Medium Term Development Strategy 2020-2023

1. Achieve a higher rate of economic growth, which will generate jobs and energise the private sector as a whole and micro small and medium enterprises (MSMEs) in particular;

2. Increase the resilience of both Saint Lucia’s economy and its society to both economic and natural disaster-related exogenous shocks;

3. Ensure that all subgroupings of the Saint Lucian society are adequately accommodated and represented in the development process; 4. position and environmental conditions; and 5. robust economic growth. The MTDS is presented in three sections: • Section I - the medium-term context within which the strategy will be implemented. • Section II - the Medium Term Development Strategy and Methodology, • Section III - the implementation and monitoring and evaluation framework. The implementation and monitoring of the 2020-2023 Medium Term Development Strategy will be coordinated by the Department of Economic Development, Transport and Civil Aviation. The 2020- 2023 MTDS was branded with the symbol of a conch shell with the tag line “Nou Tout Ansanm”. This branding of the MTDS is designed to encourage buy-in by the populace and propel the action necessary to drive national development. Page 12 Saint Lucia’s Medium Term Development Strategy 2020-2023 Saint Lucia’s Medium Term Development Context Economic Context Saint Lucia’s economy, although agrarian economy, and shifting to to employment was 50.8 percent being the largest in the Eastern one anchored on a tripod of tourism, (35,800 jobs) and is projected to grow Caribbean Currency Union (ECCU), to 54,000 jobs by 2028. has been historically characterized by a perennially narrow economic base. The restructuring of Saint Lucia’s Notwithstanding being small, Saint In its nascent development stages, economy, although beginning in Lucia is well integrated into the global the agriculture sector was the fulcrum earnest during the early 1990s, was economy, evident by its high degree of of Saint Lucia’s economy which was fully realised in 1998 when the tourism trade openness. As such, Saint Lucia dominated by sugar production and, sector’s contribution to the island’s is very susceptible to the vagaries in later, bananas. The sector was the Gross Domestic Product (GDP) global commodity prices, which places country’s growth engine and main surpassed that of the agriculture employment driver, complemented by industry, which continued its particularly fossil fuel on which the light manufacturing sector, albeit precipitous decline well into the mid- Saint Lucia is fully dependent for its to a lesser extent. 2000s, eventually levelling off at an energy needs, estimated at Eastern average of 2 percent of GDP from 2010 Caribbean $513.9 million, equivalent to This robust performance of the sector onward. 23.9 percent of total imports in 2018. was on account of preferential access Furthermore, given the heavy reliance to the European Economic Community Since then, the tourism sector has on tourism, concentrated mainly in market via the Lomé Convention which incrementally cemented its position as the United States, Canada and United guaranteed both higher export prices the leading industry and a key economic Kingdom markets, Saint Lucia is and the associated foreign exchange. pillar in Saint Lucia, contributing 10 percent of GDP in 2018, in addition in these three large source markets. However, the advent of the formation to absorbing a sizeable share of the of the European Union (EU) in 1993 labour market. Still, it is generally Four decades since independence, saw the introduction of a new trade regime between the EU and the for further growth and expansion an upper middle-income country, remains for the sector given Saint with per capita income estimated at countries, which resulted in the gradual Lucia’s comparative and competitive US$10,896.9 as of 2018, which serves dismantling and eventual cessation advantage of being in close proximity as irrefutable evidence of its capacity of the preferential quota system for to the key source markets, including the to pursue its national development bananas. This new trade dispensation possibility of deepening linkage with objectives. Despite these enviable also coincided with declines in the the agribusiness and manufacturing socio-economic achievements, Saint terms of trade for both agricultural and sectors. According to the World Travel Lucia is arguably at a developmental manufacturing products on the basis and Tourism Council (WTTC), tourism’s crossroad, characterized largely by a of productivity and competitiveness contribution to Saint Lucia’s economy growth rate averaging below 2 percent, in 2017 was estimated at 41.8 percent high rates of unemployment, limited hastened Saint Lucia’s efforts at and is expected to rise by 5.1 percent capacity for the economy to generate per annum to 54.9 percent in 2028. new and sustainable jobs, and elevated a structural transformation geared Additionally, the WTTC noted that, poverty levels. at reducing reliance on a mono-crop as of 2017, the sector’s contribution Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 13 Growth Performance For Saint Lucia and the rest of the effects on the Saint Lucian economy, The current context is exacerbated Organisation of Eastern Caribbean further by negative feedback loops States (OECS), the 1980s was perhaps taken to return to pre-crisis output between poor macro-economic the most exceptional period of growth levels, symptomatic of the underlying fundamentals and structural and development for the sub-region impediments which are both self- to date, which showed emergent signs the impacts of the aforementioned reinforcing and hinder the economy’s of convergence towards developed exogenous shocks. countries’ living standards. At an global economic recovery. This average of 6 percent, growth in Following contractions in 2013 and the OECS outpaced that of more 2014, estimated at -0.9 and -0.06 in a manifestation of a low-growth/ developed economies. This stellar respectively, Saint Lucia’s economy high-debt equilibrium scenario. Saint growth episode by the region was grew at an average 2.16 percent on the Lucia’s public sector debt is estimated not without its challenges, and was back of strong rebound in growth in at 67.8% percent of GDP, moderately buffeted by recessionary conditions the US economy which translated into above the Eastern Caribbean Central in the developed world, in addition higher tourism receipts and stay-over Bank eight-point stabilization plan of to the onset of several devastating arrivals. Projections for the medium- 60 percent by 2030. hurricanes. Saint Lucia recorded an term outlook are positive, primarily average of 6.6 percent growth during on the basis of large infrastructural Consequently, earlier developmental the 1980-1989 period, bolstered by projects and tourism-related FDI, gains made by Saint Lucia are under robust performance of agriculture, according to the International threat of reversal, in addition to supported by both public and private Monetary Fund (IMF) Article IV Report stymieing ongoing growth efforts. investment in economic and social for 2018. Within this context, the country is infrastructure. Further, by virtue of its geographical agenda. In light of these prevailing However, subsequent growth episodes location, i.e. being situated along the conditions and the limited policy menu were less impressive. The 1990 -1999 Atlantic Belt, Saint Lucia is perilously available, successive governments have period witnessed the largest drop exposed to hydrometeorological and resorted to pro-cyclical expenditure in average growth, falling by 3.1 climatic-related hazards that are both percentage points to 3.5 percent. increasing in severity and frequency instrument of choice in response to Thereafter, Saint Lucia continued on on an annual basis. As a result, Saint the growing demand for public goods a growth deceleration trajectory, with Lucia is highly vulnerable to damage and services. This has resulted in its performance being aptly described emanating from storms, in addition macro-economic imbalances which as slow and volatile. More recently to threats of sea-level rise to low- narrow the availability of buffers to though, growth has been further lying settlements. Therefore, the respond to exogenous shocks. undermined by the onset of the food, impact of severe climatic events has the onslaught of Hurricane Tomas on rehabilitation and adaptation in 2010, which has had prolonged measures. Social Context According to the 2017 United Nations between 2000 and 2017 Saint Lucia which is just below the Sustainable Development Programme global Development Goal (SDG) 3.2 indicator human development index (HDI), progress, improving by 8.3 percentage of under 12 per 1,000 live births. This which monitors progress on three points. dimensions of human development to ensuring the health and wellness – a long and healthy life, access to In 2017 life expectancy in Saint Lucia of its citizenry, evident by health knowledge and a decent standard stood at 75.7 years, with females living expenditure estimated at 6.0 percent of living – Saint Lucia is ranked 90th 2.7 years longer than males at 78.4 of GDP, which seems to have yielded out of 189 countries, making it a high years. Progress on several other health dividends. human development country. On indicators has been encouraging, in the basis of these indicators, Saint particular child mortality rates have Similarly, substantial public resources Lucia performs exceptionally well in fallen from 17.1 deaths per 1,000 live are equally allocated toward human delivering its social mandate. Moreover, births in 1990 to 11.1 per 1,000 in 2017, capital development and workforce Page 14 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 14 Saint enhancement in Saint Lucia. period 2006-2016, from 28.8 percent expectancy and a drop in fertility Government expenditure on education to 25.0 percent, the poverty rate in and mortality rates, Saint Lucia has as a percentage of Gross Domestic Saint Lucia, across three successive Product was estimated at 5.7 percent Country Poverty Assessments (CPAs), its demographic characteristics. In for 2017. Mean years of schooling, averaged 25.1 percent, equivalent to 1990 the majority of Saint Lucia’s approximately 43,000 Saint Lucians population was below the age of of schooling received by persons aged living below the 2016 CPA annualized 25 years. However, as of 2015, Saint 25 and older, grew from 7.0 in 2000 poverty line of $6,443.0. Further, in the Lucia’s population structure has to 8.9. However, education attainment recent past Saint Lucia has recorded become transitional, evident by the has not been commensurate with the an escalation in the spate of criminal narrowing of population aged 25 years investment in education, in addition to and below. Invariably this dramatic disparate performance noted across economic and social cost for both change in the structure of Saint Lucia’s gender. citizens and the business community. population presents new challenges, such as increases in public outlay for Notwithstanding this strong According to the 2018 population health and social protection services performance of the social indicators, and mid-year estimates, Saint Lucia’s for the aging population, among other poverty headcount in Saint Lucia population stood at 178,694, which things. continues to remain elevated. Despite comprised 90,002 males and 88,692 dropping between the ten-year females. Owing to increase in life Population Structure by Age and Sex in Saint Lucia (1990 & 2015) 1990 MEN 1990 WOMEN 2015 MEN 2015 WOMEN 90+ 90+ 90+ 90+ 85-89 85-89 85-89 85-89 80-84 80-84 80-84 80-84 75-79 75-79 75-79 75-79 70-74 70-74 70-74 70-74 65-69 65-69 65-69 65-69 60-64 60-64 60-64 60-64 55-59 55-59 55-59 55-59 50-54 50-54 50-54 50-54 45-49 45-49 45-49 45-49 40-44 40-44 40-44 40-44 35-39 35-39 35-39 35-39 30-34 30-34 30-34 30-34 25-29 25-29 25-29 25-29 20-24 20-24 20-24 20-24 15-19 15-19 15-19 15-19 10-14 10-14 10-14 10-14 5-9 5-9 5-9 5-9 0-4 0-4 0-4 0-4 0 2 4 6 8 10 12 14 0 2 4 6 8 10 12 14 0 2 4 6 8 10 12 14 0 2 4 6 8 10 12 14 Percentage Percentage Percentage Percentage trategy 2020-2023 Page 15 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 15 Global Outlook over the Medium Term The success of this Medium Term US growth accelerating while others In Canada, dampening real estate Development Strategy relies heavily on slowed. The slowdown in advanced developments, reduced oil prices the global economy in which Saint Lucia economy growth is expected to and the effects of prolonged North has to navigate. At the time of writing continue with US growth softening American Free Trade Agreement this strategy, available data suggest into the 2019 -2022 period. (NAFTA) negotiations hamper growth that global economic prospects forecast. Meanwhile in Europe, the for the periods 2019 and 2020 face Growth in the US rose to 2.9 percent protracted Brexit tensions continue in 2018 from 2.2 per cent in 2017 while to dampen consumer and business driven primarily by concerns related Canada’s growth slowed to 2.1 per cent to increased trade protectionism; from 3.0 per cent in 2017. Similarly, the sluggish Euro area growth relatively weaker oil prices; and the in the United Kingdom and the Euro expectations, occasioned by a area growth decelerated to 1.4 and 1.8 lowering of vehicle purchases due to percent in 2018 compared with 1.8 and the introduction of new auto-emission of visitors to Saint Lucia originate from 2.4 per cent respectively in 2017. These regulations, among other things. North American and the Euro areas; developments resulted in slightly lower global growth at 3.7 percent in 2018 Estimates of global growth for 2019 share of both its exports earnings and from 3.8 percent in 2017. and 2020 are 3.5 and 3.6 percent imports expenditure. Consequently, respectively with advanced economy Saint Lucia shares a close economic The strong growth outcomes in the growth of 2.0 and 2.17 for the same relationship with these trade partners. US were mainly attributed to rising period. These estimates are predicated Therefore, invariably Saint Lucia’s on continued trade tensions between economic performance and success in sector activity induced by large the US and China. During 2018 both executing its development agenda are the US and China levied retaliatory tariff measures against each other and the United States, United Kingdom and with this economic outcome, the there are heightened concerns that Canadian markets. the unemployment rate in the US other jurisdictions may follow suit, in continued to trend downward, falling line with increasingly nationalistic and The slowdown in economic prospects from 4.1 percent in 2017 to 3.9 percent anti-globalization sentiment. In line over the medium-term cycle is at the end of 2018. Notwithstanding with these expectations, estimates for predicated on a continuation of these positive developments, growth the per barrel price of oil are US$60 developments observed in 2018 and is expected to soften to 1.8 percent over the 2019 to 2020 period, from the impact of new developments. by 2020 on account of a levelling off US$66 in 2018. Advanced economy In 2018 economic growth outcomes between the United States and other measures. between 1.7 and 2.0 percent over the advanced economies diverged, with 2019 to 2020 period. Page 16 Saint Lucia’s Medium Term Development Strategy 2020-2023 Regional Outlook over the Medium Term ECCU growth over the medium term weak performances in other sectors advance economy developments, is favourable should port expansion while the positive growth outturns projects in St Kitts and in Antigua in Trinidad & Tobago and Jamaica ties to the Organisation of Eastern materialize. Tempering this projection are consistent with a recovery in the Caribbean States (OECS) and the are continued weakness in the energy sector and higher levels of broader Caribbean Community Dominican economy associated with construction activity respectively. Over (CARICOM) are important to its socio- the aftereffects of Hurricane Maria. the medium term, growth prospects economic outlook. Economic growth in for Jamaica are positive, in line with the Eastern Caribbean Currency Union Mixed economic outturns were rising domestic demand and increased (ECCU) is estimated at 2.7 percent for observed for 2018 in the larger 2018, which is the seventh consecutive CARICOM states, with provisional data associated with successful attainment year of expansion. suggesting a contraction in economic of IMF standby arrangement targets. activity in Barbados in 2018 but positive Similarly, prospects for Barbados, This outturn was attributed primarily growth outturn in both Trinidad & which is also under an IMF standby to increased activity in the tourism Tobago and Jamaica. The economic arrangement, are positive on account industry and construction sector and was led by developments in Antigua & fact that moderate gains in (stay- and debt performance associated with Barbuda and Grenada. The outlook for over) tourism were overshadowed by ongoing debt restructuring efforts. Saint Lucia’s Outlook over the Medium Term Saint Lucia has recorded positive contributed to the improved outturn consecutive real growth rates since of wholesale and retail and utilities. given the weak global economic 2015 and expectations are for growth landscape. Real GDP growth in Saint of 1.5 percent in 2018. This outturn Lucia is expected to accelerate to and non-performing loans continued about 3.0 percent in 2019 and average sectors, with the hotel and restaurant to trend downward. Tempering growth 3.7 percent during 2020-2021. sector playing a key role. In that sector in 2018 was a 21.2 percent decline in increases were observed in all visitor construction activity. These projections are driven largely categories culminating in total tourist by an assumed continuation of arrivals growing by 10.2 percent to This positive economic activity, improvements in stay-over and 1,228,662, a new record. Gains were complemented by higher receipts of cruise arrivals and commencement also observed in agriculture, wholesale Citizenship by Investment Programme and completion of several public and retail and utilities sectors. (CIP) funds, supported improved sector construction projects by

