This document discusses Saint Lucia's engagement of the private sector in national adaptation planning. It outlines the composition and sectors of Saint Lucia's private sector. The National Adaptation Plan identified increasing private sector involvement in adaptation efforts through developing a sectoral adaptation strategy. Actions taken under the NAP process to engage the private sector include workshops, meetings, and developing public-private partnerships. Opportunities for continued private sector engagement are discussed, along with highlights of engagement in sustainable development and climate financing initiatives.

1. Saint Lucia’s Engagement
of the Private Sector
Under the National Adaptation Planning process
Presented by:
Snaliah Mahal
Department of Sustainable Development
Saint Lucia

2. Introduction
• National Adaptation Plan (NAP) Assembly 2018 –launch of NAP
Strong recommendation from high level stakeholders to
encourage involvement of the private sector
• Private sector adaptation cross-sectoral measures highlighted in
NAP
• Need for involvement of everyone (public, civil society, private
sector, media, academia)

3. Composition of the private sector in Saint
Lucia
• The range of private sector enterprises in Saint Lucia includes Micro,
Small – Medium Sized Enterprises (MSMEs) that are mostly family owned
entities, partnerships or sole traders, as well as larger corporations,
which are mostly offshoots of well-established international companies or
branches of regional conglomerates.
• Saint Lucia’s business landscape comprises mainly MSMEs, with 77% of
these having 5 or less employees. Firms with 20 or more employees
account for 4% of the private sector
• A Private Sector Baseline Survey (2009) estimated that there were 7,430
enterprises in Saint Lucia, of which 2,867 (39%) were considered
informal.

4. Composition of the private sector in Saint
Lucia cont’d
• Saint Lucia’s private sector has been mapped according to a number of
variables: the extent and size of each sub-grouping; economic
significance; sectoral orientation and representation; vulnerability;
and capacity to implement climate adaptation measures.
• Saint Lucia’s private sector can thus be categorized into major sectors:
agriculture; tourism; manufacturing and services; construction,
engineering and infrastructure; cross-cutting sectors, including water,
waste management and energy; the financial sector; and regional and
international enterprises with branches or affiliates in Saint Lucia.

5. National Adaptation Plan (NAP) and private
sector
Cross-Sectoral Measure
Outcome 3. Increase Capacities to Design and Implement Climate
Adaptation Projects Across Sectors
• Strategic objective 2. Strengthen institutional capacities to engage civil
society and the private sector in adaptation efforts
Adaptation Measure
• Develop a Sectoral Adaptation Strategy and Action Plan (SASAP) for the
private sector, that includes incentives for businesses to engage in
climate change adaptation efforts and in the creation of Public-Private
Partnerships for adaptation.

6. National Adaptation Plan (NAP) and private
sector cont’d
•The NAP identified specific roles for the
National Climate Change Committee which
included “support non-state actor
(including community and private sector)
engagement in national adaptation
initiatives.”

7. Private Sector Engagement Strategy for
Climate Change
• Identifies the objectives of private sector
engagement in NAP financing; maps the relevant
components of the Saint Lucian private sector
for consideration of engagement modalities; and
addresses how the public sector can encourage
private sector engagement and investment in
climate change adaptation.

8. Private Sector Engagement Strategy for
Climate Change cont’d
• Objectives of the Engagement Strategy
•
 Education and information sharing on climate adaptation
 Ensuring business continuity and managing climate risks
 Encouraging involvement in Climate Adaptation Strategies through NAP
 Informing Investment Decisions in Resilience-Building
 Facilitating insurance, finance, technological innovation and new production
modalities
 Identifying opportunities for adaptation partnerships with the public sector
through PPPs
 Informing development of public policy

9. Private Sector Engagement Strategy for Climate
Change -Actions to date under NAP process
• Private Sector Consultations and Involvement
Workshops
Climate Finance Training
One-on-one meetings
Peer Learning Summit: Engaging the Private Sector in National
Adaptation Planning Processes
Review of and input into draft Private Sector Engagement
Strategy
Development of a PPP concept note for funding: Green
Affordable Housing (in progress), led by SLDB
Additional presentations planned with Boards of private
sector entities planned
Special sessions have been held with media and creatives

10. Private Sector Engagement Strategy for Climate
Change -Actions to date under NAP process cont’d
• Climate Financing Strategy
Outlines the public and private sources of climate
financing available both domestically and internationally,
highlighting which sources of financing would be most
relevant and feasible for the various measures and
concept notes included in the NAP and SASAPs, to ensure
that the resources available to Saint Lucia for the
achievement of its NAP objectives are appropriate and
commensurate to its needs.

11. Private Sector engagement opportunities
• Presentations during established Board Meetings of BMOs
• Bilateral Meetings
• Targeted Trainings & Workshops
• Business Breakfasts
• Resilience Expert Secondment program
• WhatsApp groups
• Email Groups
• Online Message Boards
• Providing content for the weekly All Biz Media’s Caribbean Business Report
• Partnerships during various government exhibitions
• Participation/involvement in peer review events, nationally and internationally
• Surveys

12. Indicative action plan for private sector
engagement
•Extract feedback, ID
best practices
•Prioritize actions
•ID entities for
accreditation
•Calls for proposals
•Support entity
accreditation
•Public-private
partnerships
•Develop sector
materials
•Attend sector events
•Host sector/regional
roundtables
•Assign sectors
•Intra-government
coordination
•Enhance opportunities
for engagement
•Engage "multipliers"
Initiate Inform
IncorporateInvolve

13. Other highlights of private sector
engagement in sustainable development
Climate Adaptation Financing Facility (CAFF)
• The CAFF is a pilot financing mechanism implemented through the Saint
Lucia Development Bank (SLDB). Its objective is to provide the private
sector, civil society and private citizens with access to financing at
concessionary interest rates for building climate resilience.
At the end of 2018, the CAFF had an uptake rate of 9.6% of available funds. Loaned
funds go towards climate resilience measures at the level of individual households
and businesses.
77 approved Sub-loan Borrowers (56% female borrowers; 5.9% business borrowers)

14. Other highlights of private sector engagement in
sustainable development cont’d
Climate Investment Funds (CIF) Evaluation and Learning Initiative on
Private Sector Response to Climate Change
• Purpose: to capture lessons learned from the participation of Saint
Lucia’s Private Sector in the Pilot Program for Climate Resilience (PPCR)
and other relevant initiatives to facilitate transformational change
towards increasing Private Sector investment in adaptation and
resilience building.
73.1% of respondents articulated a general understanding of climate change and to
clearly identify threats and vulnerabilities associated with Climate Change.
Managerial staff better informed of climate change compared to other staff across
all the sectors that were analysed

15. Other Highlights of private sector engagement in
sustainable development cont’d
• Phasing out of single use plastic
• Rainwater harvesting and sewage treatment and
recycling system at Coconut Bay Beach Resort and Spa
(PPP)
• Aligning the private sector with Sustainable
Development Goals (SDGs)

16. Conclusion
• Continued public awareness
• Forging of opportunities for sustained
engagement
• Use of non-traditional methods

17. THANK YOU!