Bridging Eras: The Engineering of a Nation Through Two Demerara Crossings

In memory of Joseph Walter Holder (1936-2022), the Guyanese engineer who led the design and construction of the original Demerara Harbour Bridge

The Demerara River has long been the artery of Guyana’s coastal heartland, a vital channel for commerce and a daily reality for the thousands who live and work on its banks. For nearly half a century, the name synonymous with its crossing has been the Demerara Harbour Bridge, an aging yet resilient feat of engineering that has served as a symbol of post-independence ingenuity. Today, as Guyana prepares to inaugurate the New Demerara River Bridge, the nation stands at a developmental crossroads that extends far beyond transportation infrastructure. The tale of these two bridges, conceived in vastly different economic and technological eras, reveals the evolution of a nation’s engineering capacity and raises fundamental questions about development strategy, local participation in major projects, and the cultivation of indigenous technical expertise.

When Joseph Walter Holder stood on the banks of the Demerara River in 1976, tasked with building what would become the world’s longest floating steel bridge, he embodied a philosophy of development that placed Guyanese engineers at the center of design and construction decisions. The original Demerara Harbour Bridge represented an extraordinary exercise in indigenous engineering leadership and local design adaptation that went far beyond mere project management. Holder, a Bartica-born engineer educated at Queen’s College and trained in prestressed concrete design in Ontario, Canada, was not simply implementing a foreign design but making critical engineering decisions that fundamentally shaped the final structure.

The project’s genesis reveals the depth of local engineering input from its earliest stages. While Captain John Patrick Coghlan had championed the bridge concept since the 1950s, international feasibility studies by Canadian consultant Delcanda and American firm Parsons, Brinckerhoff, Quade and Douglas explored various options. The practical engineering solution, however, emerged from a local initiative. The breakthrough came during a 1975 training program in Acrow Panel Bridge components, when Holder raised the pivotal question about the technology’s applicability to the Demerara crossing. This inquiry, driven by local engineering curiosity and practical assessment, ultimately led to the development of the entire project.

The design process itself demonstrated remarkable Guyanese engineering leadership. When the initial site near the Demerara Sugar Terminals proved unsuitable due to concerns raised by Harbour Master Ivan Roman, Holder identified and investigated the alternative location between Peter’s Hall and Meer Zorgen. This site selection decision, made by a Guyanese engineer based on local knowledge and engineering judgment, fundamentally altered the project’s scope, extending the bridge length by 770 feet to 6,074 feet and requiring additional engineering solutions for the wider river crossing. The decision reflected the kind of indigenous technical leadership that characterized the entire project.

The construction methodology became a vehicle for intensive technology transfer and local capacity building, creating lasting engineering expertise within Guyana. While the British firm Thos. Storey (Engineers) Ltd. provided the modular Acrow Panel Bridge and Uniflote components; the critical design elements that made the bridge suitable for Demerara River conditions were developed locally. The Structures Section of the Roads Division, Ministry of Works and Transport, staffed entirely by Guyanese engineers, designed the abutments, toll plaza, and western approach road. These were not minor ancillary works but integral structural elements that required a sophisticated understanding of local soil conditions, tidal variations, and traffic patterns.

The horizontal alignment system, utilizing steel cables extending from winches on pontoons to anchored buoys, represented a locally adapted solution to the specific challenges of maintaining bridge position in the Demerara’s strong currents and tidal flows. The assembly process, in which APB components were formed into trusses on land and UF components were assembled into pontoons in the river, was developed and refined by the local engineering team. Recent University of Guyana graduates, including Hamlet Hope, Winston December, Lloyd Alli, Rickford Lowe, Baburam Singh, Paul Henderson, Norman Khurdan, and Dharamdial, were not trainees or observers but integral members of the design and construction team who participated in every phase from component assembly to the complex logistics of positioning 61 floating spans.

