Wool and Mohair Promotion Project (WAMPP)

Transcription

Kingdom of Lesotho
Final project design report
Main report and appendices
Document Date
Project No.
Report No:
September 2014
1673
3549-LS
East and Southern Africa Division
Programme Management Department
Kingdom of Lesotho
Contents
Currency equivalents
iv
Weights and measures
iv
Abbreviations and acronyms
v
Map of the Project area
vii
Executive Summary
viii
Logical Framework
xiv
I.
II
III.
IV.
Strategic Context and Rationale
1
A.
Country and Rural Development Context
1
B.
Rationale
5
Project Description
8
A.
Project Area and Target Group
8
B.
Development Objective and Impact Indicators
9
C.
Components & Outcomes
9
D.
Lessons Learned and Adherence to IFAD Policies
17
Project Implementation
20
A.
Approach
20
B.
Organisational Framework
21
C.
Planning, M&E, Learning and Knowledge Management
22
D.
Scaling-up in WAMP
25
E.
Financial Management, Procurement and Governance
28
F.
Supervision
30
G.
Risk Identification and Mitigation
30
Project Costs, Financing, Benefits and Sustainability
33
A.
Project Costs
33
B.
Project financing
33
C.
Summary of Benefits and Economic Analysis
34
D.
Sustainability
36
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Kingdom of Lesotho
Appendices
Appendix 1:
Country and rural context background
39
Appendix 2:
Poverty, targeting and gender
52
Appendix 3:
Country performance and lessons learned
60
Appendix 4:
Detailed project description
68
Appendix 5:
Institutional aspects and implementation arrangements
86
Appendix 6:
Planning, M&E and learning and knowledge management
115
Appendix 7:
Financial management and disbursement arrangements
120
Appendix 8:
Procurement
136
Appendix 9:
Project cost and financing
142
Appendix 10:
Economic and Financial Analysis
171
Appendix 11:
Draft project implementation manual
202
Appendix 12:
Compliance with IFAD policies
218
Appendix 13:
Contents of the Project Life File
229
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Kingdom of Lesotho
Currency equivalents
Exchange Rate Effective July, 2013
Currency Unit
Maloti 10.5
US$ 0.1
=
=
=
Maloti
US$1
Maloti 1
FISCAL YEAR
April 1 to March 31
Weights and measures
1 kilogram
=
1000 g
1 000 kg
=
2.204 lb.
1 kilometre (km)
=
0.62 mile
1 metre
=
1.09 yards
1 square metre
=
10.76 square feet
1 acre
=
0.405 hectare
1 hectare
=
2.47 acres
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Kingdom of Lesotho
Abbreviations and acronyms
AEO
APCBP
ARC
ASAP
ATO
AWPB
BDS
BEDCO
CAHW
CAP
CBL
CC
CCAP
CGA
CLEWS
CPCA
CRS
DA
DAO
DAPO
DAPS
DAR
DC
DCEO
DEO
DFS
DLS
DMA
DMO
DPCC
DPU
DRRM
DWMGA
FAO
FCSF
FDI
FMS
FTC
GDP
GEF
GII
GNI
GOL
GTZ
HDI
HDR
IDA
IFAD
IFR
Area Extension Officer
Agricultural Policy and Capacity Building Project
Area Resource Center
Adaptation for Smallholder Agriculture Project
Area Technical Officer (MAFS)
Annual Work Plan and Budget
Business Development Services
Basotho Enterprise Development Corporation
Community Animal Health Worker
Community Action Plan
Central Bank of Lesotho
Community Councils
Community Council Action Plan
Community Grazing Associations
Community Livestock Extension Workers
Country Procurement Capacity Assessment
Catholic Relief Services
District Administrator
District Agricultural Officer
District Animal Production Officer
District Animal Production Services
Department of Agricultural Research
District Coordinator
Directorate on Corruption and Economic Offences
District Extension Officer
Department of Field Services
Department of Livestock Services
Disaster Management Agency
District Marketing Officer
District Project Coordination Committee
District Planning Unit
Department of Range Resources Management
District Wool and Mohair Growers Association
The Food and Agriculture Organization of the United Nations
Farmer and Community Support Fund
Foreign Direct Investment
Financial Management Specialist
Farmer Training Centers
Gross Domestic Product
Global Environment Facility
Gender Inequality Index
Gross National Income
Government of Lesotho
German Development Cooperation (now GIZ)
Human Development Index
Human Development Report (of UNDP)
International Development Association
The International Fund for Agricultural Development
Interim Financial Report
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IFF
IRR
IWTO
KM
LDCF
LNDC
MDG
LMS
LNWMGA
LPMS
LU
MAFS
M&E
MDP
MEMWA
MOF
MLGC
MFLR
MHA
MTICM
NAC
NGO
NPV
NRM
NSDP
PBAS
PCU
PFO
PIM
PSC
PM&E
PPAD
PPR
PS
PCTC
RMA
RUFIP
SADP
SANReMP
SBD
SSA
UES
VC
VGA/S
Innovation and Facilities Fund –
Internal Rate of Return
International Wool and Textile Organization
Knowledge Management
Least Developed Country Fund
Lesotho National Development Corporation
Millennium development Goal
Lesotho Meteorological Services
Lesotho National Wool and Mohair Growers Association
Livestock Product Marketing Service (under MTICM)
Livestock Units
Ministry of Agriculture and Food Security
Monitoring and Evaluation
Ministry of Development Planning
Ministry of Energy, Meteorology and Water Affairs
Ministry of Finance
Ministry of Local Government and of Chieftainship Affairs
Ministry of Forestry and Land Reclamation
Ministry of Home Affairs
Ministry of Trade and Industry, Cooperatives and Marketing
National Aids Commission
Non-Governmental Organization
Net Present Value
Natural Resource Management
National Strategic Development Plan
Performance-based Allocation System
Project Coordination Unit
Project Field Officer
Project Implementation Manual
Project Steering Committee
Planning, Monitoring and Evaluation
Procurement Policy Advisory Division
Public Procurement Regulation
Principal Secretary
Project Consultative Technical Committee
Range Management Area
Rural Financial Intermediation Project
Smallholder Agriculture Development Project
Sustainable Agriculture and Natural Resource Management Project
Standard Bidding Documents
Shearing Shed Association
Unified Extension System
Value Chain
Village Grazing Association/Scheme
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Map of the Project area
vii
Kingdom of Lesotho
Executive Summary
i.
Background: The Wool and Mohair Promotion Project (WAMPP) has been designed in response to
the Government’s request to provide support to this important aspect of Lesotho’s rural economy on
which so many of its women and men smallholder producers depend. Lesotho is a country that is
almost totally reliant on rain-fed agriculture and in recent years the agricultural economy has suffered
from extreme weather conditions – prolonged droughts and very damaging flooding. There is an acute
awareness in the Government and within the communities that climate change is already impacting on
the lives of the people of Lesotho (i.e. the Basotho) and threatening their future. It is with this in mind
that the Government is requesting all donors to support the climate proofing of its agricultural
1
production system . WAMPP is therefore designed to address the issues of rural poverty and food
insecurity in the context of climate change and the increasing vulnerability of poor livestock producers.
WAMPP is national in scope however most of the activities focus on the poorer mountain regions of
the country, where the incidence of poverty and food insecurity is highest and agricultural activity is
severely restricted due to the lack of cultivatable land, the degraded rangelands and the harsh
climate. In these mountainous areas sheep and goat herding is the main economic activity and
subsistence and food security is essentially derived from the proceeds of selling animals or wool and
mohair.
ii.
The livelihoods of the smallholder producers of merino sheep and angora goats are threatened by
degradation of the rangelands and the compounding impact of climate change on this fragile mountain
environment. Sheep and goat producers generally graze the highland areas where agricultural
production is limited and the incidence of poverty and food insecurity is greatest.
iii.
Lesotho has a long history of sheep and goat husbandry and there is a well-developed and effective
value chain for the production and marketing of wool and mohair. However, for many decades
Lesotho’s extensive rangelands have been degrading. The rangelands are estimated to be
overstocked, by cattle, horses, donkeys as well as sheep and goats, by 40% to 80% - the equivalent
2
of 2.8 to 5.7 million livestock units (LUs) .This has resulted in increasingly poor production
performance in sheep and goats which includes poor reproductive performance and low yields of wool
3
or mohair . In addition, loss of ground cover on the highland rangelands has resulted in excessive
water runoff during mountain storms, leading to flash flooding and sheet and gully erosion which are
taking much of Lesotho’s very limited agricultural land out of production. It is expected that climate
change will make this problem much worse due to increased intensity of rainfall and greater climate
4
variability in terms of more frequent and more severe droughts .
iv.
Degraded rangeland is particularly sensitive to climate hazards. With greater intensity of rainfall, loss
of vegetative cover and large areas of exposed soils is expected to increase and result in large scale
soil erosion, poor water infiltration and excessive water run-off. This increased run-off from the
mountain rangeland under climate change conditions will result in further flash-flooding and damage
to infrastructure, such as roads and bridges. Of particular importance is the gully erosion that is
caused by excessive run-off. In view of the increasing loss of Lesotho’s very limited agricultural land
resource, there is an urgent need to introduce adaptive measures, in particular to reverse the
degradation of the rangeland and restore the protective ground cover. This will not only protect
Lesotho’s agricultural lands against climate change but will also vastly improve the nutrition of the
flocks of sheep and goats.
v.
The design phase of WAMPP included a value chain study which identified the following issues that
need to be addressed in order increase overall productivity, increase financial returns from wool and
mohair and maximize the project’s impact on reducing poverty and increasing employment:
1
National Strategic Development Plan 2012/2013 to 2016/2017
For the purpose of this report an adult sheep is considered to be 1 livestock unit (LU); a goat is 0.85 LU and cattle, horse and
donkey are 6 LU.
3
Lesotho’s National Adaptation Project of Action (NAPA) Option 1: Improve resilience of livestock production systems under
extreme climatic conditions in various livelihood zones in Lesotho on Climate Change. Online at:
http://unfccc.int/resource/docs/napa/lso01.pdf Accessed August 30, 2013
4
Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework Convention on
Climate Change (UNFCCC). Ministry of Energy, Meteorology and Water Affairs, June 2013.
2
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Kingdom of Lesotho
a) The increasing degradation and low productivity of the rangeland in the face of increasing
climate variability;
b) The low productivity and poor quality of the sheep and goat flocks;
c) The poor standard of wool and mohair handling - shearing, classing and presentation for
sale;
d) The need to further develop cottage industries to produce higher value items for the high
end of the market; and
e) The need to address the overgrazing through improved rangeland management.
vi. Rural Poverty: Poverty is endemic and in 2012 Lesotho ranked 158 out of 186 countries in the
UNDP Human Development Index. Poverty is mostly concentrated in the rural areas and women
are generally poorer than men. There are pronounced regional variations in poverty: poverty is
greatest in the mountain areas and there is less poverty in the lowlands. The Gini Coefficient of
0.52 shows high inequality in income distribution. The 20 per cent best-off households secure 60
5
per cent of income whilst the poorest 20 per cent receive only 2.8 per cent . Approximately 43 per
cent of the population live on less than USD1.25 per day and 68 per cent live on less than USD2
per day.
vii. Policy and Institutional Framework: Lesotho’s National Adaptation Project of Action (NAPA)
features livestock and rangeland management as its first priority and WAMPP will be responding
6
effectively to this priority . The National Strategic Development Plan 2012/13 to 2016/17 (NSDP)
identifies six strategic goals to achieve Lesotho’s National Vision goals and to reduce poverty and
achieve sustainable development. The role of the agricultural sector in improving the economy is
recognised in the first strategic objective of the plan to: pursue high, shared and employmentcreating economic growth. The NSDP identifies the agricultural sector as one of the main sources
of employment, especially in rural areas. It proposes a three-pronged strategy to develop the
agricultural sector by:



Firstly, sustainable commercialisation and diversification and the development of
integrated value chains;
Secondly, building effective agricultural support institutions; and,
Thirdly, improving risk management in the sector and reducing stock theft.
viii. Priority activities included are: (a) to promote the production of high value crops and livestock
products; (b) improve quality livestock breeding; (c) develop viable distribution and marketing
systems; (d) protect animal and plant health; and, (e) increase climate resilience for the sector to
reduce vulnerability and minimise risks.
ix. Project Rationale: The rural economy of Lesotho is dominated by livestock production which
contributes 4.8% of GDP compared to agricultural crops which contributes only 1.9%. Rangeland
suitable for grazing stock covers more than two thirds of the country while less than 10% of the
land is able to be cultivated. Wool and mohair are the main agricultural exports and Lesotho is the
7
world’s second largest producer of mohair (after South Africa ) – it produces 14% of the mohair
produced globally. During the 2012/2013 season Lesotho’s wool sales grossed R192 million
(USD 19.2 million) and mohair sales grossed R29 million (USD 2.9 million). All production is in the
hands of smallholder farmers and most of these are in the mountain areas where the incidence of
poverty is highest. Clearly wool and mohair production is a major factor in injecting cash into rural
communities and addressing poverty in Lesotho. However, the production system is at risk due to
overgrazing leading to rangeland degradation. Climate scenarios for Lesotho indicate that the
process of degradation in likely to accelerate under climate change and a major objective of the
5
African Peer Review Mechanism, Country Report No. 12, June 2010, page 183
Lesotho’s National Adaptation Project of Action (NAPA) Option 1: Improve resilience of livestock production systems under
extreme climatic conditions in various livelihood zones in Lesotho on Climate Change. Online at:
7
South Africa produced 56% of the global mohair clip in 2008
6
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Kingdom of Lesotho
Project is to introduce a more sustainable approach to rangeland management in order to mitigate
8
these climate risks in the future .
x. Project Area: The Project is national in scope covering all 10 administrative districts but focussing
on the poorer highland areas that covers more than two thirds of the country’s surface area and is
the production base for the wool and mohair industry which is the backbone of Lesotho’s
agricultural economy.
xi. Vulnerability to natural disasters and climate change: Lesotho is vulnerable to a range of
natural disasters and climate change as detailed in NAPA. It is well recognised that climate change
combined with edaphic and cultural issues is causing the massive land degradation that dominates
9
the rangeland ecosystem . Loss of vegetation both shrubs and grasses due to overgrazing, the
steep slopes in the Mountain and Foothill Zones, a semi-arid climate, and very intense rainfall
during a short wet season, create ideal conditions for water and wind erosion. Lesotho is now
facing a major disaster in both its farming and rangeland sectors due to sheet and gully erosion on
a massive scale. Climate change is expected to result in more intense rainfall, more frequent
droughts, and more severe wind/dust storms. These factors will only make a bad situation even
worse if appropriate adaptation measures are not adopted immediately.
xii. The Target Group: The broad target group for the Project is resource-poor wool and mohair
producers, who as noted earlier depend on highland, degraded pastures for their subsistence. It is
expected that the project will build on those who most want to add value to their current wool and
mohair production or can participate in cottage industry development. The Project will have a
poverty focus and it is estimated that the number of direct beneficiaries will be 50,000 households
or 200,000 people. The specific target groups will be:




Small-scale women and men farmers who have the potential for increased productivity on
a climate resilient basis.
Small-scale women and men wool and mohair producers who graze their sheep and
goats on rangelands which are most exposed to climate-hazards (drought, flooding and
erosion)
Poor women and men rural dwellers that can access the value chain through value
adding activities or have the potential to become producers;
Poor, especially women, rural dwellers whose skills can be increased for textile / garment
production for niche markets.
xiii. Targeting strategy: The project’s targeting strategy will support the Government’s economic
growth, poverty reduction, employment creation and climate change adaptation policies and
strategies. While the project will have national coverage, WAMPP will place a focus through the
selection of those districts which have a potential for wool and mohair production, and have high
poverty rates, in line with IFAD’s mandate. Based on these two criteria, WAMPP will focus on
Mokhotlong, Maseru, Thaba Tseka, Quthing and Butha-Buthe districts.
xiv. A pro-active targeting strategy would be incorporated, cutting across all interventions. A range of
community mobilisation, empowerment, capacity-building, direct and self-targeting measures will
be introduced to reach the target group including the use of remote sensing to identify the most
vulnerable rangelands. The project will actively work with the traditional authorities who control
access to and the use of the degraded rangelands, to establish equitable and controlled use of the
rangelands.
xv. The targeting strategy will place special attention to promote women’s and youth participation in
and access to activities and benefits. These mechanisms would require continuous monitoring to
ensure both quantitative achievements. The cottage industry and work of wool classing and sorting
in the shearing sheds is possibly better suited to women who generally show greater attention to
meeting established standards. WAMPP will investigate in ways to get more women involved in
these processes and monitor the impact on household income, school attendance etc.
8
Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework Convention on
Climate Change (UNFCCC). Ministry of Energy, Meteorology and Water Affairs, June 2013.
9
Lesotho is divided into four major agro-ecological zones with unique micro-climates. Zone I the Lowlands, Zone II Foothills,
Zone III Mountains and Zone IV Senqu River Valley
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Kingdom of Lesotho
xvi. Participatory exercises such as wealth or self – ranking , will help to create awareness and
empowerment among the typical IFAD target group, ie. the poor, women and youth. Quotas will be
agreed upon for their representation in planning and decision making entities, trainings, access of
services such as training and rangelands. These quota and targets will be regularly monitored by
the project.
xvii. Project Objectives: The goal of WAMPP is to boost the economic and climate resilience of poor,
smallholder wool and mohair producers to adverse effects of climate change in the Mountain and
Foothill Regions of Lesotho. The development objective is (i) to enable smallholder livestock
producers to generate higher incomes and more sustainable livelihoods and (ii) to increase their
ability to cope with and recover from natural shocks.
xviii. Project Components: The Project components are as follows:
xix. Component A: Climate Smart Rangeland Management is designed to establish a sustainable
system of communal grazing and rangeland management with the objective of improving livestock
nutrition and maximizing production and returns for smallholder wool and mohair producers. The
10
component will focus on building climate change resilience of those involved in the rangeland
sector.. To achieve this it is necessary to establish the users’ rights and responsibilities and to
define the range land resource which he/she or they have the right to use. WAMPP will take
community based approach to delineating grazing areas, establishing stocking rates and
developing grazing plans, following a participatory rangeland management methodology. This
process will be led by an NGO or CBO experienced in community development and natural
resource management. It would be followed by the registration of the of usufruct rights to the land
and the regulations to be applied to its use. By reducing the speed and quantity of run-off from the
rangeland, Component A will reduce the gully erosion that has been a major contributor to the loss
of agricultural land in recent decades.
xx. Component B Improved Livestock Production and Management: is designed to increase the
quantity and quality of wool and mohair produced by smallholder farmers in Lesotho. The yields of
wool and mohair from sheep and goats in Lesotho are low due to: poor nutrition; poor of access to
improved genetic material; poor animal health and inadequate access to veterinary drugs and
vaccines and the limited capacity of the livestock extension services. WAMPP is designed to
address each of these deficiencies (animal nutrition, breeding, and health) with the aim of raising
production standards and maximizing returns for smallholder producers. The increased returns
from wool, mohair and increased animal sales will also contribute to improve food security within
herding communities.
xxi. Component C Wool and Mohair Processing and Marketing: is designed to support the capacity
of women and men livestock owners to adopt a more commercial approach to improving market
returns through more effective and efficient handling of wool and mohair to improve the quality of
Lesotho Wool and Mohair thereby raising returns for livestock producers. Interventions supported
by WAMPP will include: a) promoting shearing shed association enterprise development; b)
strengthening fibre handling and grading at shearing sheds; c) conducting improvement of
shearing shed facilities and investing in access (feeder) roads. Particular attention will be paid to
supporting small livestock owners’, including the disadvantaged and youth, access to market
opportunities and for women to be actively encouraged into rural cottage enterprises.
xxii. Project Implementation: WAMPP will be implemented over a period of 7 years. It would be
coordinated and implemented through existing institutions according to their mandated
responsibilities. The key government organizations involved are: (i) the Ministry of Agriculture and
Food Security (MAFS) through the Department of Livestock Services (DLS) would be responsible
for the technical aspects of animal production and health; (ii) the Ministry of Forestry and Land
Reclamation (MFLR) through the Department of Range Resources Management (DRRM) would
be responsible for the technical aspects of climate smart rangeland management and
rehabilitation; (iii) Ministry of Trade and Industry, Cooperatives and Marketing (MTICM) would be
responsible for policies and regulations governing the wool and mohair handling and marketing
and the development of cottage industries; and, (iv) the Ministry of Energy, Meteorology and Water
10
Under WAMP, a climate resilient household is defined as a household that has access to timely and relevant climate
information, additional technologies for improved rangeland management and use, for production, in this case toward improved
economic returns on wool/mohair, and improved handling and marketing
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Kingdom of Lesotho
Affairs (MEMWA), which houses the Lesotho Meteorological Services would be responsible for the
technical aspects of Climate Information Services.
xxiii. Of particular importance is the role of the LNWMGA and its associated DWMGAs and Shearing
Shed Associations (SSAs). This network operates throughout Lesotho and is anchored at field
level in the 114 Government owned but essentially “Association” operated Shearing Sheds. These
SSAs would be the portal through which WAMPP will deliver services to producers. Implementing
Partners (IPs), such as an NGO, will also be used, especially at the local level, for example on
natural resource management, fodder production, breeding and so forth. Also important will be the
District and Community level officers from MAFS and MFLR, the traditional chiefs and the
Community Grazing Associations.
xxiv. Project oversight and governance would be the responsibility of a Project Steering Committee
(PSC) – chaired by the Principal Secretary Ministry of Development Planning, and a Consultative
Technical Committee (CTC) at Director Level, chaired by MAFS. A Project Coordination Unit
(PCU) located in the MAFS would be responsible for the day to day coordination between
participating ministries and the Lesotho National Wool and Mohair Growers’ Association
(LNWMGA). The PCU would also be responsible for M&E, reporting, major project procurement
and the Project’s overall financial management.
xxv. At the district level, each implementing agency will deliver the tasks as per AWPB through the
usual branches, MAFS through the District Agricultural Officers and MTICM through the District
trade and marketing officers. A District Project Coordination Committee (DPCC) convened and
chaired by the district administrator (DA) or designate, and composed of the other district officers
from MAFS, MFLR, MTICM and DWMGA, will ensure the delivery of project services to targeted
districts and villages. The DPCC will be responsible for providing operational guidance; it will
coordinate local level planning, preparation of AWPBs, consolidation and harmonization of district
AWPBs, supervision of activity implementation and contracts with service providers and provision
of technical backstopping of frontline staff and facilitate knowledge management activities.
xxvi. Project Costs: Total investment cost and recurrent costs, including contingencies, over the sevenyear Project life are estimated at around US$ 38.9 million (around M 408 million). Component 1
comprises 31% of project base cost; Component 2 is 22%; Component 3 is 26%; and, Project
Management and Coordination is 21 %.
xxvii. Project Financing: An amount of US$11.6 million (from the 2013-15 PBAS) will be financed by
an IFAD loan (with 50% DSF funding), US$ 7 million from ASAP with potential co-financing from
the OPEC Fund for International Development (OFID) of approximately US$ 12 million, while the
LNWMGA would guarantee a contribution of USD 1.5 million. Any balance of the Project costs will
be financed by GOL and the beneficiaries. In addition to cash outlays for specific activities, GOL’s
contribution, valued at US$ 4.0 million, will include office accommodation for the PCU and salaries
for the various Government staff that will be involved in Project implementation. A gap of
approximately USD 2.8 million is expected to be financed by an increased contribution of OFID,
Government or an additional financier, who will be identified ideally at project start. Alternatively,
Government will seek for additional funding from IFAD by the project’s mid term. The beneficiaries
will contribute through contributions “in-kind” for shed construction, renovation, water supply and
access road works and shed management and administration and the development of fodder
reserves.
xxviii. Project Risks: During Project Design a number of risks affecting the realisation of the WAMPP
have been identified, including (1) availability of co-finance by OFID, (2) effective coordination
among stakeholders, (3) reliability of existing market demands for wool and mohair, (4) the longterm sustainability of land use in the project area, (5) the capacity to adapt to climate change, and
(6) access to affordable financial services.
xxix. GoL has agreed and in fact started to actively pursue the co-financing request with OFID The
project implementation structure and linkages of the various stakeholders has been intensively
reviewed and discussed. All partners have agreed on their role and responsibilities. The Ministry of
Development Planning will chair the project steering committee and ensure that all key players
remain committed. The main tool of co-ordination and project management towards development
results will be the review and approval of the Results Based - AWPB against progress reports.
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Kingdom of Lesotho
xxx. Another high risk area is the exposure of the beneficiaries to price fluctuation. WAMPP addresses
this risk through the promotion of an efficient production system: a shift towards producing with
fewer and more productive animals more of the high quality fibre. In turn, higher productivity
releases pressure on rangelands, reduce costs and increases revenues for the farm household. In
conjunction with this issue, the risk of losing more rangeland is apparent, due to current
management practices and the present threat of climate change. A combination of measures for
sustainable rangeland management and disposal mechanisms of unproductive animals aims to
bring fast and sustainable effects to the sector.
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Kingdom of Lesotho
Logical Framework
Narrative Summary
Key Performance Indicators
Means of Verification
Assumptions (A) / Risks (R)
The Project Goal will be to
boost the economic and
climate resilience of poor
wool and mohair producers
in the Mountain and Foothill
Regions of Lesotho.
 Reduction in the prevalence of child malnutrition: Child stunting to be reduced
11
from 39.2 per cent (2009) to 32.7% by WAMPP completion
 50,000 Households with improvement in household assets ownership index (RIMS
Level III)
12
 250,000 poor smallholder household members whose climate resilience has
been increased - disaggregated by sex