2021. These projects include the HIA In the agricultural industry banana labour force surveys show that redevelopment, Taiwanese and UK exports grew 3.2 percent to 13,734.1 the unemployment rate remained Caribbean Infrastructure Fund (CIF) tonnes while egg production rose 30.7 unchanged at 20.2 percent. grants-funded road development percent to a peak of 1.7 million dozen programme and the construction of eggs. Higher imports and increased Over the medium term, economic the new wing at St. Jude Hospital. 020-2023 Page 17 demand for water and electricity prospects for Saint Lucia are positive Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 17 The Medium Term Development Strategy Methodology, Pillars and Alignment Given the dynamic nature of economic shapes and facilitates the attainment broad-based stakeholder consultation development it is essential that an of Saint Lucia’s national development process at the national and sectoral iterative and agile planning process, goals. It provides guidance to the levels over a nine-month period. This undergirded by strong transformative formulation and prioritization of the leadership, be adopted. The Public Sector Investment Programme cultivate the requisite buy-in, among Department of Economic Development (PSIP) and the annual budget cycle, national leaders and citizens across is charged with the responsibility of the public and private sector, which is charting the strategic direction for the parameters within which to do so. a necessary condition for the effective socio-economic development of Saint implementation of the plan to deliver Lucia. Thus the formulation of the The Department utilized the Big Fast results to the citizens of Saint Lucia. MTDS is an integral component of the Results (BFR) methodology developed A summary of the MTDS process Department’s planning function and, by PEMANDU Associates to outline the development is depicted below. as such, the Department will champion strategic direction for the country and the implementation of the 2020-2023 to determine the strategic priorities for MTDS. The MTDS is a strategic policy the formulation of the MTDS. The BFR development framework that both methodology employed a rigorous A summary of MTDS development process Strategic workshop Strategic outcomes to Six Key Results Areas Strategic work Phase 1 Detailed review of the attended by Cabinet of Phase 1 shape the Detailed review (KRAs)of emerged the attended by C country’s socio-economic Ministers, top socio-economic country’s socio-economic 3 economic areasMinisters, top performance over the management from public aspirations for the performance over the 3 social areas management f past seven (7) years and private sectors past medium term developed seven (7) years and private sec Assessment and Target levels of Gallery walk to showcase Assessment an Phase 2 61 Game Changers across prioritization of KRAs Phase 2strategies performance, 61 Game Changers KRAs across prioritization o 18 Focus Areas; 28 Social and detailed 18 Focus Areas; 28 Social and 33 Economic and 33 Economic implementation plans developed Phase 3 Development and Phase 3 Development and implementation of the Paradigm shift in the delivery culture implementation of the Paradig Performance of the public service Performance Management and Delivery Management and Delivery Unit (PMDU) Unit (PMDU) Page 18 Saint Lucia’s Medium Term Development Strategy Page 2020-2023 18 Saint Lucia’s Medium Term D ormationThe of Saint achievement Lucia of requires the the envisioned formulation nationalof asocio-economic transformation of Saint Lucia requires the formulation of a should be clear crafted set of in such overarching a way asguiding to respond development to the pillars. These pillars should be crafted in such a way as to respond to the rmed by the myriad of international societal and challenges regionalfacing commitments the nation. They must be informed by the international and regional commitments he respective and sectoral agreements policy to which and Saint strategyLucia is documents signatory; and must factor the respective sectoral policy and strategy documents rmined, these developed pillarsby must the various constitute linethe agencies. foundation More ofimportantly, once determined, these pillars must constitute the foundation of every national development planning document for Saint Lucia. elopmentIn 2015, agenda which cognizant of emphasizes the global People, shiftPlanet, towards a sustainable development agenda which emphasizes People, Planet, cess of crafting Prosperity, a new Peace set of anddevelopment Partnership, Saint that embarked on the process of crafting a new set of development pillars that pillarsLucia sing the embody and localize Sustainable this new Development Goalsglobal policy as framework paradigm. As a result, using the Sustainable Development Goals framework as its anchor, ally developed seven for the (7) to countrystrategic Saint Lucia’s Seven National development support its mediumpillars were systematically developed for the country to support its medium and long-term socio-economic growth aspiration. Development Pillars Building Productive Building Strong Infrastructure, Capacity and Expanding Institutions that are a Connectivity, Energy - Growth Opportunities platform for growth Key for Growth and and development Competitiveness Adaptation for Enhancing Labour Force Environmental Social Transformation, through Education, Sustainability, Climate Building Social Resilience Health and Wellness Change & Disaster Training and Workforce and Social Capital Development Vulnerability Development Strategy 2020-2023 Page Saint 19 Lucia’s Medium Term Development Strategy 2020-2023 Page 19 Cognizant of the urgent need to strategically align the national development pillars to achieve the global Sustainable Development Goals, Saint Lucia in 2017, sought the assistance of the United Nations Development Programme (UNDP). To this end, the UN facilitated a Mainstreaming, Accelerating and Policy Support (MAPS) mission to provide policy support to implement the SDGs. 17 Sustainable Saint Lucia MTDS 6 Key Annual Budget Development 7 National Result Areas Cycle Goals Development Pillars The aligning of the development agenda to the SDGs allows for the integration of the associated targets and indicators into the monitoring and evaluation framework of the MTDS which will assist Saint Lucia in the periodic reporting on the progress through various mediums such as the Voluntary National Report (VNR) process, inter alia. It will also allow for a fair comparison of Saint Lucia’s development progress against the international community. Building Productive Capacity and Adaptation for Environmental Expanding Growth Opportunities Sustainability, Climate Change and Disaster Vulerablity Reduction Building Strong Institutions that are a Platform for Growth and Development Page 20 Saint Lucia’s Medium Term Development Strategy 2020-2023 Social Transformation, Building Social Resilience Improving Health and and Social Capital Wellness Enhancing the Labour Force Infrastructure, Connectivity through Education Training and Energy - key for growth and Workforce Development and competitiveness Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 21 Cross Cutting Thematic Development Areas The MTDS incorporates four (4) cross cutting development areas that intersect with the six Key Result Areas, which are essential to the attainment of the level and quality of development Saint Lucia aspires to achieve. These cross cutting development areas are as follows: Productivity & Gender Disaster Risk Economic Mainstreaming Management, Resilience Competitiveness & Social Protection & Sustainable Development Productivity and Economic Competitiveness Saint Lucia must integrate Competitiveness Agenda, the competitiveness into its development Government commits to implementing strategies in order to achieve the following over the medium term: sustained growth and higher income levels, as well as economic and social 1. Greater efficiencies in the resilience. Hence priority attention public service and appropriate must be placed on key principles infrastructure to foster of competitiveness which focus on productivity; enabling the business environment, developing markets, human capital 2. Skills and human resource and innovation ecosystems. In line development to improve the with the seven pillars for national supply dynamics of the labour development, the Government is market; and currently formulating a National Competitiveness Agenda using SMART 3. A robust export strategy that specialization methodology to provide will target three main areas: a framework for the enhancement of productivity and competitiveness. • Strengthened competitiveness The SMART agenda will promote of the business ecosystem to entrepreneurial, technological and boost the creation of firms and MSME growth; within the private and public sectors with the aim of realizing comparative • Expansion of the national and competitive advantages for Saint productive capacity and Lucia in the global markets. diversification of the export To complement the National basket; and Page 22 Saint Lucia’s Medium Term Development Strategy 2020-2023 . Increased trade that is environ- improve the country’s ease of doing incentives framework. The reform aims mentally friendly, with widely business. These include, but are not to engender a tax incentive regime that shared benefits. limited to, the approval of legislation in promotes competitiveness, simplicity Security Interest in Movable Properties The goal of sustainable and inclusive (Secured Transactions Bill) along with shape the environment to attract growth requires a shift towards private an accompanying online Security investment. A number of Ministries sector-led growth. In Saint Lucia, Registry. Although the public are able and agencies, including Export Saint Micro, Small and Medium Enterprises Lucia, Invest Saint Lucia, Department (MSME) dominate the private sector massive public relations campaign of Commerce, Department of Finance, landscape, at least in terms of numbers, needs to be undertaken to encourage and the Saint Lucia Development Bank, accounting for approximately 80 persons to take advantage of this provide support services to investors. facility. The support services offered include of the business sector shows that trade facilitation services, technical services such as tourism, wholesale Other reforms that will be addressed assistance and business development. and retail trade, construction and in the medium term include the modernization of the Insolvency regime, On the policy front, Saint Lucia has the predominant focus of the private implementing a Port Single Window, sector. Therefore, creating an enabling addressing minority shareholders and services sector with the introduction environment for these businesses online access for registering a business. of a Services Sector Policy and Action to thrive and the emergence of new Further support for business reforms Plan. The Policy and Action Plan is economic sectors is an imperative for will be provided by the World Bank geared towards the advancement this MTDS, in its efforts at diversifying and Compete Caribbean Partnership of four key Service Sectors: Saint Lucia’s economy, as a means of Facility. These reforms will address Creative Industries; Information and mitigating sectoral concentration risk many of the systemic issues that Communications Technology (ICT); and achieving economic resilience. impede productivity, competitiveness Professional Services; and Spa and and investment. It is envisaged that Wellness and has been endorsed by To date, Saint Lucia has made the reforms will further enhance the the Government. business environment in Saint Lucia. an enabling environment to foster Notwithstanding the progress private sector development. The The economic and political made in supporting private sector World Bank Ease of Doing Business environment of Saint Lucia is relatively development, a number of inherent Report 2019 ranked Saint Lucia 93rd stable. The country consistently challenges impede its advancement. globally and the best country in the records good scores in the Worldwide Private sector operatives often cite the OECS to do business; and second to Governance indicator; is signatory to cost of doing business, limited access Jamaica in CARICOM for the ease of thirty-two (32) active Exchange of doing business. Despite performing Information Agreements with various transportation, an inadequately skilled commendably when juxtaposed countries, spearheaded by the Global workforce, high tax rates and the against regional counterparts, there Forum on Transparency and Exchange remains a considerable number of Information for Tax Purposes. sector strategy as amongst the most of reforms that are needed. These The ongoing business taxation pressing challenges to confront the reforms will be pursued during the reform project is expected to reduce private sector development. medium term to raise the international complexity and increase transparency for businesses when complying with Although a national ICT strategy has place to do business and, by extension, tax obligations, including the tax been developed, the country is yet Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 23 to adopt a responsive E-Commerce For example, a strategic roadmap legislation and policy to facilitate the has been established to support this initiative would translate into cost effective functioning of the private Government’s modernization thrust sector in a fast-paced ICT and Digital addition, Government services and Environment. Despite the prevailing the overall national development goals operations are expected to become challenges, the Government, over the of Saint Lucia. This would facilitate more agile and responsive to the medium term, will continue efforts at and directly accelerate the country’s needs of citizens. The evolution of the formulating the necessary policies and E-Government agenda to: Connect the project will focus on business process interventions that will provide the ideal People, Connect Business and Connect re-engineering, increased security, conditions for the private sector to Government. transparency and accountability and thrive, through the Digital Government an incubating environment that fosters Services Platform (Digi-Gov) initiative This initiative aims to offer thirty (30) innovation and sustainable growth. government services via an online supply of services to the population. platform over the medium term. The essential for international trade and economic output. As such, given Saint Lucia’s current stage of development, there is urgent need to deepen the Financial Services Sector in order to support the continual improvement and productivity of economic agents. Hence, sustained economic growth of Saint Lucia is contingent on a sound and functional Financial Services Sector. The Financial Services Sector in Saint Lucia is largely dominated by commercial banking institutions, is regulated by the Financial Services Regulatory Authority (FSRA) which is responsible for licensing, supervising and regulating the operations of the sector. The sector mobilizes national savings which are used to fund investment activities in key economic sectors, resulting in gross capital formation in addition to asset and wealth accumulation, which is a key ingredient for long-term economic instruments, along with the facilitation of payments for goods and services, all form part of the sector’s contribution to overall national development. Challenges Faced by the Financial Sector Challenges Faced by the Fi High level of non-performing loans; High level of non-performing Tightening of regulations for the sector following the 2008 global financial crisis; Tightening of regulations for High corporate taxes affecting profitability; High corporate taxes affectin Absence of a Bill of Sale Registry; Absence of a Bill of Sale Reg Absence of a Credit Bureau Facility; Absence of a Credit Bureau F Increase de-risking strategy implemented by Global Banks; Increase de-risking strategy High cost of lending; and High cost of lending; and High collateral requirements High collateral requirements Page 24 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 24 Saint Lucia’s inclusive growth, has embarked on a comprehensive set of reforms that will continue into the medium term. These reforms are geared at ensuring that private sector businesses and these reforms include: • Single Window Initiative • Insolvency and Secured Transactions Reforms • Establishment of a Credit Bureau • Establishment of a Registry of Movable Assets and Secured Transactions Act • Establishment of a Commercial Division of the Court • Computerization of the Land Registry and Automation of the Database of Land Such reforms will invariably assist in remedying many of the market failures faced by the resulting in an expansion and proliferation of Small and Medium Enterprises, creation of jobs and economic growth. Over the medium term, other factors such as digitization of payment method, new development in FINTECH and the proliferation of block chain technology introduction of a Block-Chain Based Digital Currency by the Eastern Caribbean Central Bank is anticipated to be a game changer for the sector in the medium term. rategy 2020-2023 Page 25 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 25 Gender Mainstreaming and Social Protection Social Protection landscape will be Gender equality is recognized broadly informed by the National globally as a central and cross-cutting Social Protection Policy and Social component of inclusive and sustainable Protection Action Plan which were development. The 2030 Agenda for developed in 2009. The initiatives Sustainable Development Declaration will focus on rationalizing the myriad of social programmes being provided of States to respect, protect and across the various agencies, so as promote human rights. It recognizes to ensure that the most in need are that achieving gender equality and receiving the right mix and quantum of the empowerment of women and interventions to sustainably exit their girls will make a crucial contribution Saint Lucia conducted its third poverty situation. to progress across all the goals and consecutive Country Poverty targets. The government, in pursuit of Assessment (CPA) in 2016. The Rationalization of social protection its national development objectives, assessment revealed that the poverty employed a systematic approach to rate in Saint Lucia dropped to 25.0 reducing wastage and correcting for mainstream a gender perspective to percent of the population relative to 28.1 errors of inclusion and exclusion, which percent in 2006. Notwithstanding the gender equality and the promotion of decline, the assessment noted that due of social programmes. It is expected human rights. to the structural and intergenerational that, over time, members of poor nature of poverty in Saint Lucia, over households will progressively graduate Saint Lucia is signatory to several the past three decades poverty has out of social programmes, and on to international and regional agreements averaged around 25 percent. It also a sustainable path of improved living that promote gender equality and the points to a change in the poverty standards. advancement of women, particularly dynamics of Saint Lucia, with urban the Convention on the Elimination poverty increasing in prevalence on Moreover, the social protection of all Forms of Discrimination account of rural urban migration. The services will be strategically reformed Against Women (CEDAW) and 2016 CPA also suggested that poverty to support the productive sector of the Inter-American Convention on was most concentrated in female- the economy. The reform efforts will the Prevention, Punishment and headed households with children focus on building the human capital Eradication of Violence against of poor and vulnerable households, Women (Convention of Belém do creating avenues for their increased Pará), the Beijing Declaration and Recognizing that economic growth participation in the labour market with Platform for Action and other regional emphasis on technical and vocational instruments, particularly most recently poor and vulnerable households out skills, enhancing digital skills and the Montevideo Strategy and the of poverty, over this MTDS cycle, supporting entrepreneurship. CARICOM Regional Gender Strategy. efforts at strengthening Saint Lucia’s Page 26 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 26 Sain Gender mainstreaming will enhance mainstreaming strategy to use of a gender perspective in policy the capacity of the Government of support inclusion among all development, thereby ensuring the Saint Lucia to systematically address citizens; gender equality priorities in its are realized equitably among women, planning and programming processes b. Build capability in gender men, girls and boys. Cognizant of by taking into account the dimensions mainstreaming, budgeting and macro-socio-economic challenges of women, men, girls and boys and the planning as part of the National resulting from the intersectionality intersectionality of these dimensions Sustainable Development Plan of gender with other statuses, such at both the technical and managerial and Saint Lucia’s vision for as age, disability and economic levels. It therefore promotes gender- inclusion; and status, the Government of Saint responsive budgeting aligned to Lucia is committed to mainstreaming concrete nationally-determined c. Prepare Saint Lucia’s Ministries, gender into its plans, processes and gender equality goals. Departments and Agencies to procedures to ensure full inclusivity of pivot towards a transparent all sections of our society. Ensuring gender equality outcomes in and data-driven culture that national planning requires deliberate, utilizes gender analysis as part Over the medium term, the Government systematic and ongoing capacity of medium-term development intends to develop gender-responsive building for planners in all Ministries, planning. policies and strategies such as Departments and Agencies (MDAs). mainstreaming gender-sensitive Saint Lucia is currently undertaking a The outcomes of this project will prove budgeting that will contribute towards gender mainstreaming project which an equitable labour market, reduced will: unemployment, safer communities and goals 5 and 10. The institutional an overall improved socio-economic a. Enable the development of strengthening offered to the MDAs dynamic in the country. a nationally-owned gender under this project will encourage the 020-2023 Page 27 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 27 Disaster Risk Management, Resilience and Sustainable Development Saint Lucia has experienced increased • Climate Change Communications the work of the SDGNCC. Accordingly, frequency and intensity of natural Strategy, the country continues to make hazard events which are associated progress in the achievement of the 17 • Monitoring and Evaluation Plan with climate change. Natural hazard SDGs. and Roadmap, and shocks create increased pressures on • Capacity Development Plan. In 2018 the Cabinet of Ministers and cause negative impacts on The ban on the importation of endorsed the National Adaptation Plan livelihoods. In light of the relevance selected plastic and polystyrene (NAP) 2018-2028 as a symbol of the of climate change to sustainable products took effect on August 1, commitment of the policy directorate