The institutional framework that emerged from this project represented perhaps the most critical Guyanese input of all. The transition from the temporary Guybridge construction project to the permanent Demerara Harbour Bridge Corporation was designed and implemented by local engineers who understood that sustainable infrastructure required sustainable institutions. This organizational innovation, led by Holder and his team, established a framework for ongoing operations, maintenance, and continuous improvement, which kept the bridge functional for nearly half a century. The modular design philosophy, which facilitated component replacement and system maintenance, reflected local engineering judgment about the importance of long-term serviceability in a resource-constrained environment.

Fast forward to 2025, and the New Demerara River Bridge tells a fundamentally different story about Guyana’s approach to significant infrastructure development. This new crossing is undeniably a testament to the nation’s transformed economic position and ambitious vision for the future. The US$260 million, 2.6-kilometer, four-lane, cable-stayed structure is designed for a 100-year lifespan and promises to eliminate the traffic bottlenecks and navigational constraints of its predecessor. The project was financed through a significant loan from the Bank of China and constructed by the globally recognized China Railway Construction Company Limited (CRCCL), with oversight from the Italian supervisory firm Politecnica.

However, the contrast with the original bridge in terms of Guyanese engineering inputs into core design and construction decisions could not be more stark. The advanced cable-stayed structure, while representing a quantum leap in technical sophistication and capacity, was primarily designed by international contractors, with limited meaningful participation by local engineers in the fundamental design decisions. Unlike the modular simplicity of the original bridge, which facilitated local understanding and adaptation, the new bridge’s integrated design provides fewer opportunities for substantive local engineering participation.

The procurement and construction model for the new bridge, while efficient and professionally executed, provides limited opportunities for the kind of intensive technology transfer that characterized the original project. Local engineering firms and professionals have participated in ancillary works, site preparation, and construction support activities; however, the core structural design, advanced engineering calculations, and specialized construction techniques remain primarily within the domain of international contractors. The financing arrangement through the Bank of China and the turnkey delivery model prioritize speed and technical excellence over the slower but more sustainable process of building local design capacity.

The evolution of Guyana’s engineering education infrastructure provides essential context for understanding these different approaches. The University of Guyana’s Faculty of Engineering & Technology, which provided the young engineers who built the original bridge, has expanded significantly since the 1970s. Under the leadership of Dean Dr. Kofi Dalrymple, the faculty now offers over 250 courses across five departments, serving students with experienced staff members. The addition of a Department of Petroleum & Geological Engineering reflects strategic adaptation to Guyana’s emerging oil and gas sector, while traditional departments in civil, electrical, mechanical, and architectural engineering continue to develop local technical capacity.

The Guyana Association of Professional Engineers (GAPE), of which Joseph Holder was a founding member, has evolved into a growing national network that promotes engineering standards and professional development. However, the organization now operates in a context where major infrastructure projects are increasingly dominated by international contractors and consultants, potentially limiting opportunities for local engineers to gain the kind of hands-on experience with cutting-edge technologies that builds world-class expertise.

The comparison reveals fundamental differences in development philosophy and approach to capacity building that extend far beyond the technical specifications of the two bridges.

Balancing Efficiency with Development

The case for international contractors is not without merit. Modern cable-stayed bridges represent cutting-edge engineering that requires specialized expertise accumulated over decades—Guyana’s urgent infrastructure needs, driven by rapid oil-sector growth, demand swift, professional execution. The new bridge will serve 50,000 daily commuters, unlock economic activity on both sides of the Demerara, and support critical oil and gas infrastructure—benefits that cannot wait for local capacity to develop organically.

Yet, this pragmatic reality does not negate the central question: How must Guyana structure its international partnerships to maximize technology transfer while meeting its immediate infrastructure needs? The original bridge proved that developing nations can successfully combine infrastructure development with capacity building when projects are designed with this dual purpose in mind. The challenge for contemporary Guyana is to apply these lessons to modern infrastructure development, ensuring that the engineering of the nation’s physical infrastructure contributes equally to the development of its human and institutional capabilities.

