2019-2022 Performance Management & Delivery Unit (PMDU) Report

Lonn Yorke

Key Result Area Manager - Infrastructure

Charlin Louisy Regis

Key Result Area Manager - Agriculture

Javan Lewis

Key Result Area Manager - Tourism

Nadatlie Bastien-Mathurin

Key Result Area Manager - Healthcare

Nalisa Marieatte

Key Result Area Manager - Education

Among the hallmarks of efficient implementation is establishing a system that clearly defines and communicates goals to stakeholders; systematically tracks progress that allows for problem-solving; and includes a formal review process that allows for course correction. In this regard, the Caribbean Development Bank (CDB) applauds the Government of Saint Lucia for taking bold steps to adopt these principles and establishing the Performance Management & Delivery Unit, which focused on delivering tangible results in the Government’s key results areas.

Cayll Raggie

Key Result Area Manager - Citizen Security

Ronald James Economist Economics Department Caribbean Development Bank

EXECUTIVE SUMMARY

Achieving sustainable and inclusive growth over four years from 2019 to 2022 was the true north outlined in Saint Lucia’s medium-term agenda. In 2018, through a strategic workshop and Cabinet retreat, six Key Result Areas (KRAs) were prioritised namely tourism, agriculture, infrastructure, health, education and citizen security. The targets and detailed implementation plans for these KRAs were developed at the social and economic labs held from October to December 2018. The labs were conducted over nine weeks, where key Ministries and stakeholders were engaged, with over 300 individuals and 144 organisations participating. The outputs from these labs were key inputs for the development of Saint Lucia’s MediumTerm Development Strategy (MTDS) 2020-2023. The MTDS outlined the roadmap and overarching policies, programmes and projects to be pursued over the medium term as part of Saint Lucia’s social and economic development agenda.

To support the implementation of the key priorities in the MTDS and ensure that Saint Lucia achieved its ambitious targets and provided tangible results to citizens in the six KRAs, the Performance Management and Delivery Unit (PMDU) was established. The PMDU works with key stakeholders across the KRAs and other Government Ministries by: providing delivery planning support to sectors; providing performance insights through constant monitoring, reporting and data analysis; working with KRA stakeholders to problem-solve implementation issues; building capacity in delivery across the public service; and assist in the coordination and implementation of crosscutting initiatives to ensure effective resource utilisation. The PMDU utilises a discipline of strategic actions, which include scheduled routines and several problem-solving tools to drive delivery across the six KRAs for the citizens of Saint Lucia.

Contributing Agencies

Department of Finance

Department of Education

Ministry of Health, Wellness & Elderly Affairs

Department of Infrastructure, Ports, Transport

Department of Home Affairs & National Security

Ministry of Equity, Social Justice & Empowerment

Department of Economic Development & Youth Economy

Department of Public Service & Gender Affairs

Ministry of Tourism, Investment, Creative Industries, Culture & Information

Department of Justice

Department of Sustainable Development Statutory Bodies

Office of the Prime Minister

Ministry of Commerce, Manufacturing, Business Development, Cooperatives & Consumer Affairs

Ministry of Agriculture, Fisheries, Food Security & Rural Development

Attorney General’s Chambers

The Delivery Unit

The Performance Management and Delivery Unit (PMDU) is a small team of highly skilled individuals positioned at the centre of Government in the Office of the Prime Minister, committed to assisting the Government in achieving its goals and delivering tangible results to the citizenry. Delivery Units around the world, like the PMDU, have become increasingly popular, with these units acting as facilitators and supporting the implementation of key government priorities.

The approach utilised by the PMDU is based on the Deliverology® methodology, which is a rigorous, systematic, and iterative process that consistently asks five questions when interacting with key stakeholders to drive the delivery of key initiatives across the six (6) key result areas (KRAs):

01 02 03 04 05

VISION PLAN DATA & INSIGHTS ROUTINES CULTURE

1. Strengthening implementation/delivery plans by making them more implementable and timebound.

2. Tracking delivery through data collection, analysis and reporting and fieldwork.

3. Holding people accountable for delivery.

4. Solving problems as they arise.

5. Changing the culture of government to increase the sense of urgency and improve the focus and coordination among agencies.

The Unit also utilises a discipline set of actions, scheduled routines and problem-solving mechanisms to ensure the delivery of key outcomes. These include:

• Weekly and/or fortnightly update meetings with the Chief Delivery Officer from the respective Ministries to check progress, problem-solve issues and plan the way forward.

• Weekly dashboard updates are sent to the Accountable Leader and Ministry stakeholders.

• Monthly notes which are data-driven progress reports providing updates on key activities, progress towards yearly targets and next steps for the upcoming period.

• Quarterly Stocktakes hosted by the Prime Minister are held every ninety (90) days where a strategic assessment of progress is undertaken. This assessment provides an avenue where Ministers and stakeholders are held accountable, successes are celebrated and challenges are resolved.

This process assists in ensuring that Ministries and departments remain focused on the goals that have been set, keeping stakeholders on track even when inevitable distractions arise.

Each KRA Ministry has an Accountable Leader (usually a Minister) and a Chief Delivery Officer (usually a Permanent Secretary/Deputy Permanent Secretary) who is directly supported by a KRA Manager from the PMDU. Based on the Government’s overall priorities, the PMDU works with KRA Ministries to set yearly targets and identify and develop key interventions that will contribute to delivering results in these priorities.

The PMDU plays an essential role in driving the delivery of key priority areas by:

These actions are effective and allow for delivery plans to be meticulously developed with established routines where real-time feedback can be provided. These plans are very detailed with clear targets, clearly assigned task owners and established data collection processes. Since its inception, the PMDU has worked closely with its KRA Ministries, establishing routines for progress updates and data collections, and is continuously looking for ways to build capacity within these Ministries as the Unit works towards fostering a culture of delivery across the whole of Government.

Economic Key Result Areas (KRAs)

Overall, the operationalisation of PMDU and the Delivery Unit machinery has been observed to enable the improvement in efficiency and accountability of the delivery of key priorities of the Government, by promoting data-driven decision-making, enhancing coordination, driving citizen-centric key priorities and promoting continuous improvement.

Mohd Taufik Abd Mujib, Senior Vice President, PEMANDU Associates

EXECUTIVE SUMMARY

High quality infrastructure is critical to the welfare, quality of life and well-being of citizens and businesses and contributes to the economic development of a country. The primary goal of the Infrastructure Key Result Area (KRA) was to enhance Saint Lucia’s infrastructure to support economic activities such as tourism, agriculture, retail and trade, thereby increasing the sector’s contribution to GDP, creating jobs and attracting investment in critical areas. To achieve this, three subsectors were identified for infrastructure development: roads, sea and air. The major infrastructure developments undertaken from 2019 to 2022 focused on the rehabilitation and reconstruction of primary and secondary roads across Saint Lucia with a target of 98km by 2022, with supporting initiatives geared towards improving travel time, such as reducing the morning travel time along the Castries to Gros Islet highway (Sir Julian Hunte Highway) to 35 minutes by 2022, a 20% reduction from the then baseline. Five major road infrastructure programmes were implemented with three completed, one rescoped, one on hold and over 70km of roadway was rehabilitated or upgraded. Moreover, although travel time along the Castries to Gros Islet highway remains over the 35 minute target, a successful monitoring mechanism was implemented which utilises closed-circuit television (CCTV) and has increased the scope of monitoring travel time from morning to other peak travel times such as midday and in the evening.

Priority Areas

Decrease peak AM travel time between Rodney Bay and Castries to 35 minutes by 2022.

100% of selected secondary and collector roads rehabilitated by 2022.

100% of selected agricultural and feeder roads rehabilitated by 2022.

Infrastructure Key Result Area (KRA)

Travel Time – Rodney Bay to Castries

The Castries to Gros-Islet highway is one of the main highways used to connect to the northernmost part of Saint Lucia providing access to businesses in key areas along the route, residential areas, sporting facilities, schools, health facilities and several hotels and other accommodations providers. Therefore, improving the traffic flow along this highway was critical in ensuring reduced commute times to the various areas along this route.

In 2019 the average peak morning travel time from Rodney Bay to Castries (travel time) was estimated to be over forty (40) minutes with travel times increasing particularly during school periods and the festive season. A reduction in average peak morning travel time to forty minutes was set as the target for 2020 with a further reduction to thirty-five (35) minutes for 2021 and 2022 respectively.

Morning peak travel time averaged twenty-nine (29) minutes for 2020 with travel time falling to under twenty minutes from March to August of that year. This significant reduction in travel time can be attributed directly to the COVID-19 restrictions which were enacted to limit the movement of persons in an effort to curb the spread of the virus. Similarly, in 2021, the reductions in travel time coincide with the period of COVID-19 restrictions where there were limited face-to-face interactions in schools and most companies employed a work-from-home or a hybrid approach for work.

In 2022, travel time fluctuated between thirty (30) to forty (42) minutes from January to August and increased steadily from September to December reaching as high as fifty (50) minutes at times. This increasing trend for travel time between September to December was also experienced in 2021. The increasing travel time was due to the congestion along the Castries to Gros-Islet highway and was compounded by some key factors which include:

1. Slow road accident management process with vehicles taking a long time to be moved from the accident scenes.

2. Ineffective junctions.

3. Ineffective pedestrian crossings.

There is a need for targeted interventions to address the high travel time along this major highway. Some of the proposed interventions being discussed include improvement to the after-accident protocols and processes, the rehabilitation of the highway and other secondary roads in the north of the island, and increased public awareness through road safety programmes.

Source: RSLPF Command Centre

Roading Programmes

Road Improvement & Maintenance Programme Phase IV

The road improvement and maintenance programme phase IV was implemented to address some of the poor road conditions in Saint Lucia. The project cost US$42M and focused on the rehabilitation of primary and secondary roads.

Under this road improvement programme, approximately 45km of roadway was rehabilitated with a total of twenty-eight (28) projects completed. Projects were undertaken in all districts except Laborie and Anse la Raye. This road improvement programme was completed in 2022 with the completion of the Vigie Main Road.

The Gros-Islet and Castries North Roading Programme (GICNRP) was designed to focus on secondary and tertiary roads in the north of the island (Castries and Gros Islet). The project cost EC$40M and aimed to encourage persons to utilise those secondary and tertiary roads to alleviate the heavy traffic experienced on the primary roadway from Castries to Gros Islet.

This roading programme was completed in 2021 and comprised fiftyseven (57) projects with approximately 18km of road rehabilitated.

The PMDU has proven quite beneficial with assistance in the monitoring and evaluation of roading programs throughout the term. Their traffic management and mitigation tactics have shown potential and we look forward to continuing exploring solutions with them.

Ivor Daniel Permanent Secretary, Ministry of Infrastructure, Ports, Transport, Physical Development and Urban Renewal

Gros Islet & Castries North Roading Programme

Infrastructure Key Result Area (KRA)

National Road Rehabilitation Project (NRRP) 1, 2 & 3

The National Roads Rehabilitation Project 1, 2, & 3 were designed to focus on secondary and tertiary roads across the island and complement the road works done under the RIMP IV. The roading project cost EC$104M and comprised a total of 58 projects with approximately 30km of road to be rehabilitated.

As of December 2022, NRRP 1 was estimated at 75% complete, NRRP 2 at 33% complete and NRRP 3 (Rodney Bay Roundabout) at 55% complete with a total of 18km of road rehabilitated. These roading programmes were put on hold pending an assessment from the Department of Infrastructure, Ports and Transport (DIPT).

This roading project aims to rehabilitate a key piece of infrastructure used to connect the north of the island to the scenic west coast and south of the island. The west coast road is the main thoroughfare used to commute for public commuters, commercial vehicles and tourists. The main objective of this project is to rehabilitate about 40km of roadway from Cul de Sac to Soufriere thus reducing maintenance costs and improving road safety.

The project has been subdivided into three subcomponents namely Lot #1, Lot #2 and Lot #3. Lot #1 which included the rehabilitation of the millennium highway and the construction of a new roundabout in Cul de Sac was estimated at 20% complete as of December 2022. The contracts for Lot #2 and Lot #3 have been awarded and the construction is expected to commence in May 2023 and last for twelve months.

Millennium Highway & West Coast Road Development Project (MHWCRP)

Cul de Sac

Soufriere

Reconstruction of Bridges in Cul de Sac

The Cul De Sac bridge was replaced with a more climate-resilient double-lane bridge through grant funding received from the Japanese Government. The old Cul De Sac bridge was prone to flooding during extreme weather events and contributed to flooding in the general Cul de Sac area. The construction of this new bridge in Cul de Sac is expected to positively contribute to the increase in commercial

activity in the area and also complement the West Coast Road redevelopment project thus increasing the flow of traffic in the area.

Construction on the new eighty-one (81) metres bridge in Cul de Sac commenced in March 2021 and was expected to be completed in twenty-one (21) months. As of December 2022, the project was 100% complete and cost EC$81M.

Pictures of JICA Bridge Project, Cul de Sac

Cul de Sac

EXECUTIVE SUMMARY

Despite the low contribution of the agricultural sector to GDP (1.7% on average from 2006 to 2021), the sector plays a critical role in the socioeconomic development of Saint Lucia and contributes to food and nutrition security, livelihoods and income security. As a result, the Agriculture Key Result Area (KRA) aspired to increase agricultural production and the sector’s contribution to GDP by 2022 by focusing on some key crops and developing targeted interventions to boost local production. The priority areas for the agriculture KRA were increasing banana exports, increasing cocoa exports, reducing the import bill for certain fruits and vegetables through the seven (7) crops project and decriminalising cannabis as an enabler to diversify the sector and increase revenue generation. The pandemic, coupled with the vulnerability of the banana industry to natural disasters, adversely affected banana exports, with an estimated 80% of banana production destroyed by the passage of Hurricane Elsa in 2021. Nonetheless, cocoa showed great export and agriculture diversification potential, exceeding all yearly targets from 2020 to 2022. However, limited funding continued to delay the implementation of key initiatives for cocoa. Moreover, the 7 Crops project showed the possible gains that can be achieved in reducing the food importation bill with the second phase to commence in 2023. Strides have also been made with cannabis, with consultations held with key stakeholders and the draft policy and regulations are being developed.

Priority Areas

Increase exports of cocoa to EC$ 533K by 2022.

Increase exports of bananas to EC$7.65M by 2022 (Revised 2022).

Improve rate of Praedial Larceny cases resolved by 40% by 2022.

Reduce the importation of 7 crops by 30% by 2021.

Increasing the exportation of bananas was identified as one of the medium-term aspirations for the Agriculture KRA in an effort to increase export revenue from the sector. In 2019, total banana exports amounted to EC$18.2M, and from January to March 2020, banana exports were higher compared to the same period in 2019. However, an intense drought experienced in 2020 with a water emergency issued for Saint Lucia in May 2020, resulted in a decline in banana export for 2020, totalling $11M for that year. In 2021, banana exports started to decline from May 2021, moving from $0.81M to $0.13M in October 2021, with slight increases experienced in November and December

2021. The passage of Hurricane Elsa in July 2021 is estimated to have destroyed 80% of banana production and significantly impacted the low export experienced in 2021. Thus, banana exports to the UK was halted from July 2021 to the 1st week in May 2022. In 2022, banana export hovered around an average of $416k monthly, recording the lowest export for the period under analysis except for post-Hurricane Elsa figures. The value of total banana exports (both regionally and UK) showed a continuous decline from 2018 to 2022. Despite the revision of the banana export targets from 2020 to 2022 for several reasons, including the impact of natural disasters, and pests and diseases, the targets set were not achieved.

Source: PMDU, with data from NFTO and Asycuda

Total Exportation of Bananas (2019 to 2022, per month)

Source: Ministry of Agriculture

The spillover effects of the passage of Tropical storm Kirk in 2018.

The black Sigatoka outbreak (1st quarter 2020).

Onset of COVID-19 (1st quarter 2020).

CAUSES of decline in banana exports

Drought from (2nd quarter 2020).

The collapse of Winfresh in 2020.

Unacceptable levels of maximum residue limits (MRL) leading to quality claims.

Passage of Hurricane Elsa in July 2021.

United Kingdom Supermarket placed orders of bananas from Saint Lucia on hold.

INTERVENTIONS made by the Government of Saint Lucia

The payment of $2.4M to the National Fair Trade Organisation (NFTO) in 2020 for payment of farmers for banana exports.

Replanting exercise by BPIP to replace plants damaged from the drought in 2020 and to implementation mitigating measures against dry conditions in 2021.

The implementation of a finance mechanism which facilitated banana exportation to Trinidad and Tobago.

Several control interventions to stop the spread of the black sigatoka disease from 2020 to 2022 (including the provision of an oil/fungicide mix)

The disbursement of $5M to farmers aimed at providing assistance after the passage of Hurricane Elsa in 2021.

Appointment of the Banana Task Force by the Cabinet of Ministers in January 2022.

Restructuring of the National Fair Trade Organisation.

Provision of subsidised fertiliser to farmers.

Reinstatement of the Banana Technical Committee.

The Development of two market branding plans for Saint Lucia bananas in 2019 and 2020.

Cocoa continues to show great potential as an export crop and has untapped potential along the cocoa value chain. From 2018 to 2021, the value of cocoa exports showed a continuous increase moving from $0.20M in 2018 to $1.04M in 2022. All targets set from 2020 to 2022 were exceeded, with 2021 and 2022 export figures surpassing the target by 108% and 97% respectively. The total estimated acreage for cocoa based on studies undertaken in 2020 and 2021 was 545 acres, with an existing average plant per acre of 165 plants. The majority of the total acreage under cocoa production (89%) is concentrated in three agricultural regions: Soufriere and Choiseul, Praslin and Micoud, and Vieux-Fort and Laborie. Despite the demonstrated potential of the cocoa sector, funding constraints remained an impediment to progress within the sector from 2019 to 2022. Nonetheless, significant progress was made in some areas, including:

Total existing acreage: 545 acres

Existing average plants per acre: 165 plants

Source: PMDU, with data from Asycuda

Exportation of Cocoa (Annual, 2018 to 2022)

of High Density Cocoa Producing

1. Development of the Cocoa Sector Enhancement Project (CSEP) in 2019/2020.

2. Development of a cooperative and cluster model for the cocoa sector.

3. Development of the cocoa value chain.

4. Survey and assessment of the cocoa sector.

5. Support from the Cocoa Research Institute through training in several cocoa-related areas.

6. Distribution of approximately 5,700 cocoa plants to farmers at a subsidised price of $2.

7. $83K allocation from the Food and Agriculture Organisation (FAO) for training.

Agriculture Key Result Area (KRA)

Priority 03 Cannabis

Growth in the cannabis market has been driven by its unique medical benefits. Saint Lucia, like some of its Caribbean counterparts, commenced work on implementing a framework for the development of a viable industry. Several actions have been taken to realise this goal including:

2019

Constitution of the first Cannabis Commission. Meetings of working groups. Community consultations (Babonneau, Castries, Dennery, Vieux Fort, Soufriere, Anse La Raye).

Economic analysis for the regularisation of the cannabis industry by the consultant.

2020

Draft Policy Framework completed. Cannabis Commission report on the recommendations for the regulation of Cannabis was submitted to Cabinet.

National stakeholder consultation and presentation on the recommendations of the Cannabis Commission made to Parliament.

The Cabinet of Ministers authorised the drafting of policy and regulation for the Cannabis Industry, which is currently being championed by the Ministry of Commerce, Manufacturing, Business Development, Cooperatives and Consumer Affairs.

The Performance Management & Delivery Unit (PMDU) has been instrumental in the monitoring and successful implementation of Key Result Areas for Agriculture including Bananas, Cocoa and the 7 Crops initiative. This expertise has allowed for and assists with any urgent and immediate corrective measures required to ensure targets and objectives are achieved.

Barrymore Felicien Permanent Secretary Ministry of Agriculture, Fisheries, Food Security and Rural Development

Priority 04 7 Crops Project

Strides toward food security and sovereignty were made through the 7 crops project by promoting agricultural diversification. The 7 crops projects aimed to reduce Saint Lucia’s food import bill over three years (2019 to 2021) through the increased production of seven crops, which included canteloupe, lettuce, tomatoes, pineapples, watermelons, cabbage and bell peppers. In 2020, a deep dive and diagnosis was conducted with key buyers (hotels and supermarkets) to understand the obstacles contributing to reduced local purchases of these seven crops with the aim of developing an appropriate intervention to remedy those issues and increase local purchases.

The onset of the COVID-19 pandemic in 2020 and the subsequent closure of hotels contributed to reducing the importation of these seven crops in 2020. However, the reopening of hotels resulted in increased importation of some of these seven crops, particularly cabbage, bell peppers and lettuce. There is a need for enhanced strategies to facilitate the greater sustainability of the project results and the strides made during the pandemic. Despite the impact of the COVID-19 pandemic, there were some key achievements under this project, including:

The “Quality Fruit Zone” launched by Massy Stores in November 2020.

Training sessions for farmers.

Farmers market in communities across Saint Lucia to showcase and sell local produce. The establishment of the National Fresh Produce Packhouse which was officially open in December 2020.

The introduction of hoop greenhouses and the undertaking of variety trials on several local fruits and vegetables.

Distribution of seedlings and the subsidised sale of inputs to farmers.

Launch of the iFarm App (2021). The iFarm app integrates market information on the demand and supply of agricultural produce.

Tourism Key Result Area (KRA)

EXECUTIVE SUMMARY

The tourism sector is a main contributor to the economic development of Saint Lucia, making it a key result area. In 2018, the following priority areas were identified for development to promote additional growth within the sector: stayover arrivals, airlift seats, nonaccommodation spend per stayover arrival and processing times for immigration and investor approvals. The key performance indicators were developed for each priority area and targets were set to be achieved by 2022: stayover arrivals (541,000), airlift seats (617,000), non-accommodation spend per stayover arrival (USD$158), and processing times for immigration and investor approvals (reduced by 50%).

In 2019, Saint Lucia experienced positive growth with a record level of 423,736 stayover arrivals and 609,433 airlift seats. This positive growth was derailed in 2020 due to COVID-19, hence changing the focus of the sector to recovery post pandemic. The 2022 stayover arrivals and airlift figures of 356,237, and 524,411 respectively, were 16%, and 14% below 2019 figures, highlighting the recovery of the sector to near pre-pandemic performance. Nonaccommodation spend was USD$116 in 2019 with a target of USD$125 set for 2022. This target was further revised to USD$75 by 2022 due to the impact of COVID-19. Ferry immigration processing time and the processing time for investor approvals met their targets by 2020 and were de-prioritised with more focus being placed on recovery post-COVID-19. As part of the overall recovery strategy for the sector post-covid, tourism employment was established as a strategic target in the first quarter of 2021. Pre-covid employment numbers averaged 15,000 individuals, and by the 4th quarter of 2022, 12,148 individuals were employed within the sector which was 19% short of the pre-pandemic level.

Priority Areas

541,000 stay-over tourists by 2022.

Increase non-accommodation spend per stayover tourist to US$158.

Increase airlift to over 617k seats by 2022.

Reduce processing times for immigration and investor approvals by around 50% by 2022.

Stayover

(2019- 2022)

Stayover arrivals to Saint Lucia are one of the indicators utilised to highlight the sector’s key overall macro performance. The continuous effort to increase visitors to the shores of Saint Lucia was captured as one of the priority areas in the 2019 Social and Economic labs report. In 2018 Saint Lucia recorded 394,780 stayover arrivals, with a target set of 541,000 stayover arrivals by the year 2022. In 2019 Saint Lucia recorded 423,736 stayover arrivals, with the US market making up the majority,

accounting for 45% of the arrivals. In 2020, the COVID-19 restrictions and border closures derailed the positive trajectory of stayover arrivals as a decrease of 69% was recorded compared to 2019. With the reopening of borders and the relaxation and eventual removal of COVID-19 travel restrictions, stayover arrivals showed positive signs of recovery. Hence, with the focus shifting to the sector’s recovery in 2021, a revised target of 157,246 was set for stayover arrivals. The country recorded 199,347 stayover arrivals, a 53% increase from 2020 and 27% above the target. The 2022 target was set at 297,617, which was outperformed by 19%, with 356,237 stayover arrivals recorded. Stayover arrivals from the UK in 2022 fell only 1% short of 2019, while the US market outperformed its 2019 arrivals by 10%. The 2022 overall stayover arrivals figure was 16% below 2019 figures highlighting the sector’s recovery towards pre-covid level.

Source: Saint Lucia Tourism Authority

Source: Saint Lucia Tourism Authority

Tourism Key Result Area (KRA)

The priority area of airlift is a key enabler to achieve the target of increased stayover arrivals. In 2018 Saint Lucia recorded 592,000 airlift seats to the destination. Hence, a target of 617,000 airlift seats by 2022 was set, in order to support the positive growth of stayover arrivals coming into the destination.

The year 2019 recorded a 3% increase in airlift seats to 609,433. This was primarily attributed to additional airlift out of Miami, Florida increasing the airlift from the US market by 11%. Airlift from all other source markets recorded positive growth in 2019 apart from the Caribbean and Canadian markets, which decreased by 7% and 5%, respectively. As a result of restrictions imposed on travel due to the COVID-19 global pandemic, airlift in 2020 took a sharp decline by 58% to 254,820 airlift seats. Despite the negative impact of

the pandemic, it presented opportunities to establish new partnerships resulting in airlift directly out of Manchester being established. In 2021, despite airlift from Canada being halted until November, the recovery in airlift was driven by the US with the introduction of a direct flight out of Dallas, Texas, resulting in a 101% increase when compared to 2020. The total airlift seats to the destination in 2021 was 349,669; 37% above 2020 figures. For 2022 a revised target of 467,484 airlift seats was established. This target was outperformed by 12%, bringing the 2022 total airlift seats to 524,411. This represented a 50% increase from 2021, highlighting the continued recovery and positive growth in the sector. This growth in 2022 was driven by improved airlift out of the US and UK markets, with a second flight out of Miami, Florida, during the summer and the return of Sunwing to the destination.

Source: Saint Lucia Tourism Authority

With the onset of the COVID-19 pandemic and the closure of source markets due to measures to alleviate the spread of the virus, employment within the tourism sector was woefully affected. Hence, as part of the overall recovery strategy for the sector post-covid, tourism employment was established as a strategic target in the first quarter of 2021.

Pre-pandemic employment numbers averaged 15,000 individuals, which was set as the target for a full sector recovery. As a result of employment being hinged on market demand for the destination, improving Saint Lucia’s competitiveness against regional destinations became the focus. Vaccination policy for visitors, technology to track visitors’ health, quarantine periods, and the long stay programme were strategic levers used to influence the destination’s market demand.

In quarter 1 of 2021, tourism employment was estimated at 6,015 individuals within the sector. By quarter three (3), tourism employment increased to 8,602 and in

quarter four (4), to 10,783. This showed positive growth in employment numbers as restrictions and protocols for vaccinated persons were relaxed in June 2021. The sector was fully reopened in 2022 with all restrictions being relaxed, thus positively impacting and increasing demand for the destination and by extension employment within the sector. In quarter one (1) of 2022, average tourism employment rose to 11,810 employees, which was attributed to an increase in the total number of alternative accommodation properties that received COVID-19 certification. Restaurants and alternative accommodation properties were key to employment, increasing to an average of 11,946 persons by quarter two (2), 2022. The formal accommodation sector was responsible for the increased employment within the sector for quarters three (3) and four (4), which averaged 12,077 persons, and 12,148 persons, respectively. Employment within the sector as of quarter four (4) of 2022 was estimateed at 12,148 and was 19% short of the pre-pandemic level of 15,000 persons. Also, this can be linked directly to the overall recovery of stayover visitors to Saint Lucia, which is also still behind pre-pandemic levels.

Source: Ministry of Tourism

Tourism Sector Employment for 2020 -2022

Tourism Key Result Area (KRA)

The increase in non-accommodation spend per visitor was prioritised due to its impact on the topline indicator of the tourism sector’s contribution to GDP. The baseline for non-accommodation spend was USD$116 with a target set of USD$125 by the year 2022. In 2019 the data collection methodology was revised to include monthly data, which provided seasonality insights. In quarter 3 of 2019, non-accommodation spend per visitor averaged USD$109. An increase of 13% was recorded in quarter 4 of 2019 to USD$123, only USD$2 short of the 2022 target. This positive growth continued into 2020, with first quarter non-accommodation spend averaging USD$141 per visitor, 13% above the USD$125 target. However, the onset of COVID-19 derailed data collection and possible growth in non-accommodation spend.

In 2021 the data collection mode was revised and a new target of USD$75 per visitor was established due to the slowdown in economic activity as a consequence of the COVID-19 pandemic. Quarter one (1) of 2021 recorded an average non-accommodation spend of USD$105, and quarter two, USD$61, a 42% decrease from quarter one of 2021. Quarter three (3) registered an improvement of 16% to USD$71 with a decrease in quarter four (4) to USD$65. However, the 2021 average spend per visitor was USD$76, surpassing the USD$75 target by 1%. Data collection was hampered in 2022 by the move away from the pre-arrival registration platform. As a result, data collected in 2022 was inadequate to accurately assess visitor non-accommodation spend. Efforts are geared towards the launch of the Online ED Card system, which will remedy these challenges in data collection for non-accomodation spend.

The PMDU has been instrumental in assisting the SLTA in getting various projects and initiatives implemented. Throughout 2019-2022, the PMDU, through the KRA Manager for Tourism, has assisted in; compiling data such as Visitor Expenditure figures, facilitating meetings with various industry stakeholders, intervening in the introduction of the Border Management System as well as the Online Embarkment & Disembarkment Cards, publishing and disseminating industry statistics, keeping track of industry performance from both the demand and supply side and consulting on and developing projections for visitor arrivals.

Source: Saint Lucia Tourist Authority & PMDU

Roselieu Augustin Research and Planning Manager, Saint Lucia Tourism Authority

Social Key Result Areas (KRAs)

The PMDU was set up to ensure the delivery of quality public services for the people of Saint Lucia. It has achieved a lot in its first year and will if continues to work with determination, energy and focus, achieve a lot more in its next years.

Simon Mandel-Johnson Former Project Leader Delivery Associates

Citizen Security

Healthcare Education

EXECUTIVE SUMMARY

The true north for the Health Key Result Area (KRA) was to achieve 100% access to quality healthcare for all Saint Lucians by 2022. To achieve this mandate, four key priority areas were identified with yearly targets defined including; increasing vaccination of children 0-5 years with all required vaccines, decreasing patients with uncontrolled blood sugar, decreasing patients with uncontrolled blood pressure and improving access to health services through National Health Insurance (NHI) which was changed to Universal Health Coverage (UHC) in 2021.

The emergence of COVID-19 in Saint Lucia in March 2020 triggered an urgent move to the Owen King European Union Hospital (OKEUH), completing the physical transition on 27th March 2020. Moreover, the performance of the other priority areas was also affected by the pandemic, particularly the anti-vaccine movement surrounding the COVID-19 vaccine, which filtered to all vaccines, and adversely affected the childhood immunisation programme. Additionally, the diversion of resources and the restriction in movement during that period adversely affected blood pressure and blood sugar control for patients. Non-traditional means were employed, through telemedicine to manage the large volume of patients. In August 2021, there was a change in direction from NHI to UHC in an effort to attain the goal of providing equitable access to health services. UHC will be implemented in a phased approach, with phase 1 to be launched in May 2023.

Priority Areas

Population with 100 % access to hospital services at Owen King EU Hospital and St. Jude Hospital by 2022.

100% of Population covered by National Health Insurance by 2022.

95% of children ages 0-5 years fully vaccinated by 2022.

Priority 01 Improve Access to Health Services (UHC)

The social and economic labs held in 2018 highlighted that in Saint Lucia only 10% of the population was covered under private health insurance and the out-of-pocket health expenditure was 48%; nearly 2.5 times higher than the World Health Organisation (WHO) target of less than 20%. In response to this and to alleviate the financial burden to both the state and the citizenry, the Cabinet of Ministers provided the policy directive for the establishment of a National Health Insurance (NHI) and appointed an NHI Committee to lead the process in October 2019. The NHI would provide an essential package of health services and thus provide fully integrated insurance coverage for selected health conditions.

In February 2022, by way of Cabinet conclusion #129, a new policy direction was approved geared towards the implementation of Universal Health Coverage (UHC). The UHC initiative aims to ensure that the Saint Lucian citizenry has access to equitable, affordable, accessible, and quality healthcare services. The UHC mandate is aligned with the United Nations Sustainable Development Goals

2022

(SDGs) #3, which speak to “Ensuring healthy lives and promoting well-being for all at all ages” specifically targets 3.8. A UHC Unit was established in August 2022 within the Ministry of Health, Wellness and Elderly Affairs to lead the implementation of UHC. The successful implementation of UHC hinges on some key actions which include the finalisation of the essential package of health services, costing the essential package of health services, identifying the financing mechanism for the essential package of health services, and developing the legislative and regulatory framework to guide the operations of UHC. Phase one of the UHC initiative is expected to be launched in May 2023, with the maternal and child healthcare programme, and will also include hypertensive and diabetic care. The maternal and child healthcare programme will include a suite of phlebotomy services at seventeen (17) approved wellness centres, as well as ultrasound services.

Cabinet approved the direction for phase 1 UHC. The UHC Unit was constituted and Director Appointed. Technical assistance provided through the Korean World Bank partnership. UHC white paper working committee created and lead drafter began work to develop the UHC roadmap. UHC knowledge exchange hosted. Commencement of public communication and the launch of the UHC perception and knowledge survey.

2021

Receipt of proposals from insurance companies and commencement of negotiations.

2020

Consultations with clinical, public and private sector health provision entities, trade unions and insurance stakeholders.

2019

Consultants engaged to provide essential package of health services, costing and financing mechanism. Cabinet provided the direction for NHI implementation. Commencement of NHI committee meetings.

Non-communicable diseases (NCDs) such as hypertension and diabetes continue to be a concern to the Ministry of Health as it remains one of the leading causes of death in Saint Lucia. In an effort to improve health outcomes and encourage a healthier population, the Ministry of Health prioritised improving blood pressure control among hypertensive persons, with specific interventions geared towards increasing the blood pressure control levels for hypertensive patients, and the promotion of healthier lifestyles. In 2019, the blood pressure control rate for hypertensive patients was estimated at 43%, which was concerning, and as such a monthly target of 60% was set for the period 2020 to 2022. However, this monthly target was never achieved with monthly blood pressure control levels hovering between 20% to 30% from 2020 to 2022. Although there have been year-on-year increases in blood pressure control from 2020 to 2022, the highest average blood pressure control over the three years was recorded in October and November 2022.

In December 2022, the La Fargue Wellness Centre recorded the highest ever blood pressure control rate of any wellness centre at 52.9%. The La Fargue Wellness Centre is part of health region 6 which performed the best in 2022 in relation to blood pressure control. All the remaining seven health regions performed poorly registering blood pressure control between 21% and 40%.

Of the 10,648 hypertensive patients captured at primary healthcare facilities for 2022, 69.1% were females and 30.9% were males, with 32% of the females being controlled and 28% of the males marked as controlled.

One the of primary interventions utilised for the management of hypertension in Saint Lucia is the Pan American Health Organisation (PAHO) funded HEARTS (Healthy lifestyles, Evidence-based treatment protocol, Access to medicines and technologies, Risk-based approach, Team-based care, System for monitoring) programme. The HEARTS programme was formally launched in October 2019 and utilises standardised protocols developed to provide care to patients. The initial pilot project for HEARTS was implemented at six wellness centres (Belle Vue, Richfond, La Croix Maingot, Babonneau, Ciceron, Grand Riviere) and was expanded to Soufriere and Micoud in May 2021. The pilot phase was concluded in December 2022 and the project is expected to be scaled up and implemented at an additional twelve (12) wellness centres in February 2023.

Blood Pressure control per Health Region for 2022

Average Monthly Blood Pressure Control Rate for 2019 to 2022

Priority 03

Patients with Controlled Blood Sugar

The major intervention to improve the number of patients with controlled blood sugar levels was the World Bank funded Performance-Based Financing (PBF) mechanism, which is part of the broader Saint Lucia Health System Strengthening Project. The PBF aims to reduce the adverse health outcomes in diabetes and hypertension through an increase in the provision of services related to treatment, diagnostics and testing, and will also ensure a holistic approach to patient care. In the initial pilot phase, PBF will be launched at eight health facilities (La Croix Maingot Wellness Centre, Jacmel Wellness Centre, Soufriere Hospital, La Fargue Wellness Centre, Richfond Wellness Centre, Dennery Hospital, Mon Repos Wellness Centre, Desruisseaux Wellness Centre) and will subsequently be extended to an additional nine health facilities.

La Croix Maingot Wellness Centre

Jacmel Wellness Centre

Soufriere Hospital La Fargue Wellness Centre

Source: Ministry of Health and Wellness & Elderly Affairs, SLUHIS, Dec 2022 Source: Ministry of Health and Wellness &

Affairs, SLUHIS,

As part of the PBF mechanism, incentives (monetary and otherwise) will be provided to both patients and institutions meeting the targets based on an established criterion approved by the World Bank. An instructional manual was also developed under the programme to guide the delivery of care to patients, as well as a patient registry to properly identify the number of persons with diabetes. However, the challenge of data entry persists in relation to the population of this registry.

The PAHO funded Stanford self-management programme was another intervention developed to provide

patients with the tools necessary to manage diabetes symptoms at home. With the emergence of COVID-19, the programme was delivered virtually (online) as face-to-face communication was restricted. The programme officially began in August 2021 with patients from the Delcer Wellness Centre and has since been delivered at several other wellness centres. Under the Stanford self-management programme, eighteen (18) community leaders were also trained in May 2021 to serve as facilitators to increase the capacity and reach of the programme.

Vaccines are one of the most cost-effective and critical interventions in preventing deadly and infectious diseases among infants and young children. As such, childhood vaccines are available free of charge at all thirty-five (35) wellness centres across Saint Lucia to increase accessibility and also to promote a high level of compliance and immunisation. Based on information obtained from the Wellness Centres, parents’ willingness to vaccinate children aged one year and below was relatively higher compared to children aged two to five where parents became more complacent with a large number of defaulters identified for this age group.

The target set for childhood immunisation was 90% in 2019, 95% in 2020 and over >95% in 2021 and 2022. In 2019, the percentage of children aged zero to five who had received all their vaccines was 88%, falling only 2% short of the target. In 2020, the percentage of children aged zero to five who had received all their vaccines increased to 92%, but was 3% short of the 2020 target.

However, in 2021 and 2022, the data was not available to determine childhood immunisation coverage. This was due to several issues including capacity constraints due to COVID-19 and incomplete data sets on the Saint Lucia Health Information System (SLUHIS) with some health facilities still using manual vaccination registers to capture the data.

Nonetheless, from 2019 to 2022 some steps were taken to remedy the data issues including the signing of a memorandum

of understanding (MoU) with the private pediatricians to facilitate the inputting of data into SLUHIS. However, stronger policy direction is required to ensure the consistent inputting and verification of data on SLUHIS to ensure that the data is readily available so that appropriate interventions can be planned to target defaulters and minimize the risk of any potential outbreak of infectious diseases among infants and young children.

Source: Ministry of Health and Wellness & Elderly Affairs, SLUHIS

The Owen King European Union Hospital (OKEUH) achieved a key milestone on 27th March 2020 with the full transition of the Victoria Hospital to the European Union (EU) funded medical facility. The physical move to OKEUH was expedited due to the COVID-19 pandemic with the Victoria Hospital serving as a respiratory hospital for COVID-19 patients.

The OKEUH is a 127-bed medical facility and is managed by the Millennium Height Medical Complex (MHMC) board. The operationalisation of the OKEUH was one of the key milestone deliverables aimed at increasing the population’s access to hospital services and has been marked as completed.

The support received from PMDU cannot be quantified Given the burden of non-communicable diseases locally and the need to implement multiple interventions including surveys such as STEPS, projects such as HEARTS and campaigns like St Lucia Moves, the human resource component at the Ministry was far from adequate. These individuals from PMDU were able to diagnose problems, suggest solutions and work alongside the staff as we rose to the challenge before us.

Dr. Shana Cyr Senior Medical Officer Ministry of Health, Wellness and Elderly Affairs

EXECUTIVE SUMMARY

The Ministry of Education’s true north over the medium term was to increase student enrolment in post-secondary, tertiary and Technical, Vocational Education and Training (TVET) programmes. Despite attaining Universal Primary Education in the 1990s and Universal Secondary Education in 2006, enrolment rates at post-secondary and tertiary levels remained relatively low. In 2017, only approximately 20% of secondary school leavers went on to higher education.

One major contributing trend to low tertiary enrolment was poor student outcomes in the Caribbean Secondary Education Certificate (CSEC) exams. Historically, less than half of the students sitting the CSEC exams attained the matriculation requirements of five (5) CSEC subject passes including Mathematics and English. In 2017, for example, only 39% of students attained at least five (5) subject passes including Mathematics and English. Additionally, for those meeting the matriculation requirements, factors such as affordability and the unavailability of attractive higher level technical and vocational programmes discouraged enrolment. The Ministry’s direct strategies over the medium term were to increase vocational offerings and to increase training opportunities through scholarships and internships. At the same time, recognising the need for early and targeted interventions, the Ministry sought to increase access to early childhood education for disadvantaged households and to improve instruction in the subject area of Mathematics where the performance has been lacking at secondary schools. The onset of the COVID-19 pandemic also necessitated and thus prioritised the acceleration of the integration of Information, Communication Technology in Education (ICTE).

Priority Areas

7,500 students enrolled in post- secondary and tertiary education by 2022.

60% of students securing passes in at least 5 CSEC subjects (including Mathematics and English Language) by 2022.

100% of 3-4 year olds attending formal Early Childhood Education (ECE) by 2022.

Expanded access to post-secondary education is key to equipping workforce entrants with requisite skills and knowledge and closing the skills supply and demand gap. While not achieving the set enrolment targets in each year, the Ministry of Education made noteworthy strides in improving the TVET-enabling environment and in facilitating opportunities for training. In 2019 and 2020, the enrolment targets for TVET and tertiary education were met and surpassed. This was positively influenced by the high demand for programmes at Sir Arthur Lewis Community College. An increase in enrolment at the National Skills Development Centre (NSDC) and other training

institutions was financed by the Department for International Development (DFID) through the Skills for Youth Employment (SkYE) project in 2020. The SkYE project provided scholarships for over 800 persons in skills-based courses inclusive of persons with disabilities and disadvantaged youth. In 2021 and 2022, the enrollment targets were not achieved, with both years falling short of the target by approximately 20% and 44%, respectively. This decline was driven by the impact of COVID-19 which resulted in increased dropout rates from TVET programmes during the period. TVET institutions were unable to adapt to online instruction, and in addition, the

difficult socio-economic conditions caused by job cuts across sectors affected the ability of students to participate in programmes. From 2021 to 2022, the demand for TVET courses decreased from approximately 1,658 to 1,362 learners. The demand for tertiary education, on the other hand, remained relatively constant, averaging approximately 2,750 trainees over the same period. During the 20212022 period, the Ministry provided more than 500 tertiary scholarships and bursaries, including through new partnerships with the Hungarian government and with Monroe College.

Demand for Tertiary Qualifications compared to CVQs & TVET Qualifications 4100 4977 5000 5029 6000 4785

PMDU compilations from training institutions 7500 4222 Academic Years

post-secondary, tertiary and TVET enrolment Number of Students

Actual Target

2022 Target 7500 students 4222 students

2022 Performance Likelihood of Delivery Priority 01 Technical, Vocational, Education & Training (TVET)

Education Key Result Area (KRA)

Some of the other major milestones during the period for the Ministry of Education, were the appointment of the TVET Council and the staffing of the Council’s Secretariat, the launch of the Human Capital Resilience Project (HCRP), the roll-out of the European Union Generation of Employment and Private Sector Development (EU-GEPSeD) programme, the appointment of a National Accreditation Council and the adoption of the National Qualifications Framework.

2020

March- St. Lucia signs USD$20million World Bank Human Capital Resilience Project (HCRP).

December- First draft of the Labour Market Needs Assessment Survey (LMNAS) Completed.

2021

January- Cabinet Appoints TVET Council Board.

March- Final Submission of the LMNAS submitted to the World Bank (DLR 1 HCRP).

June- First payout from the World Bank under the HCRP.

December- Saint. Lucia signs €6.1million with the EU for the Generation of Employment Programme.

January- Cabinet appoints new TVET Council Board and National Accreditation Council (NAC).

February- Commencement of the development of the Workforce Development Centre.

February - Cabinet approves the National Qualifications Framework.

April - Commencement of plans to transform secondary schools into TVET Institutes.

May - The official launch of the EU GEPSeD and hosting of 1st Industry Linkage Forum and Career Fair.

July - Sod turning for commencement of construction of the C.A.R.E facility in Cul de Sac.

August - Second payout from the HCRP.

August - Completion of the Trainer Immersion Programme (DLR2 HCRP).

August - Award of full scholarships to four (4) St. Lucians by the Hungarian Government to pursue studies in Hungary.

September- MOU signed with Monroe College for fifty (50) full scholarships to commence in January 2023.

October - Completion of the 2nd TVET Industry Forum and Career Fair.

November- Graduation of eighty-one (81) trainers through the Trainer Immersion Programme.

November- Operationalisation of the Workforce Development Centre.

5 CSEC Subjects

In an effort to increase matriculation prospects for students leaving secondary schools into higher education, one priority was to improve the percentage of students attaining five (5) CSEC subjects including Mathematics and English Language. The Ministry of Education initiated the Numeracy Hours project in 2019 to improve Mathematics instruction in four pilot secondary schools. The project developed lesson plans and practice Mathematics material to cover all core areas of the CSEC syllabus. This was uploaded to a central online repository for all Mathematics teachers. In addition, the Mathematics departments of the schools were supported with teaching aids, including projectors, whiteboards and graph boards, math manipulatives and resources for students, including calculators and geometry sets. Weekly classroom observations were conducted by a numeracy coach whose purpose was to assist teachers with implementing differentiated teaching approaches. Training sessions were also conducted with teachers on the use of manipulatives. However, the project was dampened owing to the disruption of faceto-face classes as a result of COVID-19 from 2020 to 2021.

Mathematics performance among public schools dropped in 2019 and slightly improved in 2020 and 2021. The percentage of students in public schools attaining five (5) CSEC subjects including Mathematics and English Language remained below 50% and the target of 46% was only met in 2019. Mathematics remains a priority for the Ministry of Education as the pass rate hovers just below 50%.

Notwithstanding the strides made in ECE, the COVID-19 pandemic impacted the attainment of the targets for ECE due to the imposed physical distancing restrictions and little to no face-to-face interactions. During the period March 2020 to April 2021, all three to four (3 to 4) year olds were out of early childhood development (ECD) centres as all centres were closed. When centres reopened, the enrolment capacity was reduced due to COVID-19 restrictions and total enrolment was approximately 25% of the estimated population. As of December 2022, a total of 124 ECD centres were operating compared to 132 in 2019.

Years

Increasing access to early childhood education (ECE) was also prioritised and the data indicated that only 75% of children were accessing early childhood education in Saint Lucia. ECE enrolment was 3,459 in 2019 and it was estimated that over 1,000 children were missing out on ECE. The sector is dominated by the private centres, with the government also operating a small number of facilities. In this regard, the Ministry of Education set out to expand access with two main strategies: [1] The construction of four new government-operated centres, which were opened in February 2022 in Gros Islet, Monchy, Jacmel and Micoud, creating an additional 240 spaces. [2] The identification of funding for five (5) new pre-k classes in under-subscribed primary schools with works completed in four schools and work on the fifth to commence in May 2023.

The four (4) schools are Mongouge Combined, Vieux Fort Infant, Dennery Infant and Soufriere Infant and are expected to commence classes in September 2023. Three (3) additional pre-k classrooms and one (1) new centre are also expected to be funded through the St Lucia Social Development Fund (SSDF) under the Basic Needs Trust Fund (BNTF). These new facilities will provide spaces for approximately 210 additional students.

Priority 04 To Integrate Information And Communication Technology In Education

The integration of information and communication technology (ICT) continues to be a priority and the COVID-19 pandemic accelerated the process of ensuring that both students and teachers were equipped with the necessary tools to facilitate online learning. It is estimated that 20,509 electronic devices were distributed by the Ministry of Education to students and teachers from 2020 to 2022. Currently, all secondary school students possess a government assigned device. Devices were provided through the central government as well as through donations from the private sector and regional development partners. Additionally, 25 smart classrooms have been installed in secondary and primary schools across Saint Lucia. An additional 20 smart classrooms are expected to be commissioned in the 2023 academic year.

To complement the digital hardware, the Ministry has embarked on developing digital and augmented reality content. Through the Development of Interactive Digital Curricula and Ebooks (DIDCE) programme, interactive digital curricula are being developed for Geography, Physical Education, Mathematics, French, Spanish, Health and Family Life and Music for the lower secondary school levels. Additionally, through the Organisation of Eastern Caribbean States (OECS) Program for Educational Advancement and Relevant Learning (PEARL), content is being developed for use at the primary level in the four core subject areas of Mathematics, Language Arts, Science and Technology and Social Studies for all grades.

Years

I would like to immensely thank the PMDU for the guidance and support provided to the Ministry of Education over the years. Not only did the Unit give guidance on the main areas of priority for the MTDS but we appreciate the assistance provided to the MOE in bringing on board ECE and ICT integration, amongst others. I must say that we are now reaping the benefits of the work done in the TVET and Tertiary Education subsectors. To date, we are very pleased that the PMDU continues to support the MOE in whatever way requested. We believe that PMDU is part of the MOE and welcome your continued support in steering the MOE in the right direction towards the development of our citizens and moreover economic growth and development of our nation.

Kendall Khodra Deputy Permanent Secretary Ministry of Education

Distribution of primary and secondary schools receiving Smart Classrooms

Primary Schools receiving Smart Classrooms

1. Babonneau Primary

2. Banse La Grace Combined

3. Bocage Combined

4. Mongouge Combined

5. Dennery Combined

6. Pierrot Combined

7. Micoud Primary

8. Canaries Primary

9. La Ressource Combined

10. Soufriere Primary

Secondary Schools receiving Smart Classrooms

1. Babonneau Secondary

2. Bocage Secondary

3. Castries Comprehensive Secondary

4. Choiseul Secondary

5. Ciceron Secondary School

6. Clendon Mason Memorial

7. Grande Riviere Secondary

8. Jon Odlum Secondary

9. Leon Hess Comprehensive

10. Micoud Secondary School

11. Piaye Secondary

12. St. Joseph’s Convent

13. St. Mary’s College

14. Soufriere Comprehensive

15. Vieux Fort Comprehensive

Primary School

Secondary School

EXECUTIVE SUMMARY

The true north for the Citizen Security Key Result Area (KRA) was to reduce serious crime, to increase access to justice and to rehabilitate offenders and reintegrate them back into society. To achieve this, the Citizen Security KRA identified four key priority areas, which focused on crime prevention, improving investigation and prosecution and rehabilitation. The key targets were developed for each priority area along with strategic initiatives to achieve tangible results by 2022, including a reduction in serious crime by 45%, clearing 100% of the court and forensic backlogs and achieving a 30% reduction in recidivism. Serious crime figures were on a decreasing trend from 2019 - 2021 recording an overall 20% reduction. Despite the country being unable to implement key strategies such as the backlog project and the enactment of bench trials, the Criminal Court Division achieved a 16% clearance of the court backlogs. Moreover, the forensics backlogs attained a full 100% clearance of their backlogs and gained international accreditation in 2022. The establishment of the parole system was the only initiative completed under the recidivism component where three persons were granted parole out of the five parole cases heard to date. Limited funding was available for initiatives for recidivism, and as such more focus was placed on crime prevention and investigation.

Priority Areas

Reduce serious crimes in Saint Lucia by 45% in 2022 vs 2018 baseline.

Clear 100% of the criminal court backlogs. 100% Disposal of parole applications by 2022.

Clear 100% of the forensic backlogs by 2022.

Serious Crime trend from 2019 to 2022

From the social and economic labs held in 2018, the target set was to reduce serious crime by 45% by 2022. Serious crimes included burglaries, assaults, murders, firearms, robbery, sexual offences, vehicle theft as well as other crimes. In 2019, there was a 5.1% decrease in serious crime compared to 2018, with 2020 and 2021 also registering decreases of 14.1% and 0.5% respectively, compared to their previous years. The constant engagement with the Royal Saint Lucia Police Force (RSLPF)

and other high-level stakeholders ensured that targets were monitored and effective plans developed to deliver results based on the crime situation. For example, the Safe City strategy developed by the RSLPF was beneficial in providing insights into the tactics utilised to combat the crime situation.

The clearance of the criminal court backlog was highlighted as a key area of focus at the social and economic labs in 2018 to address the issues of access to timely justice. Based on international standards, a case should not be pending for more than two years. Hence, in 2019, the backlog was defined as all cases that had been pending in the system for more than two years. Based on the initial assessment undertaken by the Criminal Division of the Eastern Caribbean Supreme Court (ECSC), the backlog was 674 cases.

In 2020, the backlog increased to 700 cases or by 3.9%. However, in 2021 and 2022, the backlog decreased to 652 cases and 562 cases respectively, showing a 16.6% clearance rate over the period 2019 to 2022.

During the COVID-19 pandemic, virtual hearings contributed to some of the efficiencies within the court system. In 2020, 303 cases were disposed of, with the majority being through virtual hearings. This was encouraging because only 41 more cases were disposed of in 2019. In 2021 and 2022, virtual hearings continued to aid the court process and 458 and 352 cases, respectively, were disposed of using both in-person and virtual hearings. The closure of one of the Criminal Courtrooms after the court break contributed to the reduction in the number of cases disposed of in 2022.

In 2022, serious crime increased by 42.4% compared to 2021. Although murders and sexual offences decreased by 4% and 26% respectively, all other serious criminal offences increased in 2022 with firearm related offences increasing the most by 150%. The 4% reduction in murders was the first decrease in this category over the past 4 years. Moreover, the significant increase in firearm offences resulted in 22 more attempted murders in 2022 compared to the previous year. Despite the challenges, some serious crime areas reduced from 2019 to 2021 such as sexual offences, vehicle theft, and narcotics. The RSLPF continues to work with key stakeholders to focus on crimes that cause harm to persons and restore public confidence in the Police.

Source: Eastern Caribbean Supreme Courts, GEMS Report

The slow clearance of criminal cases without a dedicated backlog project and the increased disposal rate with the use of virtual hearings led to the development of the Bench Trials committee and legislation. Bench trials or judge-alone trials have been identified as an alternative avenue through which persons can access timely justice. There are also plans to implement a swift justice project with its focus being on reducing the criminal court backlog.

The clearance of the forensic backlog was also identified as a key area of focus to complement the court backlog clearance and improve the investigation arm of the Citizen Security KRA. The forensic backlog was defined as cases in the system that was more than three months old for which evidence exists. Based on this definition, in 2019, the forensic backlog was 129 cases and achieved 100% clearance in 2022. The Forensic Laboratory was able to capitalise on the COVID-19 restriction and make major inroads into the backlog in 2020 and 2021. A memorandum of understanding (MOU) was drafted between the Forensic Laboratory and the Scene of Crime Unit of the RSLPF to strengthen the partnership between the agencies and improve investigations. The Forensic Laboratory achieved international certification from A2la in 2022 making them the first accredited Forensic Laboratory in the Organisation of Eastern Caribbean States (OECS). 0

Forensics Backlog Clearance from 2019 to 2022

Source: Eastern Caribbean Supreme Courts, GEMS Report

Citizen Security Key Result Area (KRA)

The rehabilitation component of the Citizen Security KRA focused on enhancing adult rehabilitation through five key initiatives. To date, only one of these initiatives has been implemented (the establishment of the Parole system) and is registering some success. An effective rehabilitation system would also aid in reducing the recidivism rate and repeat offenders. Rehabilitation has been a challenge for the Bordelais Correctional Facility (BCF) particularly since the facility was not equipped with specialists and resources to treat mental illness and substance abuse. In 2021 the facility had 62 mental inmates receiving psychotropic medication, which Correctional Officers administered based on the recommendations from community nurses and doctors. As such, a special task force was formed with representatives from the Ministry of Health and Home Affairs to facilitate

and coordinate the relocation of three mentally ill patients housed at the BCF to the National Mental Wellness Centre (NMWC). Both a psychological and security assessment was undertaken for the transfer of those patients to the NMWC. In November 2021, these three mental inmates were transferred to the NMWC by court order.

In December 2020, Saint Lucia held its first parole hearing where two inmates from the Bordelais Correctional Facility (BCF) were granted parole. The introduction of parole hearings to the local judicial system was touted as a positive step for human rights and rehabilitation. Correctional Service Canada provided technical support and training towards the establishment of the Parole Board, the training and certification of parole officers and the development of the Parole Manual.

Since the inaugural parole hearing in December 2020, only one other parole hearing was held in December 2021 where three eligible inmates were heard. To date, five cases have been heard before the parole board with three people granted parole. The first two persons granted parole are both employed and actively engaging in their rehabilitation programmes facilitated by the Parole and Probation Department.

The Parole Board was established.

The Parole Manual was developed.

Public Relations on parole process.

Parole Officers were employed.

Virtual parole officer training conducted.

1st Parole Hearing

2nd Parole Hearing

Parole Officers became certified.

Timeline illustrating key milestones for Parole Process from 2019 to 2022

“

My experience working with the PMDU team was extremely rewarding. Your contributions to specific projects and programs were invaluable. I was especially pleased with the reporting schedules, which ensured that there was accountability and results

Philomene St Clair Former Permanent Secretary Department of Justice

Cross Cutting Areas

In 2019, the PMDU was set up to improve the delivery of citizen outcomes via capacity building of officers in the Government of Saint Lucia, enabling the civil service to better understand, analyse and solve issues in expediting priority projects for the country.

Mildred Voon Former Engagement Manager PEMANDU Associates

01 COVID-19 Response

02

Economic Key Result Areas 03

Worked with key stakeholders including the Ministry of Health and the Ministry of Tourism to develop the Framework for Reopening Saint Lucia during the pandemic.

Assisted in the creation of the Command Centre to coordinate Saint Lucia’s response during the pandemic.

Provided technical support to the Command Centre/National COVID-19 Management Committee with data analysis and preparing update presentations to Cabinet and the public.

Designed infographics during the COVID-19 pandemic to provide key updates to the public.

Developed the COVID-19 PPE tracker to assist the Central Procurement Unit in managing supplies of PPE for frontline workers and other critical workers.

Developed and initially managed the Quarantine Facility tracker, managing returning nationals and the availability of the quarantine room stock.

Assisted in the formation of the Special Taskforce to facilitate the repatriation of Saint Lucians including Cruise line workers.

Coordinated with the private sector and Ambassadors for donations of food, fuel and PPE during the pandemic.

Prepared and delivered a presentation on Food Security to the COVID-19 Command Centre.

Assisted the Forensic Laboratory with plans to commence PCR testing.

Provided legal and technical advice on COVID-19 legislation and protocols.

Served as a virtual secretariat for the Income Support Programme providing technical and administrative support.

Cross Cutting Areas

Assisted in the development of the Economic Recovery and Resilience Plan (ERRP) for Saint Lucia serving as the Technical Lead for two Pillars.

The development of an online dashboard to monitor the progress of the ERRP.

Provided project management and technical support for the Implementation of the Amber Travel Portal for travellers.

02 Economic Key Result Areas

Developed the Airlift Simulator to assist the Ministry of Tourism and Saint Lucia Tourism Authority (SLTA) with sector planning based on varying scenarios and market conditions.

Assisted the Ministry of Tourism and other stakeholders with the development of the Industry licensing framework for COVID-19 protocols.

Formed the National Taskforce Force and Coordinated and managed the successful implementation of the Online ED Card platform.

Prepared a Concept Note for the Agro-processing of Coconut By-Products on behalf of the Caribbean Agricultural Research and Development Institute (CARDI).

Prepared the Cost Benefit Analysis for the Meat Processing Facility on behalf of the Ministry of Agriculture, Fisheries, Food Security and Rural Development.

Developed and presented the structure and framework for the Youth Economy working with agencies such as the Department of Economic Development and the Ministry of Youth Development and Sports.

Cross Cutting Areas

03 Social Key Result Areas

Negotiating with car dealers for favourable payments (2 vehicles at the price of 1) for the purchase of vehicles for the Royal Saint Lucia Police Force (RSLPF).

Collaborated with stakeholder agencies to facilitate the temporary repurposing of vehicles from other Ministries to the Royal Saint Lucia Police Force during the pandemic.

Collaborated with the private sector and the Saint Lucia Hotel and Tourism Association (SLHTA) to get donations of bicycles and vehicles for the Royal Saint Lucia Police Force (RSLPF).

Collaborated with key stakeholders and developed the policy memo and terms of reference for bench trials.

Conducted an assessment of the Owen King European Union Hospital (OKEUH) laundry facility to guide the decision on the next steps for the facility (complete and operate vs outsourcing).

Participated in two evaluations of bids for (1) the Department of Economic Development and (2) the Department of Sustainable Development.

Assisted the Department of Education in the implementation of the E-books programme by sourcing and analyzing data to determine the number of students without devices and internet connectivity and in determining the number of devices required.

04 Training & Capacity Building

Provided training and capacity building workshops to stakeholders across the six KRAs in several areas of Deliverology® including problem-solving using issues trees, 3ft planning and creating impactful presentations.

Conducted training in mediation for the RSLPF, Bordelais and community leaders to reduce domestic violence during the pandemic.