2019. These policy interventions development, there has been a serve as a platform for a more to the alignment of adaption planning concerted effort to integrate resilience climate-sensitive national across priority sectors and areas. and adaptation in the national planning development agenda and will The NAP is complemented by sector process. guide investment priorities for adaptation strategies and action plans. climate adaptation and mitigation As at 2019, adaptation strategies and Saint Lucia’s integrated policy and actions. action plans have been completed for legal framework in response to the climate change phenomenon includes, The country is a signatory to a number among others: and resilient ecosystems (marine of international agreements that and terrestrial). Further, efforts are promote conservation and sustainable • Climate Change Adaptation underway to honour the commitment Policy, use of the environment resources. The under the Paris Agreement to reduce acceptance of, and active participation greenhouse gas emissions through • Nationally Determined in, the 2030 Agenda for Sustainable Contribution, targets stipulated in the Nationally Development is testimony to the Determined Contribution (NDC). country’s ongoing commitment to • National Energy Transition attaining a more viable and resilient Strategy, The country is also forging ahead Saint Lucia. The Cabinet of Ministers towards the elimination of harmful • Nationally Appropriate Mitigation has appointed a Sustainable ozone-depleting substances and Action, Development Goals National alternatives with High Global Warming Coordinating Committee (SDGNCC), • National Adaptation Plan and Potential between 2020 and 2040. a multi-sectoral technical committee, Sectoral Adaptation Strategies Additionally, an Integrated Chemicals to ensure adherence to the obligations and Action Plans, and Waste Management Strategy will of the Sustainable Development Goals be developed and implemented with • National Energy Policy and (SDGs). The Cabinet of Ministers has interventions to address pollution Sustainable Energy Plan, also established a SDG Ministerial Sub- management/mitigation. Committee with an aim of supporting Page 28 Saint Lucia’s Medium Term Development Strategy Page 2020-2023 28 Saint Lucia’s Medium Term D Financing Facility (CAFF) form is preparing to ratify the Nagoya Notwithstanding the accomplishment part of the strategic efforts to build Protocol on Access to Genetic to advance the sustainable resilience in the country’s systems and Resources and the Fair and Equitable development agenda, there is a need promote investment in adaptation to strengthen institutional capacities and mitigation initiatives. The country utilisation. This international treaty to further propel this critical area. In provides legal certainty to the holders this regard, environment management Climate Financing Strategy and Private of genetic resources and provides clear legislation is being formulated and Sector Engagement Strategy that guidelines for parties wishing to access systems have been established to are expected to support the climate these resources, e.g. researchers, strengthen decision making, gathering libraries, pharmaceutical and cosmetic of data and information sharing. A companies, and bioprospectors. notable achievement to date is a Saint Lucia recognizes and embraces National Environmental Information the value of public education Blue Economy and Coastal Zone: System, designed to build capacity and sensitization in sustainable Coastal and marine resources are in Information Communication development. Hence in September integral to the achievement of the Technology (ICT), good governance and decision making, which will be countries to sign Principle 10 and the sectors of the KRAs. The ocean linked to the Government of Saint Escazú Agreement on the Access to has potential for the realization of Lucia’s Open Data portal to reduce Information, Public Participation and Sustainable Development Goals. The Justice in Environmental Matters in KRA contemplates the advancement Although the country is eligible Latin America and the Caribbean. of the “Life Below Water” principles This demonstrates the dedication to articulated in SDG 14. Hence, development partners, there is a the integration of information and appropriate interventions will be transparency in decision making and developed to fully explore and effective mechanism to mobilize the role of the public in ensuring the maximize the opportunities in the blue resources for environmental matters quality of the state of their environment. economy. and development objectives. The Continued effort will be made to keep country has made appropriate strides the public informed, educated and Science, Technology, Research and to address systemic issues that will sensitized to build stewardship in Innovation: Effective application of promote the maximization of funds environmental management. science, technology, research and available for climate resilience and In addition to making advancements in innovation in support of national adaptation measures. Additionally, the areas articulated in the foregoing, socio-economic development and the Saint Lucia National Conservation a few key areas are highlighted below: environmental management across Fund and the Climate Adaptation Biodiversity Management: Saint Lucia sectors is essential. Development Strategy 2020-2023 Page Saint 29 Lucia’s Medium Term Development Strategy 2020-2023 Page 29 the sectors with the highest demand renewable energy penetration at Energy for energy. The reliance on a source of least cost, through investments in energy that contravenes development solar, wind and geothermal energy Energy is intricately intertwined with goals exposes the country to the economic and social development. The vagaries of market trends in energy measures, battery storage and diesel global thrust towards cleaner, more and the concomitant effect on overall generation to hedge against oil affordable energy, as articulated by economic and social resilience. This price volatility while achieving price SDG 7, and technology is largely driven underscores the need for achieving stability and system reliability. On the by efforts to combat anthropogenic- energy independence and energy transportation side, the government induced climate change and the security through, inter alia, increased is keen on leading by example and consequential need for decreasing use of indigenous renewable energy has completed the readiness phase of global greenhouse gas emissions. resources which is a stated policy the Fleet Transition Strategy and has The island is signatory to a number of position of the Government. integrated three full electric vehicles multilateral environmental agreements including the Paris Climate Agreement Legislation has been introduced and, as such, has set renewable energy establishing a multi-sector utilities Consequently, the Government has targets of 35 percent by 2025 and 50 regulator, the National Utilities embarked upon initiatives geared percent within the energy matrix by Regulatory Commission (NURC), towards harnessing wind, solar power 2030. which is charged with the responsibility and geothermal energy as alternative sources of energy for electricity within the energy sector through generation. Over the medium to long energy primarily through imported economic and technical regulation term it is envisaged that the country measures. This is accompanied by will continue to make strides to dependence on imported fossil additional legislation to unbundle improve energy independence. This renewable energy generation. The is necessary to improve the country’s the country’s socio-economic and recently endorsed National Energy social and economic resilience. physical environments. The generation Transition Strategy (NETS) presents of electricity and transportation are Water Resource Management Water resources play a key role in sustaining overall economic development. The island’s water resources are extremely susceptible to the impacts of climate change and climate variability. Adverse effects of these shocks immediately impacts and hinders the progress of key economic and social sectors. The legal and institutional framework for water resources management in Saint Lucia is guided by the Water and Sewerage Act of 2008, the National Utilities Regulatory Commission Act 2016, the creation of the Water Resources Management Agency (WRMA) in 2009 and the National Utilities Regulatory Commission (NURC) in 2016. The island recently completed a National Policy and Wastewater Management Plan in 2017 and the Sectoral and Strategic Action Plan (SASAP) for Water in 2018. The WRMA is responsible for protection and allocation of water resources; the Forestry Department oversees watershed management and the Water and Sewerage Company (WASCO), is responsible for water supply and sewerage/waste water services. Some of the challenges facing the water and waste water sector include: Page 30 Saint Lucia’s Medium Term Development Strategy 2020-2023 pathogens. • Grey water discharged into open • Adverse impacts of natural events drains leads into water courses * Climate change resilience – hurricanes, droughts and the marine environment. requirements - Wastewater management facilities and works • Aged damaged water sector • In parts of the island, must be located and designed infrastructure industrial waste water is either in ways that minimize their partially treated and discharged vulnerability to natural hazards • Increased population and into a natural water course or settlement expansions untreated and discharged into • Regulation and enforcement - open drains. This pollution ends The regulation of wastewater • Lack of information on water up on the coast, often near management is limited and poorly sector systems villages and towns, causing severe coordinated. environmental problems. • Deforestation/soil erosion/land • Communication, advocacy and degradation • Towns at sea level - Part of technical support - Technical Castries and most of the coastal support is needed at all levels, • Inadequate institutional and towns/villages are at, or under, from households to industries, regulatory capacity sea level. This location has serious to choose and build adequate implications for waste water sanitation systems. • Absence of implemented water management. The hydrogeology and land use policy. conditions with a high-water table Over the medium term Government make these zones unsuitable will seek to: for septic tank and soakaway • Waste water treatment is absorption systems. • Review, approve and implement inadequate. There is an absence the Water Policy of waste water management • Livestock farms manure and liquid in most communities. Castries waste management - The poor • Review, approve and implement is served by only a waste management by farmers of the the Waste Water Policy water collection system which actual manure and liquid waste, as discharges raw sewage into the well as the location of a few farms • Strengthen the Water Resources marine environment. above WASCO’s drinking water Management Agency intakes, make this sector a key • Identify suitable locations for • There is no legislation specifically challenge. waste water treatment facilities requiring generators of waste water to conduct routine testing • Environmental and human health and water quality monitoring. risk - Poor sanitation practices directly expose users to faecal Solid Waste Management Effective management of waste Hence, innovative solutions to address the north and Vieux Fort Solid Waste remains an environmental challenge for this critical area are a priority for Management facility for the south of Saint Lucia due to its limited capacity Government. the island. in the collection, disposal and overall The Saint Lucia Solid Waste Some of the main challenges facing management of waste. Inadequate Management Authority (SLSWMA), the sector include, but are not limited solid waste management services and established in 1996, is the central to: poor waste management practices agency that oversees the management can have negative impacts on public of solid waste on island. The SLSWMA • Inadequate final disposal health and the environment. Poor manages two solid waste facilities facilities waste management has the capacity which are run on the principles of to compromise national development. • Inadequate waste disposal rates Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 31 • Strengthening the policy, • Insufficient financial resources to legislative and institutional • Identification and development manage solid waste programmes frameworks for solid waste of a sustainable financing management mechanism for solid waste • Inability to deal with additional management waste after disasters • The of new waste management technologies and • Development of an improved • Inability to deal with new waste their supporting facilities collection methodology e.g. e-waste • Identification and • Enhancing stakeholder Over the medium term the focus implementation of alternative communication, engagement and will be on: uses for solid waste (re-use, participation. recycling, composting) Disaster Risk Management Disasters resulting from natural The GOSL, on April 23, 2018, approved the Disaster Risk Financing The Department of Finance, in its Strategy. The primary objective of the thrust, will focus on these four (4) sustainability and stability. In addition Strategy is to strengthen the ability strategic priority areas to support to long-term impacts on economic of Government to assess, reduce these MTDS developmental goals: and social development in Saint Lucia, disasters also increase the country’s • Strengthen data collection and sovereign debt, as more loans are three development goals in managing management to encourage evidence-based decision making post-disaster expenditures. The in order to build resilience today to on prioritization of post-disaster Government of Saint Lucia recognizes secure our future by measurably and expenditures, resilience activities the importance of mitigating these and optimization of financial events and has taken several steps to risk by 2030 and beyond: instruments; mainstream disaster risk management into its policy and programmes. This is • Maintain a sound fiscal position • Strengthen public financial supported by legislation such as the at the national government management related to natural Disaster Management Act and National level, necessary to support disasters to foster the legal and Emergency Management Plan. This long-term rehabilitation and administrative environment legislative framework complements reconstruction needs and to necessary for international targeted interventions to develop, test minimize interruptions in ongoing best practices in disaster risk and implement adequate measures to development and disaster risk financing; protect the population of Saint Lucia reduction plans; from the physical, social, environmental • Improve fiscal protection and and economic effects of disasters. • Develop cost-effective and timely access to financing accessible financing mechanisms of post-disaster emergency Natural disasters increase the pressures for immediate liquidity that response and recovery needs can be channelled rapidly to through financial instruments space. They have the potential to cause prioritized institutions and including risk retention and risk major deviations from planned annual sectors; and transfer instruments, optimized expenditure and increase in sovereign to cover low, middle and high risk debt. Hence, the management of • Reduce the impact of natural levels. This includes social safety disasters on Saint Lucia’s people nets for low-income households policy challenge for Government. and businesses, specifically affected by disasters; and Understanding the exigency of focusing on the modernizing social safety nets for the • Increase collaboration with disasters, Government is committed poorest and most vulnerable, the private sector to improve to developing strategies for reducing necessary for interrupting the availability and affordability its contingent liabilities in relation to cycle of poverty and protecting of catastrophe risk insurance development gains at the products. risk resulting from these events. individual, community and national level. Page 32 Saint Lucia’s Medium Term Development Strategy 2020-2023 Development Strategy for the Medium Term The Medium Term Development through which the medium-term goal opportunities; Strategy (MTDS) outlines the of sustainable and inclusive growth will Government of Saint Lucia’s roadmap be achieved. The KRAs include three b. Increase private sector-led to grow the economy by 4.6 percent Economic sectors: tourism, agriculture investment; annually over the next four years and infrastructure, and three Social (2020-2023). The focus of the sectors: healthcare, education and c. Strengthen human capital, strategy is to improve the overall citizen security. The goals of the six reduce poverty and increase the macro-economic position of the KRAs are: standard of living; will contribute to the enhancement a. To increase Tourism arrivals and d. Enhance productivity, increase of socio-economic conditions in Saint receipts; export earnings and reduce the Lucia resulting in increased private import bill; investment, job creation and trade b. To improve Agriculture output balance. Additionally, it will encourage and export; e. Increase access to affordable, investments in the social sectors which quality healthcare; and will enhance the overall quality of life c. To provide resilient infrastructure of citizens over the medium term, and to support socio-economic f. Provide a safe and secure consequently increase the Human development; environment. Development Index (HDI) of the country. d. To increase the provision The achievement of the targets outlined of affordable and quality in the MTDS requires ownership and The GOSL is committed to breaking Healthcare; participation by all stakeholders. In the vicious cycle of stagnant economic addition, there must be a strategic growth, high unemployment, e. To improve the quality of shift to prioritize budgetary allocation increasing debt and unsatisfactory Education and improve the to realize the aspirations of the KRAs social outcomes. Hence, the MTDS education pathways; and over the medium term. forms part of a concerted effort to develop innovative methodologies to f. To reduce the crime rate and transform Saint Lucia into an economy improve the judicial system. that is viable, competitive and resilient. The strategies within the KRAs are designed to: The MTDS is anchored on the six (6) Key Result Areas (KRAs) which have a. Stimulate economic activity and generate employment Key Result Areas planning. This modality will guide the policy decisions related to the projects. The Key Result Area (KRA) model investment options that will ultimately This approach provides a clear adopted in the MTDS represents the be included in the Public Sector framework to select targets over the Investment Programme (PSIP). The medium term that ensures the country accomplish the stipulated goals within KRAs that underpin the MTDS generate the medium term. The vagaries of the the roadmap to achieve the economic its development path. These KRAs global economy and its concomitant delineate the distinct deliverables that the current socio-economic landscape. guide the performance of implementing small developing states like Saint Lucia The KRAs are interwoven in a manner agencies to ensure alignment that provides the appropriate balance with strategic development goals. resources towards maximum results. between economic and social sectors. Implementing agencies will provide The economic and social sectors the institutional support necessary to The KRA methodology will engender converge to address critical short-term advance operational objectives and the a results-oriented culture, in addition development issues. Consequently, key drivers of success contemplated in to promoting a structured and they serve as the platform to guide the KRA model. harmonized approach to development the prioritization of “game changer” Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 33 Agriculture A robust Agricultural sector is critical valley areas such as Roseau, The sector is well placed to address Cul de Sac. This has resulted in loss any country’s national development the issues surrounding the health priorities. The sector plays a vital system as well as exploring niche role in sustaining the livelihoods of markets which can aid in the country’s c) rural communities for which farming island depends highly on banana remains an important economic implementation of the food production production and exports. Crop activity, whilst also generating local action plan, coupled with a robust employment. It contributes to the to adverse weather events, poor competitiveness of the local tourism eating local, healthy foods and value- youth participation and limited product as the consumption of local added/agro processing in the selected land for alternative agriculture. foods is recognized as an essential crops, the sector can ensure reliability component to the tourist experience. of supply and demand. d) Limited technical capacity as a The strengthening of linkages to other result of exiting of skilled personnel key economic sectors, namely Tourism The integration of information within the sector. This resulted and Manufacturing, can enhance the technology is central to the realization in limited diagnostics to inform prominence of the sector in Saint of the key goals for the sector. In this actions for increased productivity. Lucia’s overall development agenda. regard the Ministry of Agriculture In light of the sector’s relevance to has embarked upon the following e) The absence of Sanitary and Sustainable Development Goals, and initiatives to advance the sector: Phytosanitary (SPS) enforcement the exposure of the sector to climate which exposes food-related health change and climate variability, a • Morocco Soil Fertility Mapping risks to local consumers and Sectoral Adaptation Strategy and project, which includes the prevents greater market access for Action Plan that promotes climate- development of a soil fertility local producers and exporters. smart agricultural practices has expert system which also focuses been developed to improve climate on enhancing technical capacity of f) Inadequate managerial acuity resilience. to effectively manage farms. • Agriculture Resource Information Production is not correlated to Saint Lucia’s Agriculture, Forestry System (ARIS) for undertaking data consumption patterns, which and Livestock sectors contributed an collection (for crop monitoring) results in frequent periods of gluts estimated EC$68 million or 1.9 percent and scarcity. This is compounded by to the economy in 2018. Although the supported by the work of extension sector recorded a 5.8 percent increase of agriculture inputs and shipping, over the 2017 to 2018 period, growth electronic devices to input data; weak labour market, marketing within the sector has been on the opportunities and integration of decline from 2008. The weakening • G.I.S for bananas is utilized to map technology in farming practices. of the sector is attributed to loss of preferential trade, competitive track pest and diseases; g) High risk of praedial larceny. and comparative advantages, and devastating impacts of climatic shocks. • Management Information System is These systemic issues have contributed The resultant impact is the contraction used to capture data from markets/ to a steady decline in output and in the production of crops (mainly hotels to aid in proper analysis for bananas) and livestock which has decision making. The establishment in investment in the sector. With invariably increased the vulnerability of a media platform is expected to local agriculture on the decline, the of food security. improve the relationship between consequence has been increasing Additionally, the island is highly farmers and buyers. dependent on imported foods. In 2018 the food import bill was estimated The youth plays a critical role in at EC$367 million, 87 percent of social and economic development which was processed foods not of a country. With the agingfarmer readily available on the island. One population, creative and innovative consequence of this dependence is measures must be in place to ensure the nutritional shift from diets based the survival of the sector. As such, more on locally grown fruits and vegetables awareness should be created among to one based on highly processed the youth about new technologies for foods and beverages. As a result, Saint Lucia, like many of its Caribbean counterparts, is experiencing a rise in Some of the other challenges facing chronic non-communicable diseases. the sector include: This increase poses a huge burden on the health system. Further, issues a) Limited contiguous agricultural land associated with high food import costs due to mountainous topography. adversely affect macro-economic indicators such as balance of trade, b) Continuous change in land use away from Agriculture, particularly in Page 34 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 34 Saint Lucia’s Medium Term Aspirations The Government, mindful of the sector potential and challenges, aims to: • Enhance its food and nutrition security; • • Increase export revenue from agriculture; • Contributing to economic growth through enhancing value-added in agriculture and fisheries Expansion of Production Capacity Improved Legislative Environment Increased Exports Increase Enforcement of Increase Increase in Food Effectiveness of Increased Increased production of Sanitary and Crop Production Phytosanitary Praedial Larceny exports of exports of cocoa meats and poultry bananas (SPS) Legislation Unit La Caye Meat Expansion of Enactment of SPS Increase speed of Rehabilitate and Rehabilitate and Processing Facility Food Crop Legislation response of expand banana expand cocoa Established Production officers through farms under the farms; targeting 7 crops decentralization Banana Eradication of (sweet pepper, Improvement Secure market Tropical Bont Tick cantaloupe, Improve project for export of Programme pineapple, detection system cocoa beans; Establishment of cabbage lettuce through Establish new Agricultural completion of access market Develop the Station for Morocco Soil Farmer ID with French value added Livestock in Fertility Mapping programme cocoa industry Micoud Project Launch of for exports. marketing Increase value of Rehabilitation of campaign in UK cocoa exports Tissue Culture Supermarkets Facility Addressing cost of production and reliability of Supply Increase value of rategy 2020-2023 Page 35 Saint Lucia’s Medium Term Development banana exports Strategy 2020-2023 Page 35 Infrastructure disasters and increased urbanization, maintenance cost. National roads inter alia. As a consequence, there provide critical access to social Infrastructure, that is, Transport, structures and economic hubs. Thus any Water, Electricity, Sanitation and source additional resources to build impairment to the functioning of the Telecommunications Services, is vital infrastructure that is resilient and major road networks has implications to the improvement of welfare, quality climate smart and which will support for travel time and maintenance cost, of life of citizens and, by extension, the systematic urbanization. This in addition to broader negative effects overall economic development. has caused the Government to make on national productivity. Hence, quality physical infrastructure a deliberate effort to incorporate facilitates the movement of labour, climate resilience measures to improve The poor condition of the road the optimal functioning of economic the sustainability of the country’s infrastructure is also compounded agents. Investment in infrastructure infrastructure. by the debilitating effects of recent serves as a stimulus that can promote climatic shocks such as Hurricane growth, support forward socio- The condition of the current stock Tomas. As a consequence, the economic planning and simultaneously of infrastructure i.e. roads, seaports demand for improved infrastructural acts as an accelerator to the attainment and airports can be generally of the Sustainable Development characterized as: poor road conditions, Goals. The Government of Saint Lucia lack of connectivity and capacity. Due to the increase in natural disasters, understands that provision of adequate The expansion of commerce and the Government has nearly tripled the infrastructure supports productivity business activities, coupled with the amount of disaster recovery spending and competitiveness and, as such, it simultaneous increase in population, is a medium-term imperative to build exerts immense pressure on the new and upgrade the existing aging existing national infrastructure. Hence, Seaport Infrastructure stock of infrastructure. strategic focus in the medium term is placed on the provision of motorable The increase in trade and the Road Infrastructure roads, improvements in road safety concomitant rise in containerized and resilient infrastructure, which Road infrastructure is the centric artery are necessary to foster economic that connects social and economic expansion. to the World Trade Organization (WTO) agents. In light of its relevance, World Trade Report (2015), trade costs investment in road infrastructure has are among the fundamental factors the potential to stimulate economic as national, secondary and collector shaping the evolution of trade but are growth, promote the competitiveness roads, totals 641 km. According to the particularly high among developing of economic sectors and enhance International Roughness Index (IRI), countries. The Trade Facilitation the economy’s productive capacities. more than 50 percent of the total Agreement (TFA) is a key mechanism However, Saint Lucia is confronted with road network is categorized as “poor” designed to boost global trade. Hence, and “very poor”. This has contributed developing countries, such as Saint gap which is further compounded by Lucia, are expected to maximize the realities of climate change, natural accidents, and high vehicle and road Page 36 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 36 Sain implementation of the TFA. which negatively impacted the level of Trade Facilitation measures and activities, the port was experiencing the reforms will result in a reduction in highest annual volume of throughput transaction costs and the complexities contribution to the socio-economic of conducting international trade development of the country. The and cross-border business; minimize transport and storage sector is for cost of doing business at the port. delays in cross-border procedures; categorized as the fourth largest GDP Saint Lucia is a net importer of goods, simplify processes and procedures generator. The sector contributed 10.3 hence it is critical that the operations percent to GDP (EC$452.3 million). The of the ports are of the highest quality trading environment. This will result in sector has realized relatively modest improved transparency, predictability of service. of trade regulations and processes and percent . A total of 4,123 persons (3.8 percent of the workforce) is employed The performance of the cargo ports both domestic and international in this sector. The maritime subsectors is intricately linked to the country’s trade. Additionally, the Government joint contribution to GDP between capacity to realize the Sustainable has achieved results associated with 2016 and 2017 increased marginally by Development Goals. This sector enhanced controls, improved security 0.1 percent. facilitates the performance of key and better risk management systems engines of economic growth such as at the border plus more effective There are two major ports on the tourism, construction, wholesale and island that handle the importation retail, manufacturing and agriculture. of all goods. The Saint Lucia Air boost revenue yields due to higher and Sea Ports Authority (SLASPA) percent of the country’s total GDP. trade volumes and help to accelerate is the responsible agency for port The sector has been characterized as economic growth and attract more operations in Saint Lucia. Port Castries a key enabler to unlocking growth. The foreign direct investment. is a multipurpose port which handles Trade Facilitation Agreement (TFA) of cargo, cruise and ferry operations, the WTO, a milestone in global trading Saint Lucia’s cruise calls have whereas Port Vieux Fort is solely systems, signals a new phase of trade facilitation reforms for WTO members. fallen behind popular regional ports Current cargo berth facilities at Port Based on the assessment of the impact such as Nassau and Bridgetown. Only of the full implementation of the TFA, 3 percent of the total cruise calling at investment for rehabilitation. Since Saint Lucia, like other developing Saint Lucia’s port were homeporting, 2013 Port Vieux Fort has witnessed a countries, is expected to realize gains signalling the need to upgrade port from increases in exports and GDP. The and landside infrastructure and due to a myriad of mitigating factors, product offering. As aforementioned, some of which are the aged cargo Port Castries is a multipurpose port handling equipment and reliability obligations under this Agreement. and the norm is for priority berthing to issues associated with the ship-to- be given to cruise vessels. This policy, shore crane. Prior to the emergence which coincidentally is prevalent in 020-2023 Page 37 regional ports, has an adverse impact Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 37 on the operations of containerized economic activities by acting as the interoperability of both airports cargo vessels, as such vessels must a facilitator of commerce, tourism wait for the departure of cruise ships (business and leisure) and employment implications for the tourism industry to commence their operations. At generation, consequently catalyzing and overall economic growth. This the Castries seaport, the situation socio-economic development. Thus underscores the pressing need for is exacerbated by accompanying the country’s airports form part of its climate-resilient measures to be national strategic assets. integrated in the operations of both existence of an antiquated stevedoring facilities model, lack of an effective schedule to There are two airports on the facilitate the simultaneous operations island with Hewanorra International of cruise and container vessels within Airport (HIA) operating as the main into Saint Lucia are from the United established business hours, and limited port of entrance, servicing mainly States, followed by Barbados and availability of equipment. international travel, while George F.L. Trinidad and Tobago. The HIA facility Charles Airport situated in the north of is currently operating above its original The restricted capacity of the port the island is used as the intra-regional built capacity of 500,000 passenger has implications for investment and travel hub. Both airports are located arrivals per annum. Passenger arrivals competitiveness as it increases the along the coastline, making them very are estimated to reach one million by cost of doing business in Saint. Lucia. susceptible to hydrometerological 2022. This underscores the need to hazards and sea level rise. As a result, improve the infrastructure to facilitate the country’s ease of doing business the emergence of any natural hazard increased demand. The limited ranking. poses serious threat of structural avenues for connectivity and restricted damage, as well as airport closure, capacity of the airports undermines Airport Infrastructure resulting in loss of productivity. One the competitiveness of the tourism such incident worthy of note is the Airports are part of the infrastructure 2013 Christmas Eve Trough which sector which is a key engine of growth. that connects the country to the rest caused the suspension of HIA for two of the world. Hence, they promote days. Consequently, disruptions in Medium Term Aspirations The vision of the Government is to enhance the infrastructure sector to enable it to support Saint Lucia’s economic activities in tourism, agriculture, retail and trade. Enhanced infrastructure to support Saint Lucia's Economic and Social Development Improvement and development of high quality infrastructure Improved road network Enhanced conditions of Improved Traffic Flow Airport and Seaport and connectivity Infrastructure

1. Reconstruction and 1. Improvement of Road 1. Re-development of Cargo rehabilitation of secondary Accidents Process and Container Terminal at and collector roads Cul de Sac & Upgrade of

2. Designated Junctions Facilities for Cruise Tourism

2. Rehabilitation of Millennium Traffic Control Pilot Project at Port Castries Highway and West Coast Road 3. Pedestrian Crossings 2.Development of Vieux Fort Improvement Pilot Project Cruise Port

3. Agriculture Feeder Roads Phase II 4. Road Safety Public 3.Redevelopment of Awareness Programme Hewanorra International

4. Cul de Sac Round about Airport

5. Bridges in the Cul de Sac Basin Page 38 Saint Lucia’s Medium Term Development Strategy Page 2020-2023 38 Saint Lucia’s Medium Term D Tourism The local tourism industry receives Figure 6: Tourism Arrivals to Saint Lucia by Major Markets international accolades for its performance. Since the mid-1990s 200,000 Arrivals by Source Market the sector has been recognized as the key contributor to Gross Domestic 2015 2016 2017 2018 Product (GDP), and the country’s 150,000 main foreign exchange earner. Over sector saw a Cumulative Average 100,000 Growth Rate (CAGR) of 3.0 per cent annually, which makes it the fastest growing sector among other Eastern 50,000 Caribbean countries. The Hotel and Restaurant sector accounted for 9.3 percent of GDP in 2018, a growth US UK Caribbean Canada Other Europe of 4.3 percent above the previous year. Tourism also continues to be Source Market one of the main contributors to the country’s overall employment rate with 11.2 percent, or 12,242 jobs. This challenges which hinder its ability to The Tourism Incentives Act and the realize its revenue earning potential. Tourism Stimulus and Investment Act This can be attributed to systemic are the principal instruments used to growth in Saint Lucia. The key sectors issues in the local tourism value chain attract investment in the industry. The that support the performance of the industry are: accommodation, tourism the advancement of the industry transportation and excursions. In 2018 the Saint Lucia Tourism represent an increased demand on Authority (SLTA) announced a 2.24 The industry has seen robust growth percent increase in international tourist Ministry of Tourism is acutely aware arrivals. Market and social trends of the transformative changes in the tourist arrivals and receipts. For the tourism investment landscape and the year 2018 Saint Lucia recorded stay- in the nature of demand and supply in corresponding need for responsive over arrivals of 394,780, representing the travel and tourism industry. The policies and legislation. To this end, an increase of 2.2 percent when sharing economy and ICT serve as the Ministry has given priority to the compared to 2017. By the year 2022 it catalysts for the continued evolution development of a comprehensive is expected that the travel and tourism strategic plan, revision of the policy industry will realize increased tourist In light of the dynamic nature of the and legislative frameworks for the arrivals, to 540,700, and increased industry, Saint Lucia is compelled to industry. This, complemented by GDP contribution, to EC$1,935 million; design targeted strategic initiatives to focused attention to strengthen the attract investments of EC$3.5 billion address gaps within its value chain to institutional capacity, forge strategic and create 4,016 additional job provide a competitive and sustainable partnerships and establish linkages opportunities. tourism product. Product diversity, within the industry to respond to quality issues, safety and security are prevailing realities and to achieve Notwithstanding these positive trends, key limiting factors to competitiveness. policy objectives. the sector has been experiencing ` Development Strategy 2020-2023 Page Saint 39 Lucia’s Medium Term Development Strategy 2020-2023 Page 39 Total Expenditure by Market 2015 2016 2017 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 Source Market $- US UK Caribbean Canada Other Europe Other World Source: Saint Lucia Tourism Authority TAverage Lenght of Stay by Source Market 2015 2016 2017 2018 US UK Source Market Caribbean Canada Other Europe Other World 0 20 40 60 80 Source: Saint Lucia Tourism Authority Page 40 Saint Lucia’s Medium Term Development Strategy 2020-2023 Medium Term Aspirations As a key economic pillar for future growth, the strategic intent is to re-engineer the tourism industry to capitalize on its full revenue earning capacity. The objectives will therefore seek to: a. Increase stay-over tourist arrivals from 386,000 in 2017 to 541,000 by 2022; b. Increase GDP contribution to EC$1,935 million by 2022; and c. Create 4,016 jobs by 2022. Government intends to achieve these objectives by: a. Introducing high impact tourism products through the expansion of accommodations, rejuvenation of iconic sites and the introduction of a luxury aviation facility; b. Diversifying product offering through the introduction of wellness tourism and ecotourism; and c. immigration processing time at the ferry terminal. To increase competitiveness of tourism product Product Diversification of Investment Facilitation Improve Tourism revenue Development and Product Offerings Enhancement Development Development of Ecotourism Improvement of investment Increase stay over tourist of world-class integrated Development of "village regime and administrative arrivals tourism resort tourism" concept process (reduction in process Development and expansion time for approval of incentives Increase non-accommodation of accommodation projects and licenses. spend per stay-over tourist Rejuvenation of iconic sites arrivals Reduce ferry immigration Reforming the institutional processing time framework for governance of Increase number of inbound sector airlift Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 41 Citizen Security Crime and social violence has arguably also has long-lasting implications for is estimated at 1,300 per 100,000 emerged as the most pressing societal future economic growth. population, the highest in the OECS. issue with which Saint Lucia, and the Caribbean region, is presently Crime Situation in Annually, Saint Lucia expends a confronted, surpassing economic Saint Lucia substantial share of its resources growth, health and poverty eradication towards ensuring safety and security concerns. As a result, a failure to Although the crime rate has decreased of citizen and visitors and in enforcing expeditiously address criminal in 2018/2019, over the past few the rule of law. According to the 2018 activity in Saint Lucia threatens to years, Saint Lucia has been beset Corruption Perceptions Index reported undermine most, if not all, of the by an unprecedented rise in the rate by Transparency International, Saint country’s development efforts. It is of crime and violence. The United Lucia is the 50th least corrupt nation widely accepted that effective crime Nations Development Programme out of 175 countries. The corruption (UNDP) report states that Caribbean rank in Saint Lucia averaged 29.89 prevention and control initiatives can from 2007 until 2018, reaching an all- limit the prevalence of crime, which nations, such as Saint Lucia, “lack the infrastructure and capacity to time high of 50 in 2018 and a record represents an important precondition low of 21 in 2008. This data suggests for sustainable development. respond effectively to street gangs and organized crime” (United Nations that the nation is perceived to be less 2012). This is also as a result of corrupt in recent years. For the last A deeply entrenched culture of crime and social violence has the potential to unplanned developments in the country which enable criminal activity. In 2017 a has been allocated to the Department Royal Saint Lucia Police Force (RSLPF) of Home Affairs and National Security. an economy, exhibited in both overt and The Government, recognizing the Weekly Crime Report indicated that 81 covert channels. Widespread violent percent of serious crime in Saint Lucia need for critical reforms in the justice system, has, over the past few years, in the future development outlook of Islet, Micoud, Vieux Fort and Soufriere. increased the allocation to the a country and the overall investment During the period 2013 to 2017, Department of Justice. For the Fiscal climate. Invariably, a compromised criminal activity was concentrated in Year 2018/19, the Government of investment climate weakens prospects crimes against property, aggravated Saint Lucia allocated $111.62 million for securing new investments, resulting assaults, robberies, drug offences and of public expenditure towards efforts in the loss of much needed capital sexual assaults, of which crime against at addressing crime prevention and injection. Moreover, crime reduces the property accounted for 63 percent. control, which is projected to increase overall competitiveness of a country, For the similar period, robbery and further in 2019/20. burglary increased by 10 percent and onerous security cost which otherwise 4 percent respectively. At the same In Saint Lucia a number of agencies would have been allocated to more time, there was an uptick in grievous play a critical role in crime prevention. productive uses, such as research, harm incidents which rose by 3.7 The RSLPF is responsible for law percent, while homicides increased by enforcement. The incarceration of innovation and product development. offenders, as well as the rehabilitation 79 percent for the period 2016 to 2017. of those in custody prior to their Further, by engendering an release into society, is under the remit atmosphere of insecurity among Cognizant of the potential impact of crime, successive governments have of the Bordelais Correctional Facility. the citizenry, crime may lead to the The Department of Probation and loss of human capital via outward invested heavily to ensure national security. It is understood that the use Parole strives to reduce recidivism migration of a skilled and educated among those offenders who have not labour force. In addition, crime leads of a proactive approach is needed in order to curb the crime situation. The been incarcerated. Consistent with the to injury and loss of human life, which UN Convention on the Rights of the success of investments in educational, has substantial social and welfare social and rehabilitation programmes Child (UNCRC), Saint Lucia provides residential and day facilities for children trauma, erosion of social cohesion and with the hike in youth crime and the in need of care and protection, youth the suboptimal use of human capital overall sustaining of Citizen Security through incarcerations. Added to that, in Saint Lucia. Over the years, law via the Boys Training Centre and governments have also invested in Upton Garden Girls’ Centre. is now being diverted to national new police station plants across the The justice system plays a vital role in security, correctional services and the island, closed-circuit television (CCTV) contributing to maintaining law and judiciary. A concerning development order in Saint Lucia., and comprises the issue is that the youth demographic vehicles, and increasing the number of courts and the Forensic Laboratory. group is largely both victims and The challenges presently being perpetrators of crime. Apart from crime-concentrated areas. As of Fiscal experienced by the justice system having the immediate short-term Year 2019/20, the total number of law have hindered its ability to effectively impacts on public resources, crime enforcement personnel in Saint Lucia administer the law and ensure swift Page 42 Saint Lucia’s Medium Term Development Strategy 2020-2023 justice of offenders. The criminal and provision of adequate infrastructure period, a total of over EC$600,000,000 is needed to enable more effective has been spent by the Ministry of Home backlogs due to infrastructural issues operation of all courts. The construction Affairs, Justice and National Security. and shortage of manpower to support of a Halls of Justice to house the In 2019/2020 approximately $137 the operational management and Courts and Crown Prosecution Service million will be spent in total on Home disposal of cases. The Forensics has been delayed. The courts situated Affairs, Justice and National Security, Laboratory, though recently re-opened, in Soufriere and Vieux Fort have been which represents 9 percent of total is still ill-equipped to provide the type plagued by issues of infrastructure expenditure. While the Saint Lucia of analysis required by the police to and air quality. These issues often Crime Victimization Survey 2019/2020 lead to the postponement of case will be used to measure direct cases. Evidence collected usually has hearings, with delays in prosecution economic losses suffered by crime to be sent overseas for processing and dispensation of justice. victims, there is no way to measure the which contributes to further delays in intangible cost of crime; indirect losses case hearing and longer remand stays Crime generates substantial costs to suffered by crime victims, including at the prison. society at the individual, community pain and suffering, decreased quality With regard to the Court Division, the of life and psychological distress. Medium Term Aspirations In order to restore a sense of security perception and reduce investigation b. The strengthening of community and safety in the Saint Lucian society and prosecution backlogs. involvement in crime fighting; a three-pronged approach will be pursued, inclusive of investigation These objectives will be achieved c. The improvement of investigation and prosecution, crime prevention through: and prosecution backlogs; and and rehabilitation. The vision for d. The enhancement of adult Saint Lucia is to reduce serious crime, a. The enhancement of the crime detection and patrol system; and juvenile rehabilitation reduce recidivism, improve public programmes. Provision of a safe and secure environment through implementation of effectivenational security systems and rehabilitation programmes Crime Prevention Investigation and Prosecution Rehabilitation Enhanced crime detection and Increased community Improved investigation and Enhanced rehabilitation patrol system involvement in crime fighting prosecution

1. Police Omnipresence 4. Strengthening community 5. Transforming Saint Lucia 7. Life skills and cognitive

2. Safe City CCTV Programme policing Forensic Science Services behavioral programmes

3. Revitalization of Royal Saint 6. Enhancing the operations of 8. CVQ certification of TVET Lucia Police Force the judicial system Courses

9. Literacy and Numeracy Programmes

10. Substance Abuse and Mental Health Counseling

11. Establishment of Parole Systems Enriching rehabilitation for juveniles

12. Enhancing Boys Training Centre's Aftercare

13. Court Diversion Programme Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 43 Education The Government of Saint Lucia to support students’ participation in as well as at higher levels. subscribes to the philosophy that school and to incentivize performance. education is a basic human right which Another issue of concern is that contributes to the comprehensive In order to improve student Saint Lucia’s youth unemployment development of the human capital of performance at both the primary and rate currently stands at 38 percent. its citizens. Education is intrinsically secondary school levels, there is a According to the 2012 Labour Market linked to the performance of the need to increase teacher effectiveness Needs Assessment Survey, 44 percent labour market. Education services are to cater to the learning needs of all of job openings required tertiary-level consistently allocated approximately students at various levels which can 14 percent of the annual budget, positively impact student outcomes. distributed across the following In that regard, the establishment of an level. This is due to the poor key priority areas: democratization enhanced accountability framework performance of students at CSEC, of education and training, gender for teaching and learning could lead to equity and human rights; alignment improved teacher effectiveness; so too subject passes, including Mathematics of education and training outcomes can maximizing technology integration and English Language. As a result, with the national and regional in the classroom. there is a great disparity between development agendas; and improved the requirements of employers and quality of education. The Department There is currently no universal access the availability of individuals with the of Education has been proactive in its to Early Childhood Education (ECE). efforts to improve the responsiveness Consequently, approximately 12 of the education system to meet the percent of the three- and four-year diverse needs of learners. A number old population are currently not The integration of information of structural and institutional reforms enrolled at Early Childhood Centres. technology in the education system have been undertaken to improve the Also, the inadequate provision of a remains a fundamental challenge. delivery of education services on the standardized, high quality and inclusive A strategic response is necessary island. early childhood development service to ensure that students possess the highlights the need for reforms in the requisite skills to be marketable in The Education System in Saint Lucia Early Childhood Education Sector, the digital era. Hence, the education comprises eighty (80) primary which would focus on the development system must be redesigned to meet schools, twenty-four (24) secondary and introduction of policy and the demands of this technological era. schools, eight (8) post-secondary and minimum standards of operation to An ICT in Education initiative has been tertiary institutions and three (3) main guide growth in the sector. formulated to address some of the skills institutions. Universal Primary existing gaps. The key components of Education (PE) was introduced in Enrolment rates at tertiary level remain this project are: the 1980s, while the goal of Universal Secondary Education (SE) was secondary school leavers. Of this, • Equipping schools with necessary achieved in 2006. At present, Saint approximately 61 percent are female ICT infrastructure; Lucia has accomplished enrolment and 39 percent are male. This is rates at primary and secondary school attributable to a combination of poor • Re-tooling and up-skilling of levels at 100 percent and 93 percent, performance at Caribbean Secondary principals, teachers and other respectively. While dropout rates education stakeholders in the use are generally low, there is a concern the limited space availability at of ICT for quality and effective for the dropout rates at the upper tertiary institutions. Of the total instruction; secondary level, that is, forms four post-secondary/tertiary Saint Lucian students, 66 percent are enrolled at • Introduction of ebooks; and of the dropouts are male students. Sir Arthur Lewis Community College Student performance remains a (SALCC). The low enrolment rates at • Increasing the staff complement source for concern at both the primary SALCC may be further exacerbated by of the Department’s Information and secondary school level. The the poor physical condition of buildings Technology (IT) Unit. introduction of the school feeding at the College. Dropout rates at SALCC programme, bursary programme, represent 2.8 percent of matriculated The myriad of issues affecting the transportation subsidy programme, total. In addition, students from education system necessitates a critical textbook rental programme and a Technical and Vocational Education overhaul of the education sector. $500.00 voucher to parents of students Training (TVET) programmes currently These changes are critical to facilitate who were successful at the Common have limited opportunities to pursue the increased competitiveness of Entrance Examination (CEE) represent Saint Lucia in this dynamic global programmes which were introduced (CVQ) programmes at secondary level, environment. Some of the priority Page 44 Saint Page 44 Saint Lucia’s Medium Term Development Strategy 2020-2023 reforms will include: The attainment of the desired results schools; in the education sector requires a • Strengthening the participation number of legislative and/or policy • Curriculum and Assessment Policy; of children in early childhood imperatives inclusive of, but not education; limited to: • Adult Education Policy; • Adapting the curriculum to meet • Revision of the Education Act of • Policy on the creation of Centres the changing demands of the 1999; of Competence/Centres of global economy; Excellence; • National Policy on school-based • Elevating the quality of teaching management and governance; • Policy on the standardization of and modes of delivery; Learning Outcomes for ECE, PE, • National Policy on the Special Needs Education (SNE) • Increasing access to post- establishment and implementation and SE; secondary and tertiary education; of school boards; and • Schools and Libraries • National TVET Policy; Infrastructure Policy. • Strengthening and expanding TVET. • National ICT and Open Education Resources (OER) Policy for Medium Term Aspirations The vision for the Education Sector is to improve the quality of, and access to, education. The objective of the hundred (7,500). Provide equitable and affordable access to quality education education Skills Pathways General Academic Pathways Academic Pathways Strengthened skills based Improvement of Secondary streams at upper secondary Promotion of Post-secondary Provision of Post-Secondary School Student Performance and Tertiary Programmes level TVET ondary Provision of Post-Secondary and Tertiary Programmes

1. Strengthening secondary 1.TVET Communications and 1. Improve SALCC course

1. SCORE programme school TVET programmes; Improvement of teacher Engagement Programme offerings and 1. Improve SALCC course Streamlining TVET in Saint quality mme offerings

2. Centre of Excellence for Arts Lucia; 2. Diversify modes of SALCC Saint and Culture; 1. Strengthening of school education delivery

2. Diversify modes of SALCC supervision 2. Trainer Immersion education

3. National Sportsdelivery Academy Programme; 3. SALCC student learning

2. Increase 5 CSEC pass rates support unit

3. SALCC student learning (incl. English & Maths) / 3. National Vocational Institute; support unit Numeracy Lessons & and stitute; Classroom Observations

4. Increase enrolment in TVET/Tertiary institutions ions Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 45 rategy 2020-2023 Page 45 Health strides causes of death recorded in Saint Lucia and the incidence of those diseases is in improving the health status of the for 2017 were malignant neoplasms, low or zero among children <5 years population in relation to nutritional cerebrovascular diseases, heart old. However, these hard won gains status of children, expansion of diseases, diabetes and hypertension. can be easily lost with the occurrence services and improvement in physical of outbreaks of these diseases, infrastructure. The health sector has principal causes of death, it has been which may occur as a result of non- realized key gains; for example, life steadily increasing over the years, immunization or under-immunization expectancy at birth has risen to 82.1 and accounts for the fourth leading among children and adults, or from years for females and 70.2 years for cause of death among males. Death exposure to infections brought into males. While life expectancy has risen, related to land transport accidents the country by unvaccinated travellers the total fertility rate has remained who visit and/or return from high- well below the replacement level of 2.1 accidents”) is the 10th principal cause risk or endemic countries or regions. for 2010 to 2017, representing a drop of death overall and for males. This Reports of outbreaks or epidemics of 3,500 average annual live births to is particularly noteworthy as it has impact negatively on our tourism 2,000 in 2017. This phenomenon will implications for other developmental product when travel health advisories have a serious impact on the health pillars such as citizen security and are issued. system and development as a whole infrastructure. as the most productive population continues to decline. It is imperative Non-communicable diseases (NCDs) gains in population health, a concerted that the country continues to be are not a new problem; they have effort must be made to sustain these proactive in order to sustain those been recognized as one of the gains and improve access to meet gains which could hinder development. major challenges for sustainable health service needs. Globally, the cost development in the 21st century. NCDs of healthcare has increased and the Saint Lucia, like many other Caribbean remain an increasing concern in Saint country must ensure that no individual islands, is experiencing both an aging Lucia and other developing countries should be impoverished as a result of population and a double burden of because of the transition from low- accessing care or denied care based disease. This situation is now evident income to middle-income status, the on their inability to pay at the point effect of globalization on consumption of use. Out of pocket expenditure includes increases in both new and patterns, and the aging of populations. continues to be high, accounting emerging communicable diseases NCDs caused about two-thirds of all for 45.6 percent as of 2014. Public alongside an increase in chronic non- annual deaths in Saint Lucia and are health expenditure is recorded at 3.6 communicable diseases. The non- among the leading causes of premature percent of Gross Domestic Product, communicable burden of diseases is deaths, preventable illness and related well below the recommended 5 disability. Infant mortality remains a percent. Currently, only 21.2 percent death and disability due to crime, concern as the rate for 2017 was 32 of Saint Lucians are covered by private accidents and violence against women, per 1,000 live births, the highest since health insurance, either through work children and the elderly. This situation 2010. Immunization is proven to be one group medical insurance or individual serves to place more demands on the of the most cost-effective investments insurance. Health insurance coverage health and other sectors and services in health and is effective in controlling remains unattainable for many as on the island. and eliminating deadly infectious approximately 25 percent of the diseases, especially among infants and population were considered poor and The rate of dying is highest among young children. Vaccination coverage would not be able to afford any form the elderly and infants, and lowest in rates among children have been very of health insurance. There is also a high in Saint Lucia for many years challenge with physical access to Page 46 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 46 Sain secondary healthcare, given that the which caters to the psychosocial Owen King EU Hospital has not been needs of the population, while the The use of ICT can revolutionize fully commissioned and, in the case of Turning Point facility offers drug the healthcare sector as it relates St. Jude Hospital, reconstruction has rehabilitation and treatment. There are to quality of care, management not been completed. three (3) public laboratories (Victoria of patient records, overall cost of Hospital, Gros Islet Polyclinic and St. healthcare administration, and policy The health system in Saint Lucia is Jude Hospital) and six (6) private development. ICT has been integrated divided into eight operational health laboratories on the island. in the delivery of healthcare to promote districts. There are thirty-three (33) wellness centres and a polyclinic which Secondary care services are an Lucia Health Information System provide primary healthcare services. important and costly component in (SLUHIS) has been implemented in all Secondary care services are provided the continuum of care. For this reason, thirty-three (33) wellness centres and by Victoria Hospital in the north of the Government remains committed to integrated with the Hospital Health island and St. Jude Hospital which is improving access to quality services Information System (Cellma). This located in the south of the island. There facilitates the automatic transfer of are two district hospitals, Soufriere and sustainability for health services. patient record which aids in continuity Dennery Hospitals, and one privately As Government continues to invest and quality of care provided to the operated hospital, Tapion Hospital, in primary care, all efforts must be patient. The software is updated and which also provides secondary and made towards fully commissioning new functionalities added to provide partial tertiary care. The Saint Lucia and completion of the main hospitals: better and more responsive healthcare National Mental Wellness Centre is the OKEU in the north and St. Jude in the services. only mental health facility on island south of the island. Medium Term Aspirations The reform activities taking place in the health sector are guided by Government’s policy that healthcare must be universally accessible, affordable, equitable and sustainable, and of the highest international quality standard for the populace. The Government’s vision for the healthcare sector is to ensure that every Saint Lucian will have full access to affordable A sustainable and inclusive Saint Lucia by 2022 Economic and Physical Access to Health Services ate for children between Improved 0-5to health care access Improved Health and Wellness

1. Financing Framework Increase average immunization rate for children between 0-5 patients with high Fasting years old;

2. Review Social Health and Private Health Insurance Reduce percentage of diabetes patients with high Fasting ion patients3.with high blood Governance Approach and Structure Blood Sugar Commissioning Approach for the OKEU hospital Reduce percentage of hypertension patients with high blood St Jude Hospital New Wing Development pressure sector 020-2023 Page 47 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 47 Implementation, Monitoring and Evaluation Framework Implementation The growth enabling projects that were assessed and prioritized in the MTDS projects will be informed by the country’s debt carrying capacity. Framework will be linked to the National Budget and the Public Sector Investment Additionally, the activities of the Effective implementation of the game Programme. These projects represent key agencies must be effectively changer initiatives driving this MTDS the best investment options of public coordinated to ensure the realization is integral to the realization of the funds and, as such, requisite resources ultimate national vision. Hence the will be appropriately allocated to Areas. The following outlines the harmonization of project activities, coordination necessary to advance resource allocation and diverse mechanism to provide resources for effective implementation: institutional arrangements are critical. implementation will be a combination The achievement of the strategic of local revenue, loans and grants Figure 12: Implementation coordination goals stipulated in the MTDS requires from development partners. The framework skillful coordination of activities across resource envelope to advance the various agencies. implementation of the MTDS priority • Compliance with donor requirements Donor coordination Foster • Assessment of resources relationships • Timely intervention to between resolve issues implementing • Continous assessment agencies of project environment Stakeholder • Link budget to Engagement development outcomes Informing beneficiaries involved in the implimentation process. Page 48 Saint Lucia’s Medium Term Development Strategy Page 2020-2023 48 Saint Lucia’s Medium Term D Project management standards and best practices will be incorporated in the project delivery culture. Additionally, effective implementation will require diligent application of project tools and techniques. A key component of Prime Minister to drive the implementation of game-changing projects and policies within the public and private sectors. This forms part of the strategy to improve the culture and capacity to deliver priority projects. The projects to achieve the policy objectives over the medium term have been systematically assessed and prioritized. Table 1 below represents a menu of new and ongoing initiatives that will inject an estimated EC$793,650,250.99 of public sector funds. Summary of Proposed Investment per Approved KRA Initiatives KRA Total Proposed Investment Agriculture $50,016,441.00 Citizen Security $25,500,000.00 Education $15,891,970.00 Health $362,308,545.00 Infrastructure $307,233,294.99 Tourism $32,700,000.00 $793,650,250.99 Provide equitable and affordable access to quality education Development Strategy 2020-2023 Page Saint 49 Lucia’s Medium Term Development Strategy 2020-2023 Page 49 Agriculture 6.4% Tourism Citizen Security 4.2% 1.2% Education 2.0% Infrastructure 39.5% Health 46.6% Page 50 Saint Lucia’s Medium Term Development Strategy 2020-2023 AGRICULTURE % GDP 2014 2015 2016 2017 2018 2019 2020 2021 2022 _ _ Agriculture_BL _ _ Agriculture_AL Construction % GDP 2020-2022 100.0% 81.5% 78.4% 80.0% 60.0% 56.9% 40.0% 20.0% 13.9% 11.5% 3.6% 3.9% 20.9% 0.0% 12.6% -15% -21.2% 2.5% -20.0% -40.0% 2014 2015 2016 2017 2018 2019 2020 2021 2022 _ Construction_BL _ Construction_AL Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 51 Education % GDP 2020-2022 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% -2.0% 2014 2015 2016 2017 2018 2019 2020 2021 2022 _ Education_BL _ Education_ALT Education % GDP 2020-2022 14.0% 11.9% 12.0% 10.3% 9.8% 11.5% 10.0% 10.3% 9.1% 8.0% 6.5% 5.9% 6.0% 4.3% 5.9% 5.3% 4.0% 4.3% 2.0% 0.0% 2017 2018 2019 2020 2021 2022 _ Tourism_BL _ Tourism_ALT Page 52 Saint Lucia’s Medium Term Development Strategy 2020-2023 Health % GDP 2020-2022 9.0% 8.0% 7.0% 7.7% 5.8% 5.8% 6.-% 5.0% 5.0% 4.0% 5.0% 4.7% 3.0% 4.1% 3.5% 3.6% 2.0% 3.1% 1.0% 1.8% 1.4% 0.0% 2014 2015 2016 2017 2018 2019 2020 2021 2022 _ Health_BL _ Health_ALT Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 53 The implementation and results framework, critical success factors and necessary conditions to realize the MTDS devel- opment goals are outlined below: Agriculture Agriculture Outcome Statement A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Strategic Priorities Crop Development Improved Legisla- Increased Exports Crop Development Increased exports tive Environment Strategic Results Increased agricul- Enforcement of Increase Effective- Increased Exports tural food produc- Sanitary and Phy- ness of Praedial of Bananas and tion tosanitary (SPS) Larceny Unit Cocoa Legislation Objec- Strategy KPI Targets Initiatives tives 2020 2021 2022 2023 Expan- Increase 11. Meat Processing Commencement 1. Construction 1. Meat process- 1. Operational- La Caye Meat Pro- sion of produc- Facility established in of 1st phase of Meat Pro- ing facility is ization of Meat cessing Facility production tion of La Caye of agriculture cessing Facility partially com- processing capacity meats and station in Volet, begins plete. facility. Eradication of poultry 2. Reduction in cattle Micoud Tropical Bont Tick affected by Tropical 2. 2. 2. 2nd Phase of Programme Bont Tick Tropical Bont Agriculture Live- Livestock Sta- Tick programme stock Station tion complete. Establishment of Ag-

3. Livestock Agricul- complete. operational. 2nd ricultural Station for ture Station Estab- Phase advanc- Livestock in Micoud lished 3. 1st Phase of ing. construction of Agriculture Station in Volet complete, 2nd Phase begins. Increase 1. Increase production 1.- 30% increase 1.- 35% increase 1.- 35% increase 1. 36% increase Expansion of Food Food Crop of 7 crops and acreage in production, in production, in production; in crop produc- Crop Production Production under production acreage under acreage under acreage under tion targeting 7 crops. production - production production -

2. Number of Jobs 133.09 acres 171.29 acres. 209.49 acres. 2. - Morocco Soil Fertility created 147 jobs created ciency in 5/7 Mapping Project by end of proj- crops -Tomatoes,

3. Reduction in imports ect sweet pepper, Land Bank Initiative of selected crops cantaloupe, watermelon Feeder Roads

4. Restructured Mar- and pineapple. Project keting Entity 60% reduction in imports of Restructured Market-

5. No. of Farm Roads cabbage and ing Board rehabilitated. lettuce.

4. Upgraded Marketing Entity 5. 52 Farm Roads/110.7 km rehabilitated. Increased 1. Tonnes increase in 1. 34% increase 1. 94% increase 1. 150% increase 1. 188% increase Rehabilitate and ex- exports of banana exports. in banana ex- in banana ex- in banana in banana pand banana farms bananas ports or 18,459 ports or 26,730 exports or exports or under the Banana

2. Increase in Value of tonnes. tonnes. 2. 34,281 tonnes. 2. 39,555 tonnes. 2. Improvement project banana exports Additional 46% Additional 30% Additional 16% increase in value increase in value increase in value Establish new access of bananas over of bananas over of bananas over market with French previous year. previous year previous year Launch of market- ing campaign in UK Supermarket Increase Exports Increased 1. Tonnes increase 1. 43% increase 1. 62% increase 1. 119% increase 11. 175% increase Rehabilitate and ex- exports of in cocoa exports. 2. in cocoa exports in cocoa exports in cocoa exports in cocoa exports pand cocoa farms; cocoa Increase in Value or 23 tonnes. or 26 tonnes. or 35 tonness or 44 tonnes. Secure market for export of cocoa

2. Increase in beans; value of cocoa Develop the value to added cocoa indus- EC$305,000.00 try for exports. Increase value of cocoa exports Page 54 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 54 Saint Lucia’s Med Objec- Strategy Initiatives KPI Targets Initiatives tives 2023 2020 2021 2022 2023 - Improved Improve Decentralization

1. Increase of in number 1. 28% cases - Decentralization of Legislative the reso- Praedial Larceny ized. Praedial Larceny Environ- lution of cases. nal ment Praedial 2. 1- additional 3- Additional arceny Larceny Improve 2. detection Additional Praedial Praedial larceny Praedial Larceny Improve detection cases. system through com- - - system through com- pletion of lished. Farmer ID pletion of Farmer ID Increase programme lished programme effective- ness of Praedial Larceny Unit PS Achieve SPS Enactment Enforcement of Legislative San- changes. Enactment of Achieve SPS Achieve SPS Achieve SPS Enforcement of San- ce rate compliance rateof Plant, itary and Phytosani- SPS related compliance rate compliance rate compliance rate itary and Phytosani- of 90% Animal tary Legislation legislation by of 60 of 70%. of 90% tary Legislation and August 2019 Veterinary Operationalization Operationalization Surgeon of National of National Bill Diagnostic Facility Diagnostic Facility CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2020 - 2023 – AGRICULTURE contribution to Overarching economic Goal: growth. To enhance food security whilst increasing the agriculture sector’s contribution to economic growth. Critical Success Factors (CSF) orcement ofCSF1: CSF5: Increased Increase agricul- Effective- CSF2: Increased Ex- CSF3: Increased Ex- CSF4: Enforcement of CSF5: Increase Effective- and Phytosan- tural ness production of the Praedial ports of Bananas ports of Cocoa Sanitary and Phytosan- ness of the Praedial ) Legislation itary (SPS) Legislation Necessary Conditions (NC) ctment ofNC1.1: NC5.1: Increase Increase Production the speed NC2.1: Continuation of NC3.1 Rehabilitate and NC4.1 Enactment of NC5.1: Increase the speed mal and of Meats and Poultry the Banana Productivity expand cocoa farms. Plant, Animal and y Surgeons through decentralization ofImprovement Project Veterinary Surgeons through decentralization of bill. NC1.2: Increase Food NC3.2 Secure market Services bill. Crop all production, agricultural(7 crops stations or NC2.2: Increase market for export of cocoa all agricultural stations or erationaliza- targeted). Police Stations. access for St. Lucia’s beans NC4.2 Operationaliza- Police Stations. bananas Diagnostic NC1.3:NC5.2: EnsureImprove adequatedetection NC3.3 Develop value National Diagnostic NC5.2: Improve detection effectively agriculture system through infrastructure completion NC2.3: Address the added cocoa industry Facility to effectively system through completion he enforce-eg. of properFarmer feeder IDroads) Programme,high cost of production exports. oversee the enforce- of Farmer ID Programme, he SPS. which would clearly of identify bananas as com- ment of the SPS. which would clearly identify NC1.4:registered Increase the farmers. effec- pared to other compet- registered farmers. tiveness of the Praedial itors. Larceny NC5.3: Unit Expansion of the NC5.3: Expansion of the programme by increas-NC2.4: Reliable supply programme by increas- NC1.5:ing Increase human and acreagephysicalof bananas. ing human and physical of lands resources. under agriculture resources. production. NC5.4: Enhance monitoring NC5.4: Enhance monitoring NC1.6:&Increase preventative market & preventative access nt Strategy 2020-2023 Page 55 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 55 Infrastructure Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Enhanced infrastructure to support Saint Lucia’s Economic and Social Development Strategic Priorities Improvement and development of high quality infrastructure Strategic Results Improved connectivity Enhanced condi- tions of Airport and Seaport Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Improved Reconstruc- KM of road 1. Completion of 1. Completion of 1. Completion 1. 100% completion 1. Reconstruction and Infrastruc- tion and rehabili- road prioritiza- 60% of civil works of 40% of civil of infrastructural rehabilitation of sec- ture rehabilita- tated tion and detailed for secondary works for sec- projects: Millenni- ondary and collector tion of road designs roads ondary roads um Highway and roads network 2. Completion of 2. 40% completion 2. 60% comple- West Coast Road, 2. Rehabilitation of Mil- feasibility study of construction tion of construc- Cul de Sac Bridge, lennium Highway and and detailed of infrastructural tion of infrastruc- Ravine Poisson West Coast Road designs for the Mil- projects tural projects Bridge, Secondary 3. Development of lennium Highway 3. Enactment of 3. Decision to Roads, Cul de Sac North-South Link Road and West Coast Land Use Policy proceed or not Round about, Agri- 4. Agriculture Feeder Road 4. Completion of to proceed with culture and Feeder Roads Phase II

3. Cabinet Approv- ESIA study NSLR Roads 5. Cul de Sac Round al of land use plan about

4. Completion of 6. Ravine Poisson Investment Impact Bridge Analysis 7. Bridges in the Cul de Sac Basin Reduction 1. Reduction in 30% reduction in 50% reduction in Maintain reduction 1. Improvement of improve- in Travel travel time from travel time versus travel time versus of 50% in average Road Accidents ment time Dennery to Gros baseline baseline travel time versus Process Islet from 66.5 baseline 2. Designated Junc- minutes to 55 minutes Pilot Project 2. 20% reduction 3. Pedestrian Cross- in travel time from ings Improvement Junction Improve- Pilot Project ment Pilot Area 4. Road Safety Public - Windward Island Awareness Programme Gases Junction 3. 20% reduction in average travel crossing pilot areas - La Place Carenage, Jeremie Street, Bridge Street and Reduit Beach Avenue Enhance 1. Re-development of Capacity port site location Cargo and Container of seaports and commence- Terminal at Cul de Sac to handle ment of geotech- & Upgrade of Facilities 934,000 nical studies and for Cruise Tourism at cruise pas- detailed design for Port Castries sengers Vieux Fort Cruise 2. Development of Port Vieux Fort Cruise Port

2. Completion of feasibility study and decision on preferred option for location of new Castries Cargo Port Enhance 1. Completion of 1. Redevel- capacity of foundation pack- opment of Hewanorra Hewanorra age for construc- International Airport Internation- tion work al Airport to handle up to 1 (one) million pas- sengers Page 56 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 56 Sain CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2020 - 2023 - INFRASTRUCTURE Overarching Goal: Enhanced infrastructure to support Saint Lucia’s Economic and Social Development Critical Success Factors (CSF) CSF1 CSF2 CSF3 CSF4 CSF5 Adequate institutional and Successful completion of Adequate funding Adequate Project manage- Stakeholder buy-in human resource capacity infrastructure projects ment systems Necessary Conditions (NC) NC1.1 NC2.1 NC3.1 NC4.2 NC5.1 Trained staff Competent contractors Proper project concept, de- Adoption of project man- - signs and estimates readily agement practices and gagement and communica- NC1.2 NC2.2 available tion plan Competent consultants to Effective monitoring and provide support to address oversight NC3.2 NC4.2 capacity constraints Engagement of Ministry Effective engagement of NC2.3 of Finance and Donor Agen- Support Agencies NC1.3. Effective Project Manage- cies Strategic plan for the ment NC4.3 Ministry Effective management of NC2. 4. policy changes system 020-2023 Page 57 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 57 Tourism Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal To increase competitiveness of tourism product Strategic Priorities Product Development Investment Facili- ncreased Revenue I tation from sector Strategic Results Increased high net- Increased tourism work investment expenditure Objectives Strategy KPI Targets Initiatives Improved Development Number of in- 2020 2021 2022 2023 Improvement climate for of world-class centive applica- in incentive tourism integrated tour- tion processed regime and investment ism resort administration Number of of incentive Development incentives appli- management and expansion cation approved process and of accommoda- tourism licens- tion projects Number of local ing regime entrepreneurs receiving busi- Reforming the ness support institutional services framework for governance of sector Reduction in process time for incentives approval and licensing Enhanced Rejuvenation of Number of site completion of Phase 1 Completion of overall 1. tourism iconic sites rejuvenated and Phase 2 Castries Castries Market Rede- Castries Market products Market Redevelop- velopment Redevelopment ment Improve ferry immigration process time - Development Distinctive brand 1. cation of of “village tour- created for Village Tourism Product ism” concept target commu- in Laborie Offerings nities 2. Community Integration of Tourism Pro- non traditional Number of motion accommodation districts with 3. Tourism establishment tourism product marketing with online plat- upgrades promotion forms Number of small accommodation online marketing platform Improve Increase stay- tourism ex- over tourist penditure arrivals Increase non-accommo- dation spend per stay-over tourist Increase num- ber of inbound airlift ` Page 58 Saint Lucia’s Medium Term D CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2020- 2023 - TOURISM Overarching Goal: To increase the contribution to GDP from Tourism Critical Success Factors (CSF) CCSF1 CSF2 CSF3 CSF4 CSF5 Increase stay-over tourist Increase average visitor Unlocking high impact tour- Increase Saint Lucia’s mar- arrivals to 540K by 2022 spending ism products ket presence connectivity Necessary Conditions (NC) NC1.1 NC2.1 NC3.1 N4.1 NC5.1 Increase marketing out- Improvements in airport Saint Lucia offerings Improvement of investment reach in source markets and seaport infrastructure approval and facilitation NC1.2 - Health & Wellness processes (e.g. DCA, incen- NC5.2 Increase room stock - Ecotourism tives, etc.) Improve arrival and de- - Culture, Arts & Heritage parture service experience NC1.3. - Gastronomy NC3.2 (reduce processing time) Market outreach Attract $4 billion in tourism NC2.2 investments by 2022 NC5.3 Improved hospitality service Improve immigration and delivery port health processing times Development Strategy 2020-2023 Page Saint 59 Lucia’s Medium Term Development Strategy 2020-2023 Page 59 Citizen Security Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Provision of a safe and secure environment through implementation of effective national security systems and rehabilitation programmes Strategic Priorities Crime Prevention Investigation and Prosecution Strategic Results Reduction in serious crime reduction in recidi- Improved public vism rate perception of crime and safety Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Enhanced Intelligence reduction in seri- 1. 5% reduction 1. 5% reduction 1. 35% reduc- 1. 45% reduction 1. Police Omnipres- crime analysis of ous crime rate per in serious crime in serious crime tion in serious in serious crime ence detection crime oc- 100,000 popula- rate per 100,000 rate per 100,000 crime rate per rate per 100,000 2. Safe City CCTV and patrol currences tion- population population 100,000 popu- population Programme system 2. reduction in 2. 5% reduction in 2. 2.5%-5% 10% lation 2. 30% reduction recidivism rate recidivism rate reduction in recidi- 2. 20% reduc- in recidivism rate 3. Revitalization 3. improvement in vism rate tion in recidi- 3. 30% improve- of the Royal Saint public percep- 3. 13% improve- vism ment in public Lucia Police Force tion of crime and ment in public per- perception of safety ception of crime crime and safety and safety Increased Formation Number of new 5 new neigh- 15 new neigh- 25 new neigh- 35 new neigh- 1. Strengthening community of strategic neighborhood borhood watch borhood watch borhood watch borhood watch community policing involvement partnership watch groups groups created groups created groups created groups created in crime with com- created munities Improved Institutional 1. Reduction in 1.100% reduction 1. 0 backlog in 1. 0 backlog in 1. 0 backlog in 1. Transforming investiga- Strength- criminal court in criminal court criminal court criminal court criminal court Saint Lucia Forensic tion and ening of backlogs backlogs backlogs backlogs backlogs Science Services prosecution the Royal 2. Reduction in 2. 25% reduction 2. 40% reduc- 2. 65% reduction 2. 80% reduc- 2. Enhancing the Saint Lucia civil court back- in civil court tion in civil court in civil court tion in civil court operations of the Police Force logs backlogs backlogs backlogs backlogs judicial system and Judicial 3. Reduction in 3. 30% reduction 3. 60% reduction 3. 90% reduc- 3. 100% reduction Support forensic backlogs in forensic assess- in forensic assess- tion in forensic in forensic assess- Network ment backlogs ment backlogs assessment ment backlogs backlogs Enhanced Develop- 1. Number of TVET 1. 4 TVET courses 1. 35 inmates to 1. 45 inmates 1. 45 inmates to . Life skills and cog- rehabilita- ment of Courses to obtain to be CVQ cer- - to obtain CVQ - nitive behavioural tion skills en- cation cation programmes hancement 2. Number of 2. 15 inmates to 2. Reduction in 2. Reduction in 2. Reduction in prorga- inmates to obtain obtain CVQ certi- illiteracy rate of illiteracy rate illiteracy rate of of TVET Courses mmes Bordelais inmates of Bordelais Bordelais inmates 3. Literacy and Nu-

3. Reduction in 3. Reduction in to 20% inmates to 5% to 5% meracy Programmes illiteracy rate of illiteracy rate of 3. 5 former in- 3. 10 former 4. Substance Abuse Bordelais inmates Bordelais inmates mates to be self inmates to be self and Mental Health to 30% employed employed Counselling 4. 10 former 4. 15 former 5. Establishment of inmates to be inmates to be Parole Systems employed employed 6. Enhancing Boys Training Centre’s Aftercare

7. Court Diversion Programme Page 60 Saint Lucia’s Medium Term Development Strategy 2020-2023 CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2022 - 2023 – Citizen Security Overarching Goal: Reduce serious crime & recidivism and improve public perception of safety for all Saint Lucians and visitors Critical Success Factors (CSF) CSF1 CSF2 CSF3 CSF4 CSF5 CSF 6 Enriching re- Revitalisa- Enhance crime detection Improve investigation and Enhancing adult rehabilita- Increasing community in- habilitation tion of Royal and patrol system prosecution backlog of tion programme for juveniles Saint Lucia cases Police Force Necessary Conditions (NC) NC1.1 NC2.1 NC3.1 NC4.1 Strengthening of NC5.1 NC6.1 Re- Encourage Police Omni- Institutional strengthening Life Skills & Cognitive community policing Improve- structuring presence through Intel- of the Saint Lucia Forensic Behavioural Programme through the establishment ments in of RSLPF, ligence analysis of crime Science Services for staff at BCF, as well as of a Community Policing airport and improving occurrences (by location, NC2.2 training of inmates in Moral Secretariat seaport in- internal types of crime and strategy Enhancing the Operations Reconation Therapy frastructure processes, for dealing with crime) of the Judicial System NC4.2 Building capacities capacity NC2.3 NC3.2 within the community NC5.2 building and NC1.2 Redeployment of po- Provision of adequate infra- Literacy & Numeracy through training, Com- Improve strengthen- structure to house judiciary Programme for Inmates munity syndication, and arrival and ing on com- NC2.4 by hiring of teachers and neighbourhood watch departure petencies NC1.3 Installation of security Provision of additional ex- improving skills in the nec- groups and build communi- service cameras (CCTV) at city cen- perienced staff to the court essary areas ty inclusion experience tre, crime hotspots & tourist NC2.5 (reduce attraction areas for greater Introduction of a new Com- NC3.3 processing monitoring munity Mediation Bill Substance Abuse & Mental time) Health Counselling for in- mates through the provision NC5.3 of psychologists and social Improve workers immigra- tion and NC3.4 port health Establishment of Parole processing System times by commissioning of a parole board TVET Course Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 61 Education Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Provide equitable and affordable access to quality education Strategic Priorities Skills Pathways General Aca- demic Pathways Strategic Results Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Strengthened Secondary Enrollment in CVQ 1. Strengthen- skills based School Skills Programmes ing secondary streams at upper Training Enrollment in school TVET secondary level sports pro- programmes grammes 2. Centre of Ex- cellence for Arts and Culture

3. National Sports Academy Promotion of Promotion Enrollment in 1. 1,000 students 1. 1300 students 1. 1600 students 1. 2000 students . TVET Commu- Post secondary of TVET TVET programmes enrolled in TVET enrolled in TVET enrolled in TVET enrolled in TVET nications and TVET Education courses courses courses courses Engagement 2. 80% of stu- 2. 85% of students 2. 90% of stu- 2. 95% of students dents complete complete their dents complete complete their their course of course of study their course of course of study study 3. 5,000 students study 3. 7,500 students 3. 4,100 students enrolled in post- 3. 6,000 stu- enrolled in post- enrolled in secondary/tertiary dents enrolled in secondary/tertiary postsecondary/ education and postsecondary/ education and tertiary educa- TVET programmes tertiary educa- TVET programmes tion and TVET tion and TVET programmes programmes Strength- . Streamlining ening of TVET in Saint public skills Lucia training 2. Trainer institutions Immersion Pro- gramme

3. National Vo- cational Institute Improvement Provision of CSEC pass rates 43% of students 48% of students to 54% of students 60% of students 1. SCORE pro- of Secondary additional to record a min- record a minimum to record a min- to record a min- gramme School Student student imum of 5 CSEC of 5 CSEC passes imum of 5 CSEC imum of 5 CSEC Performance support passes including including English passes including passes including English and and Mathematics English and English and Math- Mathematics Mathematics ematics Increase 5 Numeracy Les- CSEC pass sons rates Enhance- 1. Improvement ment of of teacher teacher quality standards 2. Strengthening and quality of school super- vision Provision of Increase 1. student enroll- 2,600 students 3,000 students 3,500 students 4,500 students 1. Expansion of Post-Secondary capacity ment at SALCC enrolled at enrolled at SALCC enrolled at enrolled at SALCC SALCC's physi- and Tertiary of existing SALCC SALCC cal capacity facilities Improve 1. Drop out Rates 5% reduction in 10% reduction in 20% reduction 30% reduction in 1. Improve quality of drop out rates drop rates in drop rates drop rates SALCC course pro- offerings grammes 2. Diversify and courses modes of SAL- CC education delivery

3. SALCC stu- dent learning support unit Page 62 Saint Lucia’s Medium Term Development Strategy 2020-2023 CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2020 - 2023 - EDUCATION Overarching Goal: 7,500 students enrolled in public post-secondary/tertiary education and TVET programmes by 2022 (baseline 2017: 3,507 students) Critical Success Factors (CSF) CSF1 CSF2 CSF3 CSF4 Strengthening skills-based Provision of Post-secondary/TVET Provision of additional Secondary Increasing the capacity of existing streams at upper-secondary level and School Student Support and Enhanc- facilities and Improving the quality of Strengthening institutions for public ing teacher standards and quality programmes and courses at SALCC skills training Necessary Conditions (NC) NC1.1 Strengthen secondary NC2.1 Promote TVET education as NC3.1 Introduce a Secondary Core NC4.1 Expand and increase SALCC’s school TVET programmes a pathway of choice for students Remediation (SCORE) programme physical capacity who are currently enrolled into the NC1.2 Establish a Centre of Excel- traditional academic pathway in NC3.2 Enhance teacher competency, NC4.2 Improve SALCC course offer- lence for Arts and Culture Secondary Schools through a TVET discipline and capability through ings to create future-ready, indus- Communications and Engagement training try-required graduates NC1.3. Establish a National Programme Sports Academy NC3.3 Strengthen school supervision NC4.3 Diversify modes of SALCC NC2.2 Streamlining TVET in Saint at all levels to ensure a comprehen- education delivery enabling by intro- Lucia so that institutions only pro- sive reporting and support system to ducing part-time, online courses and vide the levels of CVQ that they are deliver high quality of teaching specialized in. NC3.4 Introduce Teacher Licensing NC4.4 Institute a SALCC Student NC2.3 Establish Trainer Immer- Learning Support Unit to provide sion Programmes. Trainers attend increased academic support and structured to get an understanding guidance to students of the current trends in the industry, thus equipping them with refreshed knowledge which they can bring into the classrooms NC2.4 Introduce a National Voca- tional Institute Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 63 Healthcare Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Achieve 100% access to quality healthcare for all Saint Lucians by 2023 Outcome A sustainable and inclus Strategic Priorities Economic Access Physical Access to to Health Services Health Services Strategic Goal Achieve 100% access to Strategic Results Strategic Priorities Economic Access Ph to Health Services He Strategic Results Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Objectives Strategy KPI Ta Improved access Development of a 1. Implementation 1.100% of Saint 1. 50% of Saint 1. Roll out of NHI 1. Full implemen- 1. Financing to health care of National Health Lucians receive Lucians receive third phase tation of NHI Framework 20 for a National Health Insurance additional primary health care cover- 2. 75% of Saint 2. Health insur- 2. Review Insurance Scheme 2. Establishment health care cov- age under NHI Improved Luciansaccess receive Development of a ance coverage 1.Social Implementation Health 1.10 of National Health erage at wellness to health

2. Commencement health care care (primary, second- of and National PrivateHealth Lu centres and poly- of NHI quarterly coverage under for arya National Health and tertiary Insurance Health Insur- ad clinics review NHI Insurance Scheme care) for 100% 2. anceEstablishment he

3. Roll out of NHI Saint Lucians of National Health

3. Gover- era second phase nance Ap- ce proach and cli Structure Commissioning of 1. 122,000 citizens 1. Transition activi- 1. Com- the Owen King EU in Northern Saint ties to begin in Q1 missioning Hospital Lucia to have 2019 Approach access to a fully 2. Transition ac- Commissioning of 1. 122,000 citizens 1. T commissioned tivities completed the Owen King EU in Northern Saint tie hospital by Q2 2019 Hospital Lucia to have 20

3. Management access to a fully 2. contract signed commissioned tiv with Private Entity hospital by by Q2 2019 3. co wi St Jude Hospital 50,000 citizens 1. Renovation and 1. Completion of St 1. Renovation by New Wing Develop- in Southern Saint Jude Hospital New - ment Lucia to have begin Wing ting Works access to a fully 2. New wing St Jude Hospital 50,000 citizens

2. Hospital 1. R commissioned construction com- New Wing Develop- in Southern Wing Con- Saint hospital mences ment Lucia to have cept Design be

3. Ancillary build- access to a fully 2. ing to commence commissioned co hospital me 3. Improved Health Increase average ing and Wellness immunization rate for children between 0-5 years old Improved Health Increase average and Wellness immunization rate Reduce percentage for children between of diabetes patients 0-5 years old with high Fasting Blood Sugar Reduce percentage of diabetes patients educe percentage with high Fasting of hypertension Blood Sugar patients with high blood pressure educe percentage of hypertension patients with high blood pressure Page 64 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 64 Saint Lucia’s Medium Term CRITICAL SUCCESS FACTORS AND NECESSARY CONDITIONS FOR IMPLEMENTATION OF MTDS STRATEGIC INITIATIVES 2020 - 2023 - HEALTHCARE Overarching Goal: To achieve 100% access to quality healthcare for all Saint Lucians by 2023 Critical Success Factors (CSF) CSF2 Functional network of services CSF3 Commissioning and full opera- CSF4 Willingness of general public to mechanism/framework (infrastructure, medication, human tions of Owen King European Union utilize available services resources etc.) (OKEU) and St. Jude Hospitals Necessary Conditions (NC) - NC3.1 Engagement of consultant to NC4.1 Sustained awareness campaign health professionals facilitate successful commissioning of OKEU hospital NC4.2 Excellent service delivery and NC1.2 Implementation of an NC2.2 Structured system for con- customer service tinuous learning for health profes- NC3.2 Increase staff compliment to sionals facilitate optimal functioning of OKEU NC4.3 Timely delivery of services NC1.3. Good governance frame- and St. Jude Hospitals work NC2.3 Fully equipped healthcare NC4.4 Targeted safety net in commu- facilities NC3.3 Dedicated funding for op- nities for the poor and vulnerable NC1.4 Dedicated fund manager erations and maintenance of both for management and investment NC2.4 Upgrading Health Manage- hospitals NC4.5 Extension of opening hours of health funds ment Information System (HMIS) to to facilitate increased utilization of include private care providers NC3.4 Continuous training in use and primary health care facilities NC1.5 Buy-in from and will- maintenance of modern technology ingness of insurance and care NC2.5 Access to dedicated list of and equipment at both hospitals NC4.6 Establishment of mobile providers to participate in the essential medications under the health clinics, especially in poor and health scheme NC3.5 Upgrading of primary care vulnerable communities facilities to support the transition to NC1.6 Dedicated revenue stream NC2.6 Strengthening of referral OKEU for healthcare system among the three - ful completion and commission of the new St. Jude wing NC3.7 Development of commissioning plan for St. Jude Hospital NC3.8 Dedicated taskforce for suc- cessful commissioning of St. Jude Hospital elopment Strategy 2020-2023 Page 65 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 65 Cross Cutting Development Areas Productivity and Competitiveness Projects Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Strategic Priorities Strategic Results Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Modernisation Caribbe- of Public Sector an Regional Communication Infrastructure Programme (CARCIP) Government Island Wide Net- work - GiNet Percentage 100% National Vital of national Records Man- vital records agement System manage- ment system completed ICT Evolution Project Number of Computerisation hard copy of Land Registry documents scanned at the Land registry Number of hard copy documents (survey plans) scanned at survey and map- ping Number of survey plans lodged Enhancement of Business Re- competitiveness form Project: and productivity Insolvency and Secured Trans- actions National Com- petitiveness Agenda Page 66 Sain Page 66 Saint Lucia’s Medium Term Development Strategy 2020-2023 Social Protection and Gender Mainstreaming Projects Outcome A sustainable and inclusive Saint Lucia by 2023 Strategic Goal Strategic Priorities Strategic Results Objectives Strategy KPI Targets Initiatives 2020 2021 2022 2023 Improved Com- Hous- PROUD munity Develop- ing and Settlement ment Services Urban Upgrade Renewal

1.Number of advances 30 94 94 94 PROUD Phase lots created through the III Rationalization of un- planned developments.

1. Number of new housing 1 1 1 1 National Sites units constructed and Services Programme

2. Number of unoccupied 20 30 30 30 serviced lots created through sites and services projects. Social 1. Number of houses sold 39 15 Housing Protec- Construction tion and Programme Empow- erment 1. Number of residential 30 35 Housing Research and owners Development Programme No of CASP Programme 15 CASP Pro- 15 CASP Pro- 20 CASP Pro- 20 CASP Community Centres gramme Centres gramme Centres gramme Centres Programme After School opened island wide opened island opened island Centres opened Programme Average CASP Centres wide wide island wide Attendance Rates 80 % Attendance 100 % Atten- 100 % Atten- 100 % Atten- dance dance dance No of jobs created 422 jobs created 440 jobs cre- 480 jobs created 500 jobs cre- Home Care through the Home Care through the Home ated through through the ated through Programme Porgramme Care Porgramme the Home Care Home Care Por- the Home Care Porgramme gramme Porgramme Number of youth projects 1 youth projects 2 youth projects 4 youth projects 6 youth proj- Youth Empow- supported and imple- supported and supported and supported and ects supported erment for mented implemented implemented implemented and implement- Life Project ed Number of Youth at risk 750 Youth at risk 1200 Youth at 1500 Youth at 1600 Youth at offerings program offerings from program from program offerings offerings from program Number of youth leaders 300 youth leaders offerings trained trained 350 youth lead- 400 youth lead- ers trained ers trained 450 youth lead- ers trained No of Jobs Created due 71 Jobs Created 100 Jobs Creat- 130 Jobs Creat- 169 Jobs Creat- BNTF 9th to Micro Enterprise Loans through the pro- ed through the ed through the ed through the Programme gramme programme programme programme Percentage of micro-en- terprise loans that are 88 Percent of 90 Percent of 90 Percent of 90 Percent approved by the Belfund micro-enterprise micro-enterprise micro-enterprise of micro-en- loans that are loans assessed loans assessed terprise loans Number of training ses- approved by the that are that are assessed that sions conducted in Micro Belfund approved by the approved by the are Enterprise Belfund Belfund approved by Management Techniques 23 training ses- the Belfund sions conducted in 25 training ses- 30 training Number of jobs created Micro Enterprise sions conducted sessions con- 30 training by the SSDF Management Tech- in Micro Enter- ducted in Micro sessions con- niques prise Enterprise ducted in Micro Management Management Enterprise 9364 jobs created Techniques Techniques Management by the SSDF Techniques 9364 jobs creat- 9364 jobs creat- ed by the SSDF ed by the SSDF 9364 jobs created by the SSDF No. of young people cer- 60 young people 80 young people 100 young peo- 100 young Beckwith - - International ership ership leadership in leadership Leadership No. of young people Development volunteered in different 120 young persons 160 young per- 180 young per- 200 young Programe programmes volunteered in dif- sons volunteered sons volunteered persons ferent programmes in different in different volunteered programmes programmes in different programmes Number of regional and 3 regional and 3 regional and 5 regional and 5 regional and National international events / international events international international international Sporting tournaments hosted / tournaments events / tourna- events / tourna- events / tour- Infrastructural hosted ments hosted ments hosted naments hosted Development No of new or enhanced sporting facilities estab- 3 enhanced 4 enhanced 4 enhanced 5 enhanced lished sporting facilities sporting facili- sporting facili- sporting facili- established ties established ties established ties established No. of Sports Facilities with Management Plans 6 Sports Facilities 8 Sports Facil- 10 Sports Facil- 12 Sports Facil- developed with Management ities with Man- ities with Man- ities with Man- Plans developed agement Plans agement Plans agement Plans developed developed developed Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 67 Sustainable Development and Energy Project Energy Outcome A sustainable and inclusive Saint Lucia by 2022 Strategic Goal Strategic Priorities Strategic Results Objectives Strategy KPI Targets Initiatives 2019 2020 2021 2022 Sustainable Promotion One solar system installed Installation of 200 kw PV Sustainable Devel- Energy Devel- of renewable system at OKEU opment and Solar opment energy, energy 1 video documentary Demonstration and completed Video documentary of proj- Scale Up Project conservation ect process 8 persons trained and Training and capacity devel- opment in solar PV photo- voltaic system installation

1.Completion of drilling of - Renewable Energy 3-4 slim wells rent hypothetical geother- Sector Develop- mal resource model. ment Project

2. Feasibility report for geothermal resource de- 2. provision of evidence velopment provided to guide policy decision on the develop-

3.Energy bill and regula- ment of a geothermal power tions drafted plant. Geothermal bill and regula- 3. knowledge and capac- tion rafted ity building to address regulatory, technical, legal, Piton Management Area bill regulation institutional issues support- ESIA Regulation ing renewable energy invest- ment and integration. Generation of electricity • Generation of solar energy • Installation of Hewannora Green from the carport at the Hewannora Interna- 26 new LED Solar Airport Project tional Airport. street lights Interconnection to the • Installation of the Carport grip with two (2) Level 3 char- gers Number of solar lights in- • Installation of PV system in stalled in the airport area. two schools in Dennery Installation of 58 kw carport Generation of electricity with 4 electric vehicle char- for the solar carport gers at Union 5% reduction in energy Training of mechanics in cost at Department of maintenance and repair of Infrastructure electric vehicles 3 electric vehicles access- ing the port 10 mechanics trained and Generation of electricity Installation of 58 kw carport Solar Carport for the solar carport with 4 electric vehicle char- Project gers at Union 5% reduction in energy cost at Department of Training of mechanics in Infrastructure maintenance and repair of electric vehicles 3 electric vehicles access- ing the port 10 mechanics trained and Page 68 Saint Lucia’s Medium Term Development Strategy Page 682020-2023 Saint Lucia’s Medium Term Developm roject Implementation Framework - Sustainable Development Project Outcome sive Saint Lucia by 2022 A sustainable and inclusive Saint Lucia by 2022 sustainable Strategic developmentGoalat the national level, through research, To foster networking, and promote sustainable development at the national level, through research, networking, nd reporting, by focusing on chemicals management, climate change resource andmobilization and reporting, by focusing on chemicals management, climate change and strial and coastal resources. sustainable use of terrestrial and coastal resources. olicy, legal and Strategic institutional Priorities framework that integrates fully the • vision, objec- A national policy, legal and institutional framework that integrates fully the vision, objec- sustainable development, in coherence and in compliance with Saint tives and Lucia’s principles of sustainable development, in coherence and in compliance with Saint Lucia’s mmitments, with stronger, more appropriate and updated legislation global andand regional commitments, with stronger, more appropriate and updated legislation and red. procedures when required. d and evidence-based approach to governance in the area of sustainable de- • An integrated and evidence-based approach to governance in the area of sustainable de- and durable partnerships involving government agencies, the private velopment, sector,with strong and durable partnerships involving government agencies, the private sector, and external partners. civil society, academia and external partners. plication of science, technology and innovation in support of national • so- Effective application of science, technology and innovation in support of national so- ment and environmental management across sectors. cio-economic development and environmental management across sectors. d improved knowledge, attitudes, practices and behaviours among • all sec-Enhanced and improved knowledge, attitudes, practices and behaviours among all sec- s and communities. tors, institutions, groups and communities. on of the value of the green economy and other related concepts• of sustain- Demonstration of the value of the green economy and other related concepts of sustain- an emphasis on livelihoods and the quality of life of citizens. able development, with an emphasis on livelihoods and the quality of life of citizens. diversity Strategy Strategic and Results Action Plan implemented and biosafety framework National Biodiversity Strategy and Action Plan implemented and biosafety framework operationalized of the emissions and releases of harmful chemicals improved Management of the emissions and releases of harmful chemicals improved ence built across sectors and thematic areas Climate resilience built across sectors and thematic areas n of coastal and ocean resources enhanced Conservation of coastal and ocean resources enhanced stitutional framework for management of protected areas strengthened Policy and institutional framework for management of protected areas strengthened technology popularised among the general public Science and technology popularised among the general public Developing States Accelerated Modalities of Action (SAMOA) Pathway obli- Small Island Developing States Accelerated Modalities of Action (SAMOA) Pathway obli- gations implemented nd policy framework to govern the work of the Department and overall sus-Legislative and policy framework to govern the work of the Department and overall sus- ment efforts enacted tainable develop ment efforts enacted and management practised in vulnerable terrestrial ecosystems (Iyanola NE Sustainable land management practised in vulnerable terrestrial ecosystems (Iyanola NE Coast) ivelihoods established to reduce pressures and drivers of biodiversity loss Biodiversity livelihoods established to reduce pressures and drivers of biodiversity loss rgets Objectives Strategy Initiatives KPI Targets Initiatives 019 2020 2021 2022 2019 2020 2021 2022 Sustainable Sustainable Devel- Sustainable Devel- Energy Devel- opment and Solar opment and Solar opment Demonstration and Demonstration and Scale Up Project Scale Up Project Sustainable Percentage De- Coordinate chemicals manage- Phasing Out of Percentage Phasing Out of velopment changeand in elim- ment in Saint Lucia Ozone Deplet- change in elim- Ozone Deplet- Environment ination of ODS ing Substance ination of ODS ing Substance (target 35% (Montreal Protocol (target 35% (Montreal Protocol by 2020) Project) by 2020) Project) y project end Develop voluntary conservation Iyanola – Natural By project end Iyanola – Natural ecember 2019 agreements for private lands Resources Manage- December 2019 Resources Manage- ment of the North ment of the North Operationalise bio-livelihood East Coast East Coast initiative in the form of Latanye production, beekeeping, cultural heritage tourism Seek endorsement for Land Use Policy Undergo Ecosystem Service Valua- tions for 3 key ecosystems 0% completion Increasing St. Establish a National Environmental 100% completion Increasing St. NEIS by De- Information System (NEIS) Lucia Capacity to of NEIS by De- Lucia Capacity to mber 2019 Monitor Multilateral cember 2019 Monitor Multilateral Environmental Environmental Agreements Agreements oject pending Introduce more cohesive, ecosys-Integrated Ecosys- Project pending Integrated Ecosys- plementation tem-based approach to develop-tem Management implementation tem Management ment and Restoration and Restoration of Forest on the of Forest on the South East Coast South East Coast of St. Lucia of St. Lucia 80% of Biennial Comply with UNFCCC reporting Biennial Update 80% of Biennial Biennial Update Update report requirements Report (BUR1) Update report Report (BUR1) Completed by under the United Completed by under the United 2020 Nations Framework 2020 Nations Framework Convention on Convention on Climate Change Climate Change 100% of Kigali Kigali Amendment Ratify Kigali Amendment by March 100% of Kigali Kigali Amendment Amendment En-2020 Enabling Activities Amendment En- Enabling Activities abling Activities abling Activities Implemented by Implemented by 2020 2020 Endorsement of Revision of Integrate the country’s obligations Endorsement of Revision of 2nd NBSAP by under the UNCBD with other National Biodiver- 2nd NBSAP by National Biodiver- December 2019. sity Strategy and related multi-lateral environmental December 2019. sity Strategy and agreements Action Plan and Action Plan and Preparation of the Preparation of the 5th National Report 5th National Report Sharing m Term Development Strategy 2020-2023 SaintPage Lucia’s 69Medium Term Development Strategy 2020-2023 Page 69 Implementation Framework - Sustainable Development Project Implement regulatory Current regulato- system for ensuring ry system of ma- that human activity rine environmen- is managed in line tal management with Goal 3.1 (Protect, and requirements maintain or restore of the NEMS are the overall quality of reviewed, gaps the marine environ- ment by managing recommendations the impact of human for improving the activity on ecosystem regulatory system goods and services, are made by 2021 ensuring biological diversity and the ecologically sustain- able use of marine resources) and requirements of the National Environment Management Strate- gy (NEMS) including environmental and social impact assess- ment and marine pollution control Adopt national ocean National Ocean Poli- Review NOP Ensure sustain- Develop and im- OECS Caribbean governance policy by cy (NOP) developed principles and able programme plement marine Region Ocean- December 2021 and submitted for ensure guidance is in place for pollution strat- scape Project national endorse- is implemented NOP delivery by egy and action ment as appropriate 2021 plan, including solid waste, Develop novel Control and point sources - prevent coastal from industry, ments to support erosion and marine pollution the delivery of siltation from ports, sew- environmental objectives Develop a marine non-point source research strategy pollutants including national and regional Develop coastal action masterplan for the Blue Econ- Develop capaci- omy ties, capabilities and partnerships Ensure integra- to mainstream tion between key evidence and NOP, NAP and data require- ICZM ments set out in marine research strategy Undertake coordinated monitoring and research activities to produce a National Ocean Status report Strengthen the ca- Host regular Host regular ost regular National Ocean pacity of the National membership membership membership membership Policy for Saint Ocean Governance meetings meetings meetings Lucia Committee (NOGC) by NOGC estab- Develop and Develop Blue December 2024 lished, active and implement ocean Economy Strat- membership ToR governance train- egy and Action is aligned with ing programme Plan including NOP including MPA a strategic management, approach to Review legal - strengthening mandate for NOP ment, environ- public private delivery across all mental impact partnerships and sectors assessment and the sustainable marine spatial use and manage- Increase public planning. ment of ocean awareness, un- resources derstanding and Develop and appreciation of implement regu- Develop a Blue the importance latory mechanism Economy skills of the ocean, the for third party strategy NOP and the Blue research permits Economy through and arising intel- Develop and education and lectual property implement outreach national systems of coastal and Develop digital marine spatial tool for public to planning access informa- tion Develop appro- priate policy, regulatory and voluntary mechanisms and institutional arrangements to deliver coordi- nated and inte- grated decision making Develop a process for active public participation in planning, policy and decision making Page 70 Saint Lucia’s Medium Term Development Strategy 2020-2023 Implementation Framework - Sustainable Development Project Develop and adopt a To be completed Climate Change Research by December Policy and Strategy 2020 Develop Measurement, Completed by December 2021 (MRV) System Support/ facilitate the Resilient building development of SASAPs towards Climate for sectors in collaboration Change with relevant agencies – ongoing Develop and adopt a Cli- By December mate Change Private Sec- 2020 tor Engagement Strategy declarations, decisions, high level interventions – ongoing Enact climate change legislation by December 2020 Annual national monitor- December 2019 ing, evaluation and re- then annually porting on climate change there after adaptation progress Reporting under Biennial December 2020 Update Report (BUR) to UNFCCC Reporting under Nationally December 2020 Determined Contribution (NDC) to UNFCCC by Strengthen the capacity December 2020 of the National Climate Change Committee (NCCC) Support the strengthening To be done of the NDA to the GCF before December 2020 Enhance networking by December & coordination efforts 2020 in-country and among select SIDS Attract investment and by December Develop and 2020 adopt Climate Financing Strat- egy Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 71 Monitoring and Evaluation Framework Regular and consistent monitoring es and best practice to be replicated, In that regard, the realization of the and evaluation of the MTDS’ out- appropriate programme budgeting, MTDS outcomes must be supported comes are critical to the attainment implementation of corrective mea- - of the strategic objectives articulated sures/interventions and assessment of agement system. A fully functional in the MTDS. To guarantee success results to ensure the implementation public investment management sys- in the realization of these targets, of the MTDS remains true north. Quar- tem ensures the expenditures for the data collection and analysis must be terly project reports, project health strengthened. Data is critical to mak- cards, medium-term view are the key with development goals. ing informed decisions and monitoring tools for performance monitoring of and evaluating progress. To this end, priority projects. The monitoring of appropriate systems to capture per- budget allocations and expenditure is formance and impact data will be es- also a critical component of the suc- tablished. This will encourage success- cessful implementation of the MTDS. The current public investment system is depicted as follows: Project Appraisal • Sectorial planning • Preparation of project plans and capital budgeting Resource Allocation and Oversight Implementation • Availability of resources for project • Project Management implimentation * Transparency of execution Project Appraisal Project Monitoring • Assessment and prioritization of • Compliance during execution projects * Project Selection • Resource mobilization Page 72 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 72 The tenets of the monitoring of the MTDS are Accountability Transparency Accountability and transparency – this involves oversight and guidance on the implementation of projects with respect to scope, schedule, cost and quality concerns that arise during project implementation Compliance - ensures project observes guiding policies and standards Monitoring Roles and Function Department of Economic Development, Transport and Implementing Agencies Civil Aviation • Advocacy for the adoption of project management • Review of project activities standards for PSIP/priority projects • Ensure proper planning of projects • Revision of performance data and performance • Provide oversight for contractors/consultants issues • Development and implementation of project • Troubleshoot projects and make recommendations systems for corrective action • Ensure compliance with project management • Liaise with implementing agencies to institute cor- standards rective actions Compliance Function • Provide project oversight and issues • Ensure project alignment with national development • Continuous engagement of stakeholders/ben- strategies and strategic programs • Document best practices from successful projects to include in the advocacy drive for project manage- ment standards and practices. • Compliance with donor requirement Project Monitoring /Oversight committee Ministry of Finance • Enforce the adaptation of project management poli- Assessment of project resources allocation cies and standards for all projects • Revision of budget allocation and expenditure • Liaise with PS committee and Cabinet for adoption • Compliance with Finance Act of project management practices and procedures • Ensure MTDS budget is in alignment with devel- Accountability and Transparency • Make recommendations to Cabinet to review or opment goals terminate projects for non-compliance with project standards Page 73 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 73 - with global development goals. Hence, the implementation framework is inclusive of Key Performance Indicators that provide for the assessment of the associated impacts of the priority projects on development aspirations. Implementing agencies will collect the requisite data and evidence which will be evaluated by the Department of Economic Develop- ment to ascertain the realization of stated objectives. KRA Alignment with SDG Indicator Agriculture Goal 2 : Zero Hunger, achieve food security and pro- Prevalence of undernourishment mote sustainable agriculture Prevalence of moderate or severe food insecurity in the population, based on the Food Insecurity Experience Scale (FIES) Volume of production per labour unit by classes of farm- ing/pastoral/forestry enterprise size Average income of small-scale food producers, by sex and indigenous status Proportion of agricultural area under productive and sus- tainable agriculture Citizenship Security Goal 16: Peace, Justice and Strong Institutions Number of victims of intentional homicide per 100,000 population, by sex and age Proportion of population subjected to (a) physical vio- lence, (b) psychological violence and (c) sexual violence in the previous 12 months Proportion of population that feel safe walking alone around the area they live Education Goal 4: Quality Education Proportion of youth and adults with information and com- munications technology (ICT) skills, by type of skill Participation rate in organized learning (one year before Healthcare Goal 3: Good Health and Well being for People average coverage of essential services based on tracer interventions that include reproductive, maternal, newborn and child health, infectious diseases, non-communicable diseases and service capacity and access, among the gen- eral and the most disadvantaged population) Infrastructure Goal 9: Industry, Innovation and Infrastructure Proportion of population covered by a mobile network, by technology Tourism Goal 8. Promote sustained, inclusive and sustainable Page 74 Tourism direct GDP as a proportion Saint of total GDP Lucia’s and in Term Developm Medium economic growth, full and productive employment growth rate and decent work for all Proportion of jobs in sustainable tourism industries out of total tourism jobs Page 74 Saint Lucia’s Medium Term Development Strategy 2020-2023 Institutional Framework The realization of the medium term ally, a roadmap to strengthen the re- of these key agencies required for aspirations is intricately linked to ef- form of the PSIP was developed to in- implementation of the MTDS are out- fective implementation of the game clude a governance structure, change lined below: changer initiatives included in the Pub- management, technical support and Department of Finance lic Sector Investment Programme. The capacity building. Notwithstanding, execution of projects in Public Sector there is still need to improve account- • Provide budgetary allocations to Structure has been compromised by ability and transparency to achieve facilitate the proper utilizations project systems that do not promote - and realization of project out- tion. comes. outcomes. Consequently, development - Department of Economic partners have consistently lamented Development, Transport ciencies in the project delivery low implementation rates. Based on process should include: and Civil Aviation the outcome of the 2017 Public Ex- a. The adoption of the national penditure and Financial Accountability standards on project manage- • Provide oversight and supervi- (PEFA) Report, which assessed eco- ment to promote best practices sory leadership throughout the in the execution of projects; project development and deliv- nomic appraisal, selection, costing and ery system; monitoring, the management of public b. A system designed for the effec- investment was awarded “less than fa- tive development, appraisal and • Liaise with implementation agen- vourable”. monitoring of projects; cies to troubleshoot and provide timely guidance on suitable c. interventions to address systemic - each agency involved in the PSIP; issues that hinder project perfor- timum performance of the PSIP and, mance; as such, provides evidence of the de- d. Managers and key project per- • Evaluation of project reports and and effectiveness of public investment sonnel in the implementation of systems to determine compliance the PSIP to encourage effective with plans and best practice; and management systems. The undesirable project management practices results associated with existing project • Engagement of donor to facili- delivery systems include cost/scope project execution and optimize tate the provision of appropriate creep, economic waste and negative project delivery; resources. implications for the credibility of Gov- ernment, particularly to donor agen- e. Project Monitoring cies. management; and Committee f. Implementation of the Project The Project Monitoring Committee A comprehensive multifaceted ap- Support Facility (PMC) ensures accountability and proach must be adopted to address The implementation of priority proj- transparency on projects. The PMC is systemic implementation issues. Some ects in the MTDS requires a whole of supported by a technical committee, strategic interventions, including train- government approach. Hence, the comprising the Department of Eco- ing and systems development, have effective coordination of key agencies nomic Development, Transport and been instituted to ensure the effective involved in project implementation is Civil Aviation that performs a com- implementation of projects. Addition- critical. The roles and responsibilities pliance function, the Department of Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 75 Physical Development with jurisdiction • Coordinate across sectors to en- over acquisition, and implementing responsibilities and timelines); sure effective resource utilization agencies that monitor project activities and timely responses to imple- and systems. The. function of the PMC • Provide performance insights mentation challenges. will be strengthened by Cabinet through monitoring and report- subcommittee to provide policy direc- ing on the delivery of the top Implementing Agencies tion. priorities, both through data (Ministries) Performance Management validate data; • Provision of project plans and and Delivery Unit development of project systems; • Solve implementation problems The overall purpose of the PMDU is to in key priority areas, working • Resolution of project issues in a support the implementation of the key closely with leaders from across timely manner; and priorities over the medium term. The sectors; objectives of the PMDU will be to: • Provision of project performance • Build capacity in delivery across and status reports. • Provide support to sectors in the public service through better delivery planning to ensure plans planning, implementation and are sound, comprehensive and knowledge sharing; and Resource Mobilization The global economic climate and - or external funding) can be [or those modest rate of economic growth in ronment compels the Government already] committed to a purpose or to Saint Lucia continue to exacerbate the to maximize limited resources. The a public investment, is heavily depen- Government of Saint Lucia is current- - challenges. Small developing States ly engaged in strengthening its proj- pacity in any given financial year. like Saint Lucia rely heavily on grant ect cycle management process, and funding and concessionary loans as This MTDS will inform decisions for - from one development partner in this public investment and ensures that nance development objectives. Gov- regard. Recognizing the weakness- Government takes a pragmatic ap- ernment’s ability to generate needed es in the project appraisal/selection proach to mobilizing its limited re- - process, a Project Prioritization Ma- sources in order to achieve its overar- velopmental agenda is partly hindered trix was developed to strengthen that ching goal of national development. process. This will primarily involve the imple- donor agencies. Saint Lucia’s status of mentation of this MTDS, achieving “upper middle-income” limits its ac- The Project Prioritization Matrix true north with the six (6) KRAs and (Framework) is utilized to optimize within the execution of a debt man- the project appraisal/selection pro- agement and reduction strategy. conditions, as the country attempts cess. It uses weighted criteria for the to raise its development and growth assessment of projects to determine There is a vital link between external trajectory. the priority options in an array of proj- funding challenges and continued - internal improvements necessary to ation. This tool is designed to provide achieve results, many of which will - a standard method to systematically build on already existing works. The ing mechanisms from development assess capital investment projects for required activities to deliver these partners has increased. Though grants inclusion in the Public Sector Invest- objectives have been structured into - ment Programme (PSIP) as the coun- a series of logical frameworks, provid- nism, continued access to conces- try continues to face resource scarci- ing coherence and plans over the next - ty. This Matrix builds on the principle ternatives to commercial and market of pursuing an integrated, sustainable four (4) years. borrowing since they tend to have a yet systematic developmental ap- much smaller footprint on debt per- proach to national planning. The ex- formance. tent to which resources (either local Page 76 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 76 Financing of MTDS Initiatives Relative weak/anaemic economic per- national economic development fo- formance over the past decade has re- cus; sulted in sluggish revenues collection, while expenditure levels have remain - b. Appraisal of capital projects, analy- ned relatively elevated. The results sis of capital expenditure and reve- (1) To present a portfolio of na- have been persistent budget balances nue streams; tionally approved projects and and growing debt, as was mentioned programmes for funding support hitherto. Government spending has c. Preparation and maintenance of that is aligned with their respec- been concentrated mainly on the re- the Public Sector Investment Pro- tive mandate; - gramme; and erations, at the expense of growth-in- (2) To strengthen strategic partner- ducing capital investment projects. d. Assessment of the sustainability of ship with various multilateral and The Government is cognizant of the allocation of resources, mapping of need to rebalance its expenditure to the funding sources, and setting of where institutional experiences support the sustained growth objec- the strategic goals and performance and expertise can be better lev- tive; and accordingly, is committed to indicators. eraged; and effective. The Department of Economic Devel- (3) To present to donors a scorecard opment will provide coordinated tech- on progress on the MTDS in Resources required for implementa- nical assistance to all MDAs on the general. tion of the MTDS will be focused on development of their sectorial devel- opment plans, and the design of proj- and grants from friendly governments. ects (proposals) to achieve high imple- – To carry out the Government’s de- With limited scope for raising the re- mentation impacts. velopment agenda, the allocation of quired revenue to support the devel- opment agenda, an active Resource four-year period under the six (6) Key Mobilization Strategy for Saint Lucia The Government of Saint Lucia Result Areas recognized as growth will be methodically formulated to mo- has a broad and diverse set of high- enabling drivers for social resilience bilize and align land, human labour and and economic well-being. Apart from actors across the spectrum of devel- development programmes and ac- opmental interventions. These include tivities. The Strategy Paper on Donor education, health, planning, gender is also considering these other mech- Coordination Engagement is currently anisms: being developed. The Government multiple locations, facilitating both po- of Saint Lucia, in its conservative litical and technical engagement with a. thrust for resource allocation partners. The cadre of professional and coordinated approach to within the government network are deepen relations and diversify do- aptly placed in various forums to en- to achieve the investment scale nor engagement, will, over the me- gage development partners to identify and to mitigate associated risk with and explore opportunities for resourc- projects; from external partners. es that support development goals. There is need for a framework to de- b. Disaster Risk Financing Instru- The Government is commited to velop the institutional capacity to en- ments: given Saint Lucia’s exposure ensuring that funds received from courage key personnel to actively tap to climate risk, the Government donor agencies are aligned with meet- into existing and prospective networks ting international, regional and will actively pursue accessing the to identify suitable resources. national obligations. Grants are . The strategic prioritization of scarce typically received from the instruments to achieve its goal of budgetary resources is integral to the achieving climate resilience;. Republic of China (Taiwan), Japanese transformative ambitions of the MTDS. International Cooperation Agency, Ca- Resource allocation is key to deter- ribbean Development Bank, European mining the aggregate levels of gov- c. Public-Private Partnership (PPP): Development Bank (EU), UNEP, UK/ ernment expenditure over the medium the Government will collaborate CIF, and the Government of Mexico. term based on policy priorities. There- with the private sector to advance Concessionary loans are sourced from fore, emphasis must be given to realiz- the development agenda where multilateral development agencies ing synergies across programmes and possible. The PPP modality will such as the Caribbean Development agencies which will redound to greater ensure effective resource manage- Bank, World Bank (IDA) and non-tra- impact on Government’s development ditional funding agencies such as the goals and optimal resource utilization EXIM Bank of Republic of China(Taiwan) . and risk pooling; . Annual Donor Policy Symposium – d. Bi-lateral cooperation agreements include loans from commercial lending High-level meetings and fora with the institutions, bonds, tax revenues and donor community will be convened with friendly Governments; and treasury bills/treasury notes. on an annual basis These focused en- . e. The Citizenship by Investment The necessary conditions to optimize gagements will serve three main pur- poses: Programme: in accordance with the are as follows: area for capital investment under the CIP legislation. a. Provision of strategic guidance for 2023 Page 77 Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 77 Debt Sustainability Analysis public debt developments, and the In light of the consistent shortfall in Increase transparency and pre - ongoing analysis of possible impacts dictability in the management of of the Budget on the sustainability of it capital investment through debt government debt; the public debt. critical instrument for Saint Lucia to Ensure that government borrow- Over the medium-to-long term, the achieve its development objectives. ings and guarantees are consis- Government aims to limit central In that regard, debt must be pursued tent with the legal and regulatory government’s debt to no more than within a sustainable debt manage- framework established by Parlia- 60 percent of Gross Domestic Product ment framework. Accordingly, the ment; and (GDP). This is the ratio the Monetary Debt Management Strategy is to raise Council of the Eastern Caribbean - Develop and implement strategies Central Bank has established as ing at prudent levels of risk and inter- to support the long-term sustain- prudential. ECCU member states have ability of the public debt. agreed to achieve this target no later Government seeks to: than 2030. Maintain a prudent debt structure; Through the introduction of these explicit debt management objectives, Diversify the debt portfolio to the establishment of a framework is help reduce inherent risks; necessary for regular reviewing of Overview of Public Debt Total Public Debt as at March 2019 stood at $3,354.62 million. This comprised central government debt, government guar- anteed debt and non-guaranteed debt. Of the Total Public Debt, domestic debt – the portion of the debt owed to residents – accounts for 51.0 percent while external debt – owed to non-residents – accounts for 49.0 percent. Portfolio Risk Assessment - debt accounts for 95.9 percent or $3,218.2 million of total debt. 3.6 percent or $119.2 million (of this) is subject to interest rate changes every six months and as a result concomitant to interest rate risk. This debt is being held by the Caribbean Development Bank, International Bank for Reconstruction and Development and the EXIM Bank of the Republic of China (Taiwan). Financing Opportunities/Potential Sources Saint Lucia is a borrowing member of both the CDB and the World Bank which historically have been its main lending multilateral development banks (MDBs). Fortuitously, the strategic development priorities and funding windows of these MDBs are in sync with the current MTDS cycle. The CDB has allocated a resource envelope of USD $109 million (XCD $294.3 million) while the World Bank, through the International Development Association (IDA) 19th replenishment cycle, is making available an estimated USD $70 million for project implementation over the medium term. Page 78 Saint Lucia’s Medium Term Composition of Public Debit as at March 2019 5% 1% 94% Gov’t Guaranteed Non Guaranteed Central Gov’t Interest Rate Structure 4% 0% 96% Fixed Rate Variable Rate Interest Free erm Development Strategy 2020-2023 Saint Page 79 Lucia’s Medium Term Development Strategy 2020-2023 Page 79 Over the medium term, only interest payments within the portfolio are projected to moderately of the medium term. Therefore, debt service payments are expected to marginally increase in the The stock of debt is also expected to modestly increase with loan disbursements. An estimated increase of 0.09 percent or XCD $294.30 million, which represents the value of the project, is anticipated at the end of the three-year period FY2021/2022. This will have a further impact on the estimated debt to GDP, which is anticipated to slightly increase to 64.6 percent by the end of FY2021/2022. Both interest rate risk and foreign currency risk in the portfolio are expected to slightly increase disbursements are made. 2019/2020 2020/2021 2021/2022 Debt Service Projections without Project Interest Forecasts 181 145.5 119.8 Principal Forecasts 140 128.3 120.0 Total Debt Service 321 273.8 239.8 DOD 3,545 3,745 3,945 Debt/GDP 64.6% 64.3% 64.6% Debt Service Projections with Project Interest Forecasts 190.6 179.5 198.0 Principal Forecasts 140.0 128.3 120.0 Total Debt Service 330.6 307.8 318 DOD 3,913 4,481 5,049 Debt/GDP 71.3% 77% 82.7% Page 80 Saint Lucia’s Medium Term Development Strategy 2020-2023 Public Communication - ciaries and the perception formed of citizens about policy. Typically, public communication would entail occasional press interviews and press releases. This approach is an indication that public communication has not been treated appropriately in the development agenda. citizenry. Hence, regular communication will encourage buy-in, transparency and account- ability. Accordingly, public communication will form part of the delivery process of the MTDS. An engagement and communication plan that thoroughly assesses and provides for the infor- mation needs of stakeholders will be included in the implementation of the MTDS. Addition- outcomes of the MTDS. The MTDS has been branded with the tag line “Nou Tout Ansanm” which mirrors the theme for the country’s 40th anniversary of independence “All In”. “Nou Tout Ansanm” denotes collectivity and togetherness. The collective approach to the achievement of a common goal is embedded in the country’s “koudmen” culture. The portrayal of a conch shell in the logo depicts the country’s cultural heritage. Historically Saint Lucians are known to gather in response to the sound emanating from the conch shell. Its prominence is well established in key sectors such as agriculture and tourism. A newspaper article, promotional material and video documentary on the economic journey of the country from the 1980s will be part of the media strategy. This will be complemented by a social media strategy and the development of a website to provide periodic informa- tion to the public. A series of fora will be used over the medium term to share information and solicit feedback from the populace. The outcome of these fora will inform any adjustments necessary to im- prove the responsiveness of the MTDS. The communication strategy will be executed with the intention of ensuring every citizen understands that they play a critical and participatory role in the advancement of the coun- try. Hence, the conch shell represents a clarion call for all citizens to embrace the develop- ment aspirations for the country for the period 2020-2023. Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 81 Risks and Mitigating Factors that may hinder the realization of the anticipated outcomes. The narrow focus of the strategy on the six KRAs assists with the meticulous assessment and formulation of action plans to mitigate highly probable and critical risk events. Over the medium term, the Department of Economic Development will strengthen its institutional capacity to better assess, monitor and evaluate projects included in the PSIP. Periodic review of the MTDS will be conducted to ensure responsiveness to prevailing circumstances and to inform necessary adjustments. Additionally, the recommendations and lessons learnt from periodic review mechanisms such as the PEFA will be implement- ed to address the gaps in public expenditure management. Further, interventions will be developed over the medium term to stimulate inward-led growth in the private sector to mitigate against economic shocks. Page 82 Saint Lucia’s Medium Term Development Strategy 2020-2023 A.R.I.S.E. Economic growth that is Accelerated, Resilient, Inclusive, Sustainable and Equitably Shared NOU TOUT ANSANM Saint Lucia’s Medium Term Development Strategy 2020-2023 Page 84