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.
Fifth Water Supply Project - Saint Lucia (2013)
Infrastructure
Project Completion Validation Report
Complete
Saint Lucia
Summary
At appraisal, it was estimated that 75 per cent (%) of the population of St. Lucia had direct water service connections to their homes, with the balance dependent on public standpipes. Approximately 50% of those with direct water service connections were provided with a reliable 24-hour water supply; and the remainder received water only on specific days and times. WASCO delivered water by truck to provide relief to households without direct connections. The service coverage for sewerage was only 10%. Other challenges included wasteful consumption, measurement and control of unaccounted for water (UFW), and the need to improve water quality reliability. In addition, it was assessed that WASCO lacked an appropriate legal, regulatory and institutional framework and financial capacity to adequately manage the sector and realize service improvements.
