Belize Medium-Term Development Strategy 2022 – 2026

5 MESSAGE FROM THE PRIME MINISTER

7 MESSAGE FROM THE MINISTER OF STATE

9 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

10 MEMBERS OF THE MTDS CORE WORKING GROUP 66 CH 7. IMPLEMENTATION, MONITORING, EVALUATION, AND LEARNING

10 MEMBERS OF THE MTDS TECHNICAL COMMITTEE 7.1 Implementation by the Ministries

11 ABBREVIATIONS 7.2 Capacity Building for the Public Service

14 EXECUTIVE SUMMARY 7.3 Partnerships with Key Stakeholders

16 CH 1. INTRODUCTION 7.4 Monitoring, Evaluation and Learning 7.5 Institutional Arrangements for Implementation

17 CH 2. FRAMING THE CONTEXT AND CHALLENGES FOR BELIZE 2.1 The External Context 74 CH 8. BUDGET ALLOCATIONS, INVESTMENT AND RESOURCE MOBILIZATION 2.2 The National Context 8.1 The 2022-2023 Budget 8.2 Challenging Financial Management Issues

22 CH 3. METHODOLOGY TO DEVELOP THE STRATEGY 8.3 Projected Cost of MTDS 2022–2026

24 CH 4. VISION, MISSION, OBJECTIVES AND PRINCIPLES 8.4 Resource Mobilization

26 CH 5. ORGANIZATIONAL STRUCTURE & INITIATIVES OF A NEW GOVERNMENT

80 CH 9 DELIVERY, ACCOUNTABILITY AND TRANSPARENCY

30 CH 6. MINISTERIAL AND SECTOR STRATEGIES AND PLAN OF ACTION 81 REFERENCES 6.1 Poverty Reduction 82 ANNEXES 6.2 Economic Transformation 6.3 Trade Deficit Reduction 6.4 Citizen Security 6.5 Protection Of The Environment And Natural Resources 6.6 No Corruption And Good Governance 2 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 3 I am honoured to introduce everyone to #planBelize’s poverty. We will develop enterprises and employ- Medium-Term Development Strategy 2022-2026, ment, incentivizing the private sector to invest and which will set the tone for our government’s policy diversify and expanding production and export to objectives for the next five years. Taking the initiative transform our economy and narrow our trade deficit. to read this indicates that you have made a conscious And while we are relaxing regulations and promoting effort to involve yourself in Belize’s goals and direction investment in agriculture, infrastructure, industry, and in the near future. I thank you for your engagement. tourism, we refuse to compromise our environment. Along with the stakeholders who contributed to this We will simultaneously work to protect our natural strategy, I commit to holding ourselves accountable resources, manage climate change, and mitigate our to the vision captured in this document. vulnerabilities to external shocks. In addition, we will render timely and better public services embracing The guiding light of our government is encapsulated inclusivity, transparency, and accountability measures in #planBelize, designed after a long process of grass- to institutionalize good governance. Most importantly, roots consultations across the country. The mission we will put the Belizean people and their security of #planBelize is based on the fundamental rights of at the forefront of our endeavors, prioritizing their all Belizeans to have access to relevant education, pri- well-being and safety in this country. mary healthcare, employment, land, and housing. Our plan will transform Belize toward a more democratic, Yes, #planBelize is already yielding excellent results. inclusive, sustainable, and resilient society in which all The minimum wage has increased to $5; the debt to Belizeans must benefit. GDP has significantly decreased, and we have handed over 200 houses to deserving Belizean families. After Through the work of our 18 Ministries, this medi- making difficult decisions, but with the dedication and um-term strategy presents the programs and projects sacrifices of all, our successful rescue plan resulted that will contribute to the efficient and effective deliv- in the Belizean economy experiencing an increase of ery of #planBelize. Every ministry has a vital, essen- 15.2 percent in 2021, thus performing as one of the tial role to play: Public Service - stop corruption and fastest-growing economies in the Americas. foster good governance; Finance - follow the money for fiscal health and debt sustainability; Education - We have completed the economic recovery, and the develop good leaders and a productive workforce for economic transformation has begun. To this end, we nation-building; Health – keep our communities and are pleased with the pipeline of new projects. The children healthy; Economic Development - focus on envelope of grant financing is more generous and sustainable economic growth through projects and diverse than ever before. Our international partners donor coordination in line with national development can see that our government is driven and committed objectives; Agriculture - produce nutritious food at to high governance standards because this is a “gov- lowest cost for our people and export; Sustainable ernment of the people, by the people, for the people,” Message Development – mainstream our climate change adap- as quoted by the great US President Abraham Lincoln. tation, mitigation, and resiliency goals; E-Governance – deliver GOB services at minimum time and cost; I invite, urge, and thank in advance all Belizeans and from the Ministry of Investment – enabling a friendly environ- partners for working with our government on this ment for investors, champion the development of medium-term development strategy to realize our MSME’s, and the Office of the Prime Minister-- lead vision and overall objectives and to produce the and deliver on #planBelize. desired outcomes of #planBelize. Prime Having spent two years in office rescuing the Belizean Government from near economic collapse, our focus is now mobility toward multi-dimensional socio-eco- With the Medium-Term Development strategy as our basis, I am hopeful for Belize’s growth, development, and transformation for the next five years. Minister nomic transformation, which requires an ‘all-govern- ment’ approach. This will be possible through the MTDS’ six strategic objectives.We will build our edu- cation, health, and social services to create upward Hon. John Briceño opportunities for the poor and the marginalized Prime Minister and Minister of Finance, rather than increasing the reliance on handouts, pro- Economic Development, and Investment moting human development, and drastically reducing 4 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 5 Message from the Minister of State It is an honor to present the #planBelize Medi- ƒ Poverty Reduction um-Term Development Strategy 2022-2026. This ƒ Economic Transformation and Growth comprehensive document is a testament to the trans- ƒ Trade deficit reduction formative vision and the industrious drive that the ƒ Citizen Security Briceño administration has led since taking office in ƒ Protection of the Environment and Natural November 2020. Resources ƒ Good Governance The government of Prime Minister Briceno has worked with urgency to rescue the government’s fis- Two years into our administration’s first term, we have cal position and create the necessary enabling envi- seen a 65-percentage point reduction in our debt- ronment for overall economic recovery. Through to-GDP ratio, down from 133% to 68% (December hard work, diligence, dedication, responsible fiscal 2022). Likewise, unemployment declined from 29.6% discipline, and conservative debt management, the in September 2020 to 5% in November 2022. Addi- Briceno government reversed the economic decline tionally, the Briceno administration successfully nego- it met when it took office and led a robust economic tiated a historic debt-for-nature swap by restructuring recovery in 2021 and 2022. the USD 553 million “super bond” for a “blue bond” that provided fiscal space and boosted confidence in In 2020, the Statistical Institute of Belize (SIB), using our economy while facilitating critical and necessary the 2018 Household Budget Survey, reported that investments in marine conservation. the poverty rate was at 52 percent; government revenues had fallen by over $300 million, and we Against this backdrop, we present this #planBelize had a crippling “super bond” whose burden was sti- Medium-Term Development Strategy which has fling the livelihoods of our citizens. Immediately, our already proven to be an integral tool in the growth administration began strategizing a restructuring of and prosperity of our nation and its citizens. our national objectives and hit the ground running to enact real change. With continued support and collaboration across all 18 ministries; our development partners, private sec- Under the leadership of our Prime Minister, we tor entities; civil society organizations; academia; and responded with urgency to deliver targeted relief the Belizean people, we will achieve the goals out- and crafted a national strategy to shift Belize toward lined in #planBelize. debt sustainability, multi-dimensional social protec- tion, improved productivity, and sustainable economic Hon. Christopher Coye growth. A crucial part of our goal to reduce poverty and achieve full employment has been to create jobs. Minister of State, Ministry of Finance, Economic Development, and Investment The Medium-Term Development Strategy outlines six strategic objectives that guide this endeavor: 6 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 7 Message from the CEO On behalf of the Ministry of Economic Development, During the last two years, the ministry reinforced our I am proud to share this #planBelize Medium-Term relationship with our development partners, improved Development Strategy 2022-2026. Representatives stakeholder coordination, and secured additional across ministries dedicated countless hours to ensure grant financing for pipeline projects. As a result, our that this document was meticulously representative average annual expenditure increased by 21.17% from of our present-day reality while weaving in a clear to 2021.This increase reflects our strides in boosting vision for the future of our country. the implementation rate of projects within our Public Sector Investment Programme. To the Core Committee Working Group, the Tech- nical Committee; the Senior Policy Advisor to the In closing, the eighteen ministries have done much to PM; my colleagues; and all esteemed public officers advance the targets outlined in #planBelize, but this is involved in this effort, I express my sincerest appreci- just the beginning. We have strategically designed the ation and gratitude for a job well done. Medium-term strategy to impact and serve all Beliz- eans. We intend to provide the vulnerable population The success of #planBelize Medium Term Develop- with increased human capital to reduce poverty. In ment Strategy, like all national strategies, is contingent addition, we will ensure that all stakeholders are ded- upon cross-ministerial collaboration and buy-in from icated to effectively implementing, monitoring, learn- all stakeholders. Each ministry plays a unique role in ing, and evaluating our national strategies and plans. implementing the targets outlined in this strategic Furthermore, we intend to be strategic and firm in plan. our fight to access low-cost finance for the Public and Private Sectors, collectively moving Belize toward a Per our mandate, the Ministry of Economic Devel- prosperous future. opment assumes a leadership role in formulating and recommending national development policies, includ- Once again, I acknowledge all those involved in cre- ing the Medium-Term Development Strategy. ating the #planBelize Medium-Term Development Strategy 2022-2026.Thank you for your commitment, As the ministry responsible for planning and coor- professionalism, support, and devotion to the devel- dinating, we work to ensure that all strategies and opment of our country and the movement forward programmes promote macroeconomic stability, toward a prosperous future. enhance sustainable socioeconomic development, create employment, and reduce poverty. We guar- Osmond Martinez, PhD. antee this by completing the preparation and man- Chief Executive Officer, agement of the capital budget; mobilizing grants and Ministry of Economic Development climate finance; updating and publishing the Public Sector Investment Programme (PSIP) quarterly; and continuously engaging with Multilateral Development Banks and International Finance Institutions. 8 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 9 Members of the MTDS Core Working Group Abbreviations The Core Working Group (CWG) provides support, guidance, and involvement in the development of the strategy. The CWG oversees the process for the preparation of Plan Belize MTDS 2022-2026. The composition AGM Attorney General’s Ministry includes the following representatives: APAB Association of Professional Architects of Belize APEB Association of Professional Engineers in Belize ƒ Dr. Osmond Martinez, Chief Executive Officer, Ministry of Economic Development (Chair) APAMO Association of Protected Areas Management Organisations ƒ Dr. Kenrick Williams, Chief Executive Officer, Ministry of Sustainable Development, ATLIB Association of Tertiary Level Institutions of Belize Climate Change and Disaster Risk Management (Co-Chair) BAGMPPS Belize Association of General Managers of Pre and Primary Schools ƒ Mr. Duane Belisle, Director, Policy and Planning Unit, Ministry of Economic Development BAHA Belize Agricultural Health Authority ƒ Mr.Victor Alegria, Director, Sustainable Development Unit, Ministry of Sustainable Development, BAPSS Belize Association of Principals of Secondary Schools Climate Change and Disaster Risk Management (MSDCC&DRM BAS Belize Audubon Society ƒ Mr. Rene Nuñez, Director of Projects, Ministry of Finance BBB Belize Business Bureau ƒ Mr. Ishmael Quiroz, Executive Director, Economic Development Council, Office of the Prime Minister BBS Belize Bureau Of Standards ƒ Ms. Jewel Crawford, Social Planner and Mr. Joseph Hendrikx, Social Policy Consultant, BCCI Belize Chamber of Commerce and Industry Ministry of Human Development, Families & Indigenous People’s Affairs BCO Belize Crime Observatory ƒ Mrs. Diana Castillo-Trejo, Acting Director General, Statistical Institute of Belize BDF Belize Defence Force ƒ Dr. Bernard Watler, Chair, Faculty of Management and Social Science, University of Belize BEL Belize Electricity Limited ƒ Mr. Hugo Gonzalez, Chairman, Association of Tertiary Level Institutions of Belize BELIPO Belize Intellectual Property Office ƒ Mr. Rumile Arana, Senior Monetary Economist, Central Bank of Belize BFLA Belize Family Life Association ƒ Dr. Leroy Almendarez, Executive Director, BELTRAIDE BIL Belize Infrastructure Limited BNTF Basic Needs Trust Fund BNTU Belize National Trade Union Congress Members of the MTDS Technical Committee BPA Belize Port Authority BPO Business Process Outsourcing The Technical Team (TT) is comprised of officers from the Policy and Planning Unit (PPU) of the Ministry of Eco- BTB Belize Tourism Board nomic Development and officers from the Sustainable Development Unit (SDU) of the Ministry of Sustainable BWS Belize Water Services Development, Climate Change & Disaster Risk Management. Below are the names of the officers: CABEI Central American Bank for Economic Integration CARDI Caribbean Agricultural Research and Development Institute ƒ Mr. Carlos Pol, Director, Climate Finance Unit, MED (Chair of TT) CARPHA Caribbean Public Health Agency ƒ Ms. Karlene McSweaney, Senior Economist, Policy and Planning Unit CATIE Tropical Agricultural Research and Higher Education Cente ƒ Ms. Fayne Nicasio, Economist I, Policy and Planning Unit CBA Central Building Authority ƒ Mrs. Kimberley Westby-Cassasola, Economist II, Policy and Planning Unit CBB Central Bank of Belize ƒ Mrs. Martha Woodye, Economist III, Policy and Planning Unit CBO Community-Based Organizations ƒ Ms. Gabrielle Hulse, Economist III, Policy and Planning Unit CCCCC Caribbean Community Climate Change Centre ƒ Mr. Abelardo Mai, Project Officer III, Policy and Planning Unit CDB Caribbean Development Bank ƒ Mr.Victor Alegria, Director, Sustainable Development Unit CDC Centers for Disease Control and Prevention ƒ Ms. Darlene Padron-Haylock, Senior Sustainable Development Officer, Sustainable Development Unit CDEMA Caribbean Disaster Emergency Management Agency ƒ Mr. Denis Maldonado, Sustainable Development Officer, Sustainable Development Unit CDF CARICOM Development Fund CDM Country Disaster Management Dr. Marcelino Avila, the Senior Policy Advisor, led the Technical Team (TT) and produced the complete first draft CED Customs and Excise Department report with the assistance of Mr. Carlos Pol and Ms. Darlene Padron-Haylock. MED and MSD technical officers CPA Caribbean Parliamentary Association assisted with the consultation and reporting. Mr. Carlos Pol served as the Lead Coordinator for preparing the CDF Constituency Development Fund strategy. CEO Chief Executive Officer CfRN Coalition for Rainforest Nations Recommended citation: Ministry of Economic Development, 2022. #Plan Belize Medium Term Development COP Conference of Parties Strategy 2022-2026. Government of Belize, Belmopan City, Belize. CWG Core Working Group CZMAI Coastal Zone Management Authority and Institute DFC Development Finance Corporation DGFT Directorate General for Foreign Trade Belize DOE Department of the Environment DRM Disaster Risk Management EBC Elections and Boundaries Commission EDF European Development Fund EPA Economic Partnership Agreement EU European Union 10 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 11 EUR Estimated Ultimate Recovery NTUCB National Trade Union Congress of Belize FAO Food and Agriculture Organization of the United Nations NWC National Women’s Council FD Forest Department OPM Office of the Prime Minister GCF Green Climate Fund OSIPP Office of the Supervisor of Insurance and Private Pension GDP Gross Domestic Product PACT Protected Areas Conservation Trust GHG Greenhouse Gas PAHO Pan American Health Organization GOB Government of Belize PETAL Promoting Empowerment Through Awareness for Lesbian/Bisexual Women GSDS Growth and Sustainable Development Strategy PFM Public Financial Management ICC International Code Council POWA Productive Organization for Women in Action ICJ International Court of Justice PPP Public-Private Partnership ICT Information and Communication Technology PSA Partial Scope Agreement IDB Inter-American Development Bank PSIP Public Sector Investment Program IFAD International Fund for Agricultural Development ROC Republic of China (Taiwan) IFI International Financial Institution SCLAN Spouses of CARICOM Leaders Action Network IICA Inter-American Institute for Cooperation on Agriculture SDG Sustainable Development Goal IMF International Monetary Fund SDU Sustainable Development Unit ILO International Labour Organization SIB Statistical Institute of Belize LAC Latin America and the Caribbean SICA Sistema de integración Centro Americana M&E Monitoring and Evaluation SIF Social Investment Fund MAFSE Ministry of Agriculture, Food Security, & Enterprise SWC Society of Women Coders MBECA Ministry of the Blue Economy & Civil Aviation SWaMA Solid Waste Management Authority MCC Millennium Challenge Corporation TCGA Toledo Cacao Growers Association MED Ministry of Economic Development TNC The Nature Conservancy MEL Monitoring, Evaluation, and Learning TVET Technical and Vocational Education & Training MFAFTI Ministry of Foreign Affairs, Foreign Trade & Immigration UB University of Belize MFEDI Ministry of Finance, Economic Development, and Investment UKTP United Kingdom Trade Partnership MHW Ministry of Health & Wellness UN United Nations MHANGI Ministry of Home Affairs & New Growth Industries UNCAC United Nations Convention Against Corruption MHDFIPA Ministry of Human Development, Families & Indigenous Peoples’ Affairs UNCTAD United Nations Conference on Trade and Development MIDH Ministry of Infrastructure Development & Housing UNDP United Nations Development Program MIP Multiannual Indicative Program UNHCR United Nations High Commissioner for Refugees MNDBS Ministry of National Defence & Border Security UNICEF United Nations Children’s Fund MNRPM Ministry of Natural Resources, Petroleum & Mining WB World Bank MoECST Ministry of Education, Culture, Science, and Technology WIPO World Intellectual Property Organisation MOF Ministry of Finance WWF World Wildlife Fund MOU Memorandum of Understanding MPSCPRRA Ministry of Public Service, Constitutional & Political Reform, & Religious Affairs MPSLEG Ministry of Public Utilities, Energy, Logistics & E-Governance MRTCDLLG Ministry of Rural Transformation, Community Development, Labour & Local Government MSME Micro, Small, and Medium Enterprises MTDR Ministry of Tourism & Diaspora Relations MTDS Medium Term Development Strategy MYST Ministry of Youth, Sports & Transport MSDCCDRM Ministry of Sustainable Development, Climate Change & Disaster Risk Management NAC National Aids Commission NBIO National Biodiversity Office NCCO National Climate Change Office NHS National Health Services NDC Nationally Determined Contributions NEMO National Emergency Management Organization NGO Non-governmental Organization NHI National Health Insurance NIRWA National Integrated Water Resource Authority NMS National Meteorological Service NS Not Specified NTNC National Trade Negotiation Commission 12 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 13 Executive Summary The Government of Belize crafted #planBelize by absorbing inputs from the basic principles of the People’s ƒ Digitalizing to facilitate business investments and operations by providing easy access to public sector United Party, Horizon 2030, the UN SDGs, and the results and lessons from our current development strategies. services at minimum cost, bureaucracy, and time. What is new in the Medium-Term Development Strategy (MTDS) is that it was created in-house and driven by ƒ Implementing climate-smart alternatives and natural resource conservation for different ecosystems the Ministries’ assessment of how they can deliver on #planBelize. Their proposed program and projects are of high importance for Belize based on understanding the political commitments and the value of political will, identifying the real priorities and opportunities, designing their programs, and preparing their managers and directors to deliver on their newly crafted visions, missions, specific objectives, and principles. The eighteen ministries will collaborate closely with national and district development organizations, the private sector, civil society organizations, academia, and bilateral, regional, and international development partners. The programs or projects of the ministries reflect their commitment to a realistic assessment of what they can implement and deliver in the short and medium term. They also acknowledge that efficient and effective imple- The ministries’ responsibility is to develop the implementation plan and monitor, evaluate, and learn from the mentation will require different coordination, collaboration, and communication within and across ministries, programs. The Ministry of Economic Development (MED) will support its policy or planning units with the partnerships with civil society, local governments, academia, and external donors.The action agenda of the MTDS appropriate methodologies, training, and support systems. Each ministry will produce an annual technical report includes 271 programs or projects, as follows: with the progress achieved, results and outcomes, and lessons learned for each program. The MED will monitor, evaluate, report and deliver on the outcomes and commitments under #planBelize. ƒ 31 for poverty reduction The total budget or cost of this MTDS is estimated for five financial years, from April 2021 to March 2026, ƒ 102 for economic transformation at B$7,219.8M, of which $5,555.7M would be for recurrent expenditure, $960.6M for Cap II (GOB resources), $703.2M for Cap III. Based on current efforts and success to date with some supportive donors, this budget can ƒ 35 for trade deficit reduction successfully mobilize for the MTDS. The external donors are responding positively to GOB’s #planBelize. ƒ 20 for citizen security OPM’s emphasis on delivery and accountability to ensure good governance will be crucial to driving action and constant attention to efficient and effective public spending towards the agreed objectives and outcomes of ƒ 60 for the protection of the environment and natural resources #planBelize. ƒ 23 for no corruption and good governance. Several strategic initiatives, to be highlighted among the above, include: ƒ Modernizing the public financial management systems to improve efficiency, effectiveness, transpar- ency, and accountability in using the taxpayers’ money. ƒ Educating the workforce through relevant skills development, innovation, and entrepreneurship. ƒ Modernizing public services and human resource management by restoring the meritocracy system, eliminating ministerial discretionary powers, and strengthening good governance policies, regulations, and practices. ƒ Strengthening our democracy through the appointment of the People’s Constitutional Commission for a comprehensive review and reform of the laws of Belize, incl. the Constitution. ƒ Protecting and providing immediate attention to those neglected, including at-risk youth, dysfunctional families, the Indigenous Peoples, remote communities, and special needs groupings. ƒ Diversifying agriculture through the Blue Economy, new growth industries, and MSMEs for food secu- rity and sovereignty, import replacement and substitution, and export. ƒ Focusing on Rural transformation through infrastructure development (roads and houses), affordable and accessible financing, access to cheaper electricity via solar energy, and improvement of essential social services. 14 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 15 Ch 1 | Introduction Ch 2 | Framing the Context and How we think about development is changing. This change is a natural result of adapting to the global shifts in Challenges for Belize objectives, challenges, opportunities, technological and information options, and trends that have dominated worldwide phenomena. However, in a country’s quest to keep up with these shifts and overcome the associated challenges, it must also decide when to resist extraneous inclinations and retain ownership of its national agenda. 2.1 The External Context Its main task should always be to marshal the natural, socio-cultural, financial, physical, technological, and political On the international or regional front, Belize faces five existential threats that may significantly impact what it can capital to achieve national objectives, which is where the vision begins. do and how it will develop in the medium and long term. On 11 November 2020, the electorate voted overwhelmingly for the Peoples’ United Party based on a campaign The Belize/Guatemala territorial dispute: On 8 May 2019, GOB held the referendum in Belize, and 55.4% manifesto entitled #planBelize. After nominating the ministers and CEOs and establishing the ministries, the plan- of voters agreed to allow the International Court of Justice (ICJ) to resolve the dispute. The government and ning process began during the first 100 days of the office.   most Belizeans expect that the ICJ will likely rule in Belize’s favour, given that the 1859 treaty was ratified by both sides and implemented by Guatemala for 80 years. Since then, Guatemala has never occupied any part of The Office of the Prime Minister (OPM) had meetings with each ministry (the minister and the CEO) to present Belize, and virtually all independent states have recognized Belize’s boundaries. As of 7 June 2019, the ICJ received and explain #planBelize, including its mission, vision, strategic objectives, and political commitments. The funda- requests from both countries to proceed with the legal resolution to the dispute. Because the pandemic hin- mental question was whether each ministry had a structure, mission, programs, and staff to deliver on #planBe- dered preparatory work in both countries, the ICJ extended the due dates for briefs on their arguments about lize. Since, at the time, COVID-19 was raging, with nationwide lockdown and public funds limited, the ministries the matter. Guatemala’s was due on 8 December 2020, and Belize’s counterclaim is due on 8 June 2022. Though had the time to conceptualize, study, review and do the restructuring and strategizing exercises.   the territorial dispute between Belize and Guatemala remains a sensitive topic for Belizeans, dialogue must shift beyond the legal issues of the dispute and more towards how the borders can be optimized and regional integra- Between July and September 2021, the Prime Minister and his team, the minister, and the CEO of each ministry tion strengthened with further public sensitization and education on the implications of rulings. participated in meetings to discuss and present their programs and projects that contribute to delivering on #planBelize, and to identify the priorities, opportunities, and gaps for developing new projects and mobilizing The global COVID-19 pandemic: Across the world, the coronavirus has infected over 640 million people resources. with new infections abound every day, and has caused some 6.6 million deaths per official reports, but according to The Economist, more than 18 million deaths thus far. Some of the worst hit in terms of deaths per million are By this time, the process of developing the medium-term development strategy (MTDS) was about to begin. Peru (5,970), Brazil (2844), Argentina (2540), the USA (2340), Mexico (2222), and the UK (2087). Over the years, From November 2021 to January 2022, the MTDS team had a third meeting with each ministry to collect infor- COVID-19 has proven itself as more than a health crisis. It has drastically affected societies and economies and mation on their programs and projects to be implemented for #planBelize in the coming years. In addition to the caused damage and loss in vulnerable countries that will take years and perhaps decades to repair and rebuild. ministries, the MTDS team also consulted with key stakeholders (i.e., backbenchers, senators, the Opposition in The urgent socio-economic responses have required billions of dollars in emergency assistance to health sys- the House, UB, BCCI, and others) on the directions of #planBelize, and to elicit their suggestions and possible tems, vulnerable groups, business sectors, and initial recovery efforts. participation to improve the MTDS.   Latin America and the Caribbean (LAC), particularly, has reported more than 2.1 million deaths due to COVID- This MTDS was essentially driven by the action agenda of the ministries and organized to deliver on the strategic 19, and the death rate is easily amongst the highest in the world, according to The Economist’s excess mortality objectives of #planBelize. The MTDS provides a better understanding of the leading programs to partners of tracker. The economic toll has also been crushing. Output dropped by 7% in 2020, the steepest decline of any the Government of Belize (GOB), which they will implement during the next four years. Since GOB is commit- region. Although a surge in commodity prices early in 2021 may have boosted growth this year to a rate of more ted to #planBelize, it is important to explain how the GOB’s programs are aligned with and can deliver on its than 6%, we expect the GDP to remain below its pre-pandemic level by the end of 2022. The IMF forecasts that political commitments. This strategy must also clearly indicate the specific, objective, and measurable outcomes growth in 2022 will be lower in Latin America than in other parts of the world. and targets of the programs so that GOB can evaluate them over time and at the end of the first term of this administration. Global climate change and global warming: Recent analyses show that nations still emit twice the amount of GHG emissions, which is inconsistent with the Paris Agreement’s ambitious temperature target set 5 years ago The MTDS identifies who will be responsible for the implementation plans, the financial challenges, and alloca- at COP 21. John Kerry, America’s climate envoy, described the UN conference in Glasgow as the “last best hope tions; who will be responsible for the monitoring, evaluation, and learning during and after execution; and for the for the world to get its act together.” overall delivery and accountability for #planBelize. Rich countries must do much more to change their consumption habits and means of production to reduce their carbon footprint drastically; otherwise, the Paris Agreement will not meet its set target of 1.5° C above pre-industrial in 2030. For less developed economies, their level of CO2 emissions is extremely low; their natural ecosystems attract and store enough CO2, and all of this is great as they can adapt well to the adverse climate change caused by the rich countries. However, they need compensation for the loss and damage caused by cli- mate change and for doing more as a carbon sink and producer of clean oxygen for this planet. Rich countries pledged to contribute USD 100 billion per annum and have not delivered the total amount, but even that is considered insufficient. The developing countries need at least three times that sum per year heading to 2030. The negotiations in Glasgow essentially aimed to keep the 1.5°C goals viable. The key points of contention at COP 26 were the need for more immediate action to limit emissions, the future use of fossil fuels, and the amount of financing being offered to developing countries to address climate change. Models and the data pre- 16 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 17 sented at COP 26 demonstrated the world heading for 1.9° to 3.0°C, with a Median estimate of 2.4°C in 2030. A feeble economy threatens the dollar: The government’s fiscal policy for the past 12 years has been Global GHG emissions must start dropping in 2025, down 43% from current levels by 2030 and 84% by 2050. defined by massive spending on infrastructure to stimulate aggregate demand and, by extension, promote growth in GDP. After12 years of pursuing the same expansionary policy, the national economy was in recession after a Achieving this goal requires ambitious actions from large emitters such as the USA, the EU, and China in the next paltry 0.3% nominal growth in GDP in 2019 (even before the COVID-19 pandemic), and the government was few years. Waiting longer puts the planet on the fast track to climate disaster. without access to further resources to continue to finance its infrastructure programs. The previous adminis- tration spent some $2 billion in capital expenditures over the last 12 years, and the GDP grew by approximately The UN Secretary-General warned, “Major cities underwater, unprecedented heatwaves, terrifying storms, wide- 20% or roughly $1.0 billion in nominal terms. The entirety of that growth may disappear due to mismanagement spread water shortages, and the extinction of a million species of plants and animals.” and COVID-19, leaving behind only the continuing obligation to repay the massive public debt incurred in pursuit of the borrow-and-spend policy. That spending sourced from more loan funds has failed to generate sufficient Internationally and regionally organized crime:  This is another severe external threat that could signifi- growth in national income to keep pace with the borrowings. As a result, the debt/GDP ratio increased from 95% cantly impact the country. Due to its small size and limited public resources to fight crime, countries in Latin in 2019 to 130% in 2021, which is way above the ideal 60%. America, Asia, and Africa use Belize as a source, transit, and destination country for men, women, and children subjected to sex trafficking and forced labour. In recent years, narco-trafficking is an all-time high, with frequent The basic structure of the economy has indeed changed. The primary sector as a contributor to GDP (i.e., agri- night landings of drug planes on back roads all over the country. With external assistance, the Belize Defence culture, fisheries, forestry, and mining) declined from 12.4% in 2015 to 9.6% in 2020, and continues to shrink. The Force (BDF) and the Belize Coast Guard (BCG) are strengthening their capacity for surveillance and counterac- secondary sector (i.e., manufacturing, construction, and energy production) also declined from 14 to 12.7% in tions to discourage and apprehend criminal incursions at border points and into our airspace. the same years and continues to shrink. And the tertiary sector (i.e., tourism, hospitality, commercial, financial, and other services) increased from 62.6% to 63.6% on the strength of tourism growth. The collapse of tourism Global prices of food, energy, and logistics: Prices are rising rapidly, first due to the COVID-19 which because of the COVID-19 lockdown exposed a growing vulnerability of national dependence on a single type disrupted global supply chains, then the pent-up consumer demand after the lockdowns, and now the Ukraine of economic activity (see Fig 1). As a result, the economy has grown overly dependent on tourism, an industry invasion, which forced the western democracies to impose severe sanctions on Russia and Russian oligarchs. For promoted over the past decade in complete disregard for the need for diversification to buffer external shocks countries like Belize, the prices of imported goods, raw materials, container shipping, and the cost of fuel (gas- such as the pandemic. oline, diesel, and LPG.) are all rising rapidly already, like never seen before since the 1980s. In 2021, the inflation rate in the USA was 6.4% rising to 8.5% in March 2022. The outlook looks more of the same, especially if there is no end to the war in Ukraine. 2.2 The National Context During the last five years, especially in 2020, the Belizean people faced several severe, life-changing challenges that any future Government must address. Corruption and incompetence at a high level: The previous Government of Belize (GOB) set a histori- cal record for abusing public funds and public resources to benefit privileged families, cronies, and friends and devising schemes to exact payments from investors as campaign contributions. At the same time, it has deliber- ately undermined the proper function of oversight offices and institutions by withholding key appointments and resources, and where they made appointments by selecting loyal, unqualified appointees. Multiple cases involving corruption and mismanagement have been recorded and reported. This includes: the political gifting of public contracts without the review or approval of the Contractor General, overvalued infra- structure contracts to facilitate campaign contributions, the unlawful expropriation of BTL and BEL, the delib- erate mismanagement of subsequent litigation and settlement for private gain, the illegal sale and issuance of Figure 1. ContributionFigof1.the productive sector to GDP: 1990 – 2020. (pers. com: MCC, 2022) Contribution of the productive sector to GDP: 1990 – 2020 permanent residence and passports to facilitate the buying of votes and political support, generous land com- pensation payments to friends and family, the routine spending of public funds without prior legislative approval These trends explain the doubling of the merchandise trade deficit since 2011, rising from a $527M deficit in (but not to meet the lawful debts of Belize as recognised by the courts), and protecting and facilitating real estate 2011 to a peak of $1.2 billion in 2019 as tourism earnings and government borrowing and spending facilitated development schemes which have landed participants in US courts accused of various federal offences reeking increased importation of goods and services, while agricultural and manufacturing production and export earn- of fraud and racketeering. ings shrank (see Fig 2). The COVID-19 pandemic: For the last two years, COVID-19 has devastated Belize, severely straining the By the time the government declared a state of emergency due to COVID-19, the national debt/GDP ratio had health sector to its limits, causing catastrophic loss of livelihoods and lives, disruptions in schooling, and fraying already exceeded 100%, already unsustainable. Further borrowing would endanger economic recovery, erode the social safety nets. The government struggled to provide access to care, while keeping the local populations safe. value of the Belize dollar, and erode the purchasing power of Belizeans, putting increased pressure on the poor Tourism, estimated to account for at least 43% of the economy, largely evaporated, but is rebounding gradually. given our continued reliance on imported goods. Immediate debt restructuring and debt forgiveness seemingly National economic output in 2020 contracted by at least 12%, with direct implications for unemployment, public was the best way forward; otherwise, Belize may have to seek IMF assistance as a last recourse. The resulting revenues, public debt, and poverty. Many children taken out of school for almost two consecutive years with no economic effects will. A devaluation of the Belize dollar will undermine the true value of all Belize dollar savings. viable avenues to offset the effects of loss of learning. By November 2021, COVID-19 infections had reached 28,889, recoveries were 6,418, and deaths were at 534. In the face of these dire consequences, the previous GOB lacked a coherent plan to deal with these devastating consequences, being content instead to keep borrowing and spending its way out of the economic crisis, notwithstanding the already dire financial condition of the country. 18 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 19 Exports (US$'000) Climate change vulnerabilities: GOB takes this challenge very seriously due to its frequent, recurrent $140,000.00 impacts on the economic sectors, communities, and infrastructure and has adopted a holistic and multisectoral $120,000.00 approach to addressing climate change. In 2015, the government through the National Climate Change Office $100,000.00 developed the first edition of the National Climate Change Policy, Strategy, and Action Plan (NCCPSAP) for $80,000.00 2015-2020. GOB has revised the policy instrument to accommodate new scientific findings and projections, incorporate updated mitigation and adaptation measures, and mainstream updated national/sectoral priorities $60,000.00 into the Nationally Determined Contributions (NDC) revision and newly formulated National Climate Change $40,000.00 Policy, Strategy, and Master Plan (NCCPSMP) 2021- 2025. The updated NDC counted on the support of the $20,000.00 NDC Partnership, several development partners and sector leads from government and civil society, and a $- finance strategy and an implementation plan strengthen the NDC. Targets included in the updated NDC are 2015 2016 2017 2018 2019 2020 estimated to avoid cumulative emissions across all sectors of 5,647 KtCO2e between 2021 and 2030. Targets Processed Agriculture Primary Agriculture Other Products also include several sectoral actions to build resilience and adaptive capacity to the impacts of climate change in key economic sectors. Food Imports (US$'000) Escalating crime and violence: From 2013 to 2018, the murder rate of Belize averaged about 140 murders $140,000 per annum, ranking as fifth in the American hemisphere (see Fig 4). Then the escalating incidence of violence, $120,000 home invasions, and robberies is highly worrisome for the people, especially in the urban areas. Undoubtedly, $100,000 these criminal activities continue to rise with the worsening state of the economy, poverty, and family conditions of stress across the country. With public funds shrinking, the government must address the challenges of a struc- $80,000 turally deficient economy exacerbated by COVID-19, which threaten to ravage our economic system’s limited $60,000 capacities. $40,000 $20,000 $- 50.00 42.55 Murder Count Murder Rate 250 39.86 37.34 2015 2016 2017 2018 2019 2020 34.27 32.31 36.51 36.61 35.93 33.66 40.00 30.79 29.06 200 28.31 Processed Food Products Primary Food Products Food Imports 30.00 24.33 150 Figure 2. Composi�on of exports and imports by components: 2015 – 2020 (pers. com, ILO 2022) 20.00 100 10.00 50 More impoverishment and inequality: In 2002, studies estimated the poverty rate at 34%. In 2009 a detailed 97 129 124 145 99 123 119 138 142 143 134 102 125 study determined that the poverty rate in Belize was 41.3%, and recent informal studies and estimates of the 0.00 0 SIB put the rate closer to 52% in 2018, specifically for children at 60%. We define poverty as when people can- not afford to meet their basic needs (i.e., food, shelter, clothing/shoes, education, health, electricity, and potable water). Poor people cannot find employment, nor have the skills and resources to produce goods or services Belize Crime Observatory, 6 January 2022 to generate a monthly income (see Fig. 3). The poor are denied effective participation in the political, economic, Fig 4. Murder rate trend from 2009 to 2021: murder count /100,000 population (Source: https://bco.gov.bz/annual-analysis/) and social processes. Poverty in Belize must be addressed promptly and effectively, among other things, through a solid system of social protection facilities to decrease its growth and engulf the second half of the population in further impoverishment. Migration to Belize and to the USA: Even before its Independence, Belize has experienced relatively signif- icant waves of migrations to the USA, resulting in brain drain. Also, because of its proximity to Central American 1,000 countries with limited economic opportunities and social upheaval, Belize has received large numbers of migrants 900 searching for employment. Recently, Belize has been receiving rising numbers of a diaspora and forced labor 800 returnees from the USA. Therefore, there is a need to design a comprehensive migration-with-development 700 600 policy that encompasses critical aspects of migration governance, integrates migration and the diaspora strategi- 500 cally into national development planning, and engages relevant government ministries in implementing programs 400 dealing with migrants and our diaspora. 300

200 Advantages of Belize: Conventional wisdom is that Belize possesses excellent natural resources and physical 100 attributes, rich diversity, and a blend of cultures. It is the only English-speaking country in the region, with its 0 proximity to two important consumer markets-- USA and Mexico. Belize has a small and low population density; en t rag e ris m rin g re ag e a jurisdiction based on British common law; an established tradition of respect for law and order, and an open m to ltu W ve rn t, S To u factu ric u a g e economic system, all of which offer great potential opportunities to attract foreign investment and propel the Go or nu Ag er country to high levels of growth, development, and prosperity. This national development strategy aims to put ns p M a Av a Tr these strengths and advantages to the test by creating a more positive enabling environment, improved manage- Fig 3. Average monthly wage (US$) by employment sector, Sept 2020 (pers. Com., ILO 2022) ment and structure of government, and innovative and transformative programs and projects to propel Belize to the next level of socio-economic-environmental development and to serve as a shining example of nation building in this region. 20 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 21 Ch 3 | Methodology to Develop the Strategy The second step is preparing the basic proposal with specific objectives, methodology, and expected results to the CEO Caucus and then to the Cabinet for endorsement (see Annex 1). Lessons learnt from the recent past: In reviewing past experiences with medium-term development strate- gies, the following lessons have been noted and should be heeded in the future (Catzim-Sanchez 2020).These are: The third step is the consultation and collection of information on the ministries’ programs with relevant stake- holders, which include: A) The planning and preparation process was led by international consultants, with the support of MED staffers. In addition, external development paradigms and agendas influence consultants that may undermine fundamental ƒ The Economic Services: Agriculture (Food staples, Livestock, traditional exports, non-traditional local socio-cultural and institutional values, priorities, and capacities that subsequently work in tandem to prevent exports) and forest products: timber and non-timber; Blue Economy (Aquaculture, traditional marine or weaken the implementation process. exports, other); Tourism (Public & Private); Natural Resources (Environment, Petroleum, and other extracting services); Other Services (Sports, Financial, BPOs, Gaming & E-Governance); and New B) Line ministries were involved in making inputs but failed to develop that sense of “ownership” and total Growth Industries. commitment to its implementation. Non-government stakeholders, academia, and local actors did not engage adequately to explore and ensure their participation and buy-in. The strategy is not theirs; more so, it is for the ƒ The Infrastructure Sector: Housing and Urban Development, Public Works, and Transport (roads, “consumption” of some external donors. drains, bridges & buildings); Utilities (Water & Sewerage, Energy, Telecommunications, Transport); Immigration, defence, and border management facilities. C) The implementation plan of the strategy is conspicuously lacking; hence the budget, investment, and capacity strengthening requirements for the critical components of the strategy were identified, but did not receive ade- ƒ The Social Sector: Health and Wellness; Education, Culture, Science & Technology; Human Develop- quate attention as an essential component of the plan of action. ment/Family and Indigenous Peoples’ Affairs; Rural Transformation; and basic social services D) The M&E framework, including data collection/analysis on crucial indicators, was not elaborated ex-ante by the ƒ Public Administration: E-Governance; National Defence; Home Affairs; Disaster Preparedness and key actors to provide support and guidance as part of the programming and implementation processes, and to Management; and Local Government. enable periodic evaluation of the performance and timely adjustments of the action plan in progress. ƒ Other key stakeholders in government are the backbenchers in the House of Representatives, Sen- We will analyse these lessons and factor them into the methodology in preparing the new 2022-2026 strategy. ators, tertiary education Institutions, city councils, town boards, village councils, and alcaldes. The government will consult with the latter to discuss questions relevant to their intended participation. Organization of the process: The MTDS proposal was presented to the CEO Caucus and subsequently to the Cabinet for approval and comments on the proposed organization, methodology, and expected result, which ƒ Consultations will be carried out with the BCCI, BBB, BAPS, NTUCB, NGOs, external partners, and is summarized as follows. civil society organizations. MEDI will lead in the process and work in close collaboration with the ministry responsible for sustainable devel- The information gathered in the desk review will be supplemented through stakeholder workshops or meetings opment as the ministry responsible for national development planning. The Policy and Planning Unit of MED, the at the sector or thematic level. These sessions will clarify strategies and identify priorities at the sector level Sustainable Development Unit in the Ministry of Sustainable Development, and the Office of the Prime Minister where sector plans and designs are available or are at a sufficiently advanced stage of preparation. Where such will be fully engaged in the planning and execution of all activities related to the preparation of the strategy. Of plans are unavailable, government ministries and departments will use the workshops and meetings to guide note is that the government will not engage with consultants to prepare this strategy. them in arriving at priority actions and programmes where possible. Consultations with other stakeholder groups will take place to fill gaps as may be necessary. To garner higher level support, guidance, and participation in the development of the strategy, the government will establish an Oversight Committee. Representatives will include, at a minimum, the CEOs responsible for GOB will hold discussions and consultations to seek and promote early buy-in and gain consensus on the strat- Human Development, Education, Sustainable Development, and Economic Development. Other stakeholders will egy’s findings with the Oversight Committee, other government representatives, the private sector, development consist of representatives of the private sector, academia, and civil society. In addition, this committee will meet partners, and other key stakeholders. to review proposals and progress at the beginning, during, and the concluding phases of the process. Drafts of the strategy will then be presented to stakeholders at a national consultation to review and validate The PPU/Sustainable Development Unit will work closely with a Core Working Group and Sub-Groups estab- the draft strategy before GOB finalises it. The priorities identified across the sectors will be subject to further lished to conduct consultations, conduct group analysis/synthesis, prepare rough drafts, collect feedback, and review at the Cabinet level for endorsement. produce the final drafts. GOB will maintain focus on the principles of sustainable development to ensure that future generations’ ability Steps of the analysis: In preparing the strategy, the CWG will take into consideration the guiding principles of to meet their own needs is protected. In addition, they will give careful attention to actions leading to a sustain- #planBelize and will develop a ground-based, consensus-driven, and viable strategy to achieve the vision, mission, able recovery from the social and economic impacts of the COVID-19 pandemic. In addition, they will identify and strategic goals presented in #planBelize, which will also guide and set the primary set of targets in terms of the initiatives promoted in MTDS 2022-2026 through a prioritisation exercise at national (e.g., #planBelize) and the critical social, economic, and environmental indicators over the next five years. sector levels (e.g., agriculture and food, tourism, BPOs, construction, and industry). All actions will be costed, and a timeline for implementation estimated, allowing for appropriate scheduling and adequate resourcing in the The first step is the desk review expected to draw heavily on available documents such as #planBelize, Horizon national budget over the strategy period. 2030, GSDS 2016-2020, GSDS Gap Assessment, IMF Article IV Reports, the Public Expenditure, and Financial Accountability Assessment, Public Investment Management Assessment, COVID-19 Impact Report, Economic The strategy will accompany a rigorous results framework in the annual program budget. In addition, the gov- Recovery Plan, poverty studies and statistics, and various existing sector plans and strategies. It is essential to ernment will need to establish monitoring, reporting, and evaluation systems early in the strategic planning to critically examine the recommendations made in these documents to inform the selection of priority actions for allow effective results tracking, which includes strengthening the national statistical system and human capital, inclusion in the new strategy. infrastructure, and other capacities for M&E across ministries. 22 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 23 Ch 4 | Vision, Mission, Objectives and Principles 1. Poverty reduction, i.e., reducing the rate by 50%, from an estimated 52% to 26% of the population1; in 10 years, raise the minimum wage from $3.25 to at least $5.00 per hour, in 5 years, and contribute to the building of #planBelize summarises the policy adopted after the national elections on November 11, 2020. It was designed at least 10,000 sturdy, concrete houses designed to be affordable for different target groups. after a long process of grassroots consultations across the country and integrated the analysis of main recom- mendations, and achieved results derived from grassroots studies of working groups, Horizon 2030 (Barnett et 2. Economic transformation and growth: i.e., growing the national economy by at least 5% per annum al. 2011), recent sector strategies (MED 2016), UN SDGs, and other relevant experiences in Belize or abroad. (COVID-19 brought down the annual growth rate by at least 13% in 2020); creating 50,000 jobs in five years, thereby reducing the unemployment rate of women, the youth, and other marginalized groups to a rate below The vision and mission expressed in #planBelize, “that everyone must win,” is summarized in these fundamental 5% per annum and increasing the per-capita and family incomes to a level above the poverty baseline.   rights which apply to every Belizean (GOB 2020a) who should: 3. Trade deficit reduction in the trade deficit by 50% in 10 years; in 2019, value imports were 50% of the GDP, ƒ Have an opportunity to attend school and be educated and trained with relevant skills. Personal suc- and the trade deficit was $1.52 billion. COVID-19 reduced both imports and exports in 2020. cess starts with a good education. 4. Citizen security by minimizing robbery rates, home invasion, crime, violence against women, drug trafficking, ƒ Have adequate healthcare, including timely access to quality primary healthcare. police brutality, road accidents, border incursions, and illegal exploitation of natural resources. Citizen security will require adding 4,000 police officers in five years, abolishing the GSU, deploying a border protection force, ƒ Everyone must be healthy to produce and fend for themselves and their family. and regularizing citizenship and permanent residency in the country. ƒ Have access to a piece of land. With land, one immediately has a valuable base to create empower- 5. Protection of the environment by managing and using the Meso-American Reef System, the natural ment and personal growth opportunities. Every Belizean in rural areas needs land to be productive, reserves, coastal, and marine resources for the sustainable development of Belize sustainably; protecting, restor- feed the family, and generate income. ing, and promoting sustainable use of our natural forest ecosystems by halting land degradation and biodiversity loss, and mitigating climate change impacts (e.g., increasing forest cover by 2% over five years, growing economic ƒ Have access to employment. A job is a driving force for personal growth and development and a basis options within protected areas, and implementing sustainable agriculture and agroforestry systems). for developing self-esteem and promoting human dignity. 6. Stopping corruption and good governance through political reforms for all three arms of government ƒ Have access to decent housing. A home breeds stability, family, and love and is essential for nurturing can work as envisaged by the Constitution. Therefore, it is vital to make governance structures work to ensure and developing our children. compliance with the code of ethics, laws, and regulations of Belize and the UNCAC (e.g., Integrity Commission, DPP, PAC, public procurement, modernizing the public service, and using digitalization). Eliminating structures or The core values and principles of the government, in pursuit of its vision and mission, will be driven and guided programmes that circumvent GOB regulations (e.g., BIL) is necessary; enacting elections and campaign financing in its leadership, management and operations through: reforms; appointing more women in leadership and management positions across the public sector; and advocat- ing in other sectors of society where women are under-represented. ƒ servant leadership Achieving the strategic objective in the medium term would require repositioning and restructuring the govern- ƒ democracy ment and adopting a new philosophy and a culture change in terms of leadership, management, implementation, and accountability, which have been conspicuously lacking or continuously deteriorating in the public sector in ƒ socio-economic justice recent years. ƒ integrity ƒ teamwork ƒ timeliness ƒ excellence ƒ innovativeness, and ƒ transparency and accountability. Strategic Objectives (#planBelize): The government will need excellent coordination between the health, econ- omy, industry, and finance sectors. GOB must focus on innovation, employment, wages, gender matters, and knowledge dissemination. 1 The poverty rate may be approximately 60% due to the economic lockdown and loss of jobs because of COVID-19 in 2020. 24 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 25 The following are the investments and future benefits of the programmatic actions from the start to the finish Ch 5 | Organizational Structure & Initiatives line. This task was more complex and demanding for the new areas of #planBelize, such as the blue economy, digitalization, new growth industries, diaspora relations, and indigenous people.The ministries delivered 196 con- of A New Government crete results in the first 100 days, which positioned the government on the right track to deliver on #planBelize. A series of strategic initiatives followed this. Here are the highlights of the significant accomplishments in the Following #planBelize, GOB drafted the first 100 days plan to implement immediately upon taking office; how- incipient stage. ever, the deplorable state of the economy and public finances significantly undermined the plan. Notwithstanding the main achievements were significant and far-reaching. 1. The Cabinet comprises a diversity of professional talents: seven ministers are attorneys, another six are business trained, three specialize in education, two in agriculture, and one in engineering-- all with The first task was to define and establish the ministries of government. The relatively large number reflected in university degrees. They are assisted by five Ministers of State, one of which holds a doctorate. For the landslide election victory and the need to prioritize new areas or initiatives (i.e., families, indigenous people, a change, 50% of the Cabinet comes from the districts, predominantly rural constituencies. And of blue economy, new growth industries, climate change, digitalization, new energy alternatives, border security, and the three women elected to the House, two are ministers, and the other is a Minister of State. GOB others), resulted in the formation and organization of nineteen ministries and other departments including Immi- attracted and assembled the best, the brightest, and the youngest team of chief executives. Amongst gration, the Office of the Attorney General, and the Office of the Prime Minister (Fig. 5). the twenty CEOs, all have university degrees, many have a master’s degree, one is a medical doctor, and three have doctorate degrees; 40% of the CEOs are females and highly competent in their areas of expertise. PRIME MINISTER & Minister of Finance, Economic 2. GOB has invested a significant portion of effort in transforming, restructuring, and re-programming Development & Investment the 18 ministries, departments, and programs, to align them with the directions and commitments of #planBelize.There were consultations with key stakeholders to determine the best way to proceed and DEPUTY PRIME MINISTER involve them in the discussions and decisions to share knowledge and ownership. Natural Resources, Petroleum & Mining 3. The new government knew, even before the national elections, the critical importance of tackling the complex challenges of the public financial management system; hence, it started to work immediately on: CABINET SECRETARY ƒ preparing a five-year fiscal plan for public sector financing to address the fiscal imbal- ances including cost savings measures, revenue enhancement measures, debt restructur- ing, and the creation of fiscal space for #planBelize implementation; ƒ creating specialized, centralized units to improve efficiency and cutting costs in debt Natural Finance, Education, management, recurrent expenditures, public procurement, and audit support to prevent Resources, Economic Culture, Science waste, mismanagement of public finances; Petroleum & Development & & Technology Mining Investment ƒ strengthening the management and operation of the tax collection to address the Health & Wellness entrenched problems of tax arrears, inefficient tax collection, and tax defaulters; Agriculture, Attorney General Food Security & Enterprise Human Dev- ƒ developing a plan to manage, negotiate and reduce the public external debt, and Public Service, elopment, Families Constitutional, Political Reform & & Indigenous People’s Affairs ƒ developing a coordinated strategy to mobilize external resources for implementing Tourism & Diaspora Religious Affairs #planBelize given the dire financial constraints. These defined the action agenda for Relations the PM’s financial management team. Rural Transport, Transformation, Youth, Sports Blue Economy & Civil Aviation Community Development, 4. The COVID-19 pandemic was raging and disrupting every sphere of life. A new team was engaged, and Public Utilities, emergency measures and protocols were necessary to stem the spread of the pandemic. Backed with Labour & Local Infrastructure Energy, Logistics Development & Government & E-Governance an educational program, the campaign was very successful, from a high of 4,561 active cases (208 new Housing s cases per day) on 11 December to 74 active cases (10 cases per day) on 10th March in 2021.The MHW Foreign Affairs, Foreign Trade & National has managed to secure vaccines for all, started the national vaccination plan, and has vaccinated about Sustainable Immigration Defense & 50% of the population. At the same time, with some help of donors, GOB provided food and financial Development, Border Security assistance for those most in need during the very difficult periods of the pandemic. GOB has been Climate Change Home Affairs & primarily focused on mitigating the spread of COVID-19 through vaccines, tests, and treatments, and & Disaster Risk New Growth Management Industries improving fiscal and financial management policies to set the conditions needed for private investment, job creation, and economic growth. Fig 5. Ministries and Portfolios of the new Government of Belize in January 2022 26 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 27 5. To minimize the socio-economic hardships in the country, GOB pressured for job creation programs ƒ the formation of the Tourism Recovery Task Force such as the emergency highway and road projects, renovations to varying degrees of damaged roads, bridges, and village streets; the re-opening of the Corozal Free Zone with some 250 registered busi- ƒ evaluation of the operations and finances of the Border Management Agency, the Belize nesses and 3000 employees; promoting the BPO sector; fast-tracking export opportunities for cattle Tourism Board and Capital Projects and grains to Mexico and Guatemala; financing for the MSMEs with low-interest loans for recovery and rehabilitation; and addressing the problems of the traditional export industries (i.e., sugar, citrus, banana, ƒ the proposal of a Hospitality Training institute. These led to the development of Site and aquaculture); and accelerating the implementation of externally funded projects for agriculture, Guide Training for Gold Standards, the BTB Online Platform Training, the COVID-19 poverty reduction, climate change resilience, and others. Health and Safety Protocols for Belize, vaccination of all tourism frontline workers, and the national roll-out plan to get tourism employees back to work safely. Other 6. An Economic Recovery Advisory Team comprised of GOB and private sector representatives was initiatives started in earnest were attracting new airline routes from abroad, a plan to established to submit recommendations and strategies to the Prime Minister and Minister of Finance open cruise tourism, development of a Long Stay Program in Belize (90 - 180 days) for urgent consideration and action in the following five main sectors of the economy: ƒ tourism and real estate development 8. MAFSE conducted an in-depth analysis to determine the production and imports of locally produced commodities, to ensure that local production has complete access to the market and to understand the ƒ agriculture, manufacturing, and energy scope and specific demand met by the food, feed, and beverage imports. A strategic plan was finalized with producers and processors to address key areas such as increased production, capacity and prod- ƒ BPOs uct expansion and development in relation to quality standards, marketing, and advertising. Cabinet approved the increase of the duty (tariffs) on imported dairy products such as UHT and other forms ƒ retail & distribution of liquid milk, cheese, yogurt, and sour cream. GOB is pursuing issues of export of sugar and other products to Caricom, partial scope agreements (Mexico, Guatemala, and ROC), and commodity-specific ƒ financial services export arrangement.. 9. Access to land is a national priority, so the strategy of MNRPM is the timely, efficient, and transparent Many of the team’s recommendations have been adopted or included into the ministries’ programs. administration, distribution, and valuation of land to all Belizeans. Hence, the Mobile Land Outreach ini- tiative was designed to bring the services of the Department to the people. Services provided depend 7. A Tourism Recovery Plan, a road map to pre-COVID-19 status, was done in consultation with the pri- on the needs of each location, including applications for a survey, lease, purchase, land certificate or vate sector, which led to some significant developments, for example: grant fiat, processing applications through land folio, conducting site inspection where applicable, or opening/reviewing/adjusting a land account. The DPM started this initiative in Dangriga Town (serving 306 persons within two days, where the most common service provided, 83%, was the application by first-time landowners, 61% were females), in Cayo Central (serving 330 persons).The initiative got great reviews, and so it continues across the country. 10. Because corruption is a huge concern, the government initiated several investigations, such as: ƒ audit of the Belize Infrastructure Limited (BIL) and its feasibility assessed as the special-use vehicle ƒ the misuse/abuse of equipment, human and financial resources of the former Ministry of Work, the Commission of Inquiry on the fire-sale of government assets by the Ministry of Finance during the last 12 months before the change of government in 2020 ƒ other ministries, including Youth and Sports,Tourism, Public Utilities, and the Blue Econ- omy, commissioned forensic and financial audits of the Government operations and those of statutory bodies with findings that revealed frequent misappropriation or abuse of public funds and assets Finally, but most importantly, all ministries focus on improving customer service and experience. Heretofore, Belizeans frequently experience much frustration with GOB with the essential services, e.g., applying for a birth certificate, a plot of land, a license to establish a business, or even paying taxes for land or property. Trust in our government institutions and services are at an all-time low. These frustrations mainly affect the poor because they cannot afford the extra cost, time, travel, or bribe to get the needed services. Therefore in #planBelzie, improving customer service, and reducing the time and cost of rendering public services, are a high priority for restoring trust in government, fostering social equity, and transforming the national economy. 28 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 29 Lead Ministries and Date of Completion Ch 6 | Ministerial and Sector Strategies Description of Programs and Projects Partners MHDFIPA (National and Plan of Action ƒ Updates to the National Policy on Older Persons Council on Aging) 2025 wit PAHO, HelpAge, other private donors Addressing the priority objectives of #planBelize towards securing inclusive, competitive, and sustained growth and prosperity for all Belizeans will require nothing less than a complete transformation of a nation. The shift ƒ Rehabilitation of village roads, bridges, health clinics and MRTCDLLG with MIDH, Continuous will start with redefining the role of the government and rationalizing the use of public resources. A complete public utilities in all districts SIF restructuring of governance systems will be necessary, including overhauling the enabling environment, planning ƒ Construction and rehabilitation of educational buildings and MECST, MIDH with SIF and management by objectives and results, and close cooperation and collaboration across ministries, civil soci- Continuous facilities for teaching, sports, and COVID-19 protocols and other donors ety, and all Belize’s bilateral, regional, and international partners. ƒ Rehabilitation and modernization of sport fields and facilities MYST with local govts Continuous Plan Belize Medium-Term Strategy 2022-2026, sector plans, policies, and Public Sector Investment Project (PSIPs) in rural and urban areas & private sector must align with the SDGs. In addition, they should be able to identify how they will contribute to achieving the ƒ Construction of affordable housing, including making house SDGs and their targets. Furthermore, the MTDS indicator framework should be fully aligned with the SDG indi- lots available for needy families, starting with those at the MIDH with MNRPM Continuous cator framework to ensure greater alignment. bottom of the socio-economic “ladder” ƒ Access to land for first time landowners in all six districts MNRPM Continuous 6.1 Poverty Reduction ƒ Establishment of a National Belize Youth Corps to develop The government will enable and assist those without resources and opportunities to rise above poverty by en- technical, business, and other skills and mentoring for youth MYST with MHANGI 2023 suring they have access to enough healthy foods, relevant education, timely healthcare, land ownership, decent at risk throughout the country housing, and social protection when they are unable to provide for themselves. The programs, projects, and ac- tions will include the following: ƒ Income generating workshops countrywide empowering MHDFIPA with UN- women to become self-reliant and be better prepared in their Continuous SDG women groups communities and homes Lead Ministries and Date of Completion ƒ Revision of policy on issuing contracts for the management of Description of Programs and Projects Lottery systems to ensure that a fair percentage of the profits MOF 2023 Partners ƒ Increased investment and economic activity in rural commu- MOF with MPSLEG, go directly to poverty alleviation programs Continuous ƒ Transforming teaching and learning outcomes toward build- MECST, BAGMPPS, nities AGM, BCUL ƒ Reduction of income and productivity gaps between urban ing desirable competences and applications to real life activi- BAPSS, ATLIB, BNTU, Dec 2025 MYST with MRTCDLLG, ties/solutions UB, IDB, MOF, MED and rural communities through investment, youth skills en- Continuous DFC, Academia hancement, & enterprise development MECST with MAFSE, ƒ Prioritizing underserved sectors (i.e., rural communities, adult, ƒ Restructuring & growing of the national economy to reduce FAO, CDB, MED, Continuous MOF Continuous and continuing education, and those physically impaired) poverty as a matter of urgency MOF ƒ Raising of the minimum wage from $3.25/hour to at least MRTCDLLG, MOF, with ƒ Maximizing human capital for the needs of the productive MECST, MRTCDLLG, Continuous $5.00/hour and reduction of costs of production & redirect- private sector & 2023 and social sectors of the national economy ATLIB, UB, BCCI, ing resources to workers. NGOs ƒ Development and implementation of a Special Education MECST 2025 ƒ “Big push” approach for micro, small and medium enterpris- OPM, with MED, Policy es (MSME), family farming, women and youth and marketing BELTRAIDE, IDB, Continuous ƒ Fair access to a $5M higher education loan fund for teaching of products to stimulate activity in rural and urban areas. UN, SDG MECST Continuous African and Maya History programs and civics at all levels ƒ Development of the costed Social Protection Strategy includ- MHDFIPA with MED, ƒ Access to quality programs and services for all Belizean pre- MECST with support of

2024 Dec 2025 ing the Social Protection Floor and Oversight Body MOF, UN-SDG school-aged children CDB ƒ Support for school meals and gardening programs (skills MECST with MAFSE, ƒ Improvement of access, equity, and quality in the improved MECST with support of

2025 NS training) for approx. 10,000 children in schools FAO Education System IDB and CDB ƒ Provision of free education to junior college regardless of ƒ The roll out of a digital device/e-book program for students MECST NS political affiliation subject only to reasonable academic per- MECST Continuous from Std. IV to Fourth Form formance ƒ Establishment of a teacher learning institute to achieve 100% MECST with interested NS ƒ Provision of universal access to primary health care. using an trained teachers donors MHW with MHDFIPA 2023 expanded National Health Insurance scheme nationwide. 30 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 31 Lead Ministries and Date of Completion Expected Outcomes and Targets: Description of Programs and Projects Partners ƒ Increase Income/month of poor households from less than $700 to at least $1,200 in five years (NB: ƒ Spotlight Initiative for ending violence against women and MHDFIPA, EU, UNFPA, poverty line defined at about $663/HH/month (poverty study 2018/19, SIB) December 2023 girls UNICEF, UNDP ƒ Build houses for low-income families: 10,000 by 2026 MHDFIPA, NWC, ƒ Development of a National Behaviour Change Communica- UNFPA December 2023 ƒ Commit to new investments in essential social services (road access, schools, health, and water sys- tion Strategy & Campaigns to end family violence (Spotlight Initiative) tems) in poor communities-- at least doubled by 2026 ƒ Strengthening of the national GBV response and safe shel- MHDIPA, NWC, Continuous ƒ Decrease local unemployment from 15% to less than 7% by 2026 ters for survivors, including in emergency settings UNFPA MHDFIPA, UNFPA ƒ Decrease the delinquency and crime rates: murder rate from a high of 40 to <25/100K population ƒ Development of a Disabilities Policy NA (Spotlight Initiaitive) ƒ Commit to new investments in economic enterprises to reduce poverty: at least double by 2026 GOB will address growing horizontal and vertical inequalities by emphasizing increased investment and econom- ƒ Decrease the poverty rate: from 52% in 2020 to 26% in 10 years ic activity in rural communities. Increased investments in tourism have been localized so that only select commu- nities have benefitted from skills enhancement, enterprise development, and growth opportunities in the service ƒ Increase the human development index (based on long and healthy life, access to knowledge & a de- sector (e.g., tourism, financial and commercial sectors), while other communities have lagged. Such inequalities cent standard of living): 0.72 (2022 report) must be addressed by promoting and expanding those activities to other rural communities that enjoy a com- parative advantage in those activities. Contribution to the SDGs: GOB will ensure that the Ministry of Education will have a complement of staff with appropriate knowledge and Goal 1. End poverty in all its forms everywhere skills to deliver quality and responsive education services within an organizational culture that promotes inno- vation and accountability. Particular attention will be given to the youth, women, indigenous peoples, and special Goal 2. End hunger, achieve food security & improve nutrition & promote sustainable agriculture needs groups across the country. Goal 3. Ensure healthy lives and promote well-being for all at all ages The Ministry of Education will have a measurable impact on the social and economic development of the nation through a financing system and programs that are based on equity, performance, and merit. This education system will be guided by Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all a comprehensive and effective policy and regulatory framework that facilitates access, inclusion, quality, and accountability. Goal 5. Achieve gender equality and empower all women and girls Students will acquire new values, knowledge, and competencies for personal development that will further transcend the development of the nation. Teachers will have the knowledge and skills to support students in acquiring high levels of liter- Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and acy, numeracy, critical thinking, and interpersonal skills-- all critical for subsequent personal and professional success. decent work for all The children of Belize will have access to quality education services regardless of their physical, social, emotional, or ac- Goal 10. Reduce inequality within and among countries ademic needs. Particularly, children with socio-economic and psycho-social needs will be identified and supported. For the country of Belize to maximize its human capital, Belizeans must access quality tertiary programs and evidence-based Goal 11. Make cities and human settlements inclusive, safe, resilient, and sustainable research provided by institutions with national, regional, and international standards. Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, Belize will develop a social protection policy and strategy with the overarching objective of comprehensively and build effective, accountable, inclusive institutions at all levels. addressing the needs of the poorest members of the society throughout their lifecycle, addressing social risks and vulnerabilities, and improving cross-sector coordination in the delivery of interlinked protection programs. A first step is establishing and quantifying a country-specific social protection floor, a range of minimum social 6.2 Economic Transformation guarantees, transfers, and services. The country should improve the universal right to social protection benefits, In 2021, when the government implemented lockdowns, many private sector businesses declined and closed, and including essential health care, basic income security for children, working-age persons, and the elderly and older workers were laid off or put on furlough. However, agriculture remained strong and has been performing despite persons. These persons with special needs must have access to basic social and medical services. However, to the pandemic; tourists are returning to the country, and the business sector is picking up rapidly. The surge in achieve expanded coverage and high-quality social protection, the MHDFIPA and its relevant partners (ministries demand is powerful that supply may be struggling to keep up. Inflation in food and petrol prices is threatening and the UN system) will play critical roles in designing interconnected, evidence-based, and measurable national the economic recovery. Shortages in the economy are a genuine concern because people focus on food security, strategies and programs. The initiative commences in 2022. job security, and citizen security. The government will work with NGOs, donors, and the private sector to make commitments and bring solutions The transformation of the Belizean economy is a monumental and long-term undertaking. It requires a unified to saving lives, and building better health security through vaccination. GOB will prioritize healthcare, epecially effort between the public and private sectors and the social partners, which the government is committed to and for highest risk grouping, expanding and protecting the health workforce and minimizing disruption to routine prepared to inspire, lead, and facilitate. and essential health services; and generating sustainable financing for pandemic preparedness, health security, and future health crises. To achieve this unified effort, the government must improve access and affordability of financing, energy, capacity 32 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 33 building, science and technology, and markets for the economy’s primary, secondary and tertiary sectors through Description of Programs and Projects Lead Ministries Date of coordinated interventions across ministries and other key stakeholders. The development and promotion of and Partners Completion micro, small and medium enterprises (MSME) will help transform the economy by creating jobs, expanding pro- ductivity, and generating income and public revenues. The MSMEs account for 90% of all enterprises. MFEDI with CDB, ƒ Engagement strategies with international financial/ development IDB, CABEI, CDF, institutions to mobilize resources to enable private sector involve- 2022 The basic strategy for growth in the national economy is diversification-- vertically and horizontally, across all IBRD, UN ment in the primary and secondary sectors productive sectors, which can be achieved by: MSDCF ƒ Provision of uniform systems of incentives (for investments under ƒ Increasing the use of present products, raw materials, waste by-products, and even waste materials to which incentives are granted) without the need for the exercise of MOF, MED with supply the current demand of the consumer markets. 2023 any ministerial discretion, i.e., revision and update of Fiscal Incen- BELTRAIDE tives & Designated Processing Areas (formerly EPZs) Act. ƒ Producing new products or services to satisfy the existing and potential demand of consumers and where we may have an advantage. MFEDI, BELTRAIDE, EDC, Investment ƒ Exploring and securing new markets locally, nationally, and regionally for present and new products Policy and Com- and services we can provide competitively. pliance Unit, ƒ Implementation of the National Investment Policy and Strategy with support of 2026 The diversification strategy into new products and services will be led mainly by the ministries responsible for (NIPS) line Ministries agriculture, tourism, energy generation, the blue economy, new growth industries, natural resources, trade, and and Statutory investment. Bodies, Central Belize’s policy and strategy with the green and blue industries will encompass measures to enhance productivity Bank, BCCI and competitiveness via regulatory reforms and incentives, trade policy and market support, and complete and ƒ Modernization of corporate and insolvency laws and creation and partial government investment in the enterprises. Because of Belize’s resource base, there are opportunities for registration charges on shares to facilitate raising and redistribut- MOF NS agro-processing, energy, and manufacturing sectors to grow the economy, increase employment, and supply more ing loan capital. products and services to the local and export markets. The policy is to make the industrial sector build strong linkages with the environmental, agricultural, energy, and service support sectors. AGM with Bar ƒ Revision of the Bankruptcy Act 2023 Assoc, UNDP The government will also strengthen the essential institutions of education, research, marketing, and financing, to CBB with MOF, aggressively encourage entrepreneurship, attract foreign investments, promote new product development, and ƒ National Financial Inclusion Strategy - Develop and implement the OSIPP, Financial 2022 improve marketing skills. In so doing, it will promote the development, delivery, and quality assurance of TVET financial consumer protection regulatory and oversight framework Service Providers programmes and institutions; and partner with financing institutions to ensure access to credit and technical support for new entrepreneurs. The development of the Belizean Diaspora Policy and a reinstituted National ƒ Elimination of all barriers to doing business in Belize including 2023 Tourism Council will contribute to achieving these objectives. It will further: the elimination of meaningless and excessive bureaucracy, which MOF with E-GOV Continuous provides an opportunity for corruption. Description of Programs and Projects Lead Ministries Date of ƒ Reduction of the cost of doing business in Belize (i.e., new duty MTDR with MFE- NS and Partners Completion exemption, tax recovery and tax incentive for recovery programs, DI, MHANGI, Enabling environment: and revision of the tourism incentive program) MFAFTI ƒ Streamline land administrative processes to reduce customers’ ƒ Development of competent leadership and management of the MNRPM 2023 waiting time for completion of transactions. national economy, and restore investor confidence to promote MOF and MED Continuous private sector investments. ƒ Secured Transactions and Collateral Registry System MOF with EDC, 2026 CBB ƒ Reformation and update of the national sector policies, laws, and MAFSE, MNRPM, I. Automation of the Registration (e-fil- BELIPO with WIPO, regulations for key sectors enacted as far back as 40 years ago 2024 ƒ Reorganization and 2026 MSDCCDRM ing) and Payment Services E-GOV (i.e., sugar, banana, citrus, land, and forests). empowerment of ƒ Tax reforms to reduce costs of production and to provide signifi- the judicial system II. Strengthening Case Management cant relief to middle income earners while exempting lower in- MOF 2023 to improve efficiency System - digitized system for upload- AGM with E-GOV NS come earners to stimulate aggregate demand. and accountability for ing case files to the Attaché System performance in the (Court of Appeal & Supreme Court) ƒ Mobilization of resources through the DFC and other entities to MFEDI, OPM with delivery of justice with III. Establish mechanism for online pay- support private sector participation in the primary and secondary Continuous AGM with E-GOV 2023 DFC & banks a view to creating a re- ments and escrow accounts. sectors. liable and predictable IV. Expansion and digitization of the legal environment. AGM with E-GOV 2023 Court Recording System 34 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 35 Description of Programs and Projects Lead Ministries Date of Description of Programs and Projects Lead Ministries Date of and Partners Completion and Partners Completion ƒ Accession to the Madrid Treaty to simplify the international trade- MPULEG with EC AGM/BELIPO NS ƒ Piloting e-mobility within Belize’s Public Transport System 2024 mark registration process (EDF 11), UNDP AGM/BELIPO with ƒ Development of a hybrid Integrated Utility Services (IUS) Model ƒ Finalization of the National Intellectual Property Strategy (NIPS). 2026 WIPO between the regulated and unregulated versions of the IUS for MPULEG NS ƒ Establishment of Tax Arrears Recovery Unit, revision of Tax Dispute Belize Resolution System, design basis for developing an e-invoicing ƒ The training of 20 officers & 20 processors in product develop- system, development of legislation for taxing digital commerce, MOF with IDB 2023 ment & chimney solar dryer use for the production of dehydrated MAFSE 2023 development of legislation & instruments to strengthen BTS reve- root crops, fruits & vegetables nue recovery capacity ƒ Development of alternative, renewable energy production options ƒ Creation of new immigration status for investors investing and/or (e.g., solar, biomass, wind & hydro) to reduce dependence on MPULEG with BEL, retiring in Belize, and/or acquiring real estate in Belize of pre- MFAFTI NS NS high-cost fossil-fuel sources, reduce energy cost, and contribute MSDCCDRM scribed values; positively to climate change mitigation ƒ Development of an Intellectual Property (IP) culture that includes AGM/BELIPO with Land Accessibility advocacy and the consistency in the treatment of IP in the Public 2026 WIPO sector ƒ National land identified and reserved for first-time landowners ƒ Implementation of Constituency Development Fund (CDF) in and vulnerable populations (single mothers, youths, Indigenous, MNRPM with MIDH, 2026 direct partnership with communities to promote socio-economic OPM with National and young families), estimated at 25,000 lots and 25,000 acres GOB development by way of implementation of projects conceived and Assembly, MOF, 2022 for agriculture. identified by affected communities as an engine for community-led and other ministries ƒ Completion of land tenure and potential land use inventory in the MNRPM with GOB, 2026 change. 6 districts. IFIs MED, MFA with MNRPM with IFIs, ƒ Donor coordination to achieve MTDS & improve resilience to glob- OPM, MSDCCRM, MAFSE, FD, MSD, 2023 2023 al and domestic shocks and crises MOF with EU, IFIs ƒ Update and Implementation of the National Land Use Policy. MFEDI, NGOs & Continuous and UN system producer associa- ƒ CBB Amendment Act 2021: Provision for emergency programs tion and facilities in unusual and exigent economic, financial, or sys- MOF with CBB 2023 temic circumstances Infrastructure Development MIDH, ƒ Rehabilitation of rural and village roads and bridges to improve ƒ Development of an Urban Development Policy MRTCDLLG 2026 access, reduce transport costs and improve the livelihoods of MIDH with other partners some 196 villages, starting with those whose roads are impass- Continuous MRTCDLLG MED, MOF and able during rainy season, sugar roads and villages in the extreme ƒ Tax reform on primary income for the middle class 2026 southern region with no access roads. This will be done in phases. OPM Energy Development ƒ Upgrade to paved standards in Bullet Tree, Santa Familia and MIDH with (CDB/ 2025 Spanish Lookout BNTF possibly) ƒ EMPOWER Rural Electrification Project (Design and build a Mi- ƒ Improvement of road access to support the Tourism and Agricul- MPULEG with tural Sectors and thus facilitate trade and economic growth, incl. cro-Grid in Indian Creek to supply electricity to Medina Bank, 2022 MIDH with MTDR Continuous UAE-CEF improving the resilience of roads & highways to climate change Golden Stream, Indian Creek impacts. ƒ The design and building of a 72 KW micro-grid in Corazon Creek MPULEG with CDW 2023 ƒ Rehabilitation of 25 miles of the George Price Highway (between MIDH with IFI Village Stiftung, BEL 2025 miles 1-49, BMP to Belize City) (possibly CDB) ƒ Provision of modern energy and support services to rural MPULEG with EU ƒ Rehabilitation of Miles 64 – 74 of the George Price Highway: San

2024 IFI (Poss. CABEI) 2025 communities - microgrid development (BEL) (EDF 11), BEL Ignacio to Benque Viejo ƒ Development of Energy Policy, Energy Act, implementation of ƒ Adaptation and Implementation of the ICC building, residential MIDH with APAB, MPULEG with EU 2022 standards and labels, energy efficiency in public buildings and 2024 and zoning codes APEB, COC (EDF 11) ƒ Update of the national building database in Belize MIDH with CBA 2023 renewable energy strategy that promotes inclusion of MSMEs. 36 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 37 Description of Programs and Projects Lead Ministries Date of Description of Programs and Projects Lead Ministries Date of and Partners Completion and Partners Completion ƒ Development of a web portal to facilitate receipt and processing of CBA – MIDH with MoECST/TVET with building permit applications E-GOV BCCI, BBB & ƒ Development of a National Training Agency to serve the Industry Associa- 2025 ƒ Creation of job opportunities through road projects and person-power needs of the different industry sectors. MIDH Continuous tion. MRTCDLLG, establishment of a Road Maintenance Fund etc. ƒ Skill training programs for women and men providing support for MHDFIPA with Education and Training the creation of economic opportunities including entrepreneurship BELTRAIDE, 2024 and marketing. UN-SDG ƒ Reformation of the Education System in terms of a revolutionized MoECST and ƒ Capacity building for staff and processors (including women’s and curriculum to be focused on shared values and attitudes, compe- BNTU with other youth groups in product development/ production and value-addi- MAFSE Continuous tency, and application of knowledge in the context of share values, Dec 2026 ministries, ATLIB, tion of fruits and vegetables) with the main goal of enhancing the ability to contribute positively and CDB to our country’s development. ƒ Development of tourism training institute to develop skilled MTDR with MECST, ƒ Rebuilding of the agriculture sector through teaching agriculture in personnel (i.e., managers, chefs, bartenders, landscapers), BTB, UB, Galen 2024 schools and advocating the importance of agriculture, promoting as the industry needs. University, MFEDI the growth of crops in school and at home, producing their food MAFSE and MECST Continuous ƒ Capacity building and job creation in ICT for unemployed MRTCDLLG and Continuous snacks, and explaining why as a society, Belize must invest, be & underemployed youth & young adults MYST productive, and apply more business principles in agriculture. ƒ Improvement of education, awareness, and capacities to prevent MSDCCDRM with MAFSE with Continuous and mitigate the effects of Climate Change and natural disasters. CCCCC ƒ Establishment of backyard gardens for twelve schools and twelve Private sector, marginalized households to increase food security, nutrition and commercial 2023 encourage diversification in production. banks, BECOL, Productive Sectors: BTL, Smart MBECA with MAR ƒ Development of the National Blue Economy Strategy ƒ Revision of CET/ITVET to identify issues related to low enrolment Fund, TNC, 2024 MoECST and Action Plan

2025 WWF and quality of programs and produce a more relevant curriculum ƒ Improvement of labor specialization and productivity by investing ƒ Creation of New Growth Industries Unit MHANGI 2023 in human capital to enhance knowledge, skills, entrepreneurship, and discipline, to improve technical and professional competence ƒ Formulation of a New Growth Industries Strategy MHANGI 2023 for primary and secondary sectors:  With UB: Increase output productivity by increasing linkages be- ƒ Development of Private Aircraft Sector – demand analysis, cost tween agriculture and tourism. of private aircraft travel analysis, product development plan for MTDR NS  With UB: the development of entrepreneurial courses to encourage MED, MAFSE with private aviation in Belize Continuous persons to start their own businesses. The faculties of Management Galen University ƒ Exploration of clean development options in the Exclusive Econom- & Social Sciences and Science and Technology are heading these and UB ic Zone (approx. area of 21,544 miles2), i.e., sustainable deep-sea MBECA NS courses. fishing, tourism ventures  With Galen University: a program that includes developing small/ ƒ Legalization of hemp and marijuana as a $100M dollar industry, teaching organic farms focusing on adding value to our products, MHANGI with MOF, for marijuana tourism, the decrease of cartels and criminality, bo- creating an Innovation Center which will also service our entrepre- MAFSE and pri- 2023 nanza in public revenues, & diversion of security resources to other neurship program vate sector priorities. ƒ Building technical capacity of 120 producers in increasing produc- MAFSE 2023 ƒ Improvement to access to affordable financing for farmers and tivity, managing farms, and adapting to climate change micro, small and medium-sized entrepreneurs by working with ƒ Building technical capacity of 120 farmers (40% women and MAFSE with DFC, credit unions and commercial banks to offer better lending and 2025 youth) in the production of fruit crops (i.e., coconuts, soursop, MAFSE 2023 BCUL, BAPSG repayment for farmers in terms of low-interest loans and providing pineapple, and lime) incentives and other support for local agricultural producers. ƒ Establishment of a Secured Transactions Systems and Collateral MFEDI NS Registry 38 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 39 Description of Programs and Projects Lead Ministries Date of Description of Programs and Projects Lead Ministries Date of and Partners Completion and Partners Completion ƒ Implementation of the Strategic Plan of the Department of Civil ƒ Growing more of what 1. Implementation of the Covered Struc- MBECA 2026 MAFSE with CDF 2023 Aviation. we eat and promoting tures Project MFEDI with other more consumption 2. Implementation of legislation for a quantitative restriction or GOB entities, of what we grow, as import license requirement for products produced locally (e.g., NS ƒ Development of the Belize Industrial Strategy with Green and Blue food and feed imports UN agencies 2026 raw meats, dairy products, and tilapia) Industrial Policy 2022-2032 amount to an average and other devel- opment partners B$225 M per annum. Belizean farmers and ƒ Support and facilitation of 40 farmers in accessing credit from MAFSE with Finan- 2023 processors should 3. Increase local production and farmer productivity through ca- financial institutions cial institutions NS be able to replace or pacity building ƒ MoU with La Inmaculada, Toledo Teachers’ Association, and St. substitute at least 50% Francis Xavier Credit Unions to increase the access of farmers to MAFSE with Credit of food imports within 2023 credit for increased production of non-traditional crops such as Unions 5 years. vegetables, crops, livestock, and fruit trees ƒ Establishment of 5 evaporative coolers, 1 per year, throughout the ƒ Building of resilience to climate change disasters and risks country to increase climate resilience, reduce risk and increase MAFSE 2025 through education, preparation, diversification, and innovative MBECA with Galen production 2023 climate-smart systems of land use, for the small producers and University farmers in high-risk prone regions of the country. ƒ Improved infrastructure for the Central Farm Agro-Processing Unit MAFSE Not Specified ƒ Promotion of investment in light industries/ manufacturing, sewing ƒ Implementation of the Climate Resilient and Sustainable Agricul- MAFSE with farmer factories; revive the Toledo rice, pineapple, and livestock indus- MFASE and ture Project to increase food production capacity and the adoption associations, tries; the papaya industry; develop and process (including abattoir Continuous of climate-smart, green agriculture. Approaches among project MRTCDLLG, MoF financial institu- 2026 services) livestock for export; establish cultural centers to market beneficiaries and women (i.e., training in climate smart agricul- tions, and World and promote artisans’ products. tural practices for 7,000 & grants to over 3,700 small farmers, to Bank ƒ Duty exemptions on priority packaging and labelling equipment, adopt climate-smart practices). climate smart technologies, and basic agro-processing equipment ƒ Sowing Life Project’s contribution to food security and job creation, to ensure local producers can produce competitively and adopt MAFSE, MoF 2023 MAFSE with support conserving natural resources & mitigating vulnerabilities to cli- new technologies necessary to decrease risk in agriculture produc- of Mexico Minis- mate change by providing technology, inputs, & financing to some 2026 tion try of Agriculture 2,000 farmers for the establishment of agro/silvo/pastoral systems & Forestry. Tourism Sector across Belize. ƒ Water Management training for livestock farmers in pasture and ƒ Implementation of a Tourism Recovery Strategy MAFSE 2023 MTDR with MFEDI 2026 water management as a means of climate change adaptation ƒ Forging partnerships with renowned universities, regional and ƒ Creation of job opportunities for all Belizeans specifically for wom- MAFSE with FAO, international institutions to mobilize investment for research and en and youth by emphasizing and encouraging investment and MHDFIPA Continuous IICA, CARDI, development to adapt technology (e.g., irrigation, germplasm, Continuous prioritizing activities particularly suited to women and youth. CATIE, ROC & IPM, “green” pesticides, food processing, & farmer extension via ƒ Creation of a new retirement incentive program to encourage others on-site demonstrations & farmer schools). investment and retirement in Belize and enhance capacity to raise MTDR with MOF NS capital. MTDR with MFEDI, MOHW, MFAFTI, ƒ Development and Sensitization of a Belizean Diaspora Policy 2023 MHANGI, MoECST, MHDFIPA ƒ Development of a Migration Development Policy to engage rele- Immigration Dept., vant ministries of government in the implementation of programs IOM, other 2026 dealing with migrants and the diaspora. ministries 40 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 41 Description of Programs and Projects Lead Ministries Date of Description of Programs and Projects Lead Ministries Date of and Partners Completion and Partners Completion ƒ Establishment of a Tourism Trust to promote investment, growth, ƒ Construction of 34 mobile sites providing connectivity to voice and MTDR with MFEDI, and development in the tourism sector, encouraging better man- mobile internet to over 37,000 Belizeans within the next 12 – 18 MPUEEG with BTL 2026 MBECA, MSDC- 2026 agement of tourism resources, while supporting The National months to communities that currently have little to no access.) CDRM, MHANGI Sustainable Tourism Master Planning. MFA with bilateral, ƒ Increase of bilateral, regional, and international support to priority MHANGI with reg. and INTL. bod- Continuous ƒ Concrete measures to realize the full potential of Business Process sectors in alignment with #planBelize. BELTRAIDE and ies; MOF and MEDI Outsourcing (BPOs) across the country, with value-added services other ministries (e.g., software programming), given our available, trained youth 2023 (Recommenda- GOB will seek to balance the competing interests of health and the economy in a way that realizes optimal labor force, capabilities in English & Spanish languages, as well as benefits for most Belizeans and will place more reliance on the voluntary adoption of safety measures where tion from the available ICT infrastructure throughout country. appropriate. Accordingly, GOB will promptly address the management of the COVID-19 pandemic by putting an Backbenchers) end to the existing state of emergency and immediately move to enact legislation introducing and defining levels MHW with PAHO/ of alert and lockdowns to be triggered by independently verifiable science-based criteria. ƒ Strengthening prevention, control, surveillance of communicable WHO, Global 2023 diseases (vector-borne diseases, TB, HIV) Fund, NAC, GOB will formalize the participation of the Opposition Party and the social partners in the management struc- NGOs ture and the delivery of government assistance during lockdowns regardless of political affiliation. MHW with PAHO, ROC, US, CDC, ƒ Strengthening healthcare system to ensure proper expertise, pric- South Korea, Expected Outcomes and Targets ing, and quality to eliminate the need to travel abroad for special- CARICOM, Continuous For agriculture and industry: ist care; UNICEF, UNDP, ƒ Increase productivity of the agricultural workforce by 20% in 2025. EU, CARPHA, ƒ Increase management and governance capacity within the agriculture sector. IDB ƒ Increase the sector Growth Rate from the current average of 2.8 % to at least 10 % per annum. ƒ Expansion of NHI nationwide, providing primary health care to all MHW with MOF, ƒ Continuing the increase of the contribution of the agriculture and food sector to the GDP, (e.g., 2024 increase in real terms from approximately 13.0 % of GDP to 20 % of GDP). districts and all communities. SSB (NHI Unit) ƒ Increase direct employment in the Agriculture and Food Sector to 25 % of the total employed labour ƒ Health Facilities with adequate human resources for health to MHW with MPS, force. 2024 meet the present and future health sector needs. MOF ƒ Continuing the increase of real income of producers’ which increased by 15% per year. ƒ Increase of investment in training for key areas in health: scholar- MHW with Cuba, ships for Registered Nurses, PN, 25 Medical specializations annu- Taiwan, MFEDI, Annually For the Economy: ally MFAFTI, UB ƒ Improve ease of doing business index ranking, currently at 135 in the world (2019) ƒ Improve Start a business index ranking, currently at 166 in the world (2019) ƒ Develop adequate medical facilities in key tourist destinations such ƒ Increase the Annual growth rate, increase from almost 0% to at least 7.5% in 5 years MHW with MTDR, as Ambergris Caye, Caye Caulker, Placencia, Hopkins, & new des- 2026 ƒ Create 50,000 new jobs by 2026 PPP tinations like Sarteneja and Consejo. ƒ Reduce the unemployment rate to less than 7% per annum by 2026 MHW with CABEI, ƒ Reduce lending interest rates to producers and businesses from an average of 12% to 7% by 2026. ƒ Design and construction of a new hospital in San Pedro Town 2024 ƒ Reduce the government debt/GDP ratio from 127% in 2021 to less than 80% in 2026. ROC, MFEDI ƒ Constant update of COVID-19 policies, regulations, and protocols MHW, AGM and For healthcare: Date as of 12 April 2022 (no targets can be defined here) Continuous to respond effectively with the evolving threats of the pandemic MHANGI ƒ Confirmed COVID-19 infections: 57,301 ƒ Improvement of health centers with proper facilities, equipment, MHW with EU, ROC ƒ Recovered cases to date: 56,451 Continuous ƒ Vaccinated persons % to date: 58.4 and drugs (e.g., ICUs, labs, and customer services) and PAHO ƒ Total deaths from COVID-19: 672 ƒ Implementation of the COVID-19 testing and vaccination pro- grams country-wide to effectively cope with the demand in all MHW Continuous cities, towns, and villages. ƒ Strengthening of capacities of healthcare frontline workers to deal MHW Continuous with the pandemic ƒ Procurement of essential supplies for all COVID-19 actions MHW with MOF Continuous ƒ Expansion of water and wastewater treatment infrastructure in MTDR with BWS, Continuous tourist areas MFEDI, 42 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 43 Contribution to the SDGs: 6.3 Trade Deficit Reduction The merchandise trade deficit is a massive leak of precious resources from the national economy. Therefore, as Goal 1. End poverty in all its forms everywhere a national priority, we must aim to reduce the trade deficit by at least 50 percent over the next ten years. We can do this by promoting export-led growth in the primary and secondary sectors, expanding value-added pro- Goal 2. End hunger, achieve food security and improved nutrition, and promote sustainable agriculture duction, discouraging consumer spending on imported goods, and undertaking appropriate foreign direct public and private investments which support and enhance export earnings. In addition, the government must target its Goal 3. Ensure healthy lives and promote well-being for all at all ages fiscal policies to reduce unnecessary importation until reserves are adequately restored and sustainable. Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. Description of Programs or Projects Lead Ministry Date of and Partners Completion Goal 5. Achieve gender equality and empower all women and girls 1. Analyze sectors/areas with the highest Goal 7. Ensure access to affordable, reliable, sustainable, and modern energy for all imports and identify where substitution MAFSE -- is possible (DFC recommendation) Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, 2. Implement legislation which places a and decent work for all quantitative restriction or import license requirement for local products (raw Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization, and ƒ Import replace- meats from cattle, sheep, pigs and MAFSE with AGM foster innovation chicken, eggs, dairy products, tilapia, ment & substi- Goal 10. Reduce inequality within and among countries tution, export and its substitutes, to decrease their expansion & importation. Goal 13. Take urgent action to combat climate change and its impacts strengthening link- 3. Increase sugar (30%) and poultry (10%) MAFSE -- ages of tourism as exports to CARICOM Goal 14. Conserve and sustainably use the oceans, seas, and marine resources for sustainable development with local produc- 4. Establish a plan to promote import tive sectors, using substitution in more difficult areas, Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for public/private sec- e.g., beauty products, provide access all, and build effective, accountable, and inclusive institutions at all levels. DFC Recommendation -- tor partnerships to technical assistance and finance to Goal 17. Strengthened the means of implementation and revitalize the Global Partnership for (PPP) models. improve products, reduce imports & Sustainable Development expand exports 5. Remove regulatory and other imped- iments to export products, including DFC Recommendation excessive taxes, to promote competi- tive pricing in external markets 44 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 45 Description of Programs or Projects Lead Ministry Date of Description of Programs or Projects Lead Ministry Date of and Partners Completion and Partners Completion 1. Facilitate increased exports of cattle to ƒ Creation of markets to provide access for Belizean goods pro- MAFSE, BELTRAIDE 2022 Mexico by 20% through negotiations MAFSE with MFAFTI duced by small and medium-sized Belizean producers -- with Mexico on new cattle protocols for ƒ Expansion of trade to the EU/UK MFAFTI export ƒ Support to three specific trade related entities (BAHA, Bureau MFAFTI with BBS, BAHA, 2. Facilitate increased exports of grains by 2024 of Standards, Customs and Excise Department) CED, CDB 20% to Guatemala and Caribbean by MAFSE with MFAFTI ƒ Establishment of a legislative and administrative framework lobbying for the removal of technical -- MFAFTI with AGM for registering Geographical Indications barriers to trade and supporting indus- try in meeting food safety requirements. ƒ Equipping personnel at Belizean embassies and consulates to ƒ Improved trade identify and promote trade opportunities with Belize and the policy agreements 3. Negotiate Preferential Trade Agree- enhancement of communication and awareness of Economic MFAFTI in our region and ments – Belize-Mexico & Central MFAFTI with AGM, MOF, Partnership Agreement (EPA) related Opportunities expansion of the America, engaging key stakeholders of 2022 MAFSE, BAHA ƒ Establishment of a Protocol for Cultural Services MFAFTI with CARIFORUM export of Belizean CED, BBS, NTNC, EU IPO, CDB, UK TP, CARIB Export ƒ Promote investment in local production, processing and mar- products, both MAFSE with MTDR, MOF keting of agricultural materials, food products, & soybeans for traditional exports, 4. Expansion of the Belize-Guatemala MFAFTI 2026 and MEDI Partial Scope Agreement As above replacement or substitution of imported goods & services and development of new products 5. Preferential Trade Agreement Belize – MFAFTI ƒ Investment into the establishment of solar farms/micro grids with export poten- 2023 to reduce reliance on fossil fuels for energy and save importa- MPSLEG El Salvador As above tial. Be more of tion costs of fuel 6. Expand Trade to Central America – an export-driven Establish MOU for land transport of MFAFTI ƒ Restructure import duties on vehicles to encourage the impor- economy. 2022 tation of energy efficient modes of transportation including MPSLEG with MOF goods and cargo under the As above Belize-Guatemala PSA public transportation 7. Establish monitoring mechanism and ƒ Promote less consumption of imported foods and beverages, MAFSE with MHW, MOF, produce market intelligence reports to MFAFTI especially ‘junk food’ and low-quality foods, and more con- 2022 and MEDI safeguard and expand existing trade to As above sumption of locally produced natural, fresh food, and juices CARICOM/CSME ƒ Provide support and incentives to an aggressive export expan- 8. Design trade negotiating policies, plans sion strategy of mobilizing resources toward investments in MFATI with MEDI, MOF, MFAFTI with public, private storage, loading facilities, transportation/shipping and food and MAFSR and strategies with the National Trade & civil society sectors safety and quality standards Negotiating Commission. ƒ Work with the associations of the 4 traditional exports (i.e., ƒ Provide technical assistance to secure access to export mar- MFATI, MOF, MAFSE, sugar, citrus, banana, and shrimp production), to address MAFSE, MFAFTI with kets and negotiate contracts for exporting products and MEDI their constraints and mobilize investment and technical re- DFC, BCUL ƒ Renew investments in and promote the expansion of the tradi- MAFSE sources for expanding production and exports. tional export commodities DGFT, MFEDI, EDC, CED, ƒ Review, revise, and improve all legislation regulating agri- ƒ Implementation of the Trade Facilitation Roadmap through BAHA, BBS, MSDC- cultural production and exportation including those in place 2026 for Sugar, Citrus, and Banana production and exportation MFATI with AGM the National Committee for Trade Facilitation CDRM, MTDR, SIB, BPA, Police Dept. with a view to eliminating archaic licensing and bureaucratic MFAFTI with UK, EU, ROC, requirements. ƒ Enhancement of trade capacity with Belize’s diplomatic CARISEC, CARICOM Sugar 2026 missions Competition Commis- sion ƒ Cooperation among the cane farmer associations, ASR/BSI, MAFSE with MFATI, MOF MFAFTI with ROC INTL. Ministries, and other key actors, to make the industry more ƒ Establishment of a National Competition Authority to facili- and MED Trade Center, Carib competitive and sustainable. tate and encourage investment and trading on international 2026 Export, CDB, UNCTAD, trading platforms SWC; BELTRAIDE 46 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 47 Description of Programs or Projects Lead Ministry Date of Description of Programs or Projects Lead Ministry Date of and Partners Completion and Partners Completion ƒ Assistance in mobilizing financial and technical resources for Livestock, Basic Grains, and Pulses research and development, training and adoption, the use of AGM, with MECST, technology to improve yields and the quality of products, and ƒ Promotion and support for Mennonite communities to expand and MPSLEG to reduce costs and risks in the entire value chain from pro- production and processing of livestock, grains, soybeans, and MAFSE with MFATI and duction to the export of direct consumption products. pulses for export to Caricom, Guatemala, Mexico, and other MED Banana countries ƒ Assistance to mobilize complementary investment and incen- ƒ Cooperation with the banana growers to prepare and miti- tives for developing industries in production, processing, and MFATI with MAFSE, gate the impact of natural disasters on the industry, and most packaging of food products and beverages for domestic and MRTCDLLG importantly, to enhance production and exports while main- MAFSE with MSDCCDRM export markets taining the high quality of the fruit and adequately remunerat- ƒ Facilitation in the exportation of livestock to Mexico and Gua- MAFSE with MFATI ing workers. temala worth at least $30 m per annum Continuous ƒ Assistance to industry to mobilize resources for research and ƒ Identification & promotion of other export markets (e.g., education to deal with the persisting problems of disease MAFSE hemp, furniture, fruits and vegetable, flowers and orchids and MFATI, with MED, MHANGI (Sigatoka) management, soil fertility, and the local production honey) of quality planting (merry stem) materials. ƒ Facilitate and advocate for an expansion of the EU market MFATI, with MOF share for our Belizean banana, and explore other foreign Expected outcomes and targets: and MED markets. ƒ Increase trading across borders: rank of 113 in the world (WB will not continue due to ethical issues). Citrus ƒ Work with the main actors of the industry to improve the lead- ƒ Increase opportunities for international trade agreements, commodity pricing information, and oppor- ership and management of the industry, and encourage the MAFSE with MOF tunities for local producers, farmers, and investors. forging of a consensual plan to address the major problems and MEDI ƒ Creating additional jobs from trade deficit reduction: at least 10,000 new jobs by 2026. of falling production, exports, and income ƒ Assistance to mobilize the technical and financial resources to ƒ Increasing Exports – the total value of exports would increase by at least $200 m in 2026. address the citrus greening constraint by increasing the culti- vation of more citrus by promoting investments in new planta- MAFSE with MFEDI (DFC) ƒ Substituting Imports – an annual decrease in the value of food imports from $230 m to $150 m in tions of citrus and other fruits, and accelerating the processing 2026. of juices and citrus-based exports. NB: The target for growth in non-traditional exports and tourism is 10% annually over the medium term, Fish and Aquaculture building towards annual export growth of about 15% per annum. ƒ Promotion and support for the fishing industry and fisherman cooperatives to manage the lobster, conch, and fish catches in MBECA a sustainable manner. ƒ Work with shrimp farmers to analyze Belize’s position in the shrimp industry, and identify strategies for improving its com- MFASE with MBECA petitiveness and restoring its position as an important genera- tor of revenue and foreign exchange. ƒ Assist the shrimp farmers in controlling the effect of diseases that have decimated production and threatened the survival MFASE with MBECA, of the industry and multiple smaller and medium-sized busi- MOF and MEDI nesses. ƒ Development of new industries in the marine and coastal MBECA and fisher folks areas (i.e., seaweed, fish processing, and others) 48 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 49 Descriptions of Programs and Projects Lead Ministry Date of Contribution to the SDGs: with Partners Completion Goal 7. Ensure access to affordable, reliable, sustainable, and modern energy for all ƒ Treatment for drug addiction and drug use as a medical condition MHW and not as a criminal behavior punishable by incarceration Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive Employment, MoCEST, MFAF- ƒ Ensuring that those areas and groups with high a incidence of pover- and decent work for all TI, MHDFIPA, ty benefit from the socio-economic programs MYSE, UN-SDG Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization, ƒ Introduction of a juvenile court linked with social & economic services and foster innovation with the appointment of a special prosecutor for gang-related crimes MHANGI with December 2023 Goal 12. Ensure sustainable consumption and production patterns supported by the police for evidence gathering, with special attention MHDFIPA to eliminating witness intimidation Goal 14. Conserve and sustainably use the oceans, seas, and marine resources for sustainable development ƒ Implementing the Belize Youth Service Corps (BYSC) to address the MHDFIPA with 2022 and unfortunate and alarming crises of at-risk youth, getting them off the Goal 17. Strengthened the means of implementation and revitalize the Global Partnership for Sustainable MNDBS Continuous streets and creating a new environment Development ƒ Developing stronger physical education programs to keep youths ac- MHANGI with 6.4 Citizen Security tively involved in sport and character-building exercises by employing MHDFIPA, Studies define crime as a socio-economic problem caused by a complex interaction of factors over time. Usually, BDF and police training teams MNDBS crime rates will be higher in communities with lower levels of education, more single female-headed families, ƒ Supporting community-policing efforts and partnering with commu- higher unemployment rates, higher poverty incidence, and less access to government services and assistance. MHANGI with The underlying issues of economic/income disparity and gender disparity often trigger violence and shall be con- nity-managed watch groups that monitor and report any event that Continuous MHDFIPA sidered. Therefore, the government expects that the above programs will significantly impact creating a positive could threaten community peace environment for citizen security. ƒ Bolstering Police, BDF, and CG presence and patrols to contain MHANGI with hotspots in the short term with response mechanisms based on en- Continuous In the short term, GOB will combat crime by investing in improving and modernizing effective penal systems, MNDBS hanced trainings which not only serve to deter crime but also meaningfully promote the reform and reintegration into society of offenders. GOB will also create opportunities for effective participation of juvenile offenders and those at risk in ƒ Improving infrastructure, and ground capacities at border points, MHANGI with training, mentoring, and special programs in response to unpredicted crime spikes or flare-ups, instead of deploy- particularly in the southern region of Belize MOF, MIDH ing more armed security personnel to citizens.These opportunities are the best long-term approach to reducing ƒ Development of the Multisectoral Crime Control and Crime Preven- crime and promoting citizen security. MHDFIPA tion Strategic Plan ƒ Rapid-response support for citizen security operations upon request MNDBS with Given the rise of mental health cases and incidents with affected persons coming in conflict with the law, GOB Continuous will continue to finance the mental health programme under the Ministry of Health and Wellness as well as in- of other ministries MHANGI, clude mental health response measures in national security personnel training. ƒ Bolster the Belize Defense Force and Coast Guard to patrol and MNDBS with Min- contain hotspots istries, NGOs, Continuous Another example of citizen security is the continuous protection of our borders, Belizean communities, and and CBOs natural resources from illegal incursions, particularly along Belize at the Belize/Guatemala adjacency zone. We anticipate that until the International Court of Justice settles the unfounded claim of Guatemala, GOB needs to ƒ Increasing human and physical resources in the National Foren- be vigilant and be ready on-site to protect its territorial boundaries. sic Science Service to improve quality forensic reports and adding specialized analytical scopes to meet existing/emerging needs of MHANGI, MP- Descriptions of Programs and Projects Lead Ministry Date of the Crimes Investigation Branch, Anti-Narcotics Unit, Anti-Gang SCPRRA and Continuous with Partners Completion Taskforce, Domestic Violence Unit, Prosecution Branch, and other MOF specialized Police units. The intention is to combat gun violence, nar- ƒ Establish separate remand centers for accused persons and deten- co-trafficking, and other transnational organized crime tion facilities for youth offenders that recognize and respect that the MHDFIPA with law has not convicted these persons of any wrongdoing and that do MHANGI not expose these persons to criminal influences. ƒ Provision for the use of more non-custodial sentences and punish- MHDFIPA with ment options for non-violent and family related offences; MHANGI ƒ Establishment of community resource centers in vulnerable areas to be run in partnership with religious denominations to assist in men- MHDFIPA with toring, educating, feeding, and caring for children of those vulnera- MRTCDLLG ble neighborhoods; 50 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 51 Descriptions of Programs and Projects Lead Ministry Date of Contribution to the SDGs: with Partners Completion a. Development of the Crime Intelligence Archi- Goal 1. End poverty in all its forms everywhere MHANGI (BCO) tecture through inter-agency coordination and with support Goal 3. Ensure healthy lives and promote well-being for all at all ages collaboration via the Belize Crime Observatory from MNDBS, (BCO) with the Belize Central Prison, Belize MHW, MHDFI- 2023 Goal 4. Ensure inclusive & equitable quality education & promote lifelong learning opportunities for all Police Department, National Forensic Science PA, and other Service, Epidemiology Unit in the Ministry of Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment partner agen- Health & Wellness, the Judiciary, and other cies. and decent work for all critical partners in Belize’s justice sector. ƒ Strengthening MHANGI (BCO) Goal 10. Reduce inequality within and among countries Crime Info Man- with support agement through b. Implementation of Belize’s First National Crime Goal 11. Make cities and human settlements inclusive, safe, resilient, and sustainable from SIB & 2023 the Belize Crime Victimization Survey other partner Observatory Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice agencies. (BCO) to support for all, and build effective, accountable, and inclusive institutions at all levels. MHANGI (BCO) evidence-based c. Modernization of the Belize Sex Offenders with other Goal 17. Strengthened the means of implementation and revitalize the Global Partnership for intervention and 2023 Registry justice sector Sustainable Development prevention to agencies improve citizen 6.5 Protection of the Environment and Natural Resources security in Belize. d. Capacity building for inter-agency partners to The government is committed to ensuring proper planning and synchronization between economic activities MHANGI (BCO) enhance management of crime data and infor- and environmental sustainability to help propel the desired economic benefits while preserving the integrity of with support mation from point of capture to generation of Continuous its natural resources. from partner analysis reports for decision-making and policy agencies. formulation. As the country transitions to Green and Blue Economies, sustaining and improving the health of Belize’s natu- e. Support for inter-agency partners in geo-spatial ral resources and biodiversity is paramount as it provides the substrate for such initiatives. We can achieve this MHANGI (BCO) improvement while supporting local communities as partners and custodians of the natural capital for future integration of technology and tools for data with support Continuous generations. management, operational awareness, policies from MNDBS. and decisions. Under this planning instrument, the primary focus will be on improving systems and mechanisms that will en- hance the management of the natural resources, namely: the coastal and marine resources, the natural forest ecosystems, biodiversity, and water resources. Additionally, interconnected environmental issues such as waste Expected Outcomes and Targets management, pollution, land use planning, and mainstreaming climate change actions to minimize and manage the risks associated with climate-related impacts as best we can. 1. A decrease in robberies Belize is cognizant that the 2030 Agenda and its 17 SDGs need to be mainstreamed into each stage and compo- 2. A decrease in the murder rate nent of national planning to achieve a sustainable development path with national plans, sector plans, policies, and projects. Creating a Ministry of Sustainable Development, Climate Change, and Disaster Risk Management, and 3. An investigation and decrease in the number of reported rapes establishing a Sustainable Development Unit within that ministry is testimony to the government’s commitment to the realization of the 2030 Agenda for Sustainable Development. However, key actions are still required to 4. An investigation in the number of illegal plane landings continue Belize’s successful fulfillment of the SDGs. 5. An increase in the number of BDF soldiers posted at border point As a Small Island Developing State (SIDS), Belize is one of the countries most affected by the adverse effects of Climate Change, notwithstanding its minor contributions to global greenhouse gas emissions. Evident to such 6. A decrease in the number of border incursions negative impacts, Belize has recently experienced an increased number of natural events that have resulted in the loss of life, livelihoods, and damages to our productive sectors and natural assets. Cognizant of the interlinkages between climate change and sustainable development, there has been a concerted effort to integrate resilience and adaptation into the national planning processes. Under this new plan, reducing the climate change impacts is a high priority and is imperative to achieving the desired sustainable development path, mainly as Belize’s economy is highly dependent on climate-sensitive sectors such as agriculture and tourism. With financial assistance from the Biodiversity Finance Initiative (BIOFIN) project, MSDCCRDM shall develop a legislative framework for the carbon market in Belize. The financial aid shall facilitate Belize’s ability to secure 52 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 53 funding from the sale of carbon credits, to be redirected to socio-economic and environmental priorities. This Description of Programs and projects Lead Ministry and Date of policy and legislative framework shall guide the design and execution of projects and information rights and ben- Partners Completion efit sharing to ensure that environmental and financial returns from our conservation milestones are realized 2. Update the Integrated Coastal Zone and distributed equitably. CZMAI 2026 Management Plan 3. Revise, enact and implement the Coastal The first “co-management agreement” for protected areas was dated to 1984, when GOB mandated the Belize CZMAI Continuous Audubon Society (BAS) to act as caretaker of the first protected area, which the National Parks System Act Zone Management Act and Regulations of 1981 declared. Globally, the role of local people and civil society in managing protected areas has increased 4. Continue the implementation of the significantly in the past decades. National Fisheries Policy, Strategy and Fisheries Depart- 2023 Action Plan 2020-2024 and Emerging ment Continuous Today, there is a trend toward decentralizing management responsibilities to communities and non-state part- Fisheries ners. Similarly, organizations have been managing protected areas in Belize using various approaches that pri- marily depend on the site’s management objective. Currently, the GOB approach is widely embraced, as over 5. Develop the Marine Spatial Plan with ex- CZMAI with twenty NGs partner with the government in the management of some thirty protected areas system, via formal panded zones for biodiversity protection 2026 MBECA agreements stipulating responsibilities and commitments of all parties. viable maritime/blue economy sectors 6. Maintain & enhance the management Fisheries with Description of Programs and projects Lead Ministry and Date of effectiveness within marine reserves MBECA, Partners Completion Continuous through improved communication and NGOs and ƒ Institute measures to 1. The Coastal Zone Management Act and compliance. Stakeholders properly regulate and Regulations are revised, enacted, and CZMAI 2026 Fisheries with preserve our water implemented MBECA and resources, and to offer 7. Identify new Fisheries Protected Areas/ Ongoing/ 2. North Ambergris Caye Expansion (water National Bio- greater protection to our aquatic reserves Continuous & wastewater); Caye Caulker South and diversity Office forest reserves and water- BWS 2026 (NBIO) Placencia Peninsula WWTP and collec- shed areas for the con- tion System 8. Establish and fully fund the National servation of vital natural NHS 2026 3. An assessment of sewage treatment in Integrated Water Resource Authority resources. BCCI’s coastal and insular areas (Placencia, San 9. Design and establish an automated and recommenda- 2024 NHS, 5Cs & Pedro and Caye Caulker to determine expanded Hydrological Monitoring Net- 2026 tion UNDP investment needs.) work Design 4. Establishment of a national water quality 1. Develop a National Blue Economy Policy, MBECA, 2022 monitoring program for both marine DOE & MHW 2025 Strategy and Action Plan MSDCCDRM and inland freshwater 2. Update the Integrated Coastal Zone 5. Establish and fully fund the National ƒ Sustainably manage and Management Plan CZMAI 2026 Integrated Water Resource Authority use the Meso-American NHS 2026 3. Revise, enact and implement the Coastal Reef System, coastal and marine resources for the Zone Management Act and Regulations 6. Design and establish an automated sustainable development CZMAI Continuous NHS, 5Cs, and expanded Hydrological Monitoring 2026 of Belize. 4. Continue the implementation of the and UNDP Network National Fisheries Policy, Strategy and ƒ Develop sustainable Action Plan 2020-2024 and Emerging management & use of Fisheries Meso-American Reef 1. Develop and implement a National Blue MBECA, MSDC- System, coastal and 2022 Economy Policy, Strategy and Action Plan CDRM marine resources for the sustainable development of Belize. 54 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 55 Description of Programs and projects Lead Ministry and Date of Description of Programs and projects Lead Ministry and Date of Partners Completion Partners Completion MNRPM with ƒ Strengthen national 1. Update, approve and implement the 1. Implement the National Climate Change MSDCCDRM, Continuous capacities and actions National Land Use Policy Strategy Policy, Strategy & Master Plan NCCO Continuous MOF MEDI to make Belize a climate 2022-2026 resiliency country 2. Continue implementing the Forest De- Forest Dept (FD) Continuous 2. Implement the Low Emission develop- NCCO with partment Strategic Plan 2019-2023 ment Strategy and Action Plan 2020- GOB, NGO & Continuous FD with MNRPM, 2025 private sector MAFSE, MS- 3. Develop and implement a National DCCDRM, 3. Implement the Belize’s Nationally NCCO with GOB Continuous Continuous Landscape Restoration Strategy private land- Determined Contributions and partners owners, rural communities ƒ Protection, restoration, and promotion of the Mining Unit with 4. Identify, map, quantify and designate all sustainable use of our MIDH and 2026 current & potential government quarries natural forest ecosystems, MOF halting land degradation FD with MSDC- and biodiversity loss, and CDRM, MN- promotion of practices to RPM, MAFSE, mitigate climate change MOF, MEDI, 5. Implement the Agroforestry Policy Continuous University of Belize (UB), local commu- nities 6. Update the implementation of the Na- NBIO with tional Biodiversity Strategy and Action 2023 MSDCCDRM Plan (NBSAP) NBIO, with 7. Update and implement the National MSDCCDRM, Protected Areas Policy and System Plan 2026 (PACT) and (NPAPSP) MBECA ƒ Strengthen environmental 1. Harmonize and enforce all environmen- MSDCCDRM with Continuous governance to support tal legislation & regulations MNRPM, AGM the Belize’s socio-eco- DOE with MSDC- nomic growth and resil- 2. Implement the Belize National Environ- CDRM, MN- ience mental Strategy and Action Plan (NEAP) RPM, MBECA, 2026

2022-2026 MNAFSE and partners MSDCCDRM with 3. Establish data management systems GOB, SIB, 2026 NGOs 4. Modernize, establish and implement a fee system for Protected Areas, Fire MSDCCDRM with 2026 Services, National Hydrological Services, MNRPM Mining and Solid Waste Management 56 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 57 Description of Programs and projects Lead Ministry and Date of Description of Programs and projects Lead Ministry and Date of Partners Completion Partners Completion 2. Continue implement the Fire Service Ongoing NFS Master Plan 2019-2025 2026 ƒ Improve capacities and 1. Develop and implement a strategic en- ƒ Continue support for 1. Maintain & enhance the management actions to monitor and forcement, engagement strategy with the monitoring and train- effectiveness within marine reserves MBECA with secure protected areas fishing community to prevent, deter, and Fisheries Dept Continuous Continuous ing of fishers, reef-us- through improved communication and NGOs from unlawful incursions, eliminate illegal fishing within Belize’s ers, coastal and rural compliance terrestrial and aquatic. national waterss communities on good 2. Develop and Deploy SMART (enforce- NBIO with Fisher- 2022- fishing practices, marine ment) database for all Protected Areas ies Dept. Continuous resource conservation, 3. Develop and implement a Rationaliza- NBIO with sustainable reef man- 2. Identify new Fisheries Protected Areas/ MBECA with tion Action Plan for protected areas to APAMO, 2023 agement, safe garbage aquatic reserves NBIO enable sustainable resource use and MBECA, Local Continuous disposal. 3. Continue Phasing out of Single-Use extraction communities plastics and Styrofoam and the complete DOE ƒ Mobilize technical & NCCO, MEDI with phase-out of all plastics in protected 1. Implement the Climate Finance Strategy financial resources from MOF, Multilat- 2026 areas 2021-2026 the public/private sectors, eral Dev. Banks ƒ Design a coastal and marine Project Finance for Permanence )PFP) NGOs, and from the 2. Implement Belize’s Country Program for initiative, officially signed at the UN Climate Change Conference 26, OPM, MBECA international community engagement with the Green Climate MEDI Continuous to secure the long-lasting protection of term economic viability and with WWF and 2022 to achieve priority actions Fund sustainable livelihoods; and strengthen coastal communities’ resilience TNC identified under protec- to climate change impacts. 3. GCF accreditation for MEDI, DFC, SIF & tion of the environment strengthening NDA coordination & com- MEDI Continuous 1. Update the NEMO Disaster Preparedness strategic objective. munication strategy Act to make it more relevant to DRM NEMO 2023 issues. 4. Belize successfully negotiates sale of 5.4 MSDCCDRM m MT of Ce (Carbon equivalent) with MEDI, NHS with National 2. Establish a fully functional national flood MOF, AG, MN- 2026 Meteorologi- ƒ Improve education, early warning network, and drought RPM, MAFSE cal Service of awareness and capaci- forecasting system and develop a man- Continuous CFRN Belize (NMS), ties at national and local agement policy, strategy and actional 5. Implement the BIOFIN Finance Plan (de- 2022 - MNRPM, NBIO levels to prevent and plan velop Carbon Policy) Continuous NEMO mitigate effects of climate 6. Approve and implement the Maritime 2022 NHS with NMS, MBECA change and natural di- 3. Develop drought management policy, Economy Plan Continuous MNRPM, Continuous sasters, and build resil- strategy and action plan NEMO ƒ Support and promote 1.Improve the co-management agreements ience in the productive, FD with MOA, private conservation of and legislative framework to support Continuous commercial & residential 4. Complete the Country Disaster Manage- MNRPM, ment (CDM) country audit, and develop natural resources. PPPs inclusion in conservation and natu- sectors of the country NEMO with CDE- NGOs a new approach to harmonize the coun- 2026 ral resource management MA/BOB try work program & NEMO department 2. Targeted forests are well managed and FD with MOA, work plan delivering goods and services – update MNRPM, 2026 5. Develop & implement the DRM Public all management plans NGOs NEMO 2026 education and communication strategy ƒ Improved solid waste 1. Eliminate 80% of illegal dumpsites in BSWaMA with ƒ Suppression of forest fires management practices rural areas 2026 DOE and mitigation of neg- countrywide 1. Implement the Wildlife Fire Management ative effects on wildlife, FD Continuous Policy and Strategy forest resources & rural communities 58 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 59 Description of Programs and projects Lead Ministry and Date of • Review the coverage of protected areas in relation to marine areas Partners Completion • Review the proportion of fish stocks within biological sustainable levels ƒ Explore waste to energy 1. Implement a national educational cam- SWaMA, DOE programs (E.g: sargas- paign onf waste separation at the source & MOECST & Strengthened resilience and adaptive capacity to climate related hazards and natural 2024 sum to energy) to include recycling of paper, plastics, Municipalities disasters: metals, compostable materials. ƒ Decrease the number of deaths, missing persons and directly affected persons attributed to disasters 2. Commission a feasibility study for alter- per 100,000 population Energy Unit and native waste to energy options in Belize, 2023 SWAMA ƒ Review the value of damages, loss and rehabilitation resulting from natural disasters especially sargassum to energy. ƒ 2030 Agenda for Sus- 1. Plan Belize MTDS 2022-2026 is fully tainable Development aligned with the SDGs including indica- SDU with MEDI 2022 Contribution to the SDGs: & its 17 SDG are main- tor framework streamed into each stage 2. An inclusive governance structure “whole Goal 6. Ensure availability and sustainable management of water and sanitation for all component of national 2022 of society” approach adopted for MTDS MED with SDU planning Continuous Goal 11. Make cities and human settlements inclusive, safe, resilient, and sustainable 2022-2026 3. Establish a robust monitoring, evaluating MED & SDU with 2022 Goal 12. Ensure sustainable consumption and production patterns & reporting system SIB and GOB Continuous 4. Strengthen the advocacy and awareness Goal 13. Take urgent action to combat climate change and its impacts SDU with SIB 2023 to ensure no one if left behind. Goal 14. Conserve and sustainably use the oceans, seas, and marine resources for sustainable development ƒ Community Outreach 1. Clean-up campaigns on the sides of MIDH with com- Continuous main roads and highways. munity groups Goal 15. Protect, restore, and promote sustainable use of terrestrial ecosystems, sustainably manage forests, ƒ Maintain healthy air 2. Establish a robust air quality monitoring combat desertification, and halt and reverse land degradation and halt biodiversity loss quality countrywide program countrywide with a focus on DOE, MOHW 2026 areas of agriculture, industry and tourism Goal 17. Strengthened the means of implementation and revitalize the Global Partnership for Sustainable Development Expected Outcomes and Targets: Maintenance and restoration of Belize’s healthy forest covers and natural terrestrial ecosystems at or above 60% by 2026 • Review the proportion of important sites for terrestrial and freshwater biodiversity that are covered by 6.6 No Corruption and Good Governance protected areas, by ecosystem type; • Consider forest area as a proportion of total land area GOB will, as a national priority, demonstrate that it is serious about stopping the corruption with significant policy reforms and concrete actions in line with Belize’s treaty obligations. The government recognises that it must eliminate corruption; otherwise, no government policy, program, or action can succeed, no matter how well conceived. Instead, Solid waste management: the government aims to operate more sustainably to deliver quality services in the delivery of #planBelize. Henceforth, • Improve the functioning solid waste collection systems for Municipalities and villages the government must restore meritocracy and strengthen leadership and management to provide effective and efficient • Review the proportion of municipal/village solid waste collected and managed in controlled facilities services to the people. • Implementation of the NIRWA for the degree of integrated water resource management • Reduce waste along the highways Lead Ministry Description of Programs or Projects Date of Completion • Review the proportion of population using safe drinking water) and Partners ƒ Appointment of the People’s Constitutional Commission Integration of climate change measures into national policies, strategies, (PCC) for a comprehensive review of the laws of Belize, and planning: including the Constitution and the way we are governed, MPSCPRA, MRTCDLLG & • Reduce the total GHG emissions per year and propose reforms to strengthen governance of Belize Senate with private sector, • Reduce Energy consumption rate: Product/renewable recycling rate, national recycling (i.e., new Constitution, Integrity Commission, Ombuds- NGOs, churches, and 2024 rate - tons of material recycled man, Contractor General, Auditor General, Public Ac- others counts Committee, the UNCAC). PCC will conduct partici- patory consultations at all levels. Degree of the implementation of the land use policy and action plan: ƒ Establishment of Constitutional and Political Reform Unit, MPSCPR • Review the proportion of land that is degraded over total land area 2022 which will serve as the Secretariat to the PCC. 60 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 61 Lead Ministry Lead Ministry Description of Programs or Projects Date of Completion Description of Programs or Projects Date of Completion and Partners and Partners ƒ Partnership with Transparency International, a global civil OPM 2022 ƒ Creation of strategic alliances with gender advocacy enti- society organization leading the fight against all forms of ties - Gender and Trade Development (one women’s em- MFAFTI with BELTRAIDE, 2025 corruption in the public, financial and private sectors. powerment project per year to increase women’s labour TCGA, Women’s Dept. ƒ Strengthening of Tax Administration with the full roll out of force participation) MOF with IDB 2021 and continuing the Integrated Revenue Information Systems MHDFIPA (NWC) with ƒ Gender integration, equality, and equity in national ƒ Reform of the Finance and Audit Reform Act to strengthen Spotlight Initiative, SCLAN, policies and programs related to health and wellness, the system for budgeting and spending public monies, Special Envoy, Red Cross MOF with AGM wealth and employment, and political with the increase of Continuous and to make a breach of its provisions for criminal offenc- Society, MHW, BFLA, women’s access to and ownership of affordable land and es that sets the basis for disqualification from office; Family Court, POWA, RET housing & PETAL ƒ Establish a central procurement system for works, goods, and services; dispose of government assets to improve 2022 ƒ Revision and Modernisation of the Standing Orders of the MF, OPM with support Senate with SCPA NS competition and quality of supplies, products, or services; Functioning supported Senate of IDB and enable the government to reduce costs and promote by law ƒ Strengthening participatory democracy, and democratic productive domestic sectors. governance including value systems, good practices and MECST and MPSCPRRA Continuous ƒ Introduce a Campaign Finance Reform to regulate the regulations embedded in our Constitution timing of elections and campaigning, register political ƒ Increase of Belize’s visibility and advocacy at regional and MPSCPRRA, AGM, SENATE parties, provide public resources, include transparency in By 2026 international levels on debt relief, concessionary financing, with Public and Private MFATI with Bilateral, reg. mobilization of private funds, and prevent vote buying, and climate change (including presenting these themes in Sector entities and INTL. bodies, MOF, Continuous which will lead to an updated electoral laws and systems. three extra-regional meeting of Heads); Ensure inclusion MED and MSDCCDRM of these issues in a minimum of five regional, hemispheric ƒ Establish an Electoral Re-Districting Program to conform resolutions, declaration Appointed Commission, the directive of the Belize Constitutions for equity in voters’ EBC, MPSCPRRA & others. ƒ Enhancement of efficiency and cost-cutting measures in representation across all electoral constituencies. the public sector for staff allowances, transport, utility con- MOF, MPSCPRRA Continuous ƒ Enforce accountability from the government by promoting sumption, and other critical budget items transparent appointments to the judiciary and creating a AGM with OPM and MOF. public fund separate from the Consolidated Revenue Fund ƒ Restoration of meritocracy and capacity building, and to be managed by the judiciary for its own expenses. strengthening of leadership and management to enhance ƒ Restore all registry functions (particularly the lands reg- effectiveness, efficiency, and trust in the public services MPSCPRRA with all Minis- istries) to a Registrar General in the Judiciary, who is MRTCDLLG with UNICEF/ Continuous

2026 (inc. development of respective ministries’ training plans tries and academia answerable to the Chief Justice and not to a Minister of UN, Belize Mayors’ Asso- and identification of appropriate programmes) Government. ciation. ƒ Establishment of a Ministry responsible for Digital Trans- ƒ Create a comprehensive reform of all existing legislation formation and ICT development to enhance efficiency, MPSLEG with OPM, AGM, 2026 to eliminate ministerial discretion for conferral of legis- effectiveness, and impact of the government’s services private sector entities, 2021 and continuing MIDH, MNRPM, MPSCPR- Constitution and lated benefits, and to introduce a merit and right-based and operations in the social, economic, and other sectors and IDB RA & AGM with Senate, political reform laws system for the distribution of such benefits. of Belize Legal Counsel, NGOs updated. ƒ Legislative review and reform approved for Registered ƒ Development of digitalized national identification system, Lands Act Real Estate Bill, Mines and Mineral Act, NIRWA training in digital skills for Public Service officers, provision MPSLEG with ministries, Act, Land Tax Act, Petroleum Ac - implemented established of government services to the public at minimum cost, private sector & other 2022 and continuing and functional by 2025. time, and bureaucracy to increase government efficiency partners like IDB ƒ Creation a fully functional automated system for the elec- and performance overall tronic records management system for the Public Service MPSCPRRA NS ƒ Establishment of a Police Board made up of GOB, the ƒ Appointment of more women in positions of leadership MFAFTI, MHDFIPA & Opposition, civil society and other relevant stakeholders MHANGI, BAPSG December 2023 and management across the public sector, and advocate MRTCDLLG with many to remove political interference and root-out corruption in 2021 and continuing the Police Department for the same in the other sectors of society where women women’s advocacy orgs., are underrepresented. SIF and CDB. 62 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 63 Expected Outcomes and Targets ƒ Develop constitutional reforms for a more modernized constitution ƒ Create legislation to eliminate ministerial discretion ƒ Strengthen PAC and Senate’s roles ƒ Timely audit public accounts yearly ƒ Collect tax revenue ƒ Review citizen complaints reported ƒ Complete reports and conviction of government leaders and officials for corrupt behaviour ƒ Increase the proportion of women in leadership and management in the public sector ƒ Re-delineate and legislate municipal boundaries ƒ Review the volume of government services provided by digitalized units Contribution to the SDGs: Goal 5. Achieve gender equality and empower all women and girls Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable, and inclusive institutions at all levels. 64 | #planBelize Medium-Term Development Strategy 2022-2026 Ch 7 | Implementation, Monitoring, ƒ Will be responsible for developing the implementation plan to guide the allocation of resources across operations in a timely and efficient manner. Prioritizing among competing projects for scarce Evaluation, and Learning resources will be necessary for the short term; however, in the medium term, all ministries will work with the MED in the first instance, and then with the MoF to explore new funding opportu- nities under Cap II and Cap III. In addition, the Government will continue to strengthen their public The implementation plan is crucial for various reasons. First, this plan ensures that all parties understand their investment management framework within the medium term which will provide a more systematic responsibilities beforehand. Some duties include deciphering who will take on particular roles and tasks; the approach to identifying and selecting projects. deadlines for specific tasks in each project and policy; the programmatic intervention[1] [2] that ministries need to implement; and the resources required to ensure timely availability. The plan also outlines the milestones in ƒ Will have a MEL system in place, enabling the effective achievement of the specific targets and out- the implementation cycle that function as checkpoints to track progress during execution. Milestones serve as comes as planned. This system should work in accordance with the MTDS MEL framework for syn- metrics. They are a practical way of measuring how many tasks ministries’ have completed and the time remain- chronicity across ministries. ing for the completion of the program. The implementation plan also provides the framework to identify and understand the potential risks that may arise during the project cycle. For example, threats can include budget ƒ The implication of the above is that each Ministry will lead the implementation process with agility, availability, natural disasters, vehicular accidents, and issues/assumptions related to staffing. efficiency, effectiveness, and resilience, achieving the objective by generating the expected results and outcomes and being accountable for delivering each program’s desired outcomes. To be successful, the Table 1. Sample of the timeline for implementation for each program Ministry will need to practice the three Cs of leadership and management - coordination, collabora- tion, and communication, with all its constituents, beneficiaries, and other Government and non-gov- Activities Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Problems or risks ernmental partners. expected? 1. The CEO, with the support of their directors, plays a pivotal role as the highest-ranking professional officer 2. Insert bars, important results, and responsible for the implementation of the MTDS. Duties include: milestones 3. ƒ Being an effective policy adviser, particularly to the Minister and other Ministers, staying the course and having a respected political voice in Cabinet, House, and the Media. ƒ Leading the ministry and its departments and providing oversight of parastatal bodies and agencies An integral part of implementation is a system of monitoring, periodic evaluations, and continuous learning receiving public sector funding. (MEL). Experts have written many manuals (Anon updated, DGICD 2020) on how essential MEL is for program management. It identifies problems early on, allowing program management to take pre-emptive action before ƒ Managing the senior teams and being responsible for human resources - recruitment, development, delays arise. MEL will enable us to learn from our mistakes while encouraging improvement. It facilitates timely, and succession. efficient, and adequate decision-making in all operations; promotes innovation and entrepreneurship; forecasts future events and potential risks for operation execution; keeps the project on track for results and outcomes, ƒ As accounting officer, managing the ministry budget, including capital resources (external funded). and encourages transparency and accountability throughout the project cycle. In addition, ministries must use the systems to track anticipated results, including tools based on the logical framework. Table 2 shows a sample ƒ Mobilizing resources from external sources (i.e., grants, loans, and technical cooperation) through the framework for monitoring results. communication of identified needs and gaps to Finance (as it relates to fiscal space) and Economic Development, the entity responsible for public sector investment planning and engagements with Table 2. Sample framework for monitoring results development finance institutions. ƒ Communicating within the Ministry and externally with all partners, stakeholders, and the public. Baseline Frequency of Target Year Target Year Target Year Indicator Source (specify End Result ƒ Collaborating and building synergies with other relevant ministries and local government entities (i.e., Reporting 1 2 3 year) city/town councils and village councils) towards the achievement of the strategic objectives of the 1. MTDS. 2. 3. 7.2 Capacity Building for the Public Service The successful implementation of the strategic programs depends to a large extent on the capacities of the staff. There is an urgent need for change in management practices in the Public Service. The ministry needs the enhanced ability to manage change and improve officers’ professional skills. Improving their ethics and value stan- 7.1 Implementation by the Ministries dards would lead to higher levels of problem-solving, the efficient use of public resources (no corruption), and The drive forward to execute and achieve #PlanBelize, first and foremost, each ministry: improved performance in terms of quality services to Belizeans. ƒ Must exercise top leadership and management skills to implement the programs and projects under Each ministry should conduct a SWOT analysis (strengths, weaknesses, opportunities, and threats) to determine its belt and to participate as requested in the programs of other ministries. Top leadership requires the need for capacity building for the staff at all levels. The analysis will strengthen their demand-driven compe- some elements of risk-taking, making changes, innovating to solve operational problems, and working tencies and skills for managing, implementing, and evaluating their strategic programs and projects. In addition, with the available capacities. 66 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 67 ministry departments can use this analysis to identify the needs of individual officers’ and performance appraisals 7.4 Monitoring, Evaluation and Learning can help develop training plans in collaboration with the MPSCPRRA. As an integral organization of GOB, every ministry must account for its activities and expenditures, accept responsibility for its successes and failures, and be ready to disclose all its resources, operations, and results to The MPSCPRRA is implementing several programs to modernize the Service and to strengthen GOB’s com- all stakeholders. Accountability is an obligation in good governance. mitment to good governance and anti-corruption, including the UNCAC. The MOF and MED will also support capacity strengthening in internal financial audits, public procurement, project cycle management, and M&E meth- To promote the accountability and participation necessary for the successful implementation and monitoring, ods and good practices. evaluation, and learning of the MTDS, six Core Technical Working Groups (CTWG) will be established to focus on achieving their respective strategic objectives. The CWTG will be coordinated and guided by the MTDS Ministry departments may also provide general training across the Public Service in other areas such as time Secretariat, which will be a part of each group to ensure the MTDS and its strategic objectives are advancing management, emotional intelligence, results-based management, and supervisory management. productively and collectively. Ministry departments may also provide general training across the Public Service in other areas such as time The process begins with each ministry conducting a strategic review and planning session as part of its moni- management, emotional intelligence, results-based management, and supervisory management. toring, evaluation, and learning systems. They will prepare their objectives for the next budget cycle under the MTDS work plan in these sessions. Following this, the MTDS Secretariat will prepare quarterly reports, which Matching the capacity-building needs of each ministry with the ample supply of opportunities is an activity that will inform the final annual progress report that will effectively measure the progress of each strategic objective. the government must delegate as a high priority to ensure that trainees apply their learning in the workplace In addition, ministries must allocate adequate human and other resources to support this MEL function. to improve their programs. This work will be a function of the respective ministries in collaboration with the MPSCPRRA. Annual Strategic Review and Planning Session: In September every year, ministries will conduct a strategic review and planning session before their budget 7.3 Partnerships with Key Stakeholders preparation exercises begin. They will review the progress of activities undertaken within the first six months of The strategic objective of #planBelize helps organize the ministries’ programs and projects to highlight that no the year and include new programmes and plans for the upcoming budget. The Core Technical Working Groups, ministry alone can achieve the objectives. All ministries must collaborate to reduce poverty, boost the economy, assisted by the MTDS Secretariat, will develop an action plan relevant to each strategic objective.This review and and protect the environment. Furthermore, achieving each goal requires the active participation of important planning process should incorporate the progress of the MTDS action plan and identify resources required to stakeholders and actors accross all sectors of society. continue the work. Thus, for every strategic objective, there must be good coordination and collaboration across ministries, civil society stakeholders, and the bilateral and international partners providing financing and technical assistance. Quarterly Progress Report: Involving them in the entire program cycle, i.e., planning, implementation, evaluation, and credit sharing, is neces- Each quarter, the six Core Technical Working Groups (CTWG), made up of relevant ministries, will meet to sary to build ownership, commitment, and goodwill. Although the government identifies civil society entities as discuss their progress, identify challenges and limitations, and capitalize on collaborative opportunities concern- implementing partners for some programs (e.g., the private sector, academia, NGOs, and other local and inter- ing their respective strategic objective. The product of this meeting will be a quarterly report developed by the national organizations), they must attract more stakeholders and actors to implement the programs successfully. MTDS Secretariat representative assigned to the CTWG. In addition, ministries and departments will pursue partnerships with relevant non-governmental entities to execute activities identified in the strategic programmes. Finally, existing committees will further collaborate with work related to the respective strategic objectives or new committees where none of the core implementing Annual Progress Report: agencies exists (as detailed in Sec. 7.6, Institutional Arrangements for Implementation). This report will serve as the culmination of the CTWG’s quarterly reports prepared by the MTDS Secretariat. This report will not only be informed by the quarterly reports but will also benefit from the ministry’s annual At the local government level, the Constituency Development Fund ($6.0 m to begin) enacted in October 2021 technical report submitted by the end of March of the following year. The technical report of each ministry is will provide every constituency with funds ($10,000 monthly) to support the development of their projects. a powerful instrument for presenting the empirical evidence that the ministry is delivering and is accountable The local communities, led by the honorable representatives, will identify, prioritize, and develop projects to and transparent with the people of Belize and it will function as a fundamental reference point for the progress address their socio-economic needs and take advantage of opportunities. The Fund is an excellent opportunity report of the MTDS. for the ministries to engage with beneficiary communities, identify similar projects across the country that would enhance their objectives, and agree on win-win partnerships with those communities. Bilateral, regional, and multilateral cooperation and partnerships are also important. For example, the recent CARICOM and SICA (March 2022) meetings in Belize recognized and confirmed the value of cooperation and collaboration as “a positive accelerator on issues of mutual interest such as climate change, COVID-19 pandemic response and recovery, development financing, health, natural disasters, disaster prevention and comprehen- sive risk management, sustainable development, migration, regional security, poverty eradication and food and nutrition security, among others.” Belize has maintained enduring and beneficial partnerships with bilateral and multilateral entities they will continue leveraging for executing this Strategy. The Development Partners’ Forum held in May 2022 provided an opportunity for reaffirming these partnerships and identifying areas for further collaboration in support of Belize’s development objectives. 68 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 69 7.5 Institutional Arrangements for Implementation make recommendations for changes in structural and functional roles.The changes will help strengthen capacities and the allocation of time and institutionalize the proposed mechanisms that, now and in the future, will enable MED is responsible for coordination, planning, monitoring, and evaluation at the national level, linking the long- the government to implement the MTDS in a timely, efficient, and effective manner. term vision with the MTDS, the national budget, and the public sector investment program.To do this, MED must conduct research, data collection, and empirical analysis for priority setting, policy, and program assessments. To The SDU leads the tracking and reporting on matters related to SDG data collection and coordinates the social- strengthen its capacities in these areas, MED will work with the Ministry of Sustainable Development, Climate ization and public awareness on implementing the SDGs of Agenda 2030. Working closely alongside the Ministry Change, and Disaster Risk Management to lead the implementation of the MTDS while building upon the coop- of Economic Development, the SDU will monitor the progress of the SDG implementation through the PBMTDS eration from relevant ministries, academia, development partners, and non-governmental stakeholders. implementation and monitoring and allow for the creation of a comprehensive progress report that will feed into the Voluntary National Report. The role of the SDU is to: Table 3. #planbelize MTDS Institutional Framework ƒ Lead the development, along with SIB, of the results-based frameworks or log-frames with clear, prac- tical indicators to measure progress in the MTDS INSTITUTIONAL FRAMEWORK ƒ Support MED and SIB in establishing a practical management information system, i.e., an organized repository of data and reports accessible to all ministries, stakeholders, and interested professionals. DECISION MAKING AND APPROVAL OF REPORT CABINET ƒ Coordinate the dissemination of findings/lessons learned/best practices internally and externally MTDS Secretariat through seminars, international conferences, and other relevant interactions. Provide guidance and REVIEW AND VALIDATE OVERALL QUARTERLY REPORT, PROVIDE CEO CAUCUS PPU CFU support to RECOMMENDATION ON IMPLEMENTATION BZE/EU RECEIVES REPORTS FROM CTWG MTDS COORDINATING CEOs SDU ƒ Gather the relevant data on the set indicators and the required systematic methods and tools. AND SUBMIT TO THE CEO CAUCUS Develop and implement a communication strategy for sensitization and awareness of Agenda 2030 and CORE TECHNICAL WORKING GROUP Economic Protection of COMPRISED OF RELEVANT MINISTRIES Poverty Reduction Transformation Trade Deficit Citizen Security the Environment Good Governance ƒ Monitor the completion of the PBMTDS The Statistical Institute of Belize (SIB), as the lead of the M&E committee, will work with the relevant units and organizations to assist in the implementation of these programs by fine-tuning its work, targets, and indicators. In addition, they will work to establish a practical MEL management information system, i.e., an organized repository of data and reports accessible to all ministries, stakeholders, and interested professionals. The goal is to develop The MED will mobilize its units, Policy and Planning Unit (PPU), Climate Finance Unit (CFU), and Belize/EU results-based frameworks or log-frames with clear, practical indicators to measure progress in the MTDS. Cooperation Office, to serve as the MTDS Secretariat and the SDU. MED will support the Secretariat through their work including, but not limited to: The government foresees that institutionalizing and formalizing such arrangements will entail a combination of management changes, e.g.: ƒ facilitating process mining to discover what ministries learn about the implementation,monitoring and learning processes for sharing across ministries, partners, and stakeholders. ƒ Assigning new formal roles and responsibilities to existing departments, units, and officers. ƒ contributing to project development and negotiations, including submission of quality MEL inputs ƒ Creating professional posts in key ministries with specific roles and responsibilities required to ensure successful proposals. ƒ Developing a work program and allocating resources so those institutional arrangements and mecha- ƒ monitoring projects and programmes through the Public Sector Investment Programme (PSIP) pro- nisms can deliver on their payments. cess to ensure the ministry’s alignment with MTDS progress. ƒ Enhancing the oversight role of MED and the MEL team for the MTDS as a recognized formal GOB ƒ mainstreaming MTDS policies and objectives in donor coordination activities. program. MED will oversee the monitoring, detailed and consistent progress review, and assessment of interventions It is essential that the modifications of the MTDS are institutionalized and formalized to attribute importance to and activities. In addition, they will work closely with and support the MEL team to identify areas to provide the investments and contributions ensuring the plan’s success. technical support on knowledge generation and management, capacity building, and best practices building on evidence-based approaches and enhanced quality assurance and control procedures. They will also advise on the program/project’s overall direction and support the design, planning, implementation, and reporting of various programs/projects while supporting the development of strategic partnerships and collaborative relationships. In sum, MED will strengthen its capacity to plan, monitor, and learn to evaluate the progress of the MTDS and to support the successful execution of the strategy in partner ministries. The MED will work closely with the Sustainable Development Unit (SDU) from the Ministry of Sustainable Development, Climate Change, and Risk Disaster Management for necessary inter-institutional arrangements and 70 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 71 In the interim, the government proposes the following implementation arrangements: These groups will function as convening bodies providing space for discussion and coordination of activities, identifying areas for support, addressing bottlenecks, or agreeing to elevate issues to the MTDS Coordinating Chairs or CEO Caucus. With the help of the MTDS Secretariat, the personnel will compile quarterly reports to MTDS Secretariat the Coordinating Chairs, who will bring them to the CEO Caucus. They will also use the templates prepared for A Secretariat dedicated to the oversight of the implementation of the Strategy will be established within the these groups, the previous reports, and forms for elevating issues to the Coordinating Chairs for adjudication. MED with direct support from the Sustainable Development Unit. If the need arises, the Secretariat can com- prise of empowered and pertinent representatives outside of MED and SDU who will perform Secretariat roles as necessary. Complete Terms of Reference will be prepared for the Secretariat with functions including but not MTDS Coordinating Chairs – CEO MED, CEO MSDCCDRM restricted to: The Secretariat will present the reports and progress of the Core Technical Working Groups to the Coordinat- ing Chairs, CEOs of MED, and MSDCCDRM for the strategy development and approval by the CEO Caucus/for ƒ Back-office support – coordinating meetings, preparing minutes, providing support with technical subsequent submission to the Cabinet. ƒ presentations, and maintaining a repository of technical reports and other documents. The Coordinating Chairs will receive CTWG reports, review and approve same, or return them to the Secre- tariat for additional information, clarification, or further elaboration.The Coordinating Chairs will also adjudicate ƒ Follow-up on information as required issues submitted by the CTWG and recommend a way forward. In addition, the Coordinating Chairs may seek guidance from the broader Caucus or Cabinet in deciding on the matter. ƒ Review ministry reports and support the Committee in preparing a comprehensive progress report for submission to MTDS Coordinating Chairs. Once the CTWG reports are individually accepted, the Coordinating Chairs will authorize the Secretariat to compile the comprehensive annual progress report for submission to the general caucus. In addition, the team ƒ Compile CTWG’s reports into comprehensive progress reports once individual parts are accepted; will incorporate any caucus feedback and submit the report to the Minister of Finance for tabling at Cabinet. submit to MTDS Coordinating Chairs. ƒ Prepare Cabinet Paper presenting compiled report and Caucus recommendations for submission to The CEO Caucus Cabinet. The CEO Caucus will be responsible for reviewing and validating the overall report. The caucus will also discuss and identify ways of addressing bottlenecks and recommend implementation to the MTDS Coordinating Chairs ƒ Prepare releases and visibility/media events on progress as may be required. and Cabinet. ƒ Ensure personnel captures data in the MTDS reporting (MEL) system (Tracking outputs as implemen- tation progresses). The Cabinet The Cabinet will receive the overall annual MTDS Report and review, along with the recommendations from the ƒ Identify human and other resources for the Secretariat and terms of engagement with the SDU and CEO Caucus. In addition, the Cabinet will issue further directives concerning further action, resource allocation, MED clearly articulated. and change of course to the Caucus and the Secretariat. Furthermore, Cabinet will endorse and authorize the document’s release, including its directives, or subject to the need to integrate proposed changes. Ministries, Departments, and Agencies The MTDS reports will serve as inputs into the periodic SDG reports, which the Sustainable Development Ministries, Departments, and Agencies are responsible for implementing the actions and activities identified and Unit will prepare in the MSDCCDRM. Once available to the public, the MTDS team will provide forums where prioritised following the respective mandates. These entities will undertake the specified actions, collaborating non-governmental stakeholders and other interested parties can make sound interventions, including recom- with other governmental and non-governmental stakeholders where feasible to secure a broader development mendations, comments, and insight to improve practices and achieve development objectives. impact. With support as required, the MTDS Secretariat will provide templates for use by the entities to schedule, track, and report progress against the stated actions leading to the delivery of outputs.With the support of the SIB, the MTDS Secretariat will coordinate the development of an indicator framework that will facilitate the tracking of progress against the anticipated outcomes at the national level. Ministries, Departments, and Agencies will like- wise support the development of ministry/sector-level indicator frameworks. Six Core Technical Working Groups (by Strategic Objective) The MTDS will establish working groups focused on achieving the respective strategic objectives to promote collaboration in the plan’s implementation, monitoring, and reporting. The six Core Technical Working Groups (CTWG) will monitor progress and submit progress reports quarterly to communicate the achievements of the strategic objectives of the MTDS. These groups include directors selected by the CEO of the relevant ministries of that group’s strategic intent. The groups will choose the chair best fit to serve in that capacity. 72 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 73 Ministries 2021-22 Budget 2022-2023 Staffing Ch 8 | Budget Allocations, Investment and Expenditure Revenue Recur- Cap II Cap III Total rent Resource Mobilization Foreign Affairs, Foreign Trade & Immigra- 27.5 17.1 28.5 3.8 3.6 35.9 454 tion The government will achieve the objectives of #planBelize only if the required allocation of resources backs up the priorities defined by the ministries to achieve their plans and commitments. In this respect, the distribution Public Service, Constitutional & Political 15.3 0 17.7 3.0 0 20.7 172 of human, financial, and logistic resources is paramount across ministries to ensure that they address the most Reforms & Religious Affairs critical priorities of #planBelize in order of importance. If there are other decision criteria involved in determin- Judiciary 7.8 2.4 8.0 0.4 0 8.4 162 ing the budget allocations, the whole justification of and effort invested in the MTDS becomes a futile exercise. Attorney General 6.1 0 7.1 1.5 0 8.6 84 The 2021-2022 and 2022-2023 budgets, approved by the Legislature, are presented in Table 4 for comparative Office of the Governor General 0.4 0 0.5 0 0 0.5 19 purposes as 2021-2022 was not a typical year due to the COVID-19 pandemic. For revenues, the taxes collected Legislature 2.3 0 3.0 0.1 0 3.1 60 in 2021 amounted to $1,048.6 million, of which taxes on goods, transactions, and services accounted for $611.2 M, on income and profits for $254.6 M, on international trade and transactions for $174.3 M on rents and roy- Office of the Auditor General 2.0 0 2.3 0 0 2.3 57 alties for $23 M, on licenses for $14 M, and on property for $8.4 M. Other revenues generated by the ministries Director of Public Prosecution 1.9 0 2.2 0 0 2.2 47 amounted to $32 M, with the Ministry of Immigration responsible for 53% of this sum.   Sub-total 586.2 25.0 606.0 39.0 9.1 654.1 6,101 Last year’s total expenditures amounted to $1,214.7M, of which the recurrent expenses accounted for $974.7M. SOCIAL MINISTRIES In the recurrent spending, there are some oversized cost items: $415.1 m for salaries, $144.1 m for grants, $87.8 m for public debt servicing, $69.2 M for pensions, $55.5 M for materials and supplies, and $39.1 M for public util- Education, Culture, Science & Technol- 228.7 0.6 241.7 3.4 13.6 258.7 4,845 ities. In addition, there are some 15,555 public officers and teachers. For education, GOB, with this budget, funds ogy 181 government schools and 381 grant-aided schools, assists with direct scholarship funding for some 4,000 Health & Wellness 161.7 3.4 123.5 10.6 3.4 137.5 2,085 students at the tertiary level, and funds the national education system from kinder to UB for 102,679 students. GOB maintains some 527 miles of paved roads, 2,294 gravel surface roads, and 300 bridges and funds the new Human Development, Families & Indig- 18.9 0 15.2 8.4 0.8 24.4 259 infrastructure projects for infrastructure development.   enous People’s Affairs Rural Transformation, Community 10.1 0 11.1 3.9 0.1 15.1 135 Development, Labor & Local Gov- 8.1 The 2022-2023 Budget ernment To implement all the programs and projects under the #planBelize, GOB has presented and justified a total budget of $1,358.7 M for the 2022-2023 fiscal year. The budget is an increase of 12% over last year’s, and 25% Sub-total 419.4 4.0 391.5 26.3 17.9 435.7 7,324 of the new budget is capital investment, either derived from GOB’s resources (Cap II - $155.8 M) or external ECONOMIC MINISTRIES donors (Cap III - $115 M) (see Table 2). In presenting the budget, ministries are placed into three groups: enabling and administrative, social, and economical. In each group, one can observe each ministry’s total allocations in Infrastructure Development & Housing 111.1 0 22.5 59.0 68.1 149.6 406 descending order. Noteworthy is that the enabling and administrative ministries manage 48% of the total budget, Natural Resources, Petroleum & Mining 37.3 0.6 8.9 18.4 0.1 27.4 261 the social sector ministries 32 %, and the ministries in the economic sectors manage the remaining 20%. Four ministries (MF, MECST, MIDH, MHW, and MHANGI) manage $1,034.2, or 76% of the total budget. Economic Development and Investment 9.2 0.4 3.9 5.6 13.5 23.0 83 Sustainable Development, Climate 16.8 0.3 18.4 2.1 1.3 21.8 437 The significant investments of the Government (Cap II) in this budget are infrastructure development ($59.0 Change & Disaster Risk Manage- M), health ($10.6 M), finance ($12.9 M), and human development ($84. M). For the external partners (Cap III), ment the significant investments correspond to infrastructure development ($68.1 M), education ($13.6M). economic Youth, Sports & Transport 11.2 0 13.0 1.2 0 14.2 176 development ($13.5 M), finance ($5.5 M), foreign affairs ($3.6 M), agriculture ($2.7 M), and tourism ($1.5 M). Agriculture, Food Security, & Enterprise 10.2 0 9.6 0.9 2.7 13.2 253 Table 4. Distribution of recurrent and capital budgets for the 2022-2023 financial year: B$ millions Public Utilities, Logistics & E-Gover- 5.5 1.6 6.7 1.8 1.0 9.5 305 nance Ministries 2021-22 Budget 2022-2023 Staffing Blue Economy & Civil Aviation 5.5 0.1 5.8 0.9 0 6.7 138 Expenditure Revenue Recur- Cap II Cap III Total rent Tourism & Diaspora Relations 2.4 0 1.7 0.5 1.5 3.7 71 ENABLING & ADMINISTRATIVE MINISTRIES Sub-total 209.2 3.0 90.5 90.4 88.2 269.1 2,130 Office of the Prime Minister 13.2 0 14.1 6.4 0 20.5 52 Grand Total 1,214.7 32.0 1,087.9 155.8 115.0 1,358.7 15,555 Finance 350.8 5.5 373.1 17.9 5.5 396.5 740 Home Affairs & New Growth Industries 92.0 0 89.0 4.5 0 93.5 2,416 In terms of the allocations of the recurrent and investment budgets by sectors and ministries within each sector, one can National Defense & Border Security 66.9 0 60.5 1.4 0 61.9 1,838 quickly appreciate and understand where GOB’s priorities lie. As the first act of stewardship, the budget enables or stymies organizations in achieving objectives. Secondly, suppose one must cut costs or increase expenditure for whatever reason. 74 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 75 In that case, this table helps decide how to shift resources to programs that can do the most to advance the mission and the debt/GDP ratio is far from the 60% benchmark for sustainable financial management. objectives of the strategic plan. Thirdly, budgeting by tradition, inertia, personal agenda, or political influence has been a common practice. There is now a better practice - to budget by objective, opportunity cost, and best returns to the next The Ministry of Finance is already working on the Public Finance Management (PFM) Reform Action Plan with tranche to be invested. clear objectives for improving the PFM legal framework. Specifically, this plan will focus on strengthening the internal and external audit systems, the Office of the Contractor General, and enhancing PFM oversight and con- In the next three years leading to 2025, the present distribution of the current budget in this table, compared trol functions. In addition, the ministry will provide capacity building to public officers in areas such as auditing, to the achievements from the execution of programs in 2022-2023, should both guide the preparation of future financial procedures, and training techniques. They also supply computer equipment to the relevant departments annual budgets. It will become clear how to identify which ministries should have more resources and invest- to carry out their mandates effectively. In addition, the EU under the 11th EDF will provide long-term technical ment relative to other ministries, optimizing the fundamental, tangible contributions to #planBelize. Accordingly, assistance to this process. if GOB attributes a high priority to transforming the economy to create fiscal space for investments across all objectives, it is imperative to give special attention to investing more and mobilizing more resources, particularly for the ministries in the economic sector. 8.3 Projected Cost of MTDS 2021–2025 For five financial years, from April 2021 to March 2026, the total cost of #planBelize is projected at B$7,219.8 M, of which $5,555.7M would be for recurrent expenditure, $960.6 M for Cap II (See Table 5), $703.2M for Cap 8.2 Challenging Financial Management Issues III, with a slight increase of 100 staff in the last two years. These projections are based on the 2021-22 expected There are four challenging issues the Ministry of Finance is to tackle this year (see IMF Report 2022). The first is out-turn, the current budget enacted by the House of Representatives in March 2022, and the forecasts for the to rationalize and cut costs of operation. next two financial years. Increases for Cap II and Cap III for 2024 to 2026 are based on the ongoing planning activities with a few major, supportive donors (e.g., the EU, MCC,TNC/Blue Bond, GCF, ROC, and others) mainly The salaries, reduced by 10% in 2021, will be restored in July 2022, which means an additional cost of $23M for targeting grant funding. the remaining six months of this financial year. So, GOB will seek savings elsewhere. A draft centralized public Table 5. Annual projected expenditures of GOB for #planBelize for the financial period: 2021-2026. procurement bill, and an Internal Audit Bill is in their final stages of approval.The former Bill will make provisions for public procurement and the retention and disposal of public property following good governance, account- ability, transparency, integrity, fair competition, and value for money. It will largely align with the CARICOM Criteria 2021-22 2022-23 2023-24 2024-25 2025-26 Total model procurement law but go further. It will establish a Central Procurement Unit, a Procurement Board, and Recurrent Expenditure, $m 974.7 1,087.9 1,143.1 1,150.0 1,200.0 5,555.7 a Procurement Review Commission. The Central Procurement Unit is already operating within the Ministry of Finance. Capital II Expenditure, $m 140.0 155.8 166.5 248.3 250.0 960.6 The second issue is tax collection. GOB reports that after reviewing 18,830 accounts, the nominal tax arrears Capital III Expenditure, $m 100.0 115.0 138.3 175.2 175.0 703.5 amounted to $645 M, of which only 6 % or $38 M are less than two years in arrears. Furthermore, 20 % or Total Expenditure, $m $111 M are less than five years in arrears, and 67% or $419 M are non-collectible by law due to the statute of 1,214.7 1,358.7 1,447.9 1,573.5 1,625.0 7,219.8 limitations. In addition, GOB estimates that some $334 million relating to 328,721 land accounts are outstanding. Staffing, number 14,910 15,555 15,596 15,695 15, 795 -- Hence the Tax Recovery Unit has been charged to rectify this arrears problem, applying persuasive legal options available under the Tax Administration and Procedure Act. To be more efficient in the future, Cabinet approved Source: Budget speech2022-2023; figures are rounded to the nearest million. the completion of the unification of tax administration in a phased approach, under one revenue department or authority. Some ministries with low recurrent and capital budgets, but with programs that are highly relevant for #planBelize, need to improve their efforts to mobilize external resources, especially grants, to implement their new projects.The ministries with The third issue is pensions for public officers. The non-contributory pension bill amounts to some $70M and is very high potential success include, mainly: MFASE, MRTCDLLG, MHDFIPA, MBECA, MTDR, and MPULEG. Other ministries rising rapidly, as public officers can retire at 55 years of age after working 20/25 years with the government. By with some potential because of the enabling environment priority should be the MPSCPRRA, AGM, and MHANGI. These 2025, the annual pension bill should be approaching $100 M, which is unsustainable. Pension reform is necessary, ministries would need to work together to coordinate their programs to access resources from international priority ini- exploring what options are possible, all within the scope of maintaining fiscal prudence, options in which the tiatives related to the UN SDGs, climate change, social inclusion/gender integration, the indigenous peoples, and the good officers themselves can contribute and invest in their future. Successive governments have ventilated the problem governance agenda. on the fringes, but never seriously tried to fix the problem. The fourth issue is the external debt servicing which cost Belize $87.8 M in the 2021-22 financial year.The trail- 8.4 Resource Mobilization blazing success of GOB/TNC/Credit Suisse Bank’s partnership with the Blue Bond for Conservation initiative The Belize Investment Summit: The first ever for Belize, the Summit under the theme “Belize is Open has been praised for its innovativeness and boldness by the sustainable finance universe. Here, GOB completed a for Business” was held on November 10-11, 2021 to attract investment for economic development in Belize. debt-for-marine-protection swap, under which a subsidiary of the TNC lent funds to Belize to buy back the super This high-profile event, led by PM Briceno and addressed by outstanding investment leaders (e.g., a former PM bond (totaling US$553 million or 30 percent of GDP) at a discounted price of 55 cents per dollar. In exchange, of Canada and President of IDB), identified a wealth of opportunities and untapped potentials in the areas of Belize committed to increase expenditure on marine conservation until 2041 and expand its Biodiversity Pro- agriculture, tourism, blue economy, business process outsourcing, airlines, industry and manufacturing, renewable tection Zones (i.e., coral reefs, mangroves, and fish spawning sites) from 16% to 30% of the ocean area by 2026. energy, indigenous and women-driven enterprises. The Summit included industry-specific presentations, inves- tor match-making sessions, networking events, and start-up business ventures. In addition, the doors have been As a result, other governments have started negotiating similar models with their IFI creditors. For example, the opened for foreign and local investors to establish strategic partnerships for investment and development in Blue Bond has reduced its public indebtedness by over half a billion dollars or 12% of GDP. In addition, it has Belize. As a follow-on, hundreds of millions of dollars have started to flow in and processed for business invest- renewed public commitment to marine conservation, protecting 30% of our ocean space. It has also established ment. a reliable, multi-generational marine conservation funding mechanism valued in Belize’s hundreds of millions of dollars. Nevertheless, the government must continue its debt reduction, debt relief, and debt re-negotiation since 76 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 77 Furthermore, the Office of the Prime Minister has also activated a special desk to coordinate our commitments Central American Bank for Economic Integration (CABEI): For 2022, CABEI will continue investing and capitalize on opportunities related to the Financing for Marine Conservation Program, the Blue Bonds. $168 US$30M for citizen security, US$ 0.62M for the Bicentennial Scholarship Program, US$0.97 M for the rehabil- million over 20 years will flow to the Conservation Trust under this agreement, at least 40% of which will be itation of the Corozal Free Zone Access Road, US$1M for modernizing five hospitals and healthcare services. directed to financing public sector marine conservation.This special desk will also serve as the focal point for the Discussions are also underway for retrofitting and rehabilitating the Philip Goldson Highway, Belize City Swing exciting, high-potential new collaboration with the World Wildlife Fund, the Project Finance Permanence. Bridge, and refocusing the sustainable tourism path for Belize. GOB has an ambitious climate change mitigation and adaptation agenda, but financing remains elusive so far. International Fund for Agriculture Development (IFAD): MEDI is fast-tracking the implementation of a US$ 20M Belize’s updated Nationally Determined Contribution (NDC) presents the country’s ambitious plans for mitiga- six-year project to mitigate the effects of climate change on small, rural farmers (incl. women and youth) and attain sustain- tion and adaptation for 2021-30, including protecting and restoring natural habitats, expanding renewable energy, able market access for their produce. using drought-tolerant crops and climate-smart agriculture alternatives, and enhancing the infrastructure. The updated NDC also presents the estimated costs and financing gaps, which are significant, especially for mitigation. Blue Bond and Debt Restructuring: In 2021, in partnership with TNC, GOB negotiated the largest Blue Bond globally by restructuring the country’s debt of US$ 553 M, while generating approximately US$4 M per year for marine protection. Bilateral, regional, and international financial and technical cooperation donors have responded very well to the In addition, the GOB has tripled the cash flow for national marine conservation programs over the next 20 years. Addi- priorities and opportunities created with #planBelize. GOB has communicated its commitment to improve the tionally, the Bond will enable an endowment for future conservation, the development of a tested model for future private approach to donors, the implementation and disbursement, and the delivery of all externally funded projects in sector investment, and a mechanism for new initiatives for finance permanence. The Blue Bond loan agreement and the a timely and coordinated manner, and to follow the highest standards of management, accountability, and trans- conservation fund agreement are contingent on eight primary conservation commitments and an agreed payment schedule parency with GOB’s donor-funded projects. that GOB realizes by the 8th anniversary of these agreements. Here is a synopsis of the primary resource mobilizing initiatives of GOB with some important partners. The Green Climate Fund (GCF): GCF is the world’s largest climate fund established to assist developing countries such response to GOB has been very positive, considering the new programs the governments of Mexico, the United as Belize to enhance their abilities to adapt to climate change and reduce their GHG emissions. As National Designated Kingdom, India, and Canada are developing. Also positive are the new collaborative programs planned with IICA, Authority (NDA), MED seeks accreditation for DFC, SIF, and MED to build their capacity to access climate finance from FAO, the IMF (allocations under the Special Drawing Rights), and other multilateral organizations. the GCF and other IFIs. To date, NDA has managed to access US$ 16 M from the WB/GCF for the Rural Resilient Belize project. Belize can also access funding from a US$ 500M Coral Fund, which Belize identifies as a beneficiary. The European Union: the EU is investing a grant sum of EUR 31.7 ($70 M) in the energy sector for remote rural communities, health infrastructure and healthcare, Roaring Creek bridge, public finance management, and CARICOM Development Fund (CDF): The CDF assistance consists of nine projects (eight grants for US$ 4.8 M and containment of the COVID-19 pandemic, SPOTLIGHT initiative with the UN system, and a loan to DFC for one loan for US$ 3 M for public sector financing. The grants include small projects for agriculture, BELTRAIDE, and SIF for MSME financing. Under the Multiannual Investment Plan (2022-2028), the EU will grant EUR 30 ($66.3) M in the rural water systems.   southern region on green growth and sustainable socio-economic development, regional integration and border management, and support for civil society and GOB. In addition, there is an option of additional concessionary The United Nations (UN): Belize and the UN are currently signed onto the UN-Belize Country Implemen- funding for infrastructure. GOB signed a financing agreement in Feb 2022 for the first four years of the MIP tation Plan for 2022-2023, amounting to US$51 million, with 14 UN agencies participating under the MSDCF program. 2022-2026, which includes Belize and totals US$150 million.The SDG Fund Joint Programme of the UN supports Belize in strengthening the foundations for an integrated social protection system to target economic growth Millennium Challenge Corporation (MCC) of the USA: The MCC, a US Government-funded agency, and poverty and to strengthen human rights mechanisms in Belize. MHDFIPA, with support from MED and OPM, has selected Belize as one of only two countries worldwide for a five-year grant to fund a compact program to leads the implementation of the joint program, valued at US$990,400. stimulate economic growth and reduce poverty. The MCC chose Belize because it offers them the opportunity to engage with a country committed to improving democracy, reducing the rising poverty rate, addressing the Caribbean Development Bank (CDB): Ongoing projects in the Bank’s portfolio with Belize value more than US$ 200 significant challenges to economic growth, & mitigating vulnerability to external shocks. In March 2022, GOB and M. These include resources secured through CDB’s arrangements with the UK Caribbean Infrastructure Partnership Fund the MCC signed an agreement to start planning the compact development program for investment by the MCC and the European Investment Bank for roads and bridges, water and sewerage expansion, electricity generation and distri- for a period of 5 years. bution, agriculture, education, health, and other community infrastructure with SIF and BNTF and lines of credit through DFC. CDB with the EU supports enhanced trade facilitation through recent grants to BAHA, Customs & Excise Depart- The Republic of China in Taiwan (ROC): has agreed that Belize can proceed to invest USD 48 m in the ment, Toledo Cacao Growers Association, and the BBS. For 2022-2025, GOB is discussing with CDB new projects, i.e., US focal areas for investing in education (expanding the Healthy Start Feeding Program and the Digital Devices $20.5 M for poverty reduction, US$ 20 M for a line of credit for DFC, US$ 22M for renewable energy systems, and US$ 78 Program), housing - expanding our current target for distributing quality, low-cost housing units countrywide; M for expanding the North Ambergris Caye Water and Wastewater Facilities. and in financing SME credit, low-interest loans in the agro-productive sector. The ROC provides $3.5 m for the Institutional Strengthening and Capacity Building in the MFAFTI. And a USD 16.8 M grant will go to the hospital World Bank (WB): the WB Country Partnership Framework for Belize aligns with the government’s long-term develop- for Ambergris Caye. ment vision, Horizon 2030. It supports Belize in strengthening its economic and climate resilience. Ongoing projects include grants of US$8 M on Energy Resilience for Climate Adaptation and US$ 7.6 M on Reducing Emissions from Deforestation Korean International Cooperation Agency (KOICA): KOICA has a longstanding bilateral relationship and Forest Degradation (REDD+) (grant of US$ 7.60 M). New projects include the Climate Resilient and Sustainable Agri- with GOB and, most recently, is considering financing a project proposal of US$2.136 million that would expand culture Project, a US $25 M loan in March 2022, and another US$ 6.2M for the COVID-19 Response Project. and develop Belize’s national data system in support of evidence-based planning and the effective monitoring of national programmes and development indicators. In conclusion, the government’s astute and pre-designed #planBelize has clear national policy directions which has contributed significantly to a relevant and attractive development agenda. This has offered a menu of options Inter-American Development Bank (IDB): IDB will continue to assist GOB for the fiscal year 2022/23. for participation and investment to the private sector, development partners, IFIs, and the UN system. They have entrusted US$15M in credit for the productive sectors to create employment, US$4.3M for COVID- 19, US$ 25.3 M for digital Innovation, trade and investment facilitation, and the blue economy, and US$0.9M for integrated water resource management. 78 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 79 5. Prepare briefs on the above that would concretely demonstrate that the government is delivering on Ch 9 | Delivery, Accountability, and #planBelize. Transparency The OPM will be responsible for collating, analysing, and making recommendations regarding the overall delivery and accountability of the strategic commitments under #planBelize. Delivery is about how the government can run so that the taxpayers are pleased with the results and outcomes achieved, and happy with how they use their resources to do so (Barber, 2016). Accountability is about being held responsible and also being ready to accept responsibility and explain how the results and outcomes were obtained or not after implementing the programs. The OPM will collaborate with MED in the delivery and accountability of the MTDS, addressing five fundamental questions during the implementation of the strategy: References ƒ Are the expected results and outcomes being delivered to the beneficiaries? If not, why not? Anon, undated. Basic Principles of Monitoring and Evaluation, International Labour Organization, Geneva, 14 pages ƒ Are the programs and projects well managed and implemented, with capable managers and staffing? Barnett, C., A. Catzim-Sanchez and D. Humes, 2011. Belize Horizon 2030 Long Term Development Framework for Belize. Report presented to GOB. Belmopan. 133 pages ƒ Do the stakeholders and beneficiaries perceive the services and results of the programs as beneficial? Based on this, which are the best-performing programs?    Begley Bloom, 2022. The 22 Best Places to Travel Around the World In 2022: Where to Go Next. https://www.forbes. com/sites/laurabegleybloom/2022/03/31. ƒ Are the resources (people, funds, and vehicles) used efficiently and effectively to pursue authorized objectives and outcomes? Briceño, J. March 2022. Budget Speech. 2022-2023. Ministry of Finance, Government of Belize. Belmopan. 49 pages ƒ What else can your ministry and programs do to contribute more and better for #planBelize? Catzim-Sanchez, A., 2020. GSDS Gap Assessment Full Report. Ministry of Economic Development. Belmopan. 122 pages ƒ Estimating the relative value of each ministerial program and grading them comparatively would improve our strategy in terms of deciding on: Di Biase, D. and T. Ellis (Eds.), 2012. A Guide to Resource Mobilization. UN Food and Agriculture Organization, Rome, Italy. 58 p. ƒ Where to put the limited resources of government to get the best benefits?   Director General for International Cooperation and Development, 2020. Results-Oriented Monitoring Manual V. ƒ Which programs can be consolidated or merged with others for better results?   6.2. European Commission, Brussels. 127 pages. ƒ Which programs are not performing or not making a real difference or impact on #planBelize? GOB, 2020a. #planBelize. Campaign manifesto of the Peoples’ United Party. Belize City. 18 pages Given the above considerations, the excellent delivery practice requires that the delivery agenda be connected IMF, 2022. Belize: Staff Concluding Statement of the 2022 Article IV Mission. Released Feb 24, 2022. 7 pages. to the fiscal plan to optimize public service productivity. This connection is vital in the government business because taxes cannot increase. Yet, there is a constantly growing demand for more and better services by the MED, 2016. Growth and Sustainable Development Strategy 2016-2019. Government of Belize, Belmopan. 120 pages. citizenry, and government cannot/should not borrow more to meet the increasing demand. United Nations, 2015. Transforming our world: the 2030 Agenda for Sustainable Development. New York. 34 pages. As part of the delivery agenda, the OPM will do the following: THE 17 GOALS | Sustainable Development (un.org) 1. Plan Mid-year meetings with the PM and his team along with each Minister and their CEO to review United Nations, 2022. The Human Development Index by Country 2022. New York. Human Development Index their programs’ progress, and discuss the fundamental questions listed above. The PM and his team (HDI) by Country 2022 (worldpopulationreview.com) started meetings in 2021 with ministries to discuss their role in #planBelize and to develop their stra- tegic programs to deliver on the government’s priority commitments. Yamron, D., 2020. Practical Guidelines for Financial Sustainability. CDA, Peace Direct and Search for Common Ground, UAAID, Washington DC. 7 p. 2. Review all annual technical reports of the Ministries to offer constructive feedback on their main achievements, lessons learned, and plans for next year. 3. Identify outstanding achievements across ministries highlighting the quality of leadership, organization, implementation, and outcomes that can serve as exemplary models of government work.    4. Visit selected program field sites unannounced since everything is meticulously planned and staged for planned visits. 80 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 81 Annexes Annex 2. National development annual indicators during last 10 years compared to 2025 targets

Annex 1. Timeline of main activities for preparing the #planBelize MTDS from July – Dec. 2021. Criteria 2010 2019 2025 Targets Date Activity Responsible Participants National economic indicators Month 1 - July 2021 GDP, $ m. current prices 2,822 3,755 Week 1 Discussion of approach with CEOs, Cabinet, and MTDS CEO Caucus, Cabinet Per capita income, $ at current prices 8,650 9,205 other major stakeholders. Academia, Civil Society/NGOs, IFIs Real growth rate % 2.4 0.3 >7.5 Weeks2 & 3 Document review, preparation of Inception Re- MTDS Team New jobs created 50,000 port, Horizon 2030, GSDS, Gap Assessment etc. Public Financial management, B$ m. Week 4 Strategy formulation – consultation sessions MTDS Team Line Ministries (PPUs), NGOs Government revenue + grants 778 1,218 (state and non-state actors) Civil Society, BCCI, NTUCB, Academia Government recurrent expenditure 825 1,074 Month 2 – August 2021 Government capital investment 143 217 Weeks 1 to 4 Strategy formulation – consultation sessions MTDS Team Line Ministries (PPUs), NGOs, (state and non-state actors) Civil Society, BCCI, NTUCB, Academia Annual deficit, % 1.7 1.96 0.0 Public debt, % (% domestic of total) 77 (17) 95 (30) <80 (15) Month 3 – September 2021 Contribution of economic sectors, % Weeks 1& 2 Drafting of new Strategy – first round (identifica- MTDS Team MTDS Team Primary 13.9 9.2 15.0 tion of higher-level objectives) Secondary 17.2 13.5 25.0 Week 3 & 4 Validation exercise MTDS Team Line Ministries (PPUs), NGOs Tertiary 60.3 63.0 50.0 Civil Society, BCCI, NTUCB Tourism 912.9 1,500.6 2,000 Academia Stay-over arrivals, thousands 224.7 447.1 1,000.0 Month 4 – October 2021 Cruise ship passengers, thousands 688.2 1,053.5 2,000.0 Weeks 1& 2 Validation exercise continues MTDS Team MTDS Team International trade, US$ M current prices Week 3 & 4 Intensify drafting of Strategy (drilling down to MTDS Team Steering Committee Members lower-level objectives; implementation and Exports 475.7 462.2 600.0 M&E arrangements; meetings of secretariat and Imports 649.8 957.9 850.0 committee of chairs if similar approach is taken; Deficit 174.1 495.7 250.0 communication strategy) Social indicators Month 5 – November 2021 Poverty rate, % 41.3 52 <26.0 Week 1 Working on first draft of Strategy to the Steering MTDS Team MTDS Team Access to electricity, % 89.9 92.7 Committee New houses for poor families, no. 10,000 Weeks2 & 3 Planning preparation of national consultation MTDS Team MTDS Team Address feedback from the Steering Committee Crime rates Week 4 Submit Draft Strategy to Cabinet for informa- MTDS Team Cabinet Murder rate, No./100,000 40.0 33.7 <25.0 tion ahead of wider dissemination for national Robberies consultation. Corruption index High High Very low Month 6 – December 2021 Environment Week 1 Dissemination of Draft Final Strategy ahead of PPU/SDU Forest cover, % 61.0 56.0 >56.0 national consultation Tree planting, m. Week 2 Conduct a National Consultation MTDS Team Line Ministries (PPUs), NGOs GHG emissions per annum Civil Society, BCCI, NTUCB, Academia Municipalities with waste collection systems, % 0 50 Week 3 Adjustment based on feedback from the Nation- MTDS Team al Consultation Villages with WCS, % 0 ?? Week 4 Submission of Final Strategy MTDS Team Damage value from natural disasters, $ m 28.8 0 Clean highways Low Low High 82 | #planBelize Medium-Term Development Strategy 2022-2026 #planBelize Medium-Term Development Strategy 2022-2026 | 83 Governance indicators Constitutional reforms, no. 0 Women in positions of authority, % Digitalization of public services, % 0 Taxes collection, % Ministries audited, % Procurement inquiries, No. Source: Annual reports, Ministry of Finance;World Bank (https://data.worldbank.org/country/belize); NEMO, #planBelize targets Photos Courtesy of: GOB Press Office Ambergris Today Editing By: Reading Writes, Melissa Espat Internal Design and Layout: Graphic Ad Venture - eLise Arelie Craig Cover Design: Ministry of Economic Development 84 | #planBelize Medium-Term Development Strategy 2022-2026