This evolution reflects broader questions about resource-rich developing countries and the optimal approach to infrastructure development in an era of abundant financial resources. The availability of oil revenues enables Guyana to procure world-class infrastructure through established international partnerships; however, this approach may not maximize the development of local technical capabilities that could support long-term economic diversification and technological independence.

The implications extend far beyond the immediate benefits of the infrastructure. The original bridge project created a generation of Guyanese engineers with deep expertise in significant infrastructure development, many of whom went on to lead other vital projects throughout the country. Joseph Holder himself continued to apply the knowledge gained from the DHB to subsequent projects, including the Soesdyke-Linden Highway, the Essequibo Coast roads, and the Takutu Bridge, which connects Guyana and Brazil. The institutional knowledge developed through the DHB project informed infrastructure development across multiple sectors and regions, creating a multiplier effect that significantly enhanced national engineering capacity far beyond the scope of the single project.

The new bridge, while delivering superior infrastructure that will catalyze economic development, will not generate comparable capacity-building benefits. The advanced cable-stayed technology, while impressive, remains largely opaque to local engineers who lack the specialized training and experience necessary to understand and replicate such systems fully. The risk is real: Guyana will have world-class infrastructure but limited indigenous capacity to design, modify, or maintain such systems without ongoing international support.

A Path Forward

The path forward requires a more intentional approach to balancing efficiency with capacity building in future infrastructure projects. Building on the successful model of the original bridge, Guyana must implement specific mechanisms to ensure that significant infrastructure investments simultaneously enhance local engineering capacity. These lessons must be applied across the country’s ambitious development agenda, from the planned gas-to-power projects to expanded port facilities and the proposed Parika-Goshen road that Joseph Holder championed decades ago.

Future infrastructure contracts must require international contractors to work in genuine partnership with local engineering firms on core design elements. This goes beyond subcontracting to meaningful collaboration on fundamental engineering decisions. For the upcoming gas-to-power infrastructure projects, international firms must be required to collaborate with Guyanese engineers on site-specific adaptations, environmental considerations, and integration with existing systems. These programs must include measurable outcomes, such as certification of local engineers in specific technologies, documented knowledge transfer protocols, and evidence that local firms have developed the capabilities to lead similar projects in the future. This approach mirrors how the original bridge team adapted foreign modular technology to local river conditions, ensuring that critical design knowledge remains within Guyana.

Large infrastructure projects must be structured in phases that gradually increase local engineering responsibility and expertise. The original bridge demonstrated this principle when recent University of Guyana graduates progressed from component assembly to complex span positioning. Modern applications must require that initial project phases be led by international contractors with local engineers in supporting roles, transitioning to joint leadership in the middle phases, and culminating in local engineers taking primary responsibility under international supervision. The proposed expansion of Cheddi Jagan International Airport, as well as the planned Berbice River Bridge, must implement this model across their various development stages, thereby building a pipeline of experienced local engineers.

Following the original bridge’s model of integrating recent graduates into major projects, future infrastructure development must include formal partnerships with the University of Guyana’s Faculty of Engineering & Technology. Major projects must require the provision of internship and graduate training positions that offer hands-on experience with cutting-edge technologies. Local engineering firms must be required to establish joint ventures with international contractors, providing not only subcontracting opportunities but also genuine partnerships in design and project management. For example, the planned fiber optic network expansion must include requirements for undergraduate engineering students to participate in the design, installation, and testing phases, creating a new generation of telecommunications infrastructure experts while simultaneously building the capacity of emerging local firms, such as Keystone and CB Associates.

Every major infrastructure project must include requirements for establishing or strengthening local institutions, as seen in the successful transition from Guybridge to the Demerara Harbour Bridge Corporation. New projects must be required to develop local management entities, training centers, or technical institutes to ensure long-term operational capacity. The gas-to-power project, for instance, must establish a Guyanese energy infrastructure institute that provides ongoing training and serves as a repository for technical knowledge. Equally important, contracts must require comprehensive documentation of all design decisions, construction methodologies, and operational procedures in formats that are accessible to local engineers. This prevents the knowledge loss that can occur when international contractors complete projects and depart. The original bridge project’s success in retaining institutional knowledge through the DHBC demonstrates the importance of this approach. Performance-based capacity building metrics—the number of local engineers certified in specific technologies, the percentage of design work completed by local firms, and the establishment of sustainable local institutions—must be tied to financial incentives.

Major projects must be structured to develop expertise that can be applied across the Caribbean region, positioning Guyana as a regional leader in infrastructure development. This approach would mirror how Joseph Holder’s experience with the Demerara bridge informed his subsequent work on the Takutu Bridge and other regional projects. Future infrastructure investments must include requirements for developing exportable expertise that strengthens Guyana’s position in regional development partnerships, creating not just national capacity but positioning Guyanese engineers as sought-after experts throughout the Caribbean.

Engineering a Nation’s Future

Future projects must be structured to ensure that international expertise complements rather than substitutes for local capacity development. The upcoming infrastructure investments in Guyana’s rapidly expanding economy present unprecedented opportunities to implement these lessons systematically. By requiring meaningful technology transfer, joint design responsibilities, and phased capability development, Guyana will ensure that its infrastructure boom yields lasting benefits that extend beyond the physical structures themselves.

The University of Guyana’s Faculty of Engineering & Technology must prepare graduates for this more complex landscape. The faculty’s expansion and diversification represent positive developments. Still, the curriculum and practical training opportunities must evolve to ensure graduates engage meaningfully with advanced infrastructure technologies rather than remaining perpetual observers of international expertise.

The legacy of Joseph Holder and the original Demerara Harbour Bridge demonstrates that developing nations can successfully combine infrastructure development with capacity building when projects are structured with this dual purpose in mind. The challenge for contemporary Guyana is to apply these lessons to modern infrastructure development, ensuring that the engineering of the nation’s physical infrastructure contributes equally to the engineering of its human and institutional capabilities.

The tale of these two bridges ultimately reflects Guyana’s journey from a resource-constrained developing nation that maximized learning from every development opportunity to a resource-rich country that can afford the best international solutions but must consciously choose to invest in building indigenous capacity. The true measure of infrastructure investment lies not only in the structures built but in the capacity created to design, maintain, and improve them over time.

As Guyana continues its rapid development trajectory, the lessons from both bridges chart a clear path forward: combining the efficiency of international partnerships with the deliberate cultivation of local engineering excellence that will eventually lead to such projects being undertaken independently. The new bridge will transform transportation between Regions 3 and 4, unlock economic potential, and serve the nation for a century. Yet its ultimate legacy will be determined by how well Guyana uses this moment to build not just better crossings, but better engineers.

When the country builds its next landmark crossing—whether over the Berbice, the Kurukpukari, or rivers yet to be spanned—the standard must be clear: the lead engineers, designers, and project managers will not just be from Guyana, but will be globally recognized experts in their own right, carrying forward the legacy of indigenous innovation that Joseph Holder and his team established nearly half a century ago. That will be the true bridging of eras.

References

[1] Holder, J. W. (2016). FROM CONSTRUCTION PROJECT TO PUBLIC CORPORATION. Fourth Edition.

[2] Stabroek News. (2025, October 1). New Demerara River Bridge to be inaugurated Sunday. https://www.stabroeknews.com/2025/10/01/news/guyana/new-demerara-river-bridge-to-be-inaugurated-sunday/

[3] Ministry of Finance, Guyana. (2022, December 30). Government signs loan agreement with Bank of China for advancement of construction of historic New Demerara River Bridge. https://finance.gov.gy/government-signs-loan-agreement-with-bank-of-china-for-advancement-of-construction-of-historic-new-demerara-river-bridge/

[4] University of Guyana. (n.d.). Faculty of Engineering & Technology. https://fot.uog.edu.gy/

[5] Guyana Chronicle. (2017, May 14). Joseph Holder: The poetic engineer bridging Guyana for over 50 years. https://guyanachronicle.com/2017/05/14/joseph-holder-the-poetic-engineer-bridging-guyana-for-over-50-years/

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