 Baseline,
mid-term
and
completion impact surveys
 LVAC reports
 Qualitative studies to complement
indicator-based data.
 Disaster Management Agency
(DMA) reports

Project Objective
(i) Smallholder livestock
producers generate higher
incomes and more
sustainable livelihoods:
(ii) Smallholder livestock
producers increase their
ability to cope with and
recover from climate shocks
Outcome 1 – Livestock
producers manage
rangelands in sustainable
and climate smart way
 MPAT index # 9 (resilience) increases by 10 % by Year 7
 25,000 households report a 50% reduction in hunger period by year 7
 50,000 households with improved income by 50% by Year 7
 MPAT and Baseline mid-term and
 LDFS sentinel sites monitoring
soil cover, and erosion risk
 Qualitative studies to complement
indicator-based data.
 On-going monitoring of wool and
mohair production and sales

Livestock owners (SSAs) have
free access to international
auction floor
 Grazing land managed under climate smart agricultural practices increases from
280,000 (functional grazing schemes command area) to 600,000 ha
 150 out of the 200 grazing scheme use climate information for sustainable
livestock and rangeland management
 100% of targeted VGS and Rangeland Management associations adopt improved
range management practices, including planned grazing
 Results
of
the
Biophysical
baseline and subsequent surveys
 Baseline and periodic survey to
report on improved practice
adoption
 DRRM and NGO quarterly report

Chiefs accept to delegate
management authority to RMA
to issue grazing permits (A)
Herders continue to refuse to
sell unproductive animals (R)
Output 1.1 A new
Rangeland Management
Baseline is established for
enhanced biophysical and
climatic monitoring
 A biophysical baseline for rangelands and grazing areas established in all 10
districts
 Guidelines developed for the establishment and management of grazing
associations and range management areas
 Range Management Act developed and submitted to Parliament
 Rangeland hotspots most at risk to climatic extremes are mapped
 5 additional weather stations established
 Number of SMS Early Warning registered users of climate information
 Quarterly progress reports
 National baseline assessment of
rangelands published
 Climatic
Vulnerability
maps
available
 Grazing land permits
 SMS climate warning messages
received

13
11



Stable
macro-economic
conditions (A)
Stable political environment
(A)
Local
and
traditional
leadership are supportive (A)
Intra-community
conflicts
disrupt progress (R)
UNDP Lesotho – Status of Millennium Goals
Under WAMPP a climate resilient household is defined as one that derives benefits from at least one of the following project investments in climate risk management: (i) rangeland
degradation reduced; (ii) animal mortality reduced; and (iii) revenues from Wool and Mohair maintained or increased after a climate disaster.
13
Under WAMPP a climate smart wool and mohair system is defined as rangeland under more holistic range management that reduces degradation and improves the quality of rangelands,
with increased quantities of forage for unfavourable periods
12
xiv
Kingdom of Lesotho
 50,000 households covered by new or improved climate information services
 200 VGS and RMAs trained on sustainable rangeland management and the use
of climate information
 150 VGS and RMAs prepare grazing plans and rangeland management plans
 At least 5 holistic range management pilots established
 At least 50,000 households are sensitized to improved rangeland management
practices including disposal of unproductive animals to reduce pressure
 Share of superior mohair and wool quality increases by an aggregate 20% above
baseline for LNWMGA members by year 7
14
 Average wool and mohair yields increase from 2.64 kg wool to 3.0 kg per head
and from 0.75kg of mohair to 1.0 kg by year 7
 75% of small ruminant producers members of SSA adopt improved feeding
practice
 Shed lease agreement
 Baseline,
mid-term
and
 Survey and Monitoring reports on
implemented
plans
and
rehabilitated areas

 Baseline mid-term and
completion impact surveys,
 BKB Fibretrack annual reports
 Shearing sheds reports
 Annual livestock production report
Output 2.1 Sheep and goat
extensionists and producers
are trained in improved
feeding practices
 2000 ha of forage established by year 7
 260 Community Livestock Extension Workers (CLEW) are trained in improved
feeding and breeding practices, of which 20% women
 10,000 livestock producers are trained in improved feeding and breeding
practices, of which 20% are women
 District livestock reports
 Training reports
 Research publications
Output 2.2a A National
Breeding Programme is
established to boost wool
and mohair production
 2 Breeding Centres established and managed by LNWMGA
 National elite breeding flock of > 1000 sheep and > 500 goats established
 20 District commercial elite breeding flocks are certified for quality stock delivery
to herders





Output 1.2 Community
based Climate Resilient
Rangeland Management
established
Outcome 2: Smallholder
sheep and goat producers
increase the production of
superior quality wool and
mohair
Output 2.2b An exchange
programme for substitution
of unproductive sheep and
goat with quality breeding
stock is established
Output 2.3 Community
based Animal Health
Services established and
staff trained
14
 At least 2000 rams and 1000 bucks distributed to herders under the Exchange
Programme by year 7
 Disease surveillance, prevention and response system established
 260 CAHWs trained (of which 10% women) and operational at shearing sheds
 100% of sheep and goats vaccinated against diseases (anthrax, sheep scab)
Fibre Track 2012/13 report for Lesotho wool/sheep production sold through BKB.
xv
LNWMGA reports
Training reports
District livestock reports
Breeding Centres reports
Research publications
 DLS Disease surveillance reports
 Training reports
 Quarterly LNWMGA reports


Local
and
traditional
leadership are supportive (A)
Intra-community
conflicts
disrupt progress (R)
 Heavy snow, frost and drought
negatively impact availability of
forage rangeland , crop
residues and cultivated forage
(R)
 Demand for quality wool and
mohair remains constant or
increase(A)
 Forage seeds and feed inputs
are available at affordable
prices at shearing sheds (A)
 Extension staff are willing to
remain in rural areas (A)
 Breeding Centres are leased to
LNWMGA (A)
 Improved genetic stock is
available in numbers required
by farmers (A)
 Livestock
auctions
are
organised and slaughtering
slabs are operational (A)
 CAHWs are willing to remain in
rural areas (A)
 Vet drugs are available and
affordable
to
livestock
producers (A)
Kingdom of Lesotho
Outcome 3: Livestock
producers increase market
returns from wool and
mohair systems
 20 % increase the quantity (MT) of wool and mohair in higher grades
 10,000 sheep and 2,000 goats sold through district level auctions, per year
 At least 25,000 sheep and 10,000 goats culled under the national breeding and
15
exchange programme by Y7
 BKB and other outlet market 
reports
 Shearing Shed records

 Cottage industry records

Output 3.1a: Shearing Shed
Association members are
trained for viable enterprise
development
Output 3.1b: Shearing shed
facilities and infrastructure
are provided
Output 3.2 Women cottage
group members are trained
in business and technical
matters
Output 3.3 District Livestock
auctions, and slaughter
slabs are constructed
15
 135 SSA trained in enterprise management, having a business plan and
operating in profit
 270 fibre classers trained ( 70% women) and 800 shearers trained
 16 new sheds constructed (baseline 135 sheds), using up-dated climate resilient
design (incl. solar panel or grid connectivity)

 46 existing shearing sheds renovated, based on a climate resilient design
 50 km of all weather (single) access road constructed/up-graded – new project






LNWMGA Progress reports
SSA Annual Reports
Wool broker “Fibre Track”
SSA reports
BKB Fibre track
 1 cottage industry study and
 2 niche market studies (skins and hides) carried out
 160 women receive training in wool and mohair processing, product design, and
bookkeeping
 At least 10 contracts between SSA and women cottage groups established to
supply prime quality mohair
 4 platform meetings held involving cottage sector stakeholders

 meat value chain study undertaken
 12 auction sites rehabilitated/constructed
 3 international auctions facilitated
 10 district slabs rehabilitated/ constructed



Enterprise reports

WAMPP progress reports
Quarterly business monitoring 
reports
The SSA are able and willing to
provide good quality mohair (A)
Links between the cottage
women group and financial
institutions is facilitated by the
project and MTICM (A)


WAMPP progress reports
MTICM
documentation
auctions
District slab reports

Few buyers are prepared to
purchase grade D and C
livestock through auctions (R)
Farmers are not willing to sell
unproductive animals at the
market
price
established
through auctions (R)


Livestock owners (SSAs) have
free access to international
auction floor
International market returns
sustain industry vitality (A)
Access to supply top quality
mohair resolved (A)
Farmers are willing to adopt
market oriented practices (A)
Depressed fibre prices affect
flow of wool and mohair
through SSAs (R)
Loss of especially shearers to
more remunerative SA labour
market (R)


