery, merged. Bounty Rum captures and conveys the island’s most dynamic and festive qualities, which stem from the island’s traditional and cultural roots. . ⁠ . #travel #instatravel #travelgram #docklife #instago #adventure #travelblogger #wanderlust #blacktravelfeed #travelgram #instatravelling #instavacation #travelblogger #instapassport #rum  #shop #travelling #trip #traveltheworld #igtravel #islandlife #travelblog #boatlife #stluciaisparadise #beautiful #stlucia #exploremore #instatravel #art #instagood #love (at Anse-la-Raye, St. Lucia) https://www.instagram.com/p/CCTMm0MhnCK/?igshid=17h499wb0zh1b

GSN Review: Admiral Rodney HMS Princessa Saint Lucia Rum

GSN Review: Admiral Rodney HMS Princessa Saint Lucia Rum

As a rum brand long admired by the most enthusiastic rum professionals, Admiral Rodney has been redesigned and relaunchedto showcase the treasures of aged rums hidden in the vaults of Saint Lucia Distillers, and to celebrate the life and achievements of a great naval strategist. Three clever blends with smart packaging make up the initial Admiral Rodney releases known individually by three…

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The Structure and Performance of National Implementation Coordinating Units

Since April 1997, the General Secretariat of the Organisation of American States (GS/OAS) as the executing agency, and the World Bank as one of the Implementing Agencies of the Global Environmental Facility (GEF), in collaboration with the University of the West Indies, have been engaged in the implementation of a four year project entitled “Caribbean Planning for Adaptation to Climate Change” (“CPACC”). Funded by the GEF Trust Fund, the project seeks to support twelve CARICOM countries (“Participating Countries”) in preparing to cope with the adverse effects of global climate change particularly sea level rise, in coastal and marine areas. Working through a Regional Project Implementation Unit (“RPIU”) based in Barbados, as well as National Implementation Coordinating Units (“NICUS”) based in each participating country, the project utilises a combination of demonstration actions and regional training and technology transfers to achieve its objectives. Project activities are grouped within four regional and five pilot action components as follows: Regional Components (1) design and establishment of sea level/climate monitoring network; (2) establishment of databases and information systems; (3) inventory of coastal resources and use; and (4) formulation of a policy framework for integrated coastal and marine management. Pilot Components (5) coral reef monitoring for climate change; (6) coastal vulnerability and risk assessment; (7) economic valuation of coastal and marine resources; (8) formulation of economic/regulatory proposals; and (9) greenhouse gases inventory and vulnerability assessment of the agriculture and water sectors. Terms of Reference The Consultant was required to review and make recommendations on the functioning of NICUs with particular reference to their effectiveness in the following areas: • coordinating in-country activities; • preparing quarterly reports; • providing supporting services and institutional contacts for local and international consultants contracted by the project; • utilising funds allocated for support activities; 2 • providing the RPIU with access to relevant local institutions/personnel for project implementation; • utilising of equipment and skills provided under the project; and • departmental support for functional responsibilities of the NICu. The consultant was also required to visit two countries (Jamaica and Saint Vincent and the Grenadines) to undertake a more detailed evaluation of functioning of the two NICUs and to distill any lessons which might inform the way forward. Conclusions and Recommendations In light of the limited resources available under the project, the many constraints within the internal and external environments, the relatively immature state of the institutional arrangements for sound environmental management and the fact that climate change is an emerging policy consideration, the overall performance of the NICUs can be described as encouraging. While the Units have functioned with varying degrees of effectiveness, each threw out its own array of insights and lessons that might inform the design and implementation of later project interventions. Each country in its own way sent out a glimmer of hope that the management of climate change issues will become more firmly placed within the policy and institutional setting. Of those Units that have been evaluated, those that seem to be more dynamic and effective such as Saint Vincent and the Grenadines, Jamaica, Grenada and Dominica are those which appear to benefit from: • high levels of personal commitment from Unit Heads ; • stronger levels of participation of collaborating agencies within the public sector; • encouraging levels of support received from the political directorate. However in many cases the Units are afflicted by: • severe resource constraints. Most Units are run by one full-time officer who also carries other substantive duties and responsibilities, which in many cases are deemed to be more important in the overall scheme of commitments of a particular Ministry or Department. Other collaborating agencies are similarly afflicted, resulting in missed deadlines. Many Unit Heads have had to pull personnel and other resources made available for the National Communications project, to strengthen the management of the CPACC Project. However this relief is only temporary and unless additional support can be provided, the latter components of the CPACC are likely to be adversely affected. • low levels of appreciation of climate change issues at critical levels of the decision-making apparatus such as Cabinet Ministers and Financial Managers; • low levels of public awareness of climate change issues. This is seen as a critical deficiency, as it 3 means that there is little public pressure on the political directorate to place climate change firmly on the national policy agenda. • changes in personnel as well as changes in the structure of Government Ministries with responsibility for climate change/environmental management issues. This was particularly severe in Saint Lucia (where there was a change of Government), in Jamaica and Grenada (where there has been a reshuffling of portfolios of Government Ministries); and in Saint Kitts-Nevis and Saint Vincent and the Grenadines (where there has been a change of personnel). 4 Main Report Introduction Since April 1997, the General Secretariat of the Organisation of American States (GS/OAS) as the executing agency, and the World Bank as one of the Implementing Agencies of the global Environmental Facility (GEF), in collaboration with the University of the West Indies, are embarking on a four year project entitled “Caribbean Planning for Adaptation to Climate Change” (“CPACC”). Funded by the GEF Trust Fund, the Project seeks to support twelve CARICOM countries (“Participating Countries ”) in preparing to cope with the adverse effects of global climate change particularly sea level rise, in coastal and marine areas. Working through a Regional Project Implementation Unit (“RPIU”) based in Barbados, as well as National Implementation Coordinating Units (“NICUs”) based in each participating country, the project utilises a combination of demonstration actions and regional training and technology transfers to achieve its objectives. Project activities are grouped within four regional and five pilot action components as follows: Regional Components (1) design and establishment of sea level/climate monitoring network; (2) establishment of databases and information systems; (3) inventory of coastal resources and use; and (4) formulation of a policy framework for integrated coastal and marine management. Pilot Components (5) coral reef monitoring for climate change; (6) coastal vulnerability and risk assessment; (7) economic valuation of coastal and marine resources; (8) formulation of economic/regulatory proposals; and (9) greenhouse gases inventory and vulnerability assessment of the agriculture and water sectors. 5 Terms of Reference A Mid-Term Review forms an integral part of the monitoring and evaluation program of the CPACC Project. Section 34 of the Project Document provides for additional reviews or studies to be contracted by the General Secretariat of the OAS (GS/OAS) as input into the Mid-Term Review. As input into this process, the GS/OAS contracted the services of Mr. Cletus Springer, Impact Consultancy Services Inc, from St Lucia to conduct an evaluation on the structure and performance of national implementation coordination units. His terms of reference were: The Approach The evaluation was based on: (a) a review of relevant literature including the project document and reports of relevant national and regional events; (b) the findings from telephone and face-to-face interviews as well as field missions to two of the participating countries. Given the traditional unreliability of mail surveys and questionnaires, the consultant opted to conduct telephone interviews with NICU representatives and Focal Points as the preferred approach. Generally the approach has worked reasonably well and has ensured an adequate response rate with 9 of 12 NICUs being evaluated. Factors Affecting the Evaluation The timing of the evaluation coincided with the summer vacation of key individuals in some countries. Problems were experienced as many representatives were away from their desks when calls were made. A visit to Jamaica during the period August 16-21 was unsuccessful and had to be followed up Terms of Reference The Consultant was required to review and make recommendations on the functioning of NICUs with particular reference to their effectiveness in the following areas: • coordinating in-country activities; • preparation of quarterly reports; • providing supporting services and institutional contacts for local and international consultants contracted by the project; • utilisation of support funds allocated for support activities; • providing the RPIU with access to relevant local institutions/personnel for project implementation; • utilisation of equipment and skills provided under the project; and • departmental support for functional responsibilities of the NICU The consultant was also required to visit two countries (Jamaica and Saint Vincent and the Grenadines) for a detailed investigation of factors which lead to the contrasting functioning of the two NICUs. 6 with a telephone interview. Attempts to contact Antigua and Barbuda’s Focal Point were unsuccessful. One attempt to contact the Focal Point in Antigua and Barbuda yielded a recorded message indicating that the telephone was debarred from receiving international calls. Structure of the Report The remainder of this Report is presented in four main sections. Section B provides an analysis of the situation that existed prior to the implementation of the Project. This is intended to assist in establishing whether the functions assigned to the NICUS in Article 3 of the Agreement reached between the GS/OAS and the Governments of the Participating Countries were realistic and whether any of the assumptions made, were borne out. Section C assesses the institutional capacity of the NICUs in the following areas: • structure; • coordination of internal and external inputs; • facilitation of administrative support services; • utilisation of project resources (equipment and skills); and • reporting arrangements. Section D provides the results of a comparative analysis of the institutional arrangements and functioning of NICUs in Jamaica and Saint Vincent and the Grenadines respectively and highlights important lessons from these arrangements. Section E concludes with a set of conclusions and recommendations on the way forward. Review of the Pre-Existing Situation. Mindful that evaluations have a retrospective as well as a prospective dimension, it is useful to assess the first two years of the CPACC Project not only in terms of the objectives set for the project but also in terms of the circumstances which existed prior to, or at the time of the project’s introduction. Since the early 1980s, Non-Governmental Organisations and to a lesser extent Governments, had begun to register growing concern over the general state of the environment. There was an emerging recognition reflected in documents such as the 1988 Agreement establishing the Caribbean Environmental Health Institute (CEHI) as well as in the Declarations emanating from such fora as the First CARICOM Ministerial Meeting on the Environment held in 1989, that urgent action had to be taken to stem the rapid deterioration of the environment. The UNCED and UNSIDS helped to accentuate this awareness through the participation of Caribbean politicians, technocrats and community activists in meetings leading to global Conventions dealing with issues such as Climate Change, Biodiversity, Ozone Depletion and the trans-boundary movement of hazardous wastes among others. Caribbean SIDS played a critical role in the establishment and functioning of the 7 Alliance of Small Island States (AOSIS) which helped defend the interests of SIDS in the negotiations on the Framework Convention on Climate Change. While these events and their accompanying statements helped to catalyse the development of policies and analytical tools and the creation of Ministries of the Environment, in nearly all counties, in very few cases have these actions been placed within an overall strategic context that is informed by a clear raison d’etre and an appreciation of the social, economic and environmental benefits that these actions can bring. Consequently, successive Caribbean Governments have tended to see conflict rather than complementarity between environment and development. The situation has not been helped by a daunting social and economic development agenda and the poor performance of many Caribbean economies. So that the situation which existed prior to the introduction of the CPACC Project was characterised by the following: (a) the absence of sustainable development strategies that: • are developed in consultation with the private sector and civil society; • articulate policies, programmes, projects and activities that seek to routinely integrate economic and environmental considerations; • take account of inter-sectoral linkages; and • recognise the varying nature of the institutional requirements; (b) the absence, in many countries, of approved national environmental action plans and environmental quality criteria; (c) a multiplicity of Governmental agencies with responsibility for various aspects of the environment and the absence of institutional mechanisms to coordinate their policies and programmes (avoid duplication of effort and wastage of scarce resources); (d) a proliferation of outdated environmental laws often weakly enforced by disparate Government agencies; (e) the limited development planning and project cycle management capacity; (f) a lack of trained personnel in critical areas such as Natural Resource Management; Project Cycle Management; Environmental Engineering; Coastal Zone Management, Collaborative Management, Conflict Resolution, Policy Analysis and Design, and Coastal Engineering among others; 8 (g) the absence of institutional mechanisms to facilitate structured and sustained dialogue among partners in the development process; (h) the severe financial crises faced by nearly all Caribbean Governments; (i) the low levels of appreciation of climate change issues; and (j) the absence of regional institutions with the mandate and capacity to effectively manage sustainable development issues, including climate change. Conclusions From the above analysis it is clear that the project was not introduced in the most ideal conditions. From a reading of the project document, it is not clear whether the implications of this situation were clearly assessed in the context of the ability of the NICUs to fulfil their roles and the overall success and sustainability of the project. There is no indication that a detailed analysis of the institutional setting was done. This suggests therefore that: (a) an assumption was made that the situation described earlier would not have had an adverse impact on the project; or (b) that the situation would have improved during the course of the implementation of the project. It is instructive however, that the designers of the project decided to dedicate the largest part of the project’s resources to capacity building, giving priority in the first instance to building such capacity at the regional level and in turn to use this regional capacity to strengthen the capacity of national institutions. Review of Institutional Capacity and Performance of the NICUs According to Article 3 of the Agreement between the GS/OAS and Governments in the “Participating Countries” the National Unit is accorded the following functions: (a) to coordinate activities undertaken by the Regional Unit in accordance with other activities undertaken by NICUs in the region: (b) to advise the Regional Unit in all matters related to the implementation of activities undertaken or organised on a national level including the selection of project sites and local consultancy and technical services; (c) to coordinate and support the execution of activities undertaken by the project in which the Government participates in the First Schedule of the Agreement which relates to: • establishing a sea level and climate monitoring network; • establishing bases and information systems; 9 • preparing an inventory of coastal resources and the use of such resources; and • formulating a policy framework for integrated coastal and marine management; (d) to inform the relevant agencies of the activities relating to the project and to facilitate the coordination and participation of national agencies and civil society groups in all activities relating to the project; (e) to prepare quarterly programme reports on Project activities in which the Government is participating, for submission to the General Secretariat through the Regional Unit; (f) to provide the Regional Unit with access to national information and data bases of direct relevance to the project activities in which the Government participates; (g) to ensure the maintenance of national databases and their related inventories which are generated as a result of the Project; (h) to facilitate the provision of institutional contacts for the consultants contracted by the Regional Unit, including the monitoring and evaluation team; (i) to disseminate nationally, all regional and national reports, training documents and educational materials produced under the project; and (j) to participate whenever requested by the General Secretariat in the semi-annual reviews of the Project implementation, based on the reports referred to in paragraph (e) above. These scope of the functions assigned to the NICUs suggest that these units would have been: • suitably positioned, with the authority and ability to leverage the necessary support from the relevant collaborating agencies; • suitably equipped with technical and administrative resources to inter alia: effectively manage the consultancy function; fulfil the reporting requirements of the project; undertake the required research; maintain databases and related inventories; and support the policy formulation process. Structure of NICUs The structure of the NICUs were found to be broadly similar. In most cases the units were managed by one technical officer who often carried other substantive duties. In countries where the National Communication Component (NCC) has already commenced (Grenada, Dominica, Barbados, Jamaica and Trinidad and Tobago) the local counterpart has been used to provide additional technical support to the NICUs. In the case of Saint Vincent and the Grenadines additional technical support is 10 provided through the Ozone Secretariat. However in all countries where this arrangement is in place, there is concern about the ability of the NICUs to manage when the NCC is completed. In all the countries surveyed, the NICUs are supported either by Ad Hoc Steering Committees (Grenada, Dominica and Saint Lucia) or by Standing Committees (Jamaica, Saint Vincent and the Grenadines, Barbados). In Saint Vincent and the Grenadines, a National Environment Advisory Board – which incidentally is chaired by the CPACC Focal Point, has oversight over all environmental management matters, including climate change. A similar arrangement is in place in Trinidad and Tobago and to a lesser extent Jamaica, where the legal, policy and institutional apparatus of the Environmental Management Authority (EMA) and the Natural Resources Conservation Authority (NRCA) respectively, has helped to bolster the work of the NICU. In Saint Kitts and Nevis, Climate Change is addressed in a 1996 amendment to that country’s National Conservation and Environmental Protection Act No. 5 of 1987. Interestingly Climate Change is given full treatment in Trinidad and Tobago’s National Policy on the Environment. Further that country reports that there is strong political support from the two main political parties, for that country’s involvement in climate change initiatives. Nearly all Steering Committees comprise the key development/environmental management agencies, such as those responsible for physical planning and development control, meteorological services, fisheries, forestry, surveys and mapping, science and technology policy coastal zone management and disaster preparedness. The Committees/Councils in Grenada and Saint Vincent and the Grenadines were found to have the widest embrace. In addition to the agencies listed earlier, Grenada’s Steering Committee also comprises representatives of the NGO community, the Chamber of Commerce, the Trades Union Council and the Sustainable Development Council (SDC). This is in part, a reflection of that island’s successful experience with UNDP’s Capacity 21 Pilot Programme, which has enabled it to maintain a fairly well-functioning SDC, with a strong culture of institutional collaboration. In Saint Vincent and the Grenadines, the Advisory Board also includes the Solicitor-General as well as a representative an umbrella organisation of NGO’s. Interestingly the UNDP is included among the agencies on Jamaica’s Steering Committee, while the OAS office is named among agencies in Grenada. There was a fairly wide variation in the activity levels of the Steering Committee/Boards. NICUs in Grenada, Jamaica and Saint Vincent and the Grenadines report having frequent meetings while Saint Kitts/Kitts reported that very few meetings were convened. Dominica reported that meetings were held as and when needed. Coordination of Internal/External Inputs All countries surveyed, report receiving adequate support from the collaborating agencies based in the public sector, especially from Ministries/Departments responsible for Physical Planning, Fisheries, Meteorological Services and Forestry. While such support is willingly provided, it is sometimes accompanied by complaints of overburden. Saint Vincent and the Grenadines reports receiving good private sector and NGO support. Many Focal Points accept not having done enough to encourage 11 stronger private sector participation in the work of the NICUs. Most NICUs report having little difficulty coordinating internal and external project inputs. When problems are experienced, it is often due to one or a combination of the following: • staff shortages/changes in personnel in collaborating agencies ; • unavailability of critical data or difficulty in accessing data that is available- often because it is not computerised or because it “resides” in different Ministries, which are not linked by computer to the CPACC Focal Point; • computer malfunction (Saint Kitts/Nevis) – where hardware/software provided by the RPIU was damaged during passage of a hurricane in 1998. Replacement provided by the Government has a history of malfunction. • financial constraints occasioned by unpredictability in the flow of project/counterpart resources- e.g Jamaica where US$30,000 anticipated from RPIU for Coastal Resources Monitoring did not come through; and • bureaucratic constraints Facilitation of Administrative Support Services Few difficulties were reported in this area. Many Units report being able to co-opt additional administrative support from a “parent” agency, when necessary. However Grenada reported that Component 6 was putting a strain on available resources. A meeting with “the Minister” has yielded “in-principle” approval of the release of additional staff, but at the time the evaluation in Grenada was being conducted, the staff promised were yet to be deployed. The Focal Point in Grenada admitted to being “challenged to understand the issues involved in the CPACC” as she has had no formal training or experience in this area. In fact her background is in Business Administration. Barbados reports having no administrative support staff dedicated to the CPACC project. Utilisation of Project Resources The consensus was that the resources made available to the NICUs through the CPACC/RPIU were inadequate. Given the institutional and financial constraints identified earlier, it is easy to understand why such a view is being advanced. In many cases there does not appear to be sufficient national ownership of the project to induce Governments to provide the requisite counterpart support. Even in countries where there is strong ownership, financial austerity measures have resulted in severe cash flow difficulties, which have in turn led to a re-ordering of national priorities. Many NICUs admit to having received excellent support from the technical resources available within the RPIU, with at least one Focal Point describing it as the best institutional support among the five projects that now fall under his jurisdiction. However it is felt that additional project resources should be allocated to strengthening the capacity of at least the key collaborating agencies. Additional support was requested for the following purposes: 12 • sensitizing the political directorate and the general public to climate change issues and concerns; • providing more hands-on support/training on Geographic Information Systems/digitizing of physical planning data; • facilitating internet access for support/collaborating agencies; • building the capacity of the NICUs and support agencies to ensure sustainability of the Project; • building a sound legal framework for localised management of climate change ; • facilitating a stronger focus on people involvement in climate change as distinct from the more technical/sterile aspects of the project ; • repackaging of public education material that is now available to allow easy assimilation by school children. Reporting Capability While pointing to the burdens involved in preparing progress reports to the RPIU, nearly all NICUs report being up-to-date in this regard. Delays are sometimes experienced where several agencies are involved in the implementation of a particular component of the project. The Unit Heads/Focal Points insists that given the constraints under which they operate, it is just not possible for reports to be centrally prepared within the NICUs.

Comparative Analysis of the Structure and Functioning of NICUS in Saint Vincent and the Grenadines and Jamaica. 13 Saint Vincent and the Grenadines Introduction The facts and findings presented in this section are derived from a face-to-face interview with Dr. Reynold Murray, Environmental Services Coordinator, based in the Ministry of Health and Environment. Dr. Murray was interviewed on Wednesday 8 September 1999. Synopsis Saint Vincent and the Grenadines’ approach to the management of the CPACC Project thus far, reflects a combination of strong and committed leadership at both the political and technical levels, as well as an abiding interest among non-governmental agencies. The management of the project has also been greatly facilitated by tight and effective institutional arrangements governing environmental management. While the management of the project has not been trouble-free, innovative ways have been used to overcome several of the problems which have emerged. It also seems to be the case that the personality and commitment of the leaders of the NICU and the collaborating agencies, is a key factor in the successes registered so far. Accomplishments A major accomplishment has been the use of an National Environmental Advisory Board (NEAB) to oversee the management of the CPACC. While the formation of this Board (in 1995) predates the CPACC, the fact that the mandate of the Board extends over all environmental matters, including the CPACC, has helped to “naturalise” and strengthen the connection between climate change and other related environmental issues such as: coastal and marine area management, physical planning, control of greenhouse gas emissions, and bio-diversity management, among other issues. The structure and composition of the NEAB has also had a positive impact on the work of the NICU. The Board which is chaired by the Environmental Services Coordinator/CPACC Focal Point, comprises 11 persons drawn from the following agencies: • Ministry of Agriculture (Chief Agricultural Officer) • Department of Fisheries • Department of Forestry • Ministry of Community Development (Director) • National Trust • National Youth Council • Ministry of Health (Environmental Health Officer) • Ministry of Finance and Planning (Town Planner) 14 • Ministry of Legal Affairs (Solicitor-General) • National Association of Development Organisations (NADO) – an umbrella grouping of NGO’s • Chamber of Commerce A positive feature of the NEAB is its balanced composition. In addition to the key public and private sector agencies the inclusion of NGOs helps to broaden public knowledge and involvement in the management of the environment. The CPACC has benefited from this arrangement. Both public and private sector agencies have provided good support to the NICU. The Ministry of Agriculture was actively involved in the installation of GPS instrumentation, while the Fisheries Department assisted with coastal mapping and the preparation of coastal inventories. Dr. Murray insists that such support is rooted in the respective institutions and not in one or two personalities. Planning officials also assisted with the development of meta-data for coastal inventories. However Dr. Murray feels that there was need for greater involvement from the Ministry of Planning at a more procedural level, in bringing climate change issues into the domain of everyday concerns. The support of the private sector and NGOs has been described as being “very strong”. An example of the strength of this was the support provided by Cable and Wireless and the Lions Club respectively with a highly successful public-speaking competition among six secondary schools on the subject: The Impact of Sea Level Rise on Small Island States with specific reference to Saint Vincent and the Grenadines”. The NICU produced information packages for the participating schools. This competition helped to cultivate strong interest among students and teachers alike and has spawned a huge demand for information on climate change and related issues. To accommodate this surge in interest, the Unit has had to conduct a series of workshops targeted at the two constituencies. A workshop is also planned to sensitise insurance companies to climate change issues. Constraints The unpredictability of resource flows has been cited as the main constraint to the effective functioning of the NICU. While support at the Ministerial level has been good, the highly centralised nature of the decision-making culture within the public sector, (requiring the involvement of the Prime Minister in all money matters) has on occasion led to interruptions in the flow of resources to the Unit. Now that the Government meets the recurrent costs of the Unit (including the Internet costs of the CPACC) interruption in the flow of resources whether from the project or from the Government can at times be disruptive. One matter which remains unresolved is the allocation of Government funds to meet the cost of maintaining monitoring equipment provided under the project. Another constraint which has been cited is with fulfilling the reporting requirements of the project. While the centralisation of oversight responsibilities for environmental matters within the NEAB has clear advantages, it can also serve as a drawback where adequate administrative support is not provided. Until such support is provided, the preparation of the necessary project reports will continue to rests with the Environmental Services Coordinator/CPACC Focal Point. It is not surprising that he finds it burdensome. 15 Concerns Dr. Murray is conscious of the need to begin the process of introducing the necessary policy actions that would help to mitigate the likely impacts of climate change. He believes that countries need not await the empirical data from the project to begin to take the necessary actions such as : the formulation of laws that make environmental impact assessments mandatory for projects within the coastal zone and the adjustment of setbacks for new developments within the coastal zone. He laments the fact that the international environmental conventions to which Saint Vincent and the Grenadines is signatory have yet to be converted into hard law. Against this background Dr. Murray recommends that the CPACC should be adjusted or extended to allow these concerns and others to be speedily addressed. Jamaica Introduction The facts and findings presented in this section are derived from a telephone interview with Mr. Clifford Mahlung, Applied Meteorologist with the National Meteorological Service. Synopsis Jamaica’s NICU has benefited from strong support from the key collaborating agencies in the public sector, almost from the inception of the project. Instructively there is avid interest and involvement from the academic and scientific community. There has also been good ministerial support for the activities of the NICU. However unlike Saint Vincent and the Grenadines the level of participation from the NGOs has been unsatisfactory. The presence of A National Environmental Action Plan with a strong component in coastal and marine issues has helped to advance the implementation of related components of the CPACC. Accomplishments Jamaica is involved in four (4) regional components of the CPACC as well as in one pilot component (coral reef monitoring). Implementation of these components is facilitated through a Project Steering Committee comprising the following: • Ministry of Environment and Housing • Natural Resources Conservation Authority • Planning Institute of Jamaica • Town Planning Department • Department of Physics of the University of the West Indies • Survey Department • Ministry of Water 16 • Centre for Marine Sciences of the University of the West Indies • Water Resources Authority • Forestry Department • National meteorological Services • United Nations Development Programme. Initially the Committee met on a quarterly basis but as more components came on stream the Committee now meets on a bi-monthly basis. The NICU was set up with strong ministerial endorsement from the then Minister of Public Utilities and Transport, under whose portfolio the NICU was established. However the Unit now falls under the Ministry of Water which was created two years ago. Satisfactory progress has been made with the implementation of the various components of the CPACC in which Jamaica is involved. The inputs of the Coast Guard with the installation of the Tidal Gauges (Component 1), and more recently from the NRCA with Coral Reef Monitoring for Climate Change (Component 5) are cited as good examples of positive involvement and support from the collaborating agencies. Although not being a member of the Steering Committee the Coast Guard facilitated greatly the installation of the tidal monitoring equipment on its facilities at Port Royal and Discovery Bay. However the gauge at Discovery Bay has to be repositioned to facilitate a better flow of marine traffic. Financial provision for the maintenance of the tidal gauges has been made in the 1999 Budget of the National Meteorological Services. Constraints Difficulties were reported with financial resource flows from the RPIU. Initially it was thought that US$30, 000 would have been made available for coral reef monitoring (component 5). It is unclear whether these funds were in fact programmed to go to the NICU or whether there was a misunderstanding between the RPIU and the NICU. However the problem was overcome as the NRCA already had planned to undertake a similar activity. It is still anticipated that the funds originally expected from the RPIU would be made available to purchase fuel for an aircraft to be used for an aerial surveillance exercise. NICU officials are hopeful that they will be able to find suitable aerial photographs of the target area and that a fresh aerial survey would be not be required. However the manner in which this potential problem was handled suggests a preparedness on the part of NICU official to seek innovative solutions to problems as they arise. Inadequate staffing within the NICU was cited as another key constraint. While the use of the administrative staff assigned to the national communications component has helped to ease the situation somewhat, there still falls to the Focal Point/Head of the NICU a range of responsibilities that cannot be delegated to someone else. As is the case in several other countries the Focal Point Unit Head carries his other substantive duties as a meteorologist. The cumulative impact of these responsibilities has resulted in the late completion of the questionnaire for component 3. The situation has not been helped by a contraction in the number of Ministries following a recent realigning of ministerial portfolios. This has caused a further dispersion of data sources and has made retrieval 17 more difficult. Concerns The low level of awareness about climate change issues, among the political directorate and the public at large has been cited as a matter of grave concern to the head of Jamaica’s NICU. Most persons are unaware of the potential threats posed by climate change and/or sea-level rise. It is felt that may be due to the fact that the social and economic benefits to be gained from early, informed action and conversely the high cost of inaction, have not been clearly and convincingly presented. It is felt for example that the Government could be doing more to encourage the use of cheaper, alternative forms of energy as is being done in Barbados and Saint Lucia. To address this concern it is being recommended that a public education and awareness strategy be designed by the RPIU and that the NICUs be assisted in implementing this strategy. It is further felt that the material now available is too technical and needs to be rewritten so that the average citizen could grasp its message. Conclusions and Recommendations Conclusions In light of the limited resources available under the project, the many constraints within the internal and external environments, the relatively immature state of the institutional arrangements for sound environmental management and the fact that climate change is an emerging policy consideration, the overall performance of the NICUs can be described as encouraging. While the Units have functioned with varying degrees of effectiveness, each threw out its own array of insights and lessons that might inform the design and implementation of latter project interventions. Each country in its own way sent out a glimmer of hope that the management of climate change issues will become more firmly placed within the policy and institutional setting. Of those Units that have been evaluated, those that seem to be more dynamic and effective such as Saint Vincent and the Grenadines, Jamaica, Grenada and Dominica are those which appear to benefit from: • high levels of personal commitment from Unit Heads ; • stronger levels of participation of collaborating agencies within the public sector; • encouraging levels of support received from the political directorate. However in many cases the Units are afflicted by: • severe resource constraints. Most Units are run by one full-time officer who also carries other 18 substantive duties and responsibilities, which in many cases are deemed to be more important in the overall scheme of commitments of a particular Ministry or Department. Other collaborating agencies are similarly afflicted, resulting in missed deadlines. Many Unit Heads have had to pull personnel and other resources made available for the National Communications project, to strengthen the management of the CPACC Project. However this relief is only temporary and unless additional support can be provided, the latter components of the CPACC are likely to be adversely affected. • low levels of appreciation of climate change issues at critical levels of the decision-making apparatus such as Cabinet Ministers and Financial Managers; • low levels of public awareness of climate change issues. This is seen as a critical deficiency, as it means that there is little public pressure on the political directorate to place climate change firmly on the national policy agenda. • changes in personnel as well as changes in the structure of Government Ministries with responsibility for climate change/environmental management issues. This was particularly severe in Saint Lucia (where there was a change of Government), in Jamaica and Grenada (where there has been a reshuffling of portfolios of Government Ministries); and in Saint Kitts-Nevis and Saint Vincent and the Grenadines (where there has been a change of personnel). Recommendations The consultant’s understanding of the purpose of mid-term evaluations is to inform any adjustments that may be needed to ensure that a project fulfils its objectives. In some cases such evaluations have been known to prompt a redesign of the objectives of a project, where the initial objectives have been found to be unrealistic. It is not clear whether similar actions are being contemplated or indeed are permissible within the context of the guidelines and procedures of the GEF.

The following recommendations have been distilled from the evaluation of the performance of the NICUs thus far: • that interest and commitment at the highest political and administrative levels is critical to the success of project interventions like CPACC. The RPIU should seek a fresh commitment from the respective Minister and administrative heads of the Ministries responsible for environmental issues. This might best be done via a mission by project personnel and the implementing agencies to the respective countries; • that the design of future project interventions should be based on the results of a detailed analysis of the institutional capacity of the relevant implementation agencies. A consultant should be recruited to review the findings of the evaluations and to propose a model institutional framework which could be piloted in one or two of the islands; 19 • that the RPIU should undertake the preparation of a public education and awareness strategy for implementation by the NICUs at the earliest opportunity. Such a component should include activities aimed at clearly demonstrating the social and economic benefits to be derived from the subject project; • that more time and resources should be allocated to strengthening the institutional capacity of implementing agencies; • that the results of the evaluation of the respective components of the project should be shared with the political directorates of the Participating Countries; • that the possibility of equipping the key collaborating agencies with computers should be examined; • that the reporting requirements for the project be reviewed and a simpler format for the presentation of reports be introduced; • that the human resource capacity in the participating countries be evaluated to establish whether the expertise is available to undertake the tasks required. Appendix 1 List of Persons Interviewed Mr. Rawlston Moore Environmental Officer, Ministry of the Environment and Energy – 20 BARBADOS Mr. Gerard Hill Head, Environmental Coordinating Unit, Ministry of Agriculture and the Environment – DOMINICA Ms. Joycelyn Paul Planning Officer, Ministry of Finance, Planning and Development GRENADA Mr. Dilip Jaigopaul, Chief Hydrometeorologist, Ministry of Agriculture – GUYANA Mr. Clifford Mahlung Applied Meteorologist, National Meteorological Service – JAMAICA Ms. June Hughes Environment Unit, Ministry of Tourism, Culture and the Environment – SAINT KITTS AND NEVIS Ms. Marva Salvador-Arthur Mr. Kishan-Coomar-Singh Environmental Management Authority- TRINIDAD AND TOBAGO Dr. Reynold Murray Environmental Services Coordinator, Ministry of Health and the Environment -SAINT VINCENT AND THE GRENADINES Mr. Cornelius Fevrier Former Coordinator/Focal Point, Ministry of Agriculture, Fisheries, Forestry and the Environment- SAINT LUCIA

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Chairman's Reserve Original

Chairman’s Reserve Original

Saint Lucia 40%£25 Single Blended Rum: A blend of pot still and traditional column still from a single distillery.ABV Hydrometer Test: Unable to test while on holiday.* B Q: What do you do when you go on holiday (vacation) to Saint Lucia? A: Grab a bar stool at the beach bar, drink Chairman’s Reserve Original and write about the rum. Chairman’s Reserve Original is something of a modern…

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Chairman's Reserve 2005 Vintage

Chairman’s Reserve 2005 Vintage

Chairman’s Reserve 2005 Vintage. Chairman’s Reserve Finest Saint Lucia Rum has been available since 1999, long before I got into rum.

It has even worked it’s way into UK supermarket shelves and has been stocked by Sainsbury’s for at least 7 or 8 years. It has certainly helped raise the profile of “Supermarket” rum.

We’ve recently seen quite a lot of Chairman’s Reserve branded Single Cask rums…

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DaMajority Fresh Article https://www.damajority.com/export-saint-lucia-undertakes-its-largest-outward-trade-mission-to-date/

Export Saint Lucia Undertakes its Largest Outward Trade Mission to Date

Export Saint Lucia Undertakes its Largest Outward Trade Mission to Date

  The Government of Saint Lucia’s Trade Export Promotion Agency, Export Saint Lucia, is currently conducting one of its biggest trade missions to date within the isles of Grenada and St. Vincent. The mission which runs from March 9th to 13th is as a direct result of two in-market research missions conducted in 2019. The findings highlighted specific opportunities for Saint Lucian products and services, thus the mission seeks to take advantage of these opportunities and also Article 164 of the Revised Treaty of Chaguaramas (RTC), which seeks to promote industrial development in the Less Developed Countries (LDCs) of CARICOM including Saint Lucia. It provides a regime of support to eligible goods produced in LDCs on a temporary basis to help boost their competitiveness and their level of participation in intra-regional trade in the CSME.

Ms. Sunita Daniel, CEO of Export Saint Lucia said, “CARICOM on a whole has long been an invaluable trade partner for Saint Lucia. Even more so have been the OECS and our Windward Island sisters.” She also said, “the main objectives of the mission are to further solidify trade partnerships with regional buyers and to explore new opportunities for Saint Lucian products and services that have not yet been introduced to these markets.”

The mission comprises of 13 companies, namely Caribbean Awning Production Company Limited, Frootsy Foods Ltd., Tolyn manufacturers Ltd., Saint Lucia Distillers, Windward & Leeward Brewery, Tenderoni Ltd., H&L Environmental Services, Caribbean Metals Ltd., Natmed Ltd., Antillia Brewing, Abby’s Exotic Blends, Shop D Caribbean and Cotch Jewelry. The contingent is scheduled to have meetings with partners, potential buyers, and government officials.

Through this mission, it is anticipated that the participating companies would have a hands-on promotional impact on the market, would gain access to high-level buyers, as well as gather a greater sense of the conditions that exist in these regional markets.

Export promotion remains one of the primary functions of Export Saint Lucia. While there are various promotional tools available to increase exports, trade missions remain one of the most efficient, primarily because it brings together entrepreneurs and suppliers to forge partnerships and also gives manufacturers and service providers a direct experience with companies’ processes and business culture.

Furthermore, trade missions present networking opportunities, which can result in fruitful partnerships and trade deals, yielding business opportunities even months or years after the initial mission. Export Saint Lucia continues to chart the path and navigate the waters leading to export development and economic growth for the benefit of our island and region.

    – ENDS –

Chairman's Reserve Legacy

Reviewing Chairman's Reserve Legacy. Saint Lucia Distillers' latest tasty tipple. https://rumshopboy.com/2021/01/09/chairmans-reserve-legacy/

Saint Lucia 43%£38 Single Blended Rum: A blend of pot still and traditional column still from a single distillery.ABV Hydrometer Test: 43% ABV @ 20°* B Kicking off 2021 in style with a new rum from Saint Lucia:Chairman’s Reserve Legacy. Legacy is the result of the vision of Mr. Laurie Barnard, who as Chairman of Saint Lucia Distillers (SLD) in 1994, had a vision of creating Saint Lucian rums…

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Admiral Rodney Officer's Release No.1 Port Finish

Admiral Rodney Officer's Release No.1 Port Finish. 45% ABV traditional column still with a Port Cask "Finish" https://rumshopboy.com/2020/06/18/admiral-rodney-officers-release-no-1-port-finish

St. Lucia

45% £60

Traditional Rum: From a traditional column still. ABV Hydrometer Test: 45% ABV @ 20° * C

Distilled in St. Lucia by Saint Lucia Distillers (SLD) in 2006 and rested for 13 years in ex-Bourbon barrels before being “finished” for nine months in ex-Port wine cask barrels. This rum has been distilled using traditional column stills and is presented at 45% in “the iconic…

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