CURRENCY EQUIVALENTS (Exchange rate effective as of May 24, 2012 Currency Unit = Lesotho Loti LSL 1 = US$ 0.12 US$ 1 = LSL 8.31 FISCAL YEAR January 1 to December 1 WEIGHTS AND MEASURES Metric System abbreviations and acronyms AGOA BFP CAS DA DCEO DDCC DP African Growth Opportunity Act Budget Framework Paper Country Assistance Strategy District Administrator Directorate on Corruption and Economic Offenses District Development Coordination Committee Development Partners EC European Commission GDP Gross Domestic Product GoL IFMIS IPA KDI Government of Lesotho Integrated Financial Management Information System Interim Political Authority Korean Development Institute LM LNC LNDC MCA Line Ministry Lesotho Council of NGOs Lesotho National Development Agency Millennium Challenge Account MDA MoE Ministries, Departments, and Agencies Ministry of Environment MoFDP Ministry of Finance and Development Planning MoHSW MoLG MoPS MOPW Ministry of Health and Social Welfare Ministry of Local Governments Ministry of Public Services Ministry of Public Works MTEF NDP OAG Mid-Term Expenditure Framework National Development Plan Office of the Auditor General PAC Project Appraisal Committee
PAF Performance Assessment Framework PEFA PER Public Expenditure and Financial Accountability Public Expenditure Review PFM PIM PPP PRS PSIP Public Financial Management Public Investment Management Public Private Partnership Poverty Reduction Strategy Public Sector Investment Program PSIRP SACU SADC SME Public Sector Improvement Reform Program South Africa Customs Union South African Development Community Small and Medium Enterprise SOE TRC State Owned Enterprise Transformation Resources Centre Vice President: Country Director: Sector Director: Sector Manager: Task Team Leader: Obiageli K. Ezekwesili Ruth Kagia Marcelo Giugale Anand Rajaram Tuan Minh Le
Table : Possible Benefits and Costs of In-house and Outsourced Appraisal Possible benefits Possible costs In-house appraisal Ownership of appraisal and hence an effective tool for strengthening the gate-keeping function. Less costly and timely delivery when capacity built and demand exists. Multiple-level appraisal done at the agency, line ministry, and MoF/MoP levels to facilitate follow-up project review, project adjustment, and implementation. Risk of direct political and bureaucratic interference. Low quality of appraisal due to gradual erosion of skills and expertise over time and lack of infusion of new talent within government agencies. Outsourced appraisal Better quality due to technical competency and possible use of outside expertise from the open market. Timely delivery as more appraisal teams may be engaged using open market resources to meet the demand of increased number of proposals in the pipeline. Direct political interference less likely. Misaligned incentives leading to little or slow knowledge transfer between external hired agency and government departments and line ministries. Costly and still not used if demand for genuine appraisal does not exist. Quality assurance may be difficult (that is, who reviews the appraisal by the hired agency). Source: Authors Establishing an Effective Mechanism for Monitoring and Ex-post Evaluation Weak monitoring during implementation and in the absence of ex-post project evaluation necessitates the introduction of these functions in the PIM reform agenda. Although the MoFDP has put in place tools for monitoring during implementation, they are being used, at the best, in an ad hoc fashion. There is a need to put in place a monitoring system at two levels. The first level of monitoring should be done by the MDAs that propose and implement the projects/programs. This should cover two aspects—physical and financial progress—and monthly reports should be compiled and maintained in a prescribed format. The second level of monitoring should be done at the level of the MoFDP on a quarterly basis and this should be linked to release of funds based on performance (without this hard “conditionality,” monitoring cannot exert any credible pressure on implementing agencies and hold them accountable to quality implementation). Finally, an annual report may be presented to the cabinet of ministers.
Public Service Commission College of Education Mohale’s Hoek District Council Senate Distance Training Centre Mokhotlong District Council Agriculture and Food Security Electricity Authority Qacha’s Nek District Council Communications, Science and Technology Freight and Bus Services Quithing District Council Education and Training Fund for Community Development Thaba-Tseka District Council Employment and Labour Institute of Accountants 128 Community Councils Finance and Development Planning Northern Parks Foreign Affairs Revenue Authority Gender, Youth, Sports and Social Welfare Telecommunications Authority Home Affairs and Public Safety Morija Museum and Archives Justice, Human Rights and Rehabilitation National AIDS Commission Land Reclamation National Drug Service Organisation Law and Constitutional Affairs National University of Lesotho Local Government Olympic Committee Natural Resources Petroleum Fund Public Service Road Fund Public Works and Transport Youth Council Tourism, Environment and Culture Millennium Challenge Account (MCA) Trade and Industry, Cooperatives and Marketing 16 Below-the-line Treasury Funds Defence and National Security Source: Government data (PEFA 2009).
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