of

This indicator will be the result of interventions under Component B (the exchange program and fattening) and under Component C (auctions and slaughtering slabs)
xvi
Kingdom of Lesotho
I.
A.
Strategic Context and Rationale
Country and Rural Development Context
1.
Bio-physical. Lesotho is a small land-locked mountainous country completely
surrounded by the Republic of South Africa. It has a total area of 31,136 km2, spanning 230
km from north to south and having a maximum width of about 210 km. The “Mountain
Kingdom”, it is the only country in the world that is entirely situated above 1,000 m - altitudes
range from 1,500 to 3,482 m. Lesotho is divided into four major agro-ecological zones with
unique micro-climates. Zone I the Lowlands, Zone II Foothills, Zone III Mountains and Zone
IV Senqu River Valley.
2.
Agriculture contributes about 8 per cent to the GDP (2011)16, whereby livestock
production alone accounts for 5 per cent of the GDP whilst crop production accounts for
roughly 2 per cent. In rural Lesotho, agriculture is the primary source of income or contributes
supplementary income for more than 50 per cent of the population. The sector employs
almost 60 per cent of the labour force (on subsistence farms) and provides livelihood
sustenance for 90 per cent of the rural population. Being mostly mountainous the country is
more suited to livestock production than arable farming. In the mountains where poverty is
highest, revenue from sheep and goats (wool, mohair and meat) is often the only source of
income for families from their agricultural endeavours. The livelihood of farmers is threatened
by the decline in production and productivity in the wool and mohair value chains exacerbated
by overgrazing and anticipated to be under increased climatic risk.
3.
Food security: In the past 50 years Lesotho has gone from a position of virtual self17
sufficiency in grain production to being highly dependent on imports of grain . Lesotho
currently imports 50 to 60% of its grain requirements annually. In the period 1960 to 1965
Lesotho’s average annual grain production was 232,600 m.t, the average yield per ha was
0.812 m.t. and average annual imports were 12,400 m.t. In the period 2006 to 2010, the
average annual grain production had fallen to 108,800 m.t. (a fall of 53%), average annual
yield per ha was only 0.612 m.t. (a fall of 25%) and average annual grain imports had risen to
155,000 m.t. In the same period the average area of grain harvested annually had fallen from
287,000 ha to 178,000 ha a fall of 40%.
4.
The main reason for the dramatic decline in grain production has been the extreme
variability of Lesotho’s rainfall – particularly the severity and length of periods of drought (see
Appendix 1, Table 2). A second reason is the loss of agricultural land due to erosion which
caused a 54% decline in the area under cultivation between 1990 and 2002 (NSDP 2013-17),
with land being suitable for arable cropping going from 13 per cent to 7 per cent of total land.
Rangelands are also prone to adverse climate conditions and poor management which have
been causing large scale degradation.
5.
It is assumed that Lesotho’s rangelands are overstocked by 40 - 80% which caused
to erode some 39 million tonnes of soil each year. Under existing climate change scenarios, it
is expected that droughts will become more frequent and more intense storms that create
flash-flooding and cause erosion and loss of agricultural land from gully formation are likely to
increase if measures are not introduced to mitigate the impacts. A critical adaptation
18
measure, identified in the NAPA (2007) , to protect both the agricultural land and the
livelihoods of the Lesotho’s herdsmen, is to restore and protect the productivity and the flood
mitigating properties of the rangeland. This will improve food security for both crop producers
and herdsmen.
16
Agriculture in total contributes 7.85% of GDP – the remaining 1.15% of the sectors contribution to GDP comes from
Forestry.
17
Source - U.S. Dept. of Agriculture – Production, Supply and Distribution – 9 November 2010.
18
Lesotho’s National Adaptation Programme of Action (NAPA) Option 1: Improve resilience of livestock production
systems under extreme climatic conditions in various livelihood zones in Lesotho on Climate Change. Online at:
http://unfccc.int/resource/docs/napa/lso01.pdf Accessed August 30, 2013.
1
Kingdom of Lesotho
6.
Vulnerability to natural disasters and climate change: Lesotho is vulnerable to a
19
range of natural disasters and climate change as detailed in NAPA (2007) . It is well
recognised that climate change, when combined with edaphic and cultural issues, results in
the massive land degradation that dominates the ecosystem of Lesotho, particularly the
rangelands. The shrub vegetation that should dominate the Foothill and Mountain Regions is
now very sparse as is grassland due to overgrazing. When this loss of vegetation is
combined with Lesotho’s characteristically steep slopes and semi-arid climate, water and
wind erosion can play a significant role in land degradation. Vegetative cover, soil fragility,
type and duration of rainfall are among important factors responsible for soil erosion - the
most significant form of land degradation in Lesotho. The subsequent loss in vegetation plays
20
a key role in localised climate change . Climate change scenarios predict an exacerbation of
the degradation of both range and croplands mainly due to changing weather patterns as well
as land management practices.
7.
The increased temperatures and changes in precipitation affect vegetation growth,
soil cover and the regeneration of the rangelands. Dry episodes will result in reduced soil
cover, exposing the soil to wind and water erosion. High temperatures may result in loss of
soil moisture through evapo-transpiration reducing plant growth, loss of vegetative cover,
leading to rangeland degradation. While climate modelling based projections point to the
possibility of above normal precipitation in some zones, it should be noted that increased
seasonal variability and more frequent extreme events (drought, snow, hail and severe
storms) are also predicted. The implications of high intensity short duration rainstorms storm:
floods , combined with droughts and frost will all contribute to further land degradation and
soil erosion; reduced biodiversity due damage to the eco-system and loss of habitat. It is in
Lesotho’s rangelands where the effects of climate change are likely to be most damaging and
most obvious.
21
8.
Lesotho’s Second National Communication raises land tenure as an issue related to
land degradation – it states: “factors peculiar to Lesotho, relate to the system of land tenure
and customary practices, which undermine individual incentives to maintain and improve the
natural resource base and to invest in land improvements and productivity-enhancing
technologies. In most cases, there is poor land management and unsustainable use of landbased resources.”
9.
Unfortunately, the response to land degradation and climate change by resource poor
herdsmen is often very poor in no small way because they do not control the allocation of
grazing rights. Insecurity of land tenure and limited understanding of climate change mean
that the poor do not recognize the value of investing in adaptation and adoption of sound risk
management practices. The Department of Rangeland Resources Management (DRRM),
with the help of various projects and partners, is promoting the establishment of Grazing
Associations (GAs), also known as Village Grazing Schemes (VGS), within the Range
Management Areas (RMAs), to promote sustainable community based rangeland
management.
10.
Poverty is endemic in Lesotho and its ranking on the UNDP Human Development
22
Index has fallen from 134 out of 174 countries in 1995 to 158 out of 186 countries in 2012 .
In 2009 42 per cent of children under 5 years of age were stunted, while only 2 per cent were
wasted and 14 per cent were underweight. Lesotho is off-track in achieving Millennium
Development Goal 1 (MDG1) - eradicating poverty and MDG7 - reducing environmental
degradation. Of particular concern is the likelihood that these situations are likely to get even
worse if the emerging challenges of climate change are not addressed. See Appendix 1 for
more details.
19
20
Bare land is more reflective and heats the air above it and potentially contributes to global warming and facilitates
further change.
21
Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework
Convention on Climate Change (UNFCCC). Ministry of Energy, Meteorology and Water Affairs, June 2013.
22
UNDP Human Development Report (HDR) 1995 and UNDP HDR 2013
2
Kingdom of Lesotho
11.
Poverty in Lesotho is most prevalent in rural areas and women are generally poorer
than men. There are pronounced regional variations in poverty - highest in the Mountain
Region and lower in the Low-land Region. This inequality is high in both urban and rural areas
and has been a structural feature of Lesotho’s economy for decades. Of the 70 per cent of the
population that live in rural areas, 50 per cent or more are within the lowest wealth quintile.
Approximately 43.2 per cent of the population live on less than USD1.25 per day and 68 per
cent live on less than USD 2.0 per day.
12.
Economic growth. Gross Domestic Product (GDP) grew at a real annual average
rate of 4.0% between 1982/83 and 2010/11. Unfortunately, this has not resulted in a poverty
reduction because many of the gains in GDP have been offset by falling remittances. The
number of mineworkers fell from approximately 120,000 in the 1980s to less than 50,000 in
2011. Consequently, the real annual growth rate of Gross National Income (GNI) from
1982/83 to 2010/11 is only 0.9% per annum while Gross National Disposable Income (GNDI),
which includes net transfers from the SACU revenue pool, has grown by 1.2% per annum
over the same period.
13.
The garment sector has been the main contributor to rapidly growing exports and
plays a critical role in generating employment. The sector declined between 2007/08 and
2009/10 with employment declining from 42,000 people to 36,798. There are signs of
recovery with growth of 6.4 per cent in 2010/11. The value of diamond exports has been
growing since 2002. In 2008, the sector contributed 8.5 per cent to GDP. Lesotho exports
23
water and electricity to South Africa, contributing 3.8 per cent to GDP in 2010 . After Katse
and Mohale dams, a third dam is being built and construction of a fourth one is expected to
begin soon, which shall further enhance the sector’s contribution to GDP.
14.
Trade issues: Lesotho is a member of the Southern African Customs Union (SACU),
the Common Monetary Area (CMA) and the Southern Africa Development Community
(SADC). SACU and CMA are key influences on the trade, exchange rate and monetary
policies of Lesotho, as the Maloti is pegged to the Rand. The country has traditionally been
extremely dependent on inflows of workers’ remittances and receipts from the SACU. In
recent years, the number of miners employed in South Africa has dropped from 126,000 in
24
1987/88 to only 52,514 in 2010/11 .
15.
Gender Equality: Lesotho performs relatively well according to the Gender Index
25
(GI), with a score of 0.685 and a ranking of 102 . However, women have long been
disadvantaged by cultural traditions; even though they play a vital role in the economy. The
Legal Capacity of Married Persons Act of 2006 repealed many discriminatory provisions in the
formal legal system and represents a crucial improvement in the legal status of women. Once
the Act’s provisions are fully implemented, women will be able to access credit, improve their
land (assuming they own it), invest their money, engage in entrepreneurial activities and be
the sole guardians of their children.
16.
Women headed households: Traditionally in the agricultural sector, women
controlled pig, poultry, fruits and vegetable production. Men dominated the cattle husbandry
and are involved in cropping mainly for clearing land and ploughing. This situation has
changed with the around one third of households being women headed who own
approximately 30 per cent of sheep and goat. Appendix 2 provides an analysis of gender
issues in relation to the climate challenges that Lesotho will face and the impact that this
Project will have on their status.
17.
HIV and AIDS prevalence remains high in Lesotho and a serious impediment for rural
development. It has continued to plague young women more than young men. In 2009, some
26
26.7% of the female population aged 15 to 49 years and 18.0% of the male population aged
15 to 59 years were HIV positive, equivalent to a national rate of 23.0%. Lesotho has the
third-highest HIV prevalence rate globally.
23 Lesotho MDG Report 2012-Update Draft Report
24 International Monetary Fund, May 2012, Kingdom of Lesotho 2012 Article IV Consultation-Staff Report
25HDR 2010, using 2008 data - The Gender Index score is derived from a Maternal Mortality Rate of 960,
adolescent fertility rate of 73.5, female MPs at 25.8%, female secondary education of 24.3%, female labour
participation rate of 71.9%, married women contraceptive prevalence rate of 37.3%, at least one antenatal visit at
90% and 55% of deliveries with trained birth attendants.
26
Lesotho demographic and Health Survey of 2009
3
Kingdom of Lesotho
18.
National Development Policies. The National Strategic Development Plan (NSDP)
(2012/13-2016/17) succeeds the Poverty Reduction Strategy Paper and the Interim National
Development Framework and also serves as an implementation strategy for the National
Vision 2020 for the five year plan period. The NSDP identifies six strategic goals to achieve
National Vision goals and to reduce poverty and achieve sustainable development. The role
of the agricultural sector in improving the economy is recognised in the first strategic objective
of the plan: pursue high, shared and employment-creating economic growth.
19.
National Agricultural Policies. Since 2003, the strategic direction of the agricultural
sector has been shaped by a number of agricultural sector policies and strategies that
include: (i) the Agricultural Sector Strategy (2003); (ii) Lesotho Food Security Policy (2005);
and (iii) the National Action Plan for Food Security 2007-2016. More recently, the Lesotho
Agriculture and Food Security Investment Plan 2014 (LAFSIP) was prepared as a mediumterm (2014-2018) strategic plan of the Government of Lesotho (GOL) towards achieving
sustainable agricultural growth, poverty reduction and food security in the country within the
framework of the New Partnership for Africa (NEPAD) Comprehensive Africa Agriculture
Development Programme (CAADP).
20.
Wool and Mohair production. Lesotho has a long tradition of keeping Merino sheep
and Angora goats but while the quality of wool and mohair is reasonably good, productivity is
very low - average wool production per sheep is only 2.74 kg/head and mohair 0.87 kg/head –
compared to fleece weights in South Africa of 4.0 kg for wool and 1.5 – 2.0 kg for mohair. In
addition mortality rates in both are high, particularly in relation lambs and kids during the
winter. Poor yields of wool and mohair and the high mortality of animals over winter result
from poor nutrition, restricted access to improved genetic material; poor animal health and
inadequate access to veterinary drugs and vaccines and, limited capacity of the livestock
extension services. The disease anthrax is a recurring problem and is a major concern for the
wool and mohair industry. When an outbreak occurs, wool and mohair purchasing countries
place bans on importation of wool and mohair from any country where a disease is actively
present. There is increasing evidence to suggest that in Lesotho Anthrax is a climate sensitive
27
disease . The occurrence and geographic spread is thought to be increasing due to
increased rain intensity and more dramatic erosion is unearthing anthrax spores from
previously buried anthrax infected carcasses.
21.
During the 2012/13 shearing season, a total of 1,363,203 sheep and 536,625 angora
goats were shorn which translates to an increase of some 100,000 sheep (8 per cent) and
36,000 goats (7 per cent) from the previous season. These animals are owned by some
28,000 households. Wool and mohair earned Lesotho foreign exchange estimated value ZAR
253 million (USD 25 million) in in the 2011/2012 shearing season. This benefits more than
50,000 farming households directly and additional 130,000 Basotho indirectly as part of the
Lesotho wool and mohair value chain. Wool and mohair are the only major agricultural
commodities that are exported to the international markets, contributing about 4.85% of GDP.
22.
The Lesotho National Wool and Mohair Growers’ Association (LNWMGA) is the main
existing herder apex organization in the wool and mohair subsector. LNWMGA is present in
all 10 districts, with its growers associations at District level (District Wool and Mohair
Growers Associations- DWMGAs) and Shearing Shed Associations – SSAs, at lower level.
There are 114 sheds which produce mohair and wool and a further 70 which produce wool
only making a total of around 184 sheds. Of these around 114 are members of the Lesotho
National Wool and Mohair Growers Association (LNWMGA), and are also government owned.
23.
The marketing of Lesotho’s wool and mohair is unique for a smallholder product. In
effect individual smallholder producers are marketing most of their fleece wool directly on a
28
major international auction market at Port Elizabeth and Durban in South Africa . In South
Africa, Lesotho’s wool and mohair is primarily handled by the marketing agent, BKB who
presents it to the auction floors in Port Elizabeth and Durban. BKB works on commission and
28
Wool and mohair is exported in the raw, un-scoured state (as is most of South Africa’s wool and mohair) because
due to quality considerations, Lesotho’s wool and mohair needs to be blended with other wool types in order to
produce a specific “top” of a particular type demanded by spinners. This blending process can only be done at the
time of scouring – tops cannot be blended after scouring. Pure lots of Lesotho wool and mohair, on their own, are
generally not suitable for making tops.
4
Kingdom of Lesotho
in some instances it also re-grades, and repackages Lesotho wool and mohair before it is
present for auction. BKB provides LNWMGA a comprehensive analysis of wool quality,
quantities, shearing shed of origin, numbers of producers, numbers of sheep and goats shorn,
auctions held and prices received. Individual producer are paid directly by the broker; they
receive the international price for their product and there is complete transparency in the
transaction. This wool passes through LNWMGA but wool lots retain the original grower’s
identity to the auction floor and brokerage margins and transport and handling charges are
minimal and completely transparent.
24.
In addition to this market chain there are 13 licenced traders that handle about 30 %
of the clip, mainly dealing the lower wool and mohair grades (lox, bellies and pieces) from the
shearing sheds but also covering some the small producers located too far from the shearing
sheds who tend to shear their sheep and goats at their home base. These traders pay cash
on the spot and are often used when a producer needs ready cash to pay school fees etc.
The two market chains are complementary, ensuring effective competition in the market place
and meeting producers and shed associations’ cash flow needs. Finally there is a nascent
cottage industry that currently has around 10 stakeholders, and manufactures garments made
out of mohair and wool.
25.
Value chain data analysis indicates that a substantial cost for both wool and mohair
production is livestock feeding. Livestock nutrition is a key factor to focus on throughout the
production and marketing cycle to capture the significant potential incremental income. In the
longer term the economics of production will demand that this nutrition is supplied through
improvements to the rangeland. In the shorter term production of extra fodder on agricultural
fallow land and through crop rotations that include leguminous fodder crops. However, the
most significant and immediate gains can be made by improving shearing technique and the
quality of wool and mohair classing and grading before it is presented for sale.
26.
Cottage industry. The opportunities and challenges that confront Lesotho fibre
producers from the shearing shed to the auction floor have been well documented and centre
on the necessary enabling environment, and value chain based enhancement in both the
main market channel to the auction floor in Port Elizabeth and in the small but potentially
promising cottage and niche marketing channel. There is potential for value adding by
upgrading the quality of articles produced within the cottage industries sector and turning
what has been essentially a traditional past-time into a genuine business oriented enterprises
that are operated by entrepreneurs and have realistic business plans, improved product
design and effective quality control.
27.
The Meat Value Chain: Lesotho’s only major abattoir, a USDA export standard
facility established as a Government operated facilities in the 1980s ceased to function in
2003 due to its very high cost structure and poor returns. The facility was leased to the
private sector in 2010/11 but only operated sporadically due to difficulties in establishing
continuity of supply of slaughter animals from within Lesotho and a ban on the importation of
live animals for slaughter from South Africa due to an outbreak of Foot and Mouth Disease
(FMD). This raised the question of what impact the lack of slaughtering facilities may be
having on the retention of excessive numbers of livestock on the rangeland. However Lesotho
and South Africa need to be regarded as part of the same market as there are no barriers to
trade between the two countries and currently South Africa supplies most of meat passing
through retail outlets in Lesotho. A detailed study should look at the entire market, including
South Africa and Lesotho, and identify where Lesotho’s meat production fits into the market
as a whole to determine which types of meat (or live animals) Lesotho has a comparative
advantage in supplying and which part of the Lesotho’s market would be more efficiently
supplied from South Africa. Some initial steps could be considered, such as investing in local
slaughtering slabs, and re-kindling the organization of local auctions for live animals,
providing smallholders with a marketing channel for old and unproductive sheep and goats.
B.
Rationale
28.
Lesotho is highly vulnerable to climate-related challenges due to over-reliance on
rain-fed agriculture for food production. Climate change is predicted to have detrimental
impacts on the agricultural and livestock sectors in a country already ravaged by cycles of
drought and intense rainfall that combine to create massive soil erosion and gully formation
5
Kingdom of Lesotho
resulting in loss of Lesotho’s very limited agricultural land. The root causes of Lesotho’s
vulnerability to climate change and climate variability relate to its natural conditions: erratic
rainfall, fragile soils, and worsening land degradation in the face of a growing population and
to poor land management practices, particularly in the livestock sector.
29.
Two thirds of Lesotho’s land area is rangeland and grazing is the principal land use
practice. Further loss of vegetation on the rangeland will increase land degradation and
reduced animal production. Land use practices and changes in vegetative cover determine
the vulnerability of ecosystems to degradation and environmental changes. Given Lesotho’s
erratic climate cycle and in the face of climate change, the usual rangeland management
practices such as controlled burning should be banned, and instead the holistic grazing or
holistic management, following participatory rangeland management should be promoted.
30.
The rural economy of Lesotho depends predominantly on the productivity of livestock
production for income and employment generation. Livestock are mainly cattle, goat and
sheep and they are herded on rangelands for most of the year. Large scale wind and water
erosion induced degradation of the rangelands has led to a shrinking of the grazing resources
and hence, to a decline in grazing areas and subsequently productivity.
31.
Lesotho’s main agricultural exports are high-quality wool and mohair. Production
reaches more than 3,600 metric tons of Merino wool and about 600 metric tons of mohair
annually. From a global perspective Lesotho is a relatively small producer of wool but it is the
29
second largest producer of mohair after South Africa , producing 14% of global output.
During the 2011/2012 season Lesotho’s wool and mohair sales grossed USD 22 and 3 million
3 million, respectively. Wool and Mohair are key value-chain in Lesotho’s agricultural sector
30
and it was identified as a priority investment area in the NAPA (2007) . All wool and mohair
production is in the hands of smallholders predominantly from the mountain areas. These
commodities are a major contributor for income generation by rural communities and a
promising addressing poverty and food insecurity in rural Lesotho.
31
32.
The Government of Lesotho (GOL) recognises the need to promote a climate smart
32
and climate resilient production in the livestock sub-sector. The NSDP for 2012/13-2016/17
gives priority to the promotion of high-value livestock products, improvement in the quality of
livestock breeding and the registration of stock to prevent theft. The proposed intervention
would address each of these issues. While smallholder wool and mohair producers in Lesotho
are exceptionally fortunate in terms of organization and market access, the industry faces
major challenges that may undermine its viability. A number of threats have emerged that are
already addressed in the NAPA as follows:
 Serious degradation of the rangelands which is the principal feeding source for sheep and
goats– this problem is predicted to increase due to the effects of climate change;
 Very low productivity of both sheep and goats under current management practices;
 Discounting of Lesotho’s wool and mohair due to poor shearing techniques, incorrect
classing and excessive organic material and black fibres in bales presented for sale; and,
 Minimal development of cottage industries to provide value addition for mohair products –
in particular at the high end of the market.
33.
Whereas each of these issues does present a considerable challenge on its own, at
the same time, if addressed appropriately, they also present an opportunity to greatly
increase the returns and employment to the smallholder producers and the poorer strata of
the rural population, particularly for women in cottage industries. A specific project approach
is required to systematically address each of the above issues and to generate employment
29
South Africa produced 56% of global mohair clip in 2008
Lesotho’s National Adaptation Project of Action (NAPA) Option 1: Improve resilience of livestock production
31
Under WAMP Climate smart agriculture is defined as agriculture that sustainably increases productivity, resilience
(adaptation), reduces or removes GHGs (mitigation), and enhances achievement of national food security and
development goals
32
Under WAMPP a climate resilient household is defined as one that derives benefits from at least one of the
following project investments in climate risk management: (i) rangeland degradation reduced; (ii) animal mortality
reduced; and (iii) revenues from Wool and Mohair maintained or increased after a climate disaster.
30
6
Kingdom of Lesotho
opportunities for women in the poorest rural areas of Lesotho. The project will contribute to
the improved management of Lesotho’s rangelands from the damaging effects of poor
management practices, including inadequate stocking rates leading to overgrazing, which are
likely to be compounded by climate change. A shift in mind-set and management practices is
needed to preserve the rangelands as a national asset for the thousands of smallholder
sheep and goat producers and to increase the system’s climate resilience.
34.
Efficient and affordable adaptation practices need to be developed in consultation
with the herders and the traditional chiefs, the custodians of Lesotho’s rangeland heritage.
Possible interventions could include:














Establishing an enabling policy environment particularly in the area of usufruct rights to
grazing land, demarcation and mapping.
Prepare community level rangeland management plans at community level (CGA), and at
chiefdom and district level, respecting traditional authorities’ role. The objective of these
plans would be to organize and plan rangeland management including grazing, and thus
minimize overgrazing
Piloting holistic rangeland management, with short-duration grazing of a large quantity of
animals
Increased integration of the grazing and cropping system – introduction of fodder
legumes as a crop rotation – increasing both fodder and soil fertility and structure for
future grain growing – contributing to both food security and livestock output.
Growing fodder trees and shrubs on contour bunds to reduce soil erosion and increase
winter and autumn fodder supplies – reducing grazing pressure on the rangeland and
allowing re-vegetation of degraded areas.
Restoration of degraded areas through biophysical barriers, live fences, contour-planning
of fodder trees, to reduce runoff and increase water infiltration.
Encouraging the construction of simple stonewall shelters in the mountain zone and belts
of tree to protect stock from wind and snow storms.
Adjustment in livestock production practices, such as diversification, intensification, and/
or integration of pasture management, as well as participatory rangeland management.
Capacity building of livestock keepers focusing on improved animal nutrition and breeding
and facilitating access to improved breeds through a national breeding programme and
an exchange programme;
Improved access to animal health drugs and the development of early warning system
and creating a better understanding of the impacts of climate change on animal health
Climate hazard early warning systems and other forecasting mechanism that improve
livestock management decisions and crisis preparedness.
Climate proofing of existing and new wool shed as appropriate
Improving access to water though water harvesting structures
Strategic reduction of stock numbers – facilitation of culling by supporting local smallscale stock fattening and slaughtering, and encouraging increased trading of live animals
for meat through local and international auctions.
35.
At the invitation of Government of Lesotho, IFAD is preparing an investment project,
the Wool and Mohair Promotion Project (WAMPP), to address challenges and opportunities
for smallholders raising sheep and goats to further expand the quality and quantity of Basotho
wool and mohair, while strengthening the sustainability of the rangeland management system,
as well as its climate resilience. Lesotho’s wool and mohair industry has the potential for
value addition - catering to higher value niche markets. In addition the proposed intervention
would expand market opportunities and strengthen the quality aspects of the existing cottage
industries and provide greater economic and employment opportunities for women and young
people in the mountain areas. This project’s would benefit from IFAD Performance Based
Allocation System (PBAS) for the 2013-15 funding cycle.
7
Kingdom of Lesotho
II
A.
Project Description
Project Area and Target Group
36.
Project area: The WAMPP will be national in scope covering all 10 administrative
districts. It will be focussing on Lesotho’s rangelands, located predominantly in the highlands,
which cover more than two thirds of the country’s surface area. The crop and especially the
livestock sectors provide the primary source of livelihood for about 70% of Lesotho’s
population, which also contains the majority of poorest households.
37.
The major priority for Lesotho in its effort to adapt to climate change is to stabilize the
rangelands through the introduction of sustainable rangeland management practices. It will
implement a variety of measures including rationalization of stocking rates and reinforcement
of accountable and equitable community based grazing management systems.
38.
Target group. It is expected that WAMPP will reach directly about 50,000
households or 200,000 beneficiaries. The target group for WAMPP will be:

Small-scale male and female farmers who have the potential to increase the
productivity of their sheep and goats on a climate resilient basis.

Poor women and men rural dwellers that can access the value chain through value
adding activities or have the potential to become producers;

Poor rural dwellers, especially women and young people whose skills can be
increased for textile / garment production for niche markets.
39.
Targeting strategy. WAMPP’s targeting strategy will support the Government’s
economic growth, poverty reduction and employment creation policies and strategies. In
terms of geographic targeting, wool and mohair is produced mainly in the Lesotho’s Mountain
Zone and to a lesser extent the Foothill Zone. The Mountain Zone occupies about 60 per cent
of the land area and the Foothills about 15 per cent and the remaining three Zones - 25 per
cent. All of Lesotho’s ten administrative districts have portion of their land area in the
Mountain Zone and Foothill Zone. The Mountain Zone, the main focus of WAMPP’s action, is
where extreme weather conditions are most likely to occur and the population is most
vulnerable to the impact of climate change. WAMPP will place a focus through the selection
of those districts which have a potential for wool and mohair production, and have high
poverty rates, in line with IFAD’s mandate. Based on these two criteria, WAMPP will focus on
Mokhotlong, Maseru, Thaba Tseka, Quthing and Butha-Buthe districts.
40.
Serving a diverse target group requires carefully differentiated interventions. A proactive targeting strategy will be applied by WAMPP, cutting across all interventions. A range
of community mobilisation, empowerment, capacity-building, direct and self-targeting
measures will be introduced to reach the target group and to work in vulnerable rangelands.
The latter approach applies the use of remote sensing technology. The project will actively
work with the traditional authorities who control access to and the use of the degraded
rangelands, to include the users’ perspective and role in rangeland management and to
establish equitable and controlled use of the rangelands.
41.
The role of the project’s target groups in managing project implementation and more
generally in influencing district and Community Councils will be strengthened through their
involvement in multi-stakeholder fora. This will include their active participation in monitoring
and evaluation, transparent financial reporting, knowledge management and lesson learning.
Beneficiaries and community representatives and government, private sector and NGO
service providers will be trained in various project management procedures. In addition to
these measures the most significant targeting measure that is being proposed is the
introduction of a locally based system of grazing entitlements which is based on equity in the
distribution of grazing rights.
42.
The targeting and gender strategy of WAMPP would align with both national and
IFAD policies, which advocate that in addition to ensuring equal opportunities, special
attention or affirmative action may be required to promote women’s and youths’ participation
in and access to activities and benefits. These mechanisms would require continuous
monitoring to ensure both quantitative achievements (numbers of women and youth involved,
8
Kingdom of Lesotho
numbers trained, etc.) and qualitative changes (e.g. leading roles played by women and
youth; and voice in the household, in groups, in communities, etc.) are achieved.
43.
The project will place special attention to promote women’s and youths’ participation
in and access to activities and benefits. The cottage industry and work of wool classing and
sorting in the shearing sheds is possibly better suited to women who generally show greater
attention to meeting established standards. WAMPP will investigate in ways to get more
women involved in these processes and monitor the impact on household income, school
attendance and so forth.
44.
Participatory exercises such as wealth or self – ranking , will help to create
awareness and empowerment among the typical IFAD target group, i.e. the poor, women and
youth. Quotas will be agreed upon for their representation in planning and decision making
entities, trainings, access of services such as training and rangelands. These quota and
targets will be regularly monitored by the project.
B.
Development Objective and Impact Indicators
45.
The goal of WAMPP is to boost the economic and climate resilience of poor,
smallholder wool and mohair producers to adverse effects of climate change in the Mountain
and Foothill Regions of Lesotho. The development objective is (i) to enable smallholder
livestock producers to generate higher incomes and more sustainable livelihoods and (ii) to
increase their ability to cope with and recover from natural shocks.
46.
The WAMPP objectives is expected to be achieved through three distinct but interrelated outcomes: (a) Livestock producers manage rangelands in a sustainable and climate
smart way; (b) Smallholder sheep and goat producers increase sustainably the production of
superior quality of wool and mohair; (c) Livestock producers increase market returns from
wool and mohair systems.
47.
The Impact of WAMPP will be measured along the following impact indicators. More
details are provided in the logical framework at the end of the Executive Summary:






Reduction in the prevalence of child malnutrition from 39.2 percent (2009) to 32.7
percent by year 7
200,000 poor household members whose climate resilience has been increased
50,000 households with improvement in assets ownership index (RIMS Level III)
Degradation of mountainous rangelands is reduced by 10 % over baseline
25,000 households report a 50% reduction in hunger period by year 7
50,000 households with improved income by 50% by Year 7
48.
The project will undertake a baseline (RIMS +) covering the indicators in the logical
frame and any additional that have been agreed at the final design stage and latest at start-up
workshop. In addition, the project has been selected to carry out baselines and surveys along
the new Multidimensional Poverty Assessment Tool (MPAT). The baseline shall be preferably
executed before project start up. IFAD loan and grant funds would be made available upon
request by the implementing agencies to conduct the required studies before the project
enters into force.
C.
Components & Outcomes
49.
The project will be implemented along three components as outlined in the following
paragraphs. The components will build on each other to support the development objective of
the project. The implementing arrangements presented here show only the essential
elements and a more detailed description is provided in section IV, in Appendix 4 and the
project implementation manual, when completed.
Component A
Climate Smart Rangeland Management
50.
This component will promote best practices in natural resource management on
degraded rangelands/grazing areas and introduce climate change adaptation measures as a
basis for a climate resilient Wool and Mohair Value Chain. The objective of this component
will be to promote a sustainable system of climate resilient communal grazing and rangeland
management with the aim of improving livestock nutrition, maximizing production and returns
9
Kingdom of Lesotho
for smallholder wool and mohair producers, and avoiding losses and damages from climaterelated events. Livestock producers will be enabled to increase their productivity while
countering rising trends in land degradation. An Adaptation for Smallholder Agriculture Grant
(ASAP) in addition to IFAD loan/grant resources has been mobilised to fund specific
adaptation activities combined with best practice natural resource management interventions
under this component. The proposed adaptation measures have been intertwined with the
other WAMPP investment measures, to render the project results more climate-resilient.
Sub-Component A1: Effective information for climate smart rangeland management
51.
WAMPP will enhance the availability of a knowledge base regarding rangeland
management, as well as providing policy and support from WAMPP will include: a) provide
technical support to DRRM with the finalization of the Range Management Act, for submission
to the Parliament; b) establishing sentinel sites for a national biophysical rangelands
monitoring system, based on the “Land Degradation Surveillance Framework”, c) conduct a
national baseline assessment of rangelands and grazing areas; d) develop climate
information systems through improving the national network of meteorological stations in the
highlands, as well as a better understanding of farmer’s and extension staff climate
information needs; e) prepare climate risk and vulnerability maps for rangelands and target
hot spots; f) establish an early warning system for climate risks based on a SMS system and
g) strengthen the capacity of key staff in DRRM and LMS regarding climate change
monitoring and evaluation
52.
WAMPP will provide support to the agro-meteorology capacity in Lesotho by
complementing the national monitoring array, which would complement support provided to
LMS under other projects. WAMPP will finance additional 5 automatic weather stations to the
LMS and provide daily catch rain gauges to each of the Grazing Associations. In addition,
WAMPP will offer training to strengthen the capacity at district level for the development of
downscaled climate models and scenarios relevant for agricultural and rangeland use.
53.
WAMPP will establish a baseline for rangeland use in the Mountain and Foothills
Zones. The approach will be to set up 10 sentinel sites based on the ‘Land Degradation
33
Surveillance Framework (LDSF) . Each site cover an area of 10 by 10 km, within which soil,
vegetation and land degradation risk indices will be sampled. In these sites, climate
vulnerability assessments of the target groups and areas will be carried out.
54.
Implementation arrangements. This sub-component will be coordinated at a
national level jointly by the DRRM in the MFLR and LMS in the MEMWA. Government staff
will be supported by technical assistance from ICRAF, University of Reading and the National
University of Lesotho in the development of national rangeland monitoring network using the
latest geo-science approaches, a stakeholder responsive climate information system
delivered through a SMS Early Warning System for climate risks, and appropriate land and
property registration procedures. WAMPP will closely work with LMS to identify the location of
the additional automatic weather stations in the project area to complement national
monitoring array.
Sub-Component A.2 Climate smart participatory rangeland management
55.
In order to promote improved and more sustainable management of the rangeland,
particularly in the highlands, WAMPP will: a) synthesize best practice lessons from successful
and unsuccessful cases and develop best practice guidelines for secured access to
rangeland and establishment of new RMA and VGS; b) strengthen the capacity at district
level to demarcate and map principal chief areas (A and B land); c) strengthen capacity of
Range Management staff at central and district level to carry out annual rangeland
assessment using modern IT solutions; d) support existing RMA and VGS and expand to
other degraded areas, particularly in hotspots and where schemes are dormant; e) help
chieftainship develop long-term management plans and identify possible rangeland
33
http://www.africasoils.net/data/ldsf-description
10
Kingdom of Lesotho
adaptation interventions in collaboration with LDCF projects to be included therein; f) Conduct
participatory range management planning at village level by contracting a service provider
(NGO) to conduct community mobilization and sensitization and g) finance adaptation
interventions at village and RMA level. Possible interventions will include Ecologs, Rock
Packs and Sack Gabions to control small gullies and incises, reseeding as appropriate, the
establishment of fodder banks on marginal cropped areas, vegetative wind breaks (agroforestry), and water points and piloting holistic grazing management on degraded cattle post
56.
WAMPP will support the establishment of a community based rangeland
management system to address the causes of widespread rangeland degradation that is poor
rangeland management and climate effects. WAMPP will support the strengthening of
existing and the formation of new Grazing Associations (GA), or Village Grazing Schemes
(VGS). It is expected that WAMPP can support 200 CGAs in total, of which approximately 70
existing and 130 new.
57.
WAMPP through the CGA and RMA will support participatory grazing management
strategies and plans and assorted maps. Measures will include the introduction of rangeland
improvements such as the over sowing of legumes, forage banks, agroforestry wind breaks
and livestock shelters against extreme climatic events and the participatory set-up of stocking
rates. Grazing entitlement will be developed in conformity with customary procedure i.e. with
the consensus of the Principal Chiefs and the formal District Administration. WAMPP will
support improvements to the productive base of the rangelands through establishment of inter
alia of fodder and shelter trees, stone walls and small water harvesting structures and other
sustainable rangeland management practices. Approximately US$ 20,000 per CGA have
been set aside to this effect.
58.
It is recognized that the formation of effective CGAs will require a considerable
amount of support over a prolonged period and once established they will have to receive ongoing mentoring from the DRRM. On the job capacity building will be complemented by
training of trainers on climate resilience rangeland management, WAMPP will also support
exchange visits between CGAs and will conduct a civic education campaign within grazing
communities.
59.
Implementation arrangements: WAMPP through DRRM will work with the
traditional Chieftainship structure and community councils to ensure that activities related to
climate smart sustainable grazing/rangeland management are integrated into Community
Council and District Development plans. DRRM district staff will be equipped to support
participatory planning and mapping at Chieftainship and village levels in a timely manner.
NGOs will be contracted to mobilise and sensitize communities and facilitate the
implementation of rangeland management plans. The National University of Lesotho (NUL)
and other partners will support pilot adaptation interventions such as agro-forestry and holistic
range management.
Component B: Improved Livestock Production and Management
60.
The objective of this component is to increase the quantity and quality of wool and
mohair produced by smallholder farmers in Lesotho. The activities planned under Component
B will address the identified deficiencies in animal nutrition, breeding, and health to raise
production standards and maximise returns for smallholder producers. The expected outcome
of component B will be that smallholder sheep and goat producers increase the production
and productivity of superior quality of wool and mohair. This will require WAMPP to intervene
in all three factors affecting livestock productivity (i) feeding, (ii) breeding, (iii) animal health.
Sub-component B.1 – Improved livestock nutrition
61.
WAMPP will enhance the current capabilities of smallholder sheep and goat
producers to understand and apply productive feeding regimes on the basis of both enhanced
rangeland management (covered under Component A) and supplementary forage and feed,
especially during critical period such as mating and lambing period. WAMPP support will
11
Kingdom of Lesotho
include: a) demonstrating and organizing “hands-on” training on forage production in fenced
areas; b) demonstrating fodder legumes in intercropping systems; c) promoting the improved
use of the crop residues, low-cost silage making, including the acquisition of a forage chopper
per shearing shed; d) conducting research trials to select improved forage species and crop
systems under the various climatic conditions in Lesotho and e) setting up a supply chain for
bulk cereal grains; feed pre-mix, mineral supplements and forage seeds
62.
Implementation arrangements. The sub-component will be led by the DLS through
the District Animal Production Officers. The LNWMGA will be responsible for establishing the
supply chain for feed products and forage seeds to be sold through SSA. These will be
procured by the DLS and distributed by the LNWMGA according to procedures regulated by a
Memorandum of Understanding. Inputs will to be sold through SSAs. The Division of Animal
Production will sub-contract the Department of Agricultural Research in MAFS to conduct
trials on the selection of improved/frost tolerant forage species, in collaboration with NUL and
Lesotho Agricultural College. Training to smallholder farmers will be provided by Government
technical staff supported by Community Livestock Extension Workers (CLEWs). NUL will be
contracted to prepare training packages on feeding practices including advice on how to set
up effective demonstration activities and technical backstopping. Staff of the DLS will be
offered the opportunity to attend technical seminars on improved nutrition to upgrade their
knowledge and capacity.
Sub-component B.2 – Improved livestock breeding
63.
Smallholder sheep and goat producers face considerable difficulty in acquiring good
quality breeding rams and bucks for their flocks. The WAMPP will support the establishment
of a National Programme for Merino sheep and Angora goat breeding (NBP). The prime
breeding objective will be to improve productivity in terms of higher fleece and mohair weights
and quality of the fibre without losing body weight and fitness. The development of the NBP
34
will be decentralized, inclusive and participatory, with the direct participation of farmers
under the technical guidance of a National Breeder Expert (NBE) supported by the District
Animal Production Officers (DAPOs).
64.
Support from WAMPP will include: a) funding for the rehabilitation of the two Breeding
Centres (the government-owned Merino Breeding Centres at Quthing and the Merino
Breeding Farm at Mokhotlong); b) procuring of the parent stock needed for the formation of
“National Elite Flocks” (NEFs); and, c) identification of superior private breeding flocks in each
district to act as multiplying farms for the supply of superior ram or bucks to standard
producers throughout the district and e) conducting research on wool and mohair production
and reproduction, body weights, survival fitness traits, health, wool and mohair quantity and
quality and f) supporting an exchange programme of breeding stock as an incentive to
enhance quality of fibres and culling of unproductive animals.
65.
The proposed plan is an “open nucleus system” where each participant keeps best
females but shares top male progeny. The scheme is open because, at least in the first years,
it allows young replacement females to be selected amongst non-elite born animals in
selected breeding farms located at district level. The plan involves selection of superior
animal and culling of the inferior ones, recording and controlled mating practices which will be
managed in the future by NBP’s participants with minor technical assistance. WAMPP will
support also research on merino sheep and angora goat reproduction and fibre quality.
66.
Implementation arrangements. The development of the NBP will be decentralized
and inclusive with the direct participation of farmers under the technical guidance of a
National Breeder Expert (NBE) supported by DLS and LNWMGA and contracted by the
LNWMGA. An International Consultant, expert on sheep and goat breeding will provide
specific advises into the formulation and implementation of the NBPMA. The rehabilitated
Breeding Centres will be managed by the LNWMGA according to a Leasing Agreement to be
signed with the GoL before the onset of the project. Both will be responsible for certifying the
quality of private breeding farms’ flocks in each district to act as supplier of superior ram or
bucks to smallholder producers. The exchange programme for breeding stock will be under
34
The NPMA will be open to LNWMGA members and non-members
12
Kingdom of Lesotho
the responsibility of the LNWMGA supported by DLS and will provide an incentive to cull
unproductive animal thus contributing to release pressure on the rangeland. Smallholder
farmers will be trained on breeding techniques by Government technical staff, under the
supervision of the NBE and supported by the selected CLEWs. DLS Staff will be offered the
opportunity to attend technical seminars to upgrade their knowledge and capacity on breeding
practices. NUL in collaboration with LAC will be also be contracted to carry out the research
activity, which will be performance-based and reviewed annually, and for the preparation of
training packages on breeding practices. NUL will organize training on breeding practices.
Sub-component B.3 – Improved animal health
67.
While rangeland degradation and poor nutrition are possibly the most important
constraints for raising productivity in sheep and goats, livestock disease is another major
problem. Internal parasites and clostridial diseases can be responsible for the high mortality –
particularly in young animals. Anthrax is present and is a particular problem because, in
addition to causing death in animals and humans, any occurrence of the disease in the
country results in an international ban on the importation of Lesotho’s wool and mohair.
External parasites and Sheep Scab negatively impact the quality of fibres. Therefore,
WAMPP aims to develop a community-based animal health services in the mountain and
foothill regions to complement the public animal health services.
68.
WAMPP’s support will include: a) selecting and training Community Animal Health
35
Workers (CAHWs) ; b) developing “Disease prevention and treatment calendars” (DPTCs)
for sheep and goat; c) undertaking “Epidemiological studies on the incidents and least cost
control of parasites” and developing a “Climate Change Animal Health Vulnerability Map”; d)
setting up a supply chain for veterinary drugs and vaccines; e) strengthening district vet
diagnostic capacity through the procurement of additional equipment needed for disease
surveillance and diagnosis at field level and upgrading of District Veterinary facilities where
needed, and f) renovation of selected facilities at the National Veterinary Laboratory.
69.
Special focus will be on the prevention of Anthrax and Sheep Scab and the control of
internal parasites, lice and mites. Support will be given to ensure that all producers within
“Shearing Shed Catchment Area”, whether they are members of the Association or not,
comply with the management provisions of national regulations on notifiable diseases and
they treat their animals at the same time as the Association Members..
70.
Implementation arrangements. LNWMGA will take the lead in organising the
selection of CAHWs. NUL, supported by DLS, will organize training courses for CAHWs and
develop training material for smallholder farmers on small ruminant health management.
CAHWs will operate from shearing sheds to assist the District Veterinary Officer (DVO) in the
implementation and supervision of treatment calendars for sheep and goat developed in
collaboration with SSAs members. International consultants will provide advice on the design
of flock disease control and treatment strategies building on data and information gathered
through epidemiological studies and climate change animal health vulnerability mapping.
Further, LNWMGA will be responsible for setting up a supply chain for veterinary drugs and
vaccines chain. DLS will provide technical guidance on the appropriate drugs to purchase.
Veterinary products will be sold through SSAs.
Component C: Wool and Mohair Fibre Handling and Marketing
71.
The objective of this component is to increase market return from wool and mohair
systems for livestock producers through improved quality of the fibre while at the same time
stimulating a niche cottage industry for wool and mohair tapestry products, and providing a
market outlet for unproductive animals that need to be removed from the rangeland. Value
Chain challenges will be addressed in three subcomponents: a) tackling value chain
improvements, b) supporting cottage industry and niche market development and c)
promotion of livestock auctions and district slabs.
Sub-component C.1 – Value Chain Based Enterprise Enhancement
35
CAHWs would be recruited by the Shed Associations (not the Government), They would be expected to make
sufficient income from the services they provide to producers as a microenterprise of the SSA.
13
Kingdom of Lesotho
72.
Value Chain Based Enterprise Enhancement will comprise (a) Shearing Shed
Association Enterprise Development (b) Support for Fibre Handling and (c) climate smart
investments in shearing shed facilities and access roads. Activities focus on improving
shearing sheds’ capacities, especially with regard to entrepreneurial management, shearing
and classing of wool and mohair, as well as record-keeping. The project will invest in
construction of new sheds, rehabilitation of old ones and improvement of existing ones
through providing improved water management and access to the electric grid and feeder
roads. The project will strengthen implementing agencies’ capacities in records checking and
business planning (LNWMGA) and will also rehabilitate the Fibre Testing Laboratory to allow
quality control of wool and mohair
73.
Shearing Shed Associations (SSAs) are the key entry-point for this sub-component.
WAMPP will invest in the construction of new sheds and to upgrade old ones. It will further
fund infrastructure such as bale pressing and handling facilities; water supply and sanitation
points (watering place for animals) as well as all-weather access roads, where necessary.
WAMPP will support also SSA and its members with training on commercial enterprise
management.
74.
A second stream of capacity building will focus on fibre handling. Support will be
provided to improving the standard of shearing and classing. Curricula would be prepared and
a shearer and classer accreditation scheme, managed by MTICM, would be established.
WAMPP would provide teaching facilities including a “learning shed facility” in association
with one or two shed associations and a district based quality review and enhancement
process.
75.
WAMPP will also support the upgrading of the Lesotho Wool and Mohair testing
laboratory and will assist LNWMGA in enhancing its capacity to renew their Strategy,
Governance and Operational Capacity.
76.
Implementation arrangements: MTICM and LNWMGA will sign a MoU which
specifies their respective responsibilities. A service provider will provide the capacity building
at the shearing sheds. Investment works will be financed through the project. SSAs will
contribute with labour in the renovation and maintenance of sheds. Shed selection will
depend on throughput. Alternative energy sources (solar panels) will be installed in selected
sheds that are far from the grid.
Sub-component C.2 - Cottage Industry and Niche Market Development
77.
Women and the youth are an important part of the target group. This sub-component
builds on existing, but small-scale cottage industries, of which the majority is led by women.
WAMPP aims to boost their capacity to manage this industry to higher productivity and
expand it further in the future. If promoted as niche products, cottage fabricated wool and
mohair products have the potential to expand its current national market coverage and
expand into regional/ or even international markets
78.
WAMPP would provide funding for core and niche market research, product design,
business and logistics improvement and market linkages. WAMPP would support
strengthening the capacity of cottage groups in enterprise planning and marketing; product
design and development; enterprise management; and the establishment of linkages with
international markets. WAMPP will also facilitate the establishment of high quality (especially
mohair) supply contracts by local shearing shed associations to meet projected demand of
cottage industries on a quantity and quality basis.
79.
Implementation arrangements. The implementation will be led by MTICM, with
support of the Lesotho Mohair Trust, The Women Export Associations, LNWMGA, NGOs and
others as needed. Young design graduates will work with the cottage industries to improve
design and range of products. WAMPP will establish a platform to facilitate linkages between
producers and private sector buyers, banks, funding agencies and other stakeholders.
Sub-component C.3 – Promotion of Livestock Auctions and District Slabs
80.
The objective of this sub-component is to facilitate disposal of unproductive animals
from the rangeland. WAMPP will invest in building blocks to kick-start the Lesotho meat
market, increasing the number of animals slaughtered under hygienic conditions. WAMPP will
renovate or build district slabs for slaughtering sheep, goats and cattle; rehabilitate district14
Kingdom of Lesotho
level auction sites and facilitate local livestock auctions following a regular calendar. A
mechanism to make price information available to farmers will be developed, either through
an electronic information system via mobile network or through radio and made available at
shearing sheds prior to the auctions. Following a market study, MTICM will facilitate contact
with potential wholesalers in the Region, to dispose larger quantities of old and unproductive
animals.
81.
Implementation arrangements. MTICM and its Livestock Product Marketing Service
(LPMS) will lead the implementation of this sub-component, in coordination with the DEOs
and the DLS. Two community members will be trained as auctioneers, and the DAPOs and
District Marketing Assistants shall oversee documentation of auctions, and DWMGA and the
service provider hired under sub-component A2 will sensitize farmers to sell unproductive
animals. DLS will be responsible for meat inspection, while LPMS will facilitate record
keeping. DWMGA or other private entities may manage the slabs under a lease agreement
with MTICM.
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Kingdom of Lesotho
Project Management
82.
The Project implementation will follow common structures and processes to the
extent feasible and useful. At the national level, a Project Steering Committee (PSC) will be
established to provide policy guidance and oversight of project implementation. It will be
convened and chaired by the Permanent Secretary (PS) Ministry of Development and
Planning and comprise of all key ministries tasked to implement the project, including:
Ministry of Agriculture and Food Security (MAFS); the Ministry of Forestry and Land
Reclamation (MFLR); the Ministry of Trade, Industry, Cooperatives and Marketing (MTICM);
the Ministry of Energy, Meteorology and Water Affairs (MEMWA), which houses the Lesotho
Meteorological Services (LMS); the Ministry of Home Affairs (MoHA), the Ministry of Finance
(MoF) and the Ministry of Development Planning (MDP). The PSC will meet bi-annually to
review physical and financial progress, assess management effectiveness, decide on
corrective measures where appropriate, review lessons learned and good practices, and
approve AWPBs and Project Procurement Plan (PP). The PSC will be supported by a Project
Consultative Technical Committee (PCTC) which will comprise of Directors (or his/her
designate) and focal points of key implementing agencies including Government departments
including: MAFS (Convenor and Chair), MFLR, MEMWA, MTICM, LMS, MoF, MoHA,
relevant private sector actors, farmer/herder organization and Non-Governmental
Organizations. The PCTC will meet quarterly and would provide technical and operational
guidance, discuss and resolve operational problems, provide technical review of AWPB and
reinforce knowledge sharing across ministries.
83.
The day to day implementation, co-ordination and management of project activities
will be entrusted to a Project Co-ordination Unit (PCU) hosted by MAFS, the Project Lead
Agency. The PCU will comprise eight professionals who will either be seconded from
government or hired from the job market. They include the following: project director, three
technical component managers responsible for coordinating activities under each component;
a financial management officer, a procurement officer, a monitoring and evaluation officer,
and a knowledge management and communication officer. A budget for short term
consultants with specific expertise on gender and targeting and IT will also be included. The
three technical component managers will be based in their respective line ministries (MTICM,
MFRM and MAFS) with clearly defined lines of authority, communication and decision-making
within the PCU framework. The PCU will be responsible for day to day management,
consolidation of AWPBs, Procurement Plans, Progress and Financial Report as received from
the other implementing entities and co-ordinate the procurement of goods, works and
services. The PCU will also take charge of monitoring and evaluation and provide support to
implementation and supervision missions.
84.
The Lesotho National Wool and Mohair Grower Association (LNWMGA) will be
contracted by the PCU against a results-based set of Terms of Reference. The LNWMGA will
develop its own AWPB and Procurement Plan. The LNWMGA and the other project
implementing entities will receive project funds as an advance against the approved AWPB.
As a policy advocate for the wool and mohair sector, the organization will be a key Strategic
partner to the government and the main service provider to the project. It will provide
leadership to sub-sector, oversee activities of the subsector actors, as well as wholesale
inputs, deliver extension services and run breeding farms.
85.
At the district level, each implementing agency will deliver the tasks as per AWPB
through the usual branches, MAFS through the District Agricultural Officers and MTICM
through the District trade and marketing officers. A District Project Coordination Committee
(DPCC) convened and chaired by the district administrator (DA) or designate, and composed
of the other district officers from MAFS, MFLR, MTICM and DWMGA, will ensure the delivery
of project services to targeted districts and villages. The DPCC will be responsible for
providing operational guidance; it will coordinate local level planning, preparation of AWPBs,
consolidation and harmonization of district AWPBs, supervision of activity implementation and
contracts with service providers and provision of technical backstopping of frontline staff and
facilitate knowledge management activities.
86.
The project will fully involve the customary leaders, i.e. Chief, Community Councils
and village heads, in the project planning and implementation process, especially for
rangeland management and livestock related activities. The Field Implementation Team (FIT),
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comprising relevant district Subject Matter Specialists and Service providers, will prepare
range management plans and maps (RMA and VGS), facilitate plans for SSAs, implement
activities according to the AWPBs and report on progress annually. They will ensure the
active engagement of the communities in project implementation through participatory
planning and monitoring. At the village level, Shearing Shed associations, grazing
associations and herders will make sure that range management action plans, livestock
improvement activities and business plans are implemented.
D.
Lessons Learned and Adherence to IFAD Policies
Lessons learned
87.
The IFAD Country Programme. IFAD has been active in Lesotho since 1980, with a
total of 8 Programmes (5 closed; 1 completed; 2 on-going) for a total IFAD investment of USD
60,283,000. Currently the total active portfolio stands at USD 35,178,000 (of which IFAD
finances USD 18,686,000). The active portfolio includes the Rural Financial Intermediation
Programme (RUFIP) and the Smallholder Agriculture Development Project (SADP) which is
co-financed with the World Bank and supported with a new LDCF grant to promote climate
resilience -- Lesotho Adaptation of Small-scale Agricultural Production (LASAP). Through two
core components the project will : (i) Mainstream adaptation in local level agricultural
investment planning; (ii) Increase the adaptive capacity of targeted small-scale farming
systems; (iii) Increase knowledge and understanding of climate variability and changeinduced threats on agriculture; (iv) Strengthened capacity of government stakeholders to
reduce risks to climate-induced losses on agriculture; (v) Raise awareness and capacity of
local actors to climate change impacts and related adaptation measures.
88.
Lessons from previous projects. The Project Completion Report (2012) for
SANReMP noted 36 lessons. The Independent Office of Evaluation carried out a validation of
these lessons to identify impact and sustainability. The report was presented to Government
in April 2013 for agreement which further contributes to lessons learned. More information is
available in Appendix 3. Key lessons for the Project include:
a)
Successful implementation requires improved staff capacity. Involvement and good
performance of the extension service was critical to the implementation of programme
activities, but was below expectation. Improving this situation requires: (i) a better
understanding of the programme on the part of implementers, the objectives, strategies,
expected results, and the role they have to play; (ii) the required technical competence on
aspects of crop and livestock production, which was sometimes too low to provide
effective support to farmers; (iii) adequate resources and mobility; (iv) management which
is proactive about receiving reports and seeing results.
b) A more integrated approach in smaller areas is preferable. An integrated watershed
management approach would be more effective than isolated programme activities
scattered over a large geographical area for the implementation of different conservation
and production-related activities in a coordinated manner, to demonstrate how these
activities relate and can reinforce each other.
c) Successful implementation requires ownership and proactive and committed
Management and improved staff capacity at all levels. Successful implementation
requires: (i) a good understanding of the Programme on the part of implementers, the
objectives, strategies, expected results, and the role they have to play; (ii) ownership and
technical competence on aspects of crop and livestock production to provide effective
support to farmers; (iii) adequate resources and mobility; and (iv) a proactive
management.
d) Institutional framework should ensure ownership at all levels. the SANReMP was not well
integrated in government operations due to poor ownership and poor coordination
amongst the central and district-level institutions. Efforts made to integrate land and water
activities with crop and livestock production had limited success due to poor coordination
between the MAFS and the MFLR.
e) Cost Sharing and beneficiary contributions must be clearly defined, enforced and
recorded. In order to ensure the sustainability of services following programme
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Kingdom of Lesotho
completion, it is advisable to institute cost sharing principles and user fees from the outset
of implementation, to the extent feasible.
f)
Future IFAD operations in Lesotho should support market linkages and value chain
approach. Analysis of market opportunities should be carried out before investing in
production systems, and training on business and marketing aspects should complement
production-oriented training. Future IFAD supported projects need to provide institutional
support for various marketing activities at several levels
g) Rural financial services. The lack of short- and medium-term finance was a serious
constraint to the access of inputs on which increased productivity is largely dependent.
The availability of delivery system is an important tool for poverty reduction.
h) Effective M&E system is a key success factor. An effective M&E system needs to feed
continuously programme management with operational, financial and other information on
programme performance in order to take timely appropriate management decisions.
Developing efficient and effective monitoring systems should begin at programme startup, with the help of external specialists. Baseline and impact studies must be conducted
in a timely fashion and be clearly interlinked. District staff should be provided appropriate
training, including record keeping and report writing, as well as on requirements regarding
data collection, analysis and submission.
89.
Other IFAD co-financed fibre based projects (Afghanistan, Bolivia, Tajikistan) have
consistently shown the following lessons to be universal across Regions: a) Improving the
quality of shearing as the first basic principal to increase returns; b) Improving the capacity of
classers for the sorting based on international quality standards; c) Access to markets and
delivering on quality, quantity and delivery deadlines.
Adherence to IFAD policies
90.
Targeting: WAMPP will comply with IFAD targeting policy approved in 2006 and with
its commitment to reach rural poor, men and women, and reducing their vulnerability. Project
beneficiaries will be selected based on a) using available data, supplemented where
necessary with poverty and livelihood analysis, and b) always taking into account the views of
the communities involved. The project will adopt a regionally differentiated approach, taking
into account the socio-economic situation of selected communities and households, and
taking into account their level of resilience to agro-climatic and agro-ecological conditions.
91.
Gender: The project will comply with IFAD policy on gender equality and women
empowerment. Gender consideration will be mainstreamed in all project activities under the
various sub-components. Community mobilisation for the rangeland related activities will
ensure that both male and female will be involved in the planning and decision taking for
planning and management of rangelands. Shed Shearing Associations management structure
will include women, on a preferential basis e.g. for wool grading, management and marketing
activities. Some of the project activities are specifically targeted at women, such as the
promotion of cut and carry and hay production interventions, while the cottage industry also
specifically targets women. Women will be specifically targeted for training and capacity
building activities. In so doing the project will affect i) women economic empowerment, ii) their
representation in institutions and rural organizations; and iii) a balanced division of labour and
economic and social benefits.
92.
Partnership: The project envisages establishing partnership with a wide range of
organizations such as (i) the services and offices of the Government at national and local
level (ii) national universities, (iii) national and international NGOs; (iv) producer
organizations, such as the LNWMGA. WAMPP will follow the strategy and objectives of IFAD
in terms of partnership. In this regard, the selection of operators of implementation will be on
a competitive basis. Clear objectives and results will be included in the MoU.
93.
Climate Change Strategy: The goal of IFAD’s climate change strategy is to ensure a
systematic focus on the implications of climate change for its investment activities at country
level. The design and implementation of WAMPP will contribute to achieving this goal. The
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significant amount of climate finance mobilised (IFAD-ASAP) is a clear demonstration that the
project’s overall concept and approach is one well aligned with climate concerns in Lesotho.
The design has identified a lack of capacity in the Lesotho Metrological Services to play the
coordinating role they have been mandated to do on climate adaptation. Further, there is a
recognised need to revisit community rangeland management approaches to provide an
enabling frame work for the promotion of an integrated approach to the challenge of an overexploited and climatically vulnerable Mountain eco-system.
94.
WAMPP will promote both immediate and longer term risk reduction and adaptation
measures in Zone A (Mountains) and Zone B (Lowlands and Foothills) of Lesotho. Specific
adaptation activities will be implemented to sustainable improve the national management of
rangelands and pastures and climate resilience of the Wool and Mohair Value Chain. This will
include community agreed stocking rates, rangeland rehabilitation, animal productivity and
health, shelter and marketing of wool and mohair. The WAMPP proposal responds
constructively to the NAPA (2007) and is directly related to 4 priorities:




Priority 1: Improve Resilience of Livestock Production Systems Under Extreme
Climatic Conditions in Various Livelihood Zones in Lesotho;
Priority 3: Capacity Building and Policy Reform to Integrate Climate Change in
Sectoral Development Plans;
Priority 4: Improvement of an Early Warning System Against Climate Induced
Disasters and Hazards;
Option 11: Stabilizing Community Livelihoods which are Adversely Affected by
Climate Change Through Improvement of Small Scale Industries
95.
Environment and Natural Resource Management Policy: The goal of IFAD’s
ENRM policy is to enable poor rural people to escape from and remain out of poverty through
more-productive and resilient livelihoods and ecosystems. These principles have helped
focus the design of WAMPP to ensure that the projects investments contribute directly to the
National Strategic Development Plan, and re-prioritized in the ‘Lesotho Agriculture and Food
Security Investment Plan (LAFSIP). WAMPP, through its three key components will promote
a reduction in poverty of poor rural dwellers in the Mountainous areas of Lesotho in the face
of an increasingly variable climate. The project will develop community climate smart grazing
management plans based on various participatory approaches that will be used to assess the
vulnerability of a communities rangeland assets to an increasingly variable climate and target
interventions that will improve rangeland management and overall productivity of the Wool
and Mohair Value Chains and the incomes of the rural poor.
96.
Environmental Category. Pursuant to IFAD’s environmental assessment
procedures, WAMPP has been classified as a Category B in that the potential negative
environmental impact of the project is expected to be of low significance and sensitivity. In
fact, in view of the strong focus on climate-smart investments funded by ASAP, the project is
expected to have many positive impacts on the environment and beneficiaries’ ability to copy
with climate change and contribute to Lesotho’s long term development goals, especially
36
Priority Option 1 of the NAPA .
97.
Preventing fraud and corruption: Project design includes specific measures to
ensure transparency: (i) institutional arrangements: the project will be coordinated by a PCU
and managed by IPs based on principles of good governance, transparency, and
accountability; (ii) business ethics: a code of business ethics will be applicable to, and signed
by PCU and IPs managers and employees; (iii) internal audit: (iv) independent audit: the PCU
and PMUs will be audited annually by the Auditor General which has performed satisfactorily
37
on other IFAD funded projects , in line with international auditing standards, and (v)
supervision: IFAD’s direct supervision includes modules on fiduciary compliance and the
36
37
The 2012 PEFA notes that the Auditor-General worked on projects financed by World Bank, AfDB and Irish Aid.
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Kingdom of Lesotho
responsibility and accountability framework. Communities will be involved in all phases of
decision-making, planning, implementation and evaluation, as documented in this report and
enshrined in the operational modalities of the project. Evaluation and impact assessment will
be outsourced to independent institutions to ensure analytical objectivity.
III.
Project Implementation
A.
Approach
98.
In designing WAMPP it was considered appropriate to adopt a “Value Chain
Approach” to ensure that the main constraints of wool and mohair production and marketing
would be addressed. As a result WAMPP will address the key challenges in order to achieve
its development objective. At the level of production, WAMPP will focus on introducing
climate smart approach for rangeland management, capacity building and investments to
animal husbandry practices, in order to halt and possibly reverse the on-going degradation of
rangelands, through poor rangeland management practices and the effects of climate change.
At the processing levels for wool and mohair, WAMPP will address constraints related to
technical and policy issues in marketing through strengthening capacities in the LNWMGA,
the SSAs and relevant ministries and district level offices. This value-chain approach
necessitates the involvement of a number of government ministries, the private sector and
civil society. It means that a level of complexity has been reached in terms of project actors
and linkages. Fortunately, the wool and mohair production and marketing has a long history
in Lesotho and most of the operational linkages are already well established.
99.
The LNWMGA and its structures at district and shed level is the institutional and
organizational pillars in the wool and mohair subsector which will connect WAMPP to the
individual smallholder producers located in remote mostly mountain villages scattered
throughout Lesotho. In addition to being the conduit through which smallholder wool and
mohair herders access international markets, it is also the interface with the private sector
wool market brokers. It operates throughout Lesotho and is anchored at field level in the 114
Government owned Shearing Sheds but operated by the Association on lease. Through this
network of SSAs more than 28,000 smallholder producers have their sheep and goats shorn
and their wool and mohair marketed each year through a very well established marketing
chain that identifies producers as individuals and provides a reliable payment arrangement to
these individuals. WAMPP does not intend to change the marketing system but there are
substantial gains in the price per kilogram of wool and mohair simply by improving shearing
techniques and the consistency and standard of clip classification. The LNWMGA is the ideal
vehicle to oversee these improvements and already manage the procurement of drugs and
vaccines in disease emergencies (based on full cost recovery) when the Department of
Livestock Services lacks the funds necessary to deliver an appropriate response.
100.
In terms of field level activities, the shearing sheds and SSAs have key roles to play.
This is an existing structure and the process of shearing ensures a strong level of cohesion.
Most sheep and goats, under the control of the stock owners, pass through the shearing shed
at least once per year. It creates a point of exchange in terms of sale of produce and receipt
of payments. It also serves as the point at which extension messages and production inputs
can be supplied and where it can be guaranteed that their cost will be fully recovered. It is the
logical location at which vaccination and other routine disease control measures can be
carried out with great efficiency and at minimum cost. It provides some surety that all
producers are participating and all animals are treated and can be recorded and provides
easy access for the veterinarian. Owners reluctant to have animals vaccinated can be
sanctioned by refusing to shear their sheep. It is also the ideal location for animal selection,
culling and the exchange of breeding stock can take place. It is also an ideal forum where
important issues such as, rangeland degradation, impacts of climate change and climate risk
management can be discussed.
101.
WAMPP has a tremendous advantage over IFAD’s other community based
development programmes because, at field level, it has an existing and long standing
organizational structure with which to work. The organisational structure is held together by a
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Kingdom of Lesotho
“money-trail” and an efficient marketing structure that guarantees participation. It already has
a ready-made list of beneficiaries fully identified, contactable on an annual basis through the
shearing shed and shearing, and a detailed history of annual earnings and animal numbers
on an individual basis. This could prove an excellent baseline for the M&E system and reliable
independent, quantifiable monitoring information on an annual basis.
102.
WAMPP will build from this existing structure and will take a bottom-up to regulation
of grazing and registration of grazing areas – communities will set the rules and prepare their
own management plans and the project will support them in registering and regulating what
they themselves have agreed to implement.. In the case of rangeland management and other
activities the approach to implementation will be to do the field work - the community mapping
exercise, the community grazing plans etc. and use these as the basis for establishing the
needed regulations. WAMPP will use DRRM as the primary implementer of the project and
where necessary employ the services of NGOs/CBOs on a performance-based contract to
build community consensus on issues such as mapping grazing areas, preparing rangeland
management and grazing plans and working with communities to enforce these.
103.
Activities to promote improved climate information services will be coordinated by the
Director of the Lesotho Meteorological Services (LMS) in collaboration with the University of
Reading - Walker Institute. These would include the establishment of new weather stations to
improve the coverage of data collection especially in the isolated mountain areas, improved
modelling and prediction of weather and climatic events, the assessing climate information
needs among service departments and farmers’ organisations and packaging the products of
these assessments for dissemination and mainstreaming into their operations.
104.
With regard to the operations of the shearing sheds, particularly the management,
monitoring and the wool classing, it is proposed that these should become the responsibility
of the SSAs and they should be filled on a contract basis and incentives should be provided to
raise the standard of both shearing and classing. This is seen as essentially a commercial
activity and where government should merely have a regulatory and monitoring function. This
focus on the SSAs and practical field level activities does not mean that government
ministries and departments do not have a vital role to play in project implementation. The
approach being taken in WAMPP is to ensure that IP’s carry out activities for which they are
mandated, thereby clarifying the roles and responsibilities of each partner.
B.
Organisational Framework
105.
WAMPP has identified the following key areas where interventions will be essential if
the project is to achieve its objectives, including: rangeland management; merino sheep and
angora goat smallholder production system; management and marketing of the clip; and
innovative approaches to adding value through expansion of cottage industries. Activities will
be implemented using the existing common structures and processes to the extent feasible.
The key organizations which will be involved in the delivery of this project include government
ministries, farmer organizations, private sector and NGOs.
106.
Key government project delivery ministries include: Ministry of Development and
Planning; Ministry of Agriculture and Food Security (MAFS); the Ministry of Forestry and Land
Reclamation (MFLR); the Ministry of Trade, Industry, Cooperatives and Marketing (MTICM;
the Ministry of Energy, Meteorology and Water Affairs (MEMWA) and LMS, the Ministry of
Finance (MoF), the Ministry of Development Planning (MDP) and Ministry of Local
Government and Chieftainship (MLGC). The role of the Ministries and their technical
departments and services will be: a) to take the lead role in providing technical support,
expert advice and supervision at all levels of the project’s operation; b) to review/develop
government policy initiatives in relation to project activities; c) provide the location,
development, implementation and oversight of an appropriate legal and regulatory framework
within which project and associated industry activities will operate; and d) ensuring that laws
and regulations are properly enforced. The roles and responsibilities of each of the involved
Ministries and technical Department are summarized in the following section and presented in
detail in Appendix 5.
107.
LNWMGA is the other major player in Project implementation. As described above
LNWMGA and its associated growers associations at district (DWMGAs) and shearing shed
level (SSAs) is the institutional backbone of WAMPP as a national project to the individual
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Kingdom of Lesotho
smallholder producers scattered throughout Lesotho. In addition to being the conduit through
which the smallholder markets his/her wool and mohair internationally and the interface with
the private sector wool brokers, under WAMPP, LNWMGA would become the vehicle by
which the producer can receive guaranteed supplies of, drugs, vaccines, fodder and feed
supplements, and access to improved breeding stock. This is all made possibly through the
already established system of payment for wool and mohair that ensures that full cost
recovery is a realistic mechanism for delivering essential inputs.
108.
NGOs and CBOs will be vital players supporting the SSAs and the GA/VGS,
particularly the need to build community consensus to define grazing areas, establish an
equitable system of resource allocation which should be based on the communities’ own
priorities. Private Service providers will be instrumental in providing specialist technical
services which will be accompanied with training to build local expertise to sustain
interventions.
109.
In order to provide a more sustainable approach to the training initiatives under
WAMPP it is proposed that the National University of Lesotho (NUL) would, through a
partnership agreement, be requested to develop training programmes and courses in support
of activities such as: bookkeeping and accounting for SSAs and cottage industries; enterprise
management; shearing and wool classing; range management; animal husbandry; animal
health; fabric/product design; and marketing. In addition, NUL would be engaged to conduct
special studies in the area on the social aspects of the communal rangeland management
and the economic impact of climate change on Lesotho’s rangeland system.
110.
To be successful any plans to manage a community resource such as the rangeland
will require community based approach. All previous attempts to “regulate communities to
regulate communal grazing areas” have generally failed. WAMPP will use the already
successful approach to build community consensus to define grazing areas, establish an
equitable system of resource allocation and create their own rules and sanctions as they
move towards acceptance of responsibly for ensuring the sustainability of their rangeland
resource.
111.
At District level, the District Range Management Officer (DRMO) would be
responsible for coordinating implementation of Component A. This would include:
procurement of relevant services for District, Community Council (CC) and village level
activities and facilitate district and CC multi-stakeholder meetings, district-level training and
other district-level KM activities; The process of community consultations in establishing
grazing boundaries setting stocking levels and associated penalties for excessive usage
would be the responsibility of DRRM District staff, with the assistance of an NGO with
experience consensus building and a knowledge of community organization and cultural
requirements of Lesotho if required.
C.
Planning, M&E, Learning and Knowledge Management
Planning
112.
The main planning tools for WAMPP comprise the logframe, M&E framework
including its indicators and targets, and the Results Based Annual Workplan and Budget (RBAWPB). The logframe provides the targets of the overall project implementation from output
over outcome, development objective to impact levels. The RB-AWPB breaks up these
physical targets by year and attaches the financial resources (IFAD loan and grant, ASAP
grant, OFID loan, Government budget and IP contributions). The RB-AWPB shall present
financial and physical outputs and outcomes of the project for the given year, and reports on
the accumulative achievements. The execution of the RB- AWPB is monitored along the M&E
framework of the project and reported back in regular intervals from quarterly to semi-annuals
reports. The cycle of planning, monitoring and reporting is essential for efficient management
of the project and for achieving the results as agreed
113.
Each year the RB-AWPB for WAMPP would be prepared by each implementing
38
partner and consolidated by the PCU including the PCU’s own activities. The RB-AWPB will
be based on the project logframe, its targets and indicators.. A template in Excel will be made
38
IP include MAFS, MFLR, MTICM, MEMWA & LNWMGA and other project partners at each administrative level
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Kingdom of Lesotho
available in the Project Implementation Manual (PIM) to facilitate the process and reporting. In
addition, IFAD guidelines request a narrative to the RB-AWPB to outline the scope and
strategy of the project for the given year. The AWPBs would be prepared through a
participatory approach with stakeholders, incorporating information from the PCU’s and IPs
M&E system and recommendations by IFAD supervision and implementation support
missions. A consolidated AWPB would be issued by the PCU for approval by the PSC.
Following approval by the PSC, AWPBs would then be submitted to Government, IFAD and
co-financiers for concurrence.
114.
Each IP would seek to ensure maximum synergy is achieved between different
activities implemented in districts and shearing sheds as well as synergy with government
and other relevant on-going projects and programmes. A consolidated implementation matrix
would be prepared annually based on IPs Annual Work Plan and Budgets to ensure
synergies and complementarities are identified and exploited and to facilitate field-level
coordination of implementation as well as a logical implementation flow.
115.
Project phasing. WAMPP will be implemented over a period of 7 years. Initial focus
will be on the areas with the most serious rangeland degradation and where poverty is most
acute. Under Component 1 Climate Smart Rangeland Management, it is in these areas that
the approach to defining a communities grazing area, establishing stocking levels, developing
more sustainable grazing systems and setting up the regulatory framework would be piloted
using an NGO/CBO during Project Year 1 and 2. These tested systems would then be
replicated in other districts from year 3 onwards. In regard to financing through ASAP Year 1
and 2 (PY 1and 2) would be used for planning, site selection and data collection before
vulnerability maps were prepared in PY3 and the impact monitoring system would become
operational from PY4.
116.
Regarding Component 2 Improving Livestock Production and Management, it will be
possible to take a country wide approach from the start, using the network of 114 SSAs. PY1
would be used for planning, training and the design of the input supply system and cost
recovery system. The rollout of improved service and improved access to drugs and vaccines
is expected to commence in PY2. In regard to the National Breeding Plan, the leasing of the
existing Government Merino Stud farms, the finalization of the leasing of the land, the
development of the stock handling facilities and the purchase of the initial breeding stock is
expected to take 2 years to complete. Improved sire would only become available to the
National Elite Flocks (NEFs) in PY4 and to from there to standard flocks PY6.
117.
Regarding Component 3, Wool and Mohair Processing and Marketing PY1and 2
would be used to assess the individual SSAs and to identify capacity and infrastructure
needs. Training curricular would be developed, training programmes would be rolled out and
a quality assurance system would be put in place. In relation to cottage industry development
and expansion this period would be spent assessing the needs of existing enterprises and
determining the marketing potential and possible viability of moving into the high end market
for locally manufactured wool and mohair products. Training would start in PY2. It would be
expected the improvements to Shearing Shed operations would start to be seen in PY2 and
take full effect from PY3 onwards. The cottage industry benefits would start to be seen from
PY2 onwards for existing enterprises and for new and innovative enterprises from PY3.
Monitoring & Evaluation, Learning, Knowledge Management & Communication
118.
Monitoring and Evaluation: The Project’s M&E system is designed to offer
comprehensive and reliable information to improve planning and decision-making for resultsbased management. Recognising that
WAMPP impact depends on integrated
implementation of rangeland and related feed resources investments, improved livestock
husbandry and breeding, more robust shearing shed enterprise management and cottage
industry and niche marketing competitiveness, the system would be participatory and
decentralised, actively involving target groups and implementing partners. The logical
framework would constitute the basis for results-based M&E, and include an initial list of
indicators to track progress and achievements. The project will comply with IFAD’s Results
and Impact Management System (RIMS), including the baseline studies and regular reporting
to IFAD headquarter. In addition, the project has been selected to carry out baselines and
surveys along the new the Multidimensional Poverty Assessment Tool (MPAT). IFAD will
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Kingdom of Lesotho
provide technical support in this regard to the PCU. All M&E activities would be inclusive of
the IFAD Guide for Project M&E, RIMS and MPAT. All M&E data, analysis, and reporting
would be disaggregated by age and gender.
119.
As M&E is concerned with changes in the beneficiary situation over time, it involves
making comparisons to assess changes taking place during the project life. The M&E system
will be as follows:
a)
Input and Output monitoring - would focus on physical and financial inputs,
activities and outputs. Data would flow directly from records at different management
levels (PCU, IPs, associations, NUL and involved NGOs) and from periodic
management reporting. Simple indicators would be agreed at start up and monitored
quarterly. The fibre brokers “Fibre track” reporting system would be a key instrument in
this process. They would include relevant first-level indicators of IFAD’s Results and
Impact Management System (RIMS). AWPBs would provide the targets for first level
monitoring.
b)
Outcome monitoring - would assess the access, use of outputs and measure
their benefits at beneficiary, enterprise and value chain levels. At beneficiary level, it
would focus on the accessibility of project outputs and the extent to which they are
being used, and that practices promoted by WAMPP are being adopted, and provide
benefits to the target groups in terms of access to rangeland management, leadership
and support services, access to breeding stock and animal husbandry services. It
would also include SSAs achievements in terms of returns, improved fibre classing and
handling, direct and indirect job creation, and prospects for sustainability.
c)
Impact assessment - would assess project impact for the target groups in
comparison with objectives. It would focus on higher level impact indicators such as
household incomes, gender equality, poverty status, and changes in the resource base.
It would be based on a sample of households/settlements selected in the Project
targeted districts that would remain constant during the project life. The IP would,
together with stakeholders and beneficiaries, conduct a qualitative impact assessment
in the Project’s final stages which would include an assessment of achievements,
capturing of lessons learned and best practices and analysis of prospects for
sustainability.
d)
Monitoring the impact of WAMPP and ASAP’s bio-physical impact on
rangeland and the impact of climate and climate change will involve a major exercise in
monitoring. Ten sentinel sites will be established across the Project area in the
Mountainous and the Foothills Zone. Each sentinel site will be 10 by 10 km in area,
within which soil, vegetation and land degradation risk indices are sampled and
characterized. High resolution satellite imagery will be acquired to develop predictive
models for the generation of high resolution maps of soil condition, vegetation cover
and land degradation risk factors for these sites as well as another set of 10 sites. The
sentinel sites will be established and assessed in Project Years 1 and 2 and the data
will be re-worked as part o the Mid-Term Review and at Project Completion
120.
Project Baseline Study. The project baseline is a critical element in the project M&E
system. It provides the basis for the assessment of how efficiently the activity has been
implemented and results achieved. Baseline includes the target group and a control group.
This will be essential to determine the attribution of results to project activities. At the
beginning of implementation an initial RIMS Baseline Survey would be conducted in selected
locations to assess the physical and socio-economic status of the communities and livestock
households and to define their benchmark status. SSA’s would be sampled considering the
different infrastructure investments under the Project. The PCU would contract out periodic
surveys to external institution, which could either be a University, a private consultancy or
think tank. The sampling frame will be defined in collaboration with the Lesotho Bureau of
Statistics, and the objective would be to evaluate WAMPP’s performance at impact and
outcome level.
121.
Finally, a Multi-Dimensional Poverty Assessment Tool. This tool offers the
opportunity to obtain the perception of communities on their development needs and the
performance of interventions along 12 livelihoods dimensions. WAMPP will apply MPAT for
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monitoring its performance and impact on rural livelihood applying a more holistic approach
than it is usually the case.
122.
Milestones. MAFS with LNWMGA’s, at Project inception would conduct a Start-up
Workshop, with the aim of sensitising all stakeholders, service providers and beneficiaries
regarding Project objectives and scope. The Project’s logical framework would be reviewed
and M&E indicators defined at this workshop. The workshop’s timing and agenda would be
agreed between Government and co-financiers. Two progress Reviews would be undertaken
in PY3 and 6 and would cover: (i) physical and financial progress in comparison with AWPBs;
(ii) performance assessment of IPs / service providers; (iii) changes in rangeland, livestock
and fibre handling practices; and, (iv) overall progress towards the achievement of project
objectives. At the end of the Project a Project Completion Report would be undertaken that
through a formal survey, by an agency without previous involvement in implementation. It
would examine the overall performance of the Project taking into account a broader and
longer term perspective.
123.
Reporting. Three reports would be produced: (i) a quarterly progress report by each
IP and service provider, (ii) a semi-annual progress report, and (iii) an annual progress report.
The Project log-frame includes the draft indicators against which project performance would
be monitored and the sources of data to be used; these indicators would be discussed and
agreed at project start-up. Each IP would issue the set of three reports that would be
consolidated by the PCU, reviewed and approved by the PSC prior to its submission to IFAD,
the Government and co-financiers.
124.
Responsibilities. Overall the responsibility for project M&E activities would rest with
the PCU Coordinator, the M&E Officer and Implementing Partner (IP) M&E assigned staff.
They would be overseen by the PCU M&E Officer while reporting to the PCU Coordinator.
M&E responsibilities will be assigned to every department and district involved in the
implementation of project activities. The IP M&E Officers would also be responsible for
collecting and analysing data gathered from service providers in each district on the basis of
an agreed reporting format and timeframe. Against a baseline the reporting system to track
physical/financial performance and emerging impact would be implemented in each IP and for
the Project (PCU).
125.
Learning, Knowledge Management and Communications. WAMPP would rollout
a number of new and innovative approaches in the area of: (a) rangeland management; (b)
community based regulation of the use of communal grazing lands; (c) community based
approaches to sustainable livestock numbers; (d) livestock registration; (e) responding to
climate change and impact monitoring of adaptation measures; (f) input supply to livestock
producers; (g) within an smallholder production system preparing wool and mohair for sale
directly on an international market; (h) moving a basic low-end market cottage industry to a
predominantly high-end market production and marketing system; and, (i) the introduction of
an innovative business start-up financing system.
126.
Regional Knowledge Networking. The project would promote: (i) in-country
knowledge networking through periodic seminars and workshops; (ii) regional knowledge
networking such as (iii) regional research networks including those supported by IFAD grants.
The IFAD-country team would contribute to in-house knowledge sharing and networking
within IFAD
D.
Scaling-up in WAMPP
127.
The Wool and Mohair production is one of the few commodities of Lesotho’s
economy currently that has the potential to develop to a prosperous sector at national scale,
besides drinking water supply and diamond mining. Previous and ongoing IFAD funded
projects have had limited success in promoting agriculture and livestock development in
terms of commercialisation and impact on poor livelihoods. This has basically been due to the
strong competition from South Africa and the poor production and commercialization
conditions in which Lesotho’s farmers operate. However, some of WAMPP’s precursors
generated some good lessons learned and offer promising approaches with the potential to
make the current wool and mohair value chain model in Lesotho more productive and resilient
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Kingdom of Lesotho
against endogenous (degrading grazing resources, animal health, reliance on one product
only) and exogenous risk factors (price volatility).
128.
SANReMP supported the construction of woolsheds, breeding programmes, fostered
the outreach of veterinary services through CAHW – Community Animal Health Workers and
enhanced the use of common grazing land through strengthening grazing associations. The
project was considered as moderately successful in terms of impact; a number of relevant
lessons have been learned from SANReMP:





The importance of rangeland management in order to obtain a robust production base:
all year grazing resource to enable a productive sheep and mohair herd. The majority
(>80%) of farmers working with SANReMP reported there had been improvements in
pastures and a reduction in soil erosion.
The importance of standards in animal health and hygiene to obtain a secure export
channel for wool and mohair. For example, an anthrax scare would shut down borders
for export. SANReMP farmers confirmed that the training on animal health increased
their knowledge led to the reduction of livestock mortality. Moreover, they confirmed
that productivity was steadily increasing, while breeding quality of in terms wool and
mohair improved.
The importance of the role of the quality of wool and mohair handling at the shearing
shed in order to enter the high premium export market. Some 60 % of farmers noted
the impact in terms of wool and mohair qualities produced and its direct effect on
revenues when a shearing shed was in the vicinity.
The importance of producers organisations like the LNWMGA and grazing associations
to guide individual livestock farmers in (i) producing wool / mohair along the
(international) market demand; (ii) in collecting, handling and selling wool (through the
SSAs and a broker, all of which is organised and maintained by the LNWMGA).
The importance of the public sector namely the policy and regulatory environment as
well as public services, such as animal health services (animal vaccinations) and
surveillance (meat inspections and disease outbreaks for fast interventions).
129.
A few lessons learned from the currently ongoing SADP could be relevant for
WAMPP such as:



Implementation needs to identify clear processes and tools. In SADP, the transitioning
from Community Action Plans (CAPs) to Agricultural Investment Plans (AIPs) caused
confusion within the extension service.
The AIP process should be championed by the local authorities at a local level. This, in
the context of WAMPP, would mean including the chiefs, community councils and other
local leaders besides the public services.
The planning and identification of NRM issues needs to be clearly articulated as a
means to better productivity. This is particularly relevant for innovative approaches to
rangeland management.
130.
Pathways Building on the above lessons learned, WAMPP’s approach would be
sequential as it starts with (1) support to a developing robust rangeland management, which
shall be based on customary rules and institutions. The next step (2) would be to kick-start a
system that disposes of unproductive animals in order to bring down the current stocking
rates on rangelands to a sustainable level. The third step (3) will be to increase productivity of
merino sheep and angora goats to obtain larger quantities of high quality wool and mohair.
The main steps here include the setting up of a national breeding and exchange programme,
enhancing the outreach and quality of veterinary system into remote areas and enlarging the
fodder production for improved animal nutrition. The fourth step (4) is the handling and
marketing of wool and mohair through the main value chain actors such as the shearing shed,
LNWMGA and buyers.
131.
WAMPP sequential approach to scaling up will follow an in-built learning loop. The
project M&E would collect regularly the results and lessons learned in order to fine-tune its
approaches, especially the innovative rangeland management practices and the breeding
exchange programmes. Once these two critical elements have been effectively
operationalised, the project can rolled out to the entire country.
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132.
Scale and Dimension WAMPP has the resources and the right approach to justify a
national scale (horizontal scaling-up) with all three interventions: climate smart rangeland
management, improved wool and mohair production and wool and mohair fibre handling and
marketing.
133.
In terms of vertical scaling-up, WAMPP will have concrete policy interventions such
as support to the approval of the Rangeland Act and development of a Land Degradation
Surveillance Framework. Furthermore, the NAPA will be updated alongside the relevant
regulations for the use of the grazing resources and their management at the various
administrative levels.
134.
Similar impact at policy level is expected from the national breeding strategy. Whilst
the line ministries will play active key roles, the private sector namely the LNWMGA is the
main representative of the wool and mohair growers and is expected to bring in major policy
influence.
135.
Drivers The implementation modalities that could support the scaling-up have been
provided by other projects such as SANReMP and SADP. The former invested successfully in
shearing sheds whilst the latter project is working successfully with the extension services at
the local levels. LNWMGA has been delivering services to its members for production and
marketing of wool and mohair for many years. Its role for the sector is appreciated by both,
public and private sector players. Basically, WAMPP will enable LNWMGA to take on an even
stronger leadership for the sector than it does at present.



