This evaluation examines the Caribbean Development Bank’s (CDB) Country Engagement Strategy (CES) for Saint Lucia for the period 2020–23, including activities designed and implemented until December 2024. The evaluation uses a mixed-methods approach, combining document reviews, portfolio analysis, and stakeholder interviews, to inform the next CES. The evaluation process supported participation, reflection, and co-creation. During the inception phase, feedback was collected from CDB staff and Government of Saint Lucia (GOSL) counterparts to refine the focus and ensure evaluation questions would generate insights aligned with both CDB’s strategic needs and GOSL priorities. A Theory of Change workshop was conducted with CDB and GOSL stakeholders to reconstruct the underlying logic of the CES and identify key assumptions and change pathways. This collaboration provided a shared foundation for assessing progress and strategic alignment. Validation of emerging findings was carried out via an online workshop. A hybrid co-creation workshop was held with Saint Lucia-based stakeholders and CDB staff to collaboratively develop recommendations and ensure proposed actions are useful, specific, and actionable, with the aim of increasing the success of the next CES.
OIE Work Programme 2017-2020
Strategy and Plans
Complete
CDB
Summary
This five year plan for evaluation at the Caribbean Development Bank (CDB) is articulated in three parts. Part One examines the context for evaluation at the Bank, including its Evaluation Policy, strategic planning documents, policies and strategies, and co-investment partners. Part Two surveys the broader Multilateral Development Bank (MDB) context of which CDB is a part and highlights the particular trends in MDB policies and evaluation approaches which this plan should take account of. Part Three sets out indicative plans for evaluation at CDB over the 2018 to 2022 period; the considerations that have informed these evaluation choices; the expected phasing and resource requirements; and some important enabling activities such as knowledge management and capacity building.It is important to note that this is conceived as a rolling plan, to be refreshed at least bi-annually, and in particular to take account of any significant changes in CDB’s strategic environment (for example a new Strategic Plan and/or Special Development Fund [SDF] Contributors’ Agreement).