Incentives for each stakeholder to implement the project at good quality and to the
scale as planned lie within the importance of the wool and mohair sector for the
Lesotho economy and its high public visibility.
Financial Space: WAMPP will be sourced by funds from IFAD and OFID in the
amount of about USD 32 million in loans and grant. Government and LNWMGA will
contribute with own resources in the range of USD 5-6 million. These funds are
considered to be a large financial resource for the wool and mohair sector in
Lesotho.
Environmental Space: WAMPP aims to change the rangelands towards a climate
resilient and more productive one. Besides policy level interventions, the project
pushes for concrete interventions at the level of decision makers at each
administrative level for planning and implementation of sustainable and climate
resilient practices.
136.
Another driver is opening up wool and mohair farmers’ organizational space through
their groups, shearing shed (SSAs) and grazing associations (GA). Through their democratic
representation in the District and National Wool and Mohair Growers Associations, they will
strategically not be isolated from centres of power but will influence rural policy transformation
through economies of scale. Important project interventions to enable them do this are not
only capacity building of SSAs and GAs to help the bond among individual farmers within the
associations but also to create bridges between the associations to strengthen the network
DWMGAs countrywide which will make NWMGA a formidable apex. This would create
opportunities for these apexes at district and national level to strengthen business linkages
between them with upstream players in government and key private actors in Lesotho,
South Africa and beyond
137.
Risks for scaling up are lying mainly in the availability of sufficient institutional
capacities for planning and executing a large scale investment like WAMPP. To promote a
steep increase in capacities at the level of project management, the project will be providing
resources for additional staff and capacity building in financial management, M&E and field
operations. Besides monitoring and reporting, a good governance and accountability system
ought be established within WAMPP to ensure transparency, accountability of the main actors
and full participation of the project beneficiaries.
138.
A major importance is attached to the offtake of unproductive animals. Failing the
reduction of unproductive animals constitutes a major risk for WAMPP and Lesotho in terms
of success of the project and sustainability of the rangelands. All actors at policy levels will be
required to contribute with their specific roles in addressing this issue.
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Kingdom of Lesotho
E.
Financial Management, Procurement and Governance
139.
Financial Management. The results of the EU-financed November 2012 Public
Expenditure and Financial Accountability (PEFA) review were mixed but generally weak whilst
care has to be taken to distinguish between high-level issues (such as the Government’s own
Financial Statements being prepared and audited with delay) and the lower-level issues more
likely to impact the IFAD-funded project. There were many “D” or “D+” scores including that
for Internal Audit, Effectiveness of Internal Controls for Non-Salary Expenditure and
Competition, Value for Money and Controls in Procurement but Predictability in the Availability
of Funds for Commitment of Expenditures scored a “B”. Recent improvements were noted in
the introduction of the Integrated Financial Management Information System (IFMIS) and the
enactment of the 2011 Public Financial Management and Accountability Act (PFMA).
140.
Based on IFAD’s mostly satisfactory experience with the audited financial statements
for RUFIP (in MoF) and SADP (in MAFS) the situation at project level is better than the overall
position. The IPSAS cash basis financial reporting standards and the ISA external audit
standards used are perfectly acceptable to IFAD. Financial statements have been unqualified
and the quality of the external audit by the Office of the Auditor-General has been good. Both
on-going IFAD-financed projects use well-recognised off-the-shelf accounting packages to
provide the required financial information by category, component and financier whilst the
IFMIS system reports results to GoL. Care is needed to ensure that the chart of accounts can
satisfy both GoL and IFAD (by category, component and financier) reporting requirements
without having to resort to re-mapping costs in excel.
141.
Funds will flow to three Designated Accounts in the name of the project denominated
in United States Dollars at the Central Bank to receive the funds from IFAD, ASAP and
39
OFID as well as three respective Project Accounts in the name of the Project denominated
in Maloti. Initial Deposits of up to six months’ expenditures will be transferred to the
Designated Accounts, subsequent disbursements being made in accordance with the
40
Financing Agreement and Loan Disbursement Handbook . Funds will flow from MAFS to
dedicated bank accounts at the implementing entities (MFLR, MTICM and LNWMGA) based
on approved AWPB. Each of the districts within the ministries implementing the project will
also open a specific Project bank account to manage the funds. Only expenditures which
have been fully justified (rather than advanced) will be treated as eligible expenditures for
financing. Counterpart funding from the Government of Lesotho will also be remitted to
separate Project accounts in each of the three ministries. The minimum Withdrawal
Application (WApp) size will be at least 30% of the Authorised Allocation but a WApp should
be submitted every 90 days if the value threshold has not been triggered. Direct payments to
third parties by IFAD will only be considered for amounts exceeding USD 100,000, amounts
below this threshold being paid through the project bank accounts.
142.
The fiduciary performance of the SADP project gives a good insight into the expected
capacities of the WAMPP PCU. The World Bank conducted a financial management
assessment during the project appraisal in 2011 and assessed the residual risk as
“Moderate”. This risk rating was increased to “substantial” during 2013 supervision, however,
the Finance Officer has since returned from maternity leave and the TOMPRO accounting
package has stabilised with the financial management risk now assessed by IFAD as
“medium”. Given that WAMPP funds will flow to MAFS and onward to MFLR, MTICM and
LNWMGA there is a fund flow and reporting risk that can only be partially mitigated by the
implementation of an off-the-shelf accounting package, strong PCU staffing and regular
international technical assistance, especially given the rapid increase in LNWMGA’s activities
over the life of the project. Consequently, the overall financial management risk assessment
rating for the WAMPP project design is “high”. As such, the Statement of Expenditure (SOE)
threshold will be set at US$25,000, above which value relevant documentation should
accompany the WApp submission.
143.
Conditions prior to first disbursement include: finalisation of the OFID Co-Financing
Agreement; adoption of the PIM; implementation of a multi-site off-the-shelf accounting
39
The financing agreement between GoL and OFID will stipulate the exact financing terms. The design has assumed
the use of an imprest system rather than eligible expenditures being pre-financed by GoL and subsequently
reimbursed by OFID
40
http://www.ifad.org/pub/manual/disbursement/english.pdf
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Kingdom of Lesotho
software; submission and approval of the AWPB; agreement that the Ministries’ internal audit
divisions will cover the project; agreement of MoUs/contracts between MAFs with
MFLR/MTICM/LNWMGA prior to funds flowing to them; and the ToR of the external auditor to
be extended to include the project activities of LNWMGA. Start-up costs incurred before the
satisfaction of the general conditions precedent to withdrawal shall not exceed an amount of
SDR 150,000.
144.
The Project will flow through the GoL budget procedures. The PCU will take inputs
from the implementing entities and prepare a consolidated Annual Work-Plan and Budget
(AWPB) containing a procurement plan to be reviewed and approved by the Project’s
Oversight Committee before being sent to IFAD for No Objection at least 60 days prior to the
start of the relevant Project year. IFAD will provide other No Objections for the recruitment of
key staff subsequent to a competitive recruitment process (PSU Project Co-ordinator,
Financial Controller, Procurement Officer and M&E Officer); the AWPB; and the PIM.
Financial reports in a suitable format will be submitted quarterly.
145.
All taxes and duties on Project activities, including VAT on imported livestock, will be
funded by the Government of Lesotho and will count towards its counterpart funding
contribution.
146.
The internal audit sections of the relevant ministries will perform their regular
coverage of the activities that pass in the normal way through their departments at national
and district level, whilst the PSU will be specifically reviewed six-monthly. Internal audit
reports to be made available to IFAD upon request. A Project Steering Committee will provide
overall monitoring and direction whilst a Technical Committee will monitor operational
activities.
147.
The Project will carry out implementation in accordance with the 2005 IFAD Policy on
41
Preventing Fraud and Corruption in its Activities and Operations and the Prevention of
Corruption and Economic Offences Act No.5 of 1999 which established the Directorate on
Corruption and Economic Offences (DCEO). Appendix 7 provides more detail on financial
management and disbursement arrangements.
148.
Procurement: All procurement to be financed under the Project will be carried out in
accordance with national procurement procedures to the extent they are compatible with
IFAD’s 2010 Project Procurement Guidelines42, and the provisions stipulated in the
Financing Agreement, Letter to the Borrower/Recipient and the Project Design Report. In
practice, this means that:
(a)
International Competitive Bidding (ICB): World Bank procedures will be adopted
for International Competitive Bidding (required for procurement over US$
200,000 equivalent for goods, over US$ 1 million equivalent on civil works and
over US$ 100,000 equivalent for services);
(b)
Limited International Bidding (LIB): The procurement of sheep and goats for the
breeding programme will be undertaken directly from limited suppliers in South
Africa following Limited International Bidding (LIB) procedures. Depending on the
value, this method may also prove acceptable for the purchase of animal drugs
internationally;
(c)
National Procurement: Any contract estimated to cost less than the ICB
threshold, and other than contracts under LIB, will be awarded following National
Competitive Bidding (NCB) procedures Under the National Procurement
Regulations as modified per the specific conditions explained in more detail in
Appendix 8 on Procurement: use of World Bank Standard Bidding Documents;
no pre-classification of bidders; no preferences; no bracketing; award must be to
the lowest price evaluated tender (other than QCBS); award of contracts shall be
publicly disclosed in media of wide circulation; and the threshold for direct
contracting (above which three quotations are required) is set for contracts over
M10,000 (equivalent to about US$1,000). Supervision and implementation
support missions will focus on this aspect given the limited capacity within the
41
42
http://www.ifad.org/gbdocs/eb/86/e/eb-2005-86-inf-8.pdf
http://www.ifad.org/pub/basic/procure/e/proceng.pdf
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Kingdom of Lesotho
procurement units to assure adherence to these specific IFAD procurement
procedures which are different to the national regulations;
(d)
Force Account: Minor civil works in remote locations may however, be carried
out through force account, particularly in those circumstances where NCB
procedures will not be efficient or economical. Such works may be carried out
with participation by the local community;
(e)
Community Participation in Procurement: As applied in SADP, community
participation in procurement shall follow methods that shall be acceptable to
IFAD which will be explained in detail in the PIM. The procedures will include
adequate mitigation and control measures against fraud and corruption and must
ensure efficiency and value for money;
(f)
Consultancy services: Terms of reference, conditions and terms of contracts,
and the qualifications and experience of consultants will be subject to prior
review and approval of IFAD, where applicable. Quality and Cost Based
selection method will be the default method for the selection of consultants.
149.
In order to maximise efficiencies, to the extent possible, procurement will be
performed at national level and with international bidding as appropriate. For items included in
the relevant annual work-plan and budget, procurement responsibility can be decentralized to
procuring entities under the Public Procurement Regulations of Lesotho (2007), however,
much of the procurement will be performed at national level in order to achieve economies.
150.
IFAD No Objection will be required for:
(a)
procurement of goods and works in excess of US$50,000 equivalent;
(b)
procurement of services in excess of US$ 20,000 equivalent
(c)
use of the Force Account irrespective of value.
151.
Appendix 8 provides more detail on procurement arrangements, including risk
mitigation measures and a draft first 18 month procurement plan that will need updating at
start-up.
F.
Supervision
152.
In line with IFAD policy and criteria for selection of supervision approaches the
WAMPP will be directly supervised by IFAD. Direct supervision will encompass three discrete
processes: (i) loan administration; (ii) project supervision; and, (iii) implementation support.
Direct supervision will be applied as a continuous process which requires on-going
communication and engagement with Government and PCU and IP management. Several
instruments would be applied to influence implementation: on-going policy dialogue with
Government; adjustment of annual work plans and budgets; revision of implementation
manuals; undertaking of supervision and mid-term review missions, and legal amendments as
appropriate.
153.
This will enable the country team to provide implementation support with focus on: (i)
providing direct support to the Project management in terms of continuous guidance for
maintain the Project on the right track for the achievement of the Project objectives while
ensuring fiduciary compliance and responsiveness to the accountability framework; (ii)
adapting Project interventions to changes which may be dictated by exogenous factors of
natural, political or financial nature; (iii) resolving problems of technical nature pertaining to
Project operations; and (iv) providing knowledge-based support about best practices and
success stories, from other interventions in Lesotho, in the region or elsewhere.
154.
Project design may be amended over time, as a result of changing conditions,
emerging operational experiences, political and macro-economic changes, exogenous
developments and force majeure.
G.
Risk Identification and Mitigation
155.
The principal risks affecting the realisation of the WAMPP include (1) availability of
co-finance by OFID, (2) effective coordination among stakeholders, (3) reliability of existing
30
Kingdom of Lesotho
market demands for wool and mohair, (4) the long-term sustainability of land use in the
project area, (5) the capacity to adapt to climate change, and (6) access to affordable
financial services.
Risks
Current
Level
Possible
Consequences
Mitigation
1. Co-financing by
OFID in the amount of
USD 12 million.
medium
Insufficient finance will
reduce the extent of
project investments and
outreach.
GoL needs follow up
closely with OFID,
preferably before 30 June.
2. Effective
coordination
among stakeholders
Medium to
high
Not co-ordinated project
planning and execution
Project Steering
Committee is led by MDP.
It will co-ordinate through
the review and approval of
progress reports and the
AWPB of WAMPP. An
additional body has been
introduced to ensure
technical co-ordination
3. Price fluctuations
in the Wool and
Mohair market
Medium to
high
Unexpected reductions
in returns on
investments will prevent
rendering livestock
enterprises viable. In
turn, the livestock sector
may become reluctant
to invest in premium
breeds and rangeland.
WAMPP will invest to
increase the quantities of
quality wool and mohair
aiming at the highest price
segment. WAMPP will
promote animals genetics,
feed resources
(rangelands and feed) ,
animal health and fibre
processing.
4. Sustainable land
use
High
Ongoing degradation of
rangelands will sharply
reduce the productivity
of the wool and mohair
sectors and
subsequently render it
non profitable.
Reduction of the grazing
pressure through (i) kickstarting the large disposal
of unproductive animals in
local slabs and auctions;
(ii) promoting rangeland
monitoring and
participatory management,
and (iii) launching animal
breeding and exchange
programmes.
5. Adaptation to
climate change
Medium to
high
Project investments will
not be able to render the
wool and mohair sectors
sustainable and
profitable. Poverty will
persist.
WAMPP will invest in up to
date technology and
approaches to rangeland
management. It will invest
in relevant institutions, the
grower and grazing
associations, and
rangeland users to
increase their capacities at
both, national and local
levels.
6. Access to
affordable financial
services
Medium
Failure to access finance
will render it impossible
for livestock breeders to
WAMPP cannot promote
rural financial services. It
will support platforms with
31
Kingdom of Lesotho
invest in improved
breeds, production and
processing equipment in
order to increase
profitability.
MFIs, banks and buyers to
exchange and demonstrate
the business opportunities
emerging from the wool
and mohair sector.
156.
Sustainability in the rangeland management component will be promoted through the
strengthening of grassroots organizations (VGS and RMA), which is foreseen in the
Rangeland policy and the National Adaptation Plan of Action (NAPA). The collaboration of the
ministries of agriculture and local government also facilitates the integration of key sectors at
the appropriate decentralized level and generate synergies to improve the productivity and
reverse natural resource degradation, food insecurity and vulnerability. On the livestock
production component, sustainability will be sought from reducing unproductive livestock unit
from the rangeland, which will bring herd number more in line with stocking rates. More
productive animals will result in increased production of quality wool and mohair thus resulting
in higher and more stable income at the household level. The involvement of SSA and
LNWMGA and the link to government institutions will ensure the continuity of the
interventions. Under the Wool and Mohair Processing and Marketing component, international
high demand for quality mohair and wool is expected to absorb increased production of wool
and mohair clip from Lesotho.
157.
The long term viability and sustainability of the project interventions will also depend
greatly on institutional sustainability. This will be achieved through capacity building at all
levels, following the principles of integrating the project from the onset into on-going
ministerial and departmental programmes rather than launching it as a mere project. Thus
the capacity building components of the project will empower stakeholders at all levels, from
community to district authorities to national government agencies and the private sector, to
deal with climate change impacts and improved rangeland management to enhance the
adaptive capacities of the Basotho beyond the time limitations of the project.
32
Kingdom of Lesotho
IV.
Project Costs, Financing, Benefits and
Sustainability
A.
Project Costs
158.
Project Costs. The total Project cost (investment cost and incremental recurrent
cost, including physical and price contingencies) is estimated at USD 38.9 million of which
IFAD will finance USD 11.6 million (30% of total cost) in the form of 50% DSF grant and 50%
highly concessional loan to the Government of Lesotho. Co-financing will be provided by
ASAP for USD 7.0 million (18%) in the form of a grant while the OPEC Fund for International
Development (OFID), is expected to provide USD 12 million. The LNWMGA would guarantee
a contribution of USD 1.5 million while beneficiary would provide an in-kind contribution for
the refurbishment of the shearing sheds and the development of fodder reserves. In
conformity with the principle that no taxes or duties would be financed out of the proceeds of
the IFAD Loan/Grant and any future changes in the rates and/or structures of taxes and
duties would have to be met by the Government. The estimate of taxes and duties was based
on the rates prevailing at the time of Project design. The Government will provide a total
contribution of around USD 3.9 million or 10.2% of project costs mainly, but not exclusively, to
cover duties and taxes, salaries for the various Government staff that will be involved in
project implementation, office accommodation for the Project Coordination Unit (PCU).
159.
The foreign exchange component is estimated to be USD 8 million of the total cost.
Taxes and duties are estimated to be USD 3 million. Funds allocated to the Project
Management are about 20% of the total Project costs. Table 1 below summarizes Project
costs – detailed cost estimates are provided in Appendix 9.
Lesotho
WAMPP
Table 1 Project Costs by Component (LSL/USD
‘000)
Com ponents
Project Cost Sum m ary
Local
A. Prom otion of Clim ate Sm art Practices and Land Use for Sustainable Rangeland Im provem ent
1. Strategic Planning and Monitoring for Improved Rangeland Management
2. Climate Smart Participatory Rangeland Management
Subtotal
B. Im proved Livestock Production and Managem ent
1. Improved Nutrition
2. Improved Breeding
3. Improved Animal Health
Subtotal
C. Wool and Mohair Processing and Marketing
1. Value Chain Based Enterprise Enhancement
2. Cottage Industry and Niche Market Development
3. Promotion of Livestock Auctions and District Slabs
Subtotal
D. Project Coordination, Managem ent, Know ledge Managem ent and Monitoring & Evaluation
1. Coordination, Know ledge Management and National Monitoring
2. Programme Coordination Unit
Subtotal
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
Total PROJECT COSTS
B.
(LSL '000)
Foreign
Total
Local
(US$ '000)
Foreign
Total
%
% Total
Foreign
Base
Exchange Costs
17 499
56 801
74 300
5 365
24 978
30 343
22 864
81 779
104 643
1 667
5 410
7 076
511
2 379
2 890
2 178
7 789
9 966
23
31
29
7
25
32
10 542
34 687
10 087
55 316
1 701
11 650
3 715
17 066
12 243
46 337
13 802
72 382
1 004
3 304
961
5 268
162
1 110
354
1 625
1 166
4 413
1 315
6 894
14
25
27
24
4
14
4
22
54 926
5 745
6 722
67 393
15 810
1 768
2 665
20 242
70 736
7 513
9 387
87 636
5 231
547
640
6 418
1 506
168
254
1 928
6 737
716
894
8 346
22
24
28
23
21
2
3
26
13 089
47 564
60 653
257 662
22 714
43 992
324 369
1 454
5 052
6 506
74 157
7 416
2 848
84 421
14 544
52 616
67 159
331 819
30 130
46 840
408 790
1 247
4 530
5 776
24 539
2 163
4 190
30 892
139
481
620
7 063
706
271
8 040
1 385
5 011
6 396
31 602
2 870
4 461
38 932
10
10
10
22
25
6
21
4
16
20
100
9
14
123
Project financing
160.
WAMPP financiers are as follows: the International fund for Agricultural Development
(IFAD), the OPEC Fund for International Development (OFID), the Adaptation for Smallholder
Agriculture Programme (ASAP), the Lesotho National Wool and Mohair Growers Association
(LNWMGA), and the Government of Lesotho (GoL). A gap of approximately USD 2.8 million
still needs to be financed. It is expected that either OFID will increase its contribution, or that
an additional financier will be identified prior to project start. Alternatively GoL will seek
additional financing from IFAD at Mid Term Review. Table 2 below provides a summary by
component and expenditure accounts of the proposed financing arrangement and other
summary financing tables are provided in Appendix 9.
33
Kingdom of Lesotho
Table 2
Financing Plan by
IFAD Grant
Amount %
A. Promotion of Climate Smart Practices and Land Use for Sustainable Rangeland Improvement
Subtotal
B. Improved Livestock Production and Management
Subtotal
Subtotal
D. Project Coordination, Management, Knowledge Management and Monitoring & Evaluation
1. Coordination, Knowledge Management and National Monitoring
Subtotal
Total PROJECT COSTS
C.
IFAD Loan
Amount %
Lesotho
WAMPP
Components by Financiers
Components
(USD ‘000)
(US$ '000)
OFID
Amount %
ASAP
Amount %
LWMGAs
Amount %
Other Financier The Government
Total
Amount % Amount % Amount %
Local
For. (Excl. Duties &
Exch. Taxes) Taxes
149
57
207
5.8
0.6
1.7
149
57
207
5.8
0.6
1.7
4 185
4 185
43.6
34.3
1 989
4 486
6 476
76.7
46.7
53.1
-
-
83
83
3.2
0.7
222
820
1 042
8.6
8.5
8.5
2 592
9 606
12 198
6.7
24.7
31.3
572
2 719
3 291
1 838
6 067
7 904
183
820
1 003
242
1 461
343
2 046
16.8
27.0
22.0
24.4
242
1 461
343
2 046
16.8
27.0
22.0
24.4
243
481
724
4.5
30.8
8.6
349
63
412
24.3
4.0
4.9
1 370
49
1 419
25.4
3.1
16.9
556
440
132
1 128
38.7
8.2
8.5
13.4
48
426
149
624
3.3
7.9
9.6
7.4
1 437
5 401
1 560
8 398
3.7
13.9
4.0
21.6
182
1 264
398
1 845
1 206
3 710
1 013
5 930
48
426
149
624
231
180
248
659
2.8
20.4
23.2
6.4
231
180
248
659
2.8
20.4
23.2
6.4
6 594
301
6 895
79.6
28.1
67.4
112
112
1.4
1.1
126
126
1.5
1.2
96
471
162
729
1.2
53.4
15.1
7.1
890
51
112
1 053
10.7
5.8
10.5
10.3
8 279
881
1 073
10 233
21.3
2.3
2.8
26.3
1 720
191
287
2 198
5 670
638
673
6 981
890
51
112
1 053
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
171
171
11 974
2.7
2.1
30.8
6 999
18.0
1 545
4.0
85
800
885
2 825
4.8
12.6
10.9
7.3
78
1 181
1 259
3 978
4.4
18.6
15.5
10.2
1 769
6 334
8 103
38 932
4.5
16.3
20.8
100.0
158
548
706
8 040
1 533
5 462
6 995
27 810
78
324
402
3 082
Summary of Benefits and Economic Analysis
161.
The WAMPP is expected to generate substantial net incremental benefits for farmers
and rural entrepreneurs in the project area. Benefits would directly accrue to farmers, women
and youth through a comprehensive improvement of the wool and mohair value chain.
WAMPP would be applying a holistic and systematic approach to the enhancement and
improvement of the several sectors identified along the wool and mohair value chain in
Lesotho.
162.
The project is expected to lead to increased income of smallholder farmers and
households and rural entrepreneurs. Benefits would accrue from: (i) increased Wool and
Mohair yields and livestock productivity due to improved vaccination, enhanced husbandry
and better nutrition; (ii) an increased proportion of marketed fibres production; (iii) reduced
transportation costs and enhanced processing efficiency through innovative technology and
improved shearing shed infrastructure; (iv) improved quality of fibres products, thus attracting
higher prices at the auction floor as a result of the demand by processors for higher quality
fleece; (v) increased forage production; (vi) increased employment, either for hired or family
labour, for both on-farm and off-farm activities; and (vii) tax revenues as a result of increased
volume of taxable production. Principal increases in incomes would be largely dependent on
farmers/household/rural entrepreneurs adopting improved technologies, which the project will
promote through a breeding and vaccination programme, infrastructure investments, thus
improving the market access, supporting marketing linkages and private sector development,
and generally creating a favourable economic environment that encourages farmers/rural
entrepreneurs to produce more competitive products.
163.
Key assumptions:

Programme life. The analysis has been done considering a period of 20 years.

Exchange rate. The exchange rate used in the analysis is fixed at 1 USD = 10.5 LSL
computed as an average of the exchange rate during design mission.

Prices. The financial prices for project inputs and products, information on labour
requirements for various production models, prevailing wage rates, yields, input use, farm
gate and market prices of the products, input prices were collected in the field. Prices
used represent estimates of the average seasonal prices.

Labour. It has been assumed that farm labour is provided by the households and is
considered at half the price for skilled labour. Hired labour is cost at LSL 450 per month,
which is the prevailing market rate. The opportunity cost of unskilled labour was assumed
at the minimum daily agricultural wage rate of LSL 230.
34
Kingdom of Lesotho

Opportunity cost of capital. A discount rate of 10% has been used in the analysis to
assess the viability and robustness of the investments In order to consider the profitability
of the foreseen investments with market alternatives, the selected value is calculated as
an average of the passive interest rates on saving accounts, long term deposit and
short/long national treasury bonds.
164.
The financial and economic analysis is presented in Appendix 10. WAMPP
interventions are analysed using ten illustrative models: (i) one sheep and one goats rearing
and fibres production models, (ii) three household models based on the combination of
livestock ownership; (iii) two Shearing Sheds models concerning the renovation of already
operating shearing sheds and new shearing sheds, (iii) two models on Breeding centre
renovation, (iv) an Early Warning System (EWS) evaluation model. These models were used
as building blocks for the economic evaluation of the value chain analysis. All the technical
assumptions within the models have been elaborated jointly with the team members on the
basis of field surveys, national statistics, international and national expert consultation. The
analysis builds upon the precautionary principle, accounting for project benefits in a realistic
and conservative manner. A cash-flow analysis is finally carried out to present the “with” and
“without” project analysis. Summary results from the financial models are presented in Table
3 below.
Table 3: Summary of models results
Models' summary
HHs
affected
NPV
(Maloti)
NPV
(USD)
FIRR
(@10%)
HHs models
HH Wool (100) and Mohair (100)
10 000
28 256
2 691
24%
14 000
31 538
3 004
34%
26 000
22 105
49%
890 301
2 105
84 791
870 825
82 936
14%
500 821
50 082
N/A
176 756
17 676
N/A
-
Quthing Breeding Centre Rehabilitation
Mokhotlong Breeding Centre Rehabilitation
Shearing Shed Construction
Shearing Shed Renovation
14%
165.
Beneficiaries. The broad target group for the Project will be wool and mohair
producers, those who can add value or participate in cottage industry development and who
are in the rural areas of Lesotho. The Project will have a poverty focus and it is estimated that
the number of direct beneficiaries will be 200,000 of whom 50,000 will be directly engaged in
the sub-component regarding improved animal health, husbandry and breeding.
166.
Overall the project will benefit women, youth and men directly involved in the wool
and mohair production as farmers or employed along the value chain throughout the parallel
value adding activities. Their inclusion and phasing is described in the Table 4 below.
Table 4
Beneficiaries and Investment Phasing
Unit
PY1
PY2
PY3
PY4
PY5
PY6
PY7
PY8
Total
Farmers
HH Wool 40 Mohair 20
no.
2 800
4 500
6 000
7 000
5 700
26 000
no.
2 300
2 800
3 000
3 400
2 500
14 000
no.
1 500
2 000
2 200
2 500
1 800
10 000
Sub-total
50 000
Breeding Centre Rehabilitation
no.
-
1
1
no.
-
4
6
no.
-
6
Early Warning System Upgrade
no.
-
6
8
-
6
10
-
10
-
1
-
-
-
2
-
-
-
22
-
-
46
-
-
1
12
-
167.
Economic Rate of Return. The overall economic internal rate of return (EIRR) of the
Project is estimated at 21% for the base case scenario. The net present value (NPV) of the
project, discounted at 10%, is LSL 433 million, equivalent to USD 41 million. The detailed
results are presented in Table 5.
35
Kingdom of Lesotho
Table 5 – Economic Analysis
Total Incremental Incremental
Benefits ('000
Costs ('000
Maloti)
Maloti)
1
0
21 554
2
(10 628)
33 078
3
(26 300)
32 573
4
(39 209)
36 823
5
(46 370)
32 840
6
(44 946)
22 472
7
(20 295)
13 180
8
18 538
15 035
9
61 370
15 035
10
181 929
15 035
11
143 960
15 035
12
182 145
15 035
13
213 136
15 035
14
244 373
15 035
15
273 644
15 035
16
304 931
15 035
17
335 139
15 035
18
367 380
15 035
19
400 469
15 035
20
508 913
15 035
NPV@ 10 % ('000 LSL) 433 679
NPV@ 10 % ('000 USD) 41 303
IRR
21%
Year
Cash Flow
('000) maloti
(21 554)
(43 705)
(58 872)
(76 032)
(79 210)
(67 418)
(33 475)
3 503
46 335
166 894
128 925
167 110
198 101
229 338
258 609
289 896
320 104
352 345
385 434
493 878
168.
Sensitivity Analysis. The analysis assesses the effect of variations in Project
benefits and costs. The EIRR was subject to sensitivity analysis to measure variations due to
unforeseen factors. In order to test the economic viability of the project two different cases
have been hypothesized and presented. In the base case scenario analysis the benefits
stream is associated with Minimum extreme function (benefits underestimation) while the cost
stream is distributed with a triangular distribution (cost are assumed to be less volatile). The
results show that the project remains economically viable after costs and benefits’ variations.
169.
Finally we tested another scenario with a benefits underestimation (Minimum Extreme
distribution) and a delay of 2 years in the implementation of the production activities.
Simultaneously costs are overestimated (Maximum extreme distribution). Notwithstanding the
economic viability of the project remained unaffected preserving positive NPV and EIRR.
D.
Sustainability
170.
The project has been designed to use existing systems or, where this is not feasible,
establish systems that are sustainable and will not place a burden on the government budget
at the end of the project life. These include interventions such as: the establishment of a
privately-managed supply chain for veterinary drugs and vaccines to producers; setting up
breeding farms on a privately-operated commercial basis; and supporting Sheering Shed
Association-managed wool sheds. The prospects for sustainability of project investments are
also enhanced significantly due to the fact that WAMPP aims to improve an existing, welldeveloped value chain.
171.
As noted in the project outline, a fundamental approach is to develop clear local level
ownership using traditional and non-traditional authorities, and responsibility for the land, its
use and its maintenance for productive use which will increase incomes and food security.
The approach of building in climate resilience from the bottom up-wards will ensure that the
best possible results are achieved to enable the value chain to grow into the future beyond
the project.
172.
As a private sector value chain, the strengthening of the LNWMGA (at central and
District levels) will manage all phases of production. Most importantly WAMPP provides
economic opportunities at the value adding end of the chain, specifically focussed around
36
Kingdom of Lesotho
women and young women to enhance their skills and develop high end niche market
products, thus returning greater wealth to the rural areas at the point of largest returns.
37
Kingdom of Lesotho
Appendix 1: Country and rural context background
BIO-PHYSICAL CONTEXT AND CHANGING WEATHER PATTERNS
1. Lesotho is a small land-locked mountainous country completely surrounded by the Republic of
South Africa. It has a total area of 31,136 km2, spanning 230 km from north to south and having a
maximum width of about 210 km. The “Mountain Kingdom”, it is the only country in the world that
is entirely situated above 1,000 m - altitudes range from 1,500 to 3,482 m.
2. Lesotho is generally classified as temperate with the highland areas experiencing severe winters
with ground frost up to 200 days a year and temperatures in the lowlands fluctuating around 3o –
5o Celsius. Such climatic conditions undoubtedly limit the scope of crop diversity. The annual
rainfall is 780 mm on average and 85 per cent erratically between October and April with a range
from 450 mm in the southern and western lowlands to 1600 mm in the northern lowlands and
eastern highlands (Sekoli 1999).
3. Lesotho has extensive areas of rangeland consisting mainly of shrubs and grassland and only
small areas of plantation forests (based on Eucalyptus and Pinus). Less than 1% of the total land
area is forest and woodland and in only a few almost inaccessible areas are there small patches
of Afro-montane Forest still preserved. Most of the areas of forest, woodland and savannah have
been cleared for agricultural use and this combined with overstocking with livestock has created
serious soil erosion problems. Land degradation in various forms is a dominant feature of the
landscape. Lesotho’s soils are inherent infertility and this combined with, a highly variable climate
from one year to the next, and poor management adversely influence the productivity of both
arable land and the rangeland.
4. The topographic and climatic variations impose severe constraints on agriculture; only 13 per cent
of the land is suitable for arable cropping and, since the 1990s, this has dropped to about nine per
cent because of extensive land degradation, gully erosion, residential (rural and urban) and
industrial encroachment (Marake et. al 1998) , challenges that continue unabated. In 2002, the
cultivated area was 334 000 ha, of which arable land was 330 000 ha, while only 4 000 ha were
under permanent crops.
43
5. Climate change scenarios for Lesotho paint a gloomy picture. In fact recent interviews, herders
confirm that weather patterns are changing and it is in Lesotho’s rangelands where the effects of
climate change are likely to be most obvious. The seasons of the year are no longer predictable.
Less snow is falling in winter, which affects both the grazing capacity of the rangelands as well as
the crop production. An increasing incidence of both late and early frosts that result in poor
production of summer crops and fruit trees, and the death of newly shorn Angora goats. While
drought conditions are generally a common phenomenon of the climate in Southern Africa, in
Lesotho the occurrences have become more frequent in recent years, followed by erratic rainfalls
that wash away the soil which is expected to support growing of vegetation, indicating that the
country is already experiencing the adverse impacts of global warming. Addressing these
challenges and the impacts upon the Wool and Mohair sector is the first priority option identified in
Lesotho’s National Adaptation Plan of Action (NAPA,2007), and re-emphasised in Lesotho’s
44
Second National Communication .
6. The increased temperatures and precipitation changes all have implications on vegetation growth
hence soil cover and regeneration of the rangelands. Dry episodes will result in a reduction of soil
cover, thus exposing the soil to wind and rainfall erosion. High temperatures will affect vegetation
growth resulting in the reduction of vegetation cover and loss of soil moisture through
evapotranspiration. Some plant species will die due to insufficient water and land degradation will
be further aggravated. Even though there are indications of precipitation that is above normal in
some zones, it must be noted that because of the high variability and extreme events (e.g. hail
and thunder storms) there is a greater likelihood that the above normal occurrences will occur
43
Perspectives of Herders, Councillors and Chiefs from Thaba-Tseka, Mafeteng and Quthing districts - Bulane, I., 2014. Sustainable
rangeland management through capacity building of range resources governors and users: Case study of Lesotho.
44 Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework Convention on Climate
Change (UNFCCC). Ministry of Energy, Meteorology and Water Affairs, June 2013.
39
Kingdom of Lesotho
over short time durations and will be infrequent. The implications of intense short storms are: a)
Floods. b) Destruction of biodiversity and c) Soil erosion – land degradation.
7. Lesotho is vulnerable to a range of natural disasters and climate change. Early in 2011, Lesotho
experienced the heaviest rains in decades, resulting not only in loss of agricultural output but also
damage to infrastructure: power lines collapsed, roads washed-away, bridges and culverts were
destroyed. In recent years, droughts, hailstorms, high winds and other natural disasters have
similarly caused periods of loss of output. Table 1 below summarises the top ten natural disasters
that Lesotho has experienced for the period 1900 to 2013, sorted by the numbers of people
impacted upon, while Table 2 summarises the impacts that Climate Change will have on key
aspects of the Wool and Mohair Value Chain in Lesotho.
Table 1 - The top ten natural disasters that Lesotho has experienced for the period 1900 to
45
2013
Disaster Date
No Total People Affected
Drought
Dec-11
725,515
Drought
Feb-83
500,000
Drought
Apr-02
500,000
Drought
Jul-07
475,000
Drought
Jun-92
331,500
Drought
Jun-68
204,000
Flood
Oct-87
100,000
Flood
Feb 85
80,000
Flood
Feb 11
5,000
Storm
Jan-08
4500
Table 2 - Key Climate and Weather Related Issues Having Impacts on the Wool and Mohair
,46
Value Chains
Issues identified
Change in duration
of traditional
production seasons
– includes changes
in rainfall patterns,
temperatures and
frosts
Impacts on various stages of the
Value Chain
Production/Growing

Vulnerability of
households in some districts
increasing with changes in
seasonal patterns

Increase in seasonal
rainfall but change in overall
distribution – fewer rain days so
rainfall more intense

Temperature increases
during growing season –
traditional crops and grasses
mature quicker and overall
production goes down

Temperature increases
may influence fecundity of
traditional sheep and goats

Temperature changes
influence incidence of diseases

Loss of biodiversitymedicinal plants
Shearing, Classing, Baling and
Transport

Changes in seasonal
patterns influence quality of
Adaptation activities
proposed by WAMPP
Proposed Indicators of success

Legislation for
improved range management
and stocking rates

Analyses of long
terms meteorological records
to clearly document what
changes in seasonal patterns
are taking place

Establish improved
meteorological monitoring
network so that by middle of
the project improved
downscaling of climate
change forecasts can be
achieved

Undertake
vulnerability assessments for
current and future climatic
conditions

Develop early
Warning through Climate
Information Services.

Develop Community
Based Natural Resource
Management Plans that

Range Management Act
developed and submitted to
Parliament

# of institutions which are
using meteorological information
and climate change predictions to
analyse questions related to
agricultural production

# of community
groups/hubs and individuals able to
use climate information services to
facilitate crop and rangeland
management

# of community
groups/hubs and individuals able to
use climate information services to
facilitate improved management of
livestock diseases

# of SMS Early Warning
registered users of climate
information

# of community
groups/hubs that have developed
natural resource management
plans
45
(Created on: Sep-27-2013. - Data version: v12.07 Source: "EM-DAT: The OFDA/CRED International Disaster Database www.em-dat.net)
46 Source IFAD Climate and Environmental Specialist - Regional Office for East and Southern Africa (ESA)
40
Kingdom of Lesotho
Drought damage
Flood
damage/Excess
rainfall – often
following dry
periods
fleece

Increased
temperatures make shearing
sheds unhealthy for humans and
animals

Early onset of frosts in
April/May increases mortality
rates in newly shorn Angora
Goats, particularly the young.
Production/Growing

Crop, pasture and
forage failure, delays in planting
and harvest.

Incidence of disease
may increase due to lack of water
for dipping or through stresses
associated with not enough
water to drink etc.
Shearing, Classing, Baling and
Transport

Lack of water for value
adding processes/cleaning
Production/Growing

High levels of erosion
and siltation of water courses.

Destruction of crops,
pastures, forage and rangelands.

Harvests delayed or
quality reduced

Incidence of
disease/foot rot due to poor
drainage and increased humidity

Shearing, Classing,
Baling and Transport

Damage to Wool
Sheds, other Post-harvest
facilities and Rural infrastructure
–roads and bridges.
incorporate climate smart
approaches

Diversification of
crop, pasture and forage
varieties that are more
drought, heat, frost tolerant intercropping and
agroforestry

Develop guidelines
to ensure current and new
rural infrastructures are
climate smart and include
appropriate measures to
manage excess rainwater

Promote rainwater
management on post-harvest
facilities and rural
infrastructure

Develop animal,
crop, pasture and forage
breeding programmes that
will address the dominant
future climate trends

Animal disease
surveillance, prevention and
response system established

Increase the
number of shearing sheds or
introduce electrical clippers to
replace slow hand clippers

Protection of water
sources.

Demonstrate
alternative energy sources

Introduce slaughter
slabs and local auctions to
reduce herd size/stocking
rates

US $ value of new or
existing wool sheds, post-harvest
facilities and rural infrastructure
made climate resilient

Ha of crop, pasture and
forage production under climate
resilient practices

% increases in
diversification of crop and
pasture/forage species (drought
tolerant)

Improved breeding and
nutrition of sheep and goats

Numbers of farmers
reporting production/yield increase
despite droughts or intense rainfall

# km of climate resilient
farm access roads

Stocking rates reduced

Slaughter slabs
operational and auctions held
regularly in each district
SOCIO-ECONOMIC CONTEXT
8. Lesotho’s economic development is framed by its central location in southern Africa. South Africa
remains Lesotho’s main trading partner, supplying about 80% of its imported goods and many
services, as well as buying approximately one-quarter of Lesotho’s exports. The country is a
member of the Southern African Customs Union (SACU), the Common Monetary Area (CMA) and
the Southern African Development Community (SADC). SACU and CMA are key influences on
the trade, exchange rate and monetary policies of all member countries. South Africa remains
Lesotho’s main trading partner, supplying about 80% of its imported goods and many services, as
well as buying approximately one-quarter of Lesotho’s exports. The main national resource is the
abundant, literate and regionally competitive labour force.
47
9. Gross Domestic Product (GDP) grew at a real annual average rate of 4.0% between 1982/83
and 2010/11. Unfortunately, this has not resulted in a poverty reduction because many of the
gains in GDP have been offset by falling remittances. The number of mineworkers fell from
approximately 120,000 in the 1980s to less than 50,000 in 2011. Consequently, the real annual
growth rate of Gross National Income (GNI) from 1982/83 to 2010/11 is only 0.9% per annum
47
Gross Domestic Product (GDP) shows the value added by the domestic economy. Net primary income from abroad is added to GDP to
measure Gross National Income (GNI) and net transfers are added to GNI to measure Gross National Disposable Income (GNDI). Lesotho is
unusual because it receives substantial inflows of net factor income from abroad, principally remittances from Basotho mine-workers. GNI
is a more appropriate measure of Lesotho’s economic well-being than GDP
41
Kingdom of Lesotho
while Gross National Disposable Income (GNDI), which includes net transfers from the SACU
revenue pool, has grown by 1.2% per annum over the same period. Since the average annual
population growth between 1982 and 2006 was 1.1%, this implies that there has been no real
gain in national disposable income on a per capita basis.
10. As a small open economy, Lesotho’s growth and prosperity is both driven by, and vulnerable to,
international trends. The recent global economic and financial crises have been challenging for
Lesotho and the country currently finds itself in a difficult economic environment. The global
economic and financial crises have affected Lesotho in several ways: the SACU revenue pool,
which provides 40% to 60% of Government revenue, declined, necessitating expenditure
reductions; world Foreign Direct Investment (FDI) has decreased as a result of global uncertainty;
and the private sector has been forced to reduce output and employment in response to
decreased demand for its exports.
11. In addition to the vulnerability to external trends in commodity prices, Lesotho is also affected by
movements in the exchange rate. The currency link between the Loti and the Rand provides a
fixed exchange rate with our main trading partner and greater stability against other currencies.
However, our producers for international markets (notably textile firms selling to the American
market) face potentially volatile movements in the exchange rate. This can have a significant
impact on profitability and hence on production levels.
12. Lesotho is a small country with a small population of 1.88 million (Census 2006). This represents
an annual increase of 1.7% from the population of 970,000 at Independence in 1966. Over 60%
of the population lives in the four districts that comprise the western corridor where the bulk of
arable land is located and which has the best access to physical infrastructure, utilities and
service delivery facilities.
13. The Human Development Index (HDI) is an internationally comparable assessment of
development status. The Index is compiled by combining data on health, education and income.
48
In 2010, Lesotho ranked 141 out of 169 countries based on an HDI value of 0.427 . The Index for
Lesotho was 0.397 in 1980 but it rose to 0.451 in 1990 and stayed at 0.452 in 1995. It
subsequently declined to 0.423 in 2000 and fell further to 0.404 in 2005 before recovering to
0.423 in 2009. The National Strategic Development Plan 2012/2013 to 2016/2017 provides a
comprehensive review of Lesotho’s economy and social indicators. National performance is
summarised in the Country data sheet in Appendix 1.
14. According to the Gender Inequality Index (HDR 2010, using 2008 data), Lesotho performs
49
relatively well with an index score of 0.685 and a rank of 102 . However, women have long been
disadvantaged by cultural traditions even though they play a vital role in the economy (the LDHS
2009 indicates that 35% of households are female-headed). The Legal Capacity of Married
Persons Act 2006 repealed many discriminatory provisions in the formal legal system and
represents a crucial improvement in the legal status of women. Once the Act’s provisions are fully
implemented, women will be able to access credit, improve their land (assuming they own it),
invest their money, engage in entrepreneurial activities and be the sole guardians of their
children. Whereas Lesotho is on the right path, the challenge is to continue implementation of the
gender policy framework in order to reduce women's social subordination and empower them to
contribute more fully to development and poverty reduction.
15. The Census data suggests that the Maternal Mortality Rate (MMR) is about 939 per 100,000 live
50
births . Although this rate is substantially higher than previous estimates, maternal mortality
accounts for only 1.1% of all deaths. The LDHS 2009 states 92% of pregnant women made at
least one visit to a professional antenatal care provider (and 70.4% made more than 4 visits) and
that 58.7% gave birth in a health facility (this proportion rises with wealth but declines with number
of previous births).
48 The Human Development Index score is derived from life expectancy at birth of 45.9, 5.8 mean years of schooling, 10.3 expected years
of schooling and GNI per capita of $ 2,021 (calculated at purchasing power parity).
49
The Gender Index score is derived from a Maternal Mortality Rate of 960, adolescent fertility rate of 73.5, female MPs at 25.8%, female
secondary education of 24.3%, female labour participation rate of 71.9%, married women contraceptive prevalence rate of 37.3%, at least
one antenatal visit at 90% and 55% of deliveries with trained birth attendants.
50
The LDHS 2009 estimates the MMR as 1,155 per 100,000 live births but acknowledges that this calculation has wide confidence
intervals.
42
Kingdom of Lesotho
16. The Infant Mortality Rate (IMR) had declined from 103 per 1000 live births in 1976 to 74 in 1996
but the 2006 Census data produced an IMR of 94.0 (102.5 for males, 83.9 for females). The Child
(1 – 5 years) Mortality Rate is 23.7 (26.5 for males, 21.1 for females). The LDHS 2009 states that
61.7% of all children aged 12-23 months have received all basic vaccinations (and coverage for
individual vaccines ranges from 74.9% to 95.7%). On nutrition, LDHS 2009 states that 39.2% of
children are stunted (short relative to their age) while 14.8% are severely stunted. However, only
3.8% are wasted (inadequate weight relative to height) and 13.2% are underweight (low weight
for age).
17. HIV and AIDS: LDHS 2009 states that 26.7% of the female population aged 15 to 49 and 18.0%
of the male population aged 15-59 were HIV positive, equivalent to a national rate of 23.0%.
Lesotho has the third-highest HIV prevalence rate in the world. The percentage of HIV-positive
women is greater than the percentage of infected men in almost all age groups except men 40
years and older, and prevalence is considerably higher among young women than among young
men.
51
18. Agriculture, including livestock, contributes 7.85% of GDP but it provides the primary source of
livelihood for up to 70% of Lesotho’s population. With less than 301,639 ha of cultivable land
Lesotho is predominantly a pastoral country with wool and mohair production making a major
contribution to the economy. While the contribution of the cropping sub-sector to GDP has
declined from 4.1% in 2002 to 1.9% in 2011, the returns from the farming of animals have
increased from 3.9% in 2002 to 4.8% in 2011. While cattle contribute draft-power for agriculture
and have an important place in the traditional exchange process associated with marriages and
other celebrations it is sheep and goats that play the predominant role in the cash economy in
rural areas.
19. Rural communities depending on subsistence agriculture are the most vulnerable to natural
disasters. Although agriculture, at 8% of GDP, is only a small component of national output, it is
an essential source of income for many Basotho. Making provision for such vulnerabilities is
therefore an essential aspect of the NSDP
20. In a declining subsistence agricultural situation where food insecurity is a major issue for
individual households and for the nation as a whole, sheep and goats provide the first line of a
household’s defence against hunger and malnutrition. They are an easily disposable asset that
can be sold to buy food when crops fail. Rangeland is therefore Lesotho’s main agricultural
asset, yet due to legislation that creates conflicts between community councils and Principal
Chiefs is poorly managed and frequently overgrazed and degraded. A situation exacerbated by a
changing climate that brings more frequent droughts, less snowfall, earlier onset of frosts, intense
rainstorms, flash flooding and more soil erosion.
REASONS FOR DEGRADATION OF RANGELAND
21. Despite previous efforts at developing policies and legislation to regulate the utilisation of
rangelands the degradation of these resources has continued unabated. The Land Husbandry
Act of 1969 (Act no. 22 of 1969) had provisions for “prescribing the principles to be adopted in the
reduction of livestock numbers to be grazed on specified land as well as control grazing and
introduce veld or pasture management.” The Rangeland Management and Grazing Control
Regulations of 1980 (Legal Notice 39 of 1980) and Rangeland Management and Grazing Control
(Amendment) Regulations (Legal Notice No. 144 of 1986) gave Principal Chiefs and their
representatives special authorities over grazing land and institutionalised the traditional rotational
grazing systems through legally recognising the chief’s right to set aside Leboela. These same
regulations required that rangelands in the mountain grazing zone be assessed, demarcated
according to their potential so as to avoid over-utilization also provided for regulation of livestock
numbers.
22. Legal Notice No. 79 of 1992 introduced the Development Councils to take the place of the Chief
in range resource administration and control. Development Councils Orders No. 13 of 1992 and
No. 18 of 1994 empowered the councils to allocate land, through Land Allocation Committees
with an elected chairperson instead of the chief (Order No. 18). The Local Government Act of
1996 stipulates that grazing control will be the responsibility of the Urban Councils, Rural Councils
51 National Statistical System of Lesotho Statistical Report No 30:2012.
43
Kingdom of Lesotho
and Community Councils wherever the case may be. In tandem with these policy and legislative
developments, there have been a number of changes in the institutional arrangements for the
administration and control of range resources in Lesotho. Much as the local councils are
empowered to administer grazing control activities, they lack the authority to enforce the
regulations, which traditionally resides with the chiefs .
23. These legal and administrative measures have so far failed to stem the decline of the quality of
rangelands primarily because of the constitutional provision that grants every Basotho the right to
graze their livestock on communal grazing lands. In addition, weak institutional coordination
between the traditional and elected bodies has been identified as a major bottleneck in the
management of rangelands.
24. Technical training of Chiefs, Community Councillors, livestock owners and herders has been
undertaken separately with each group. As consequence communication between the different
groups is piece meal and the capacity building has not borne fruit – the rangelands continue to be
mismanaged and susceptible to high levels of degradation. The Department of Rangeland
Resource Management (DRRM) has adopted a more participatory approach in which all the
stakeholders are provided with the same basic knowledge at the same the time to enable
effective interaction within the groups. It is essential that special efforts are made to capacitate the
herders with good range management practices, as they rarely attend the meetings as they are
done during the day while they are out in the field. The knowledge herders need to be taken into
account during formulation of regulations and laws and well as development of grazing
management plans. Chiefs and the councillors on the other side are responsible for proper
management of rangelands but in most cases they work independently. Initial work by DRRM is
showing significant impacts where the three groups are brought together and trained/capacitated.
52
Urgent need to role this approach out beyond the pilot sites to the whole country
25. Lessons learned from other programmes, studies and projects with interventions related to
improvement of rangeland resources points to the need for a vigorous training programme for all
stakeholders to enable them to interpret legislations and identify their roles and those of others
correctly. Such training should include ecological aspects of resources, resource conservation,
leadership roles and conflict resolution skills. There should be deliberate efforts, especially from
the government, to initiate a participatory process amongst stakeholders that address the
deteriorating status of rangeland resources.
Reasons for Degradation of the Rangelands
Climatic
Management
The seasons of the year are no longer predictable. Old rangelands regulations, which are no longer
Less snow in winter which affects both the grazing able to address the current challenges
capacity as well as the crop production.
At times during summer crops and fruit trees High population of livestock, also related to the
experience late frost which normally result in poor lack of a value chain for meat and animal products
production
In recent years there have been prolonged droughts, Conflicts between community councillors and the
which result in grass not growing well
chiefs due to unclear normative framework
Erratic rainfalls which normally follow the droughts Livestock owners together with herders do no
washes away the soil which is expected to support longer respect the local authorities because of the
growing of vegetation thus soil erosion
conflicts between the leaders.
Dry weather which are normally followed by heavy Rich and influential ignore the grazing
rains tend to kill livestock
management plans due to conflicting roles of
Community Councillors and the Chiefs
Other
The majority of growers focus on herd quantity
Shortage of extension officers in their areas due to rather than quality to drive wool/mohair income.
52
Sustainable rangeland management through capacity building of range resources governors and users: Case study of Lesotho. Bulane,
I., 2014. Chief Range Management Officer, Department of Range Resources Management, Ministry of Forestry and Land Reclamation.
44
Kingdom of Lesotho
high turn-over and mortality
This is due to social status derived from herd size;
limited financial means to invest in animal
husbandry; and, lack of incentives and training
among shed staff to maximize wool/mohair value
RELEVANCE TO GOVERNMENT STRATEGIES
26. These challenges were identified as a priority in the National Adaptation Plan of Action 2007, and
restated in the National Strategic Development Plan 2012, which has been adopted as a strategic
framework for climate adaptive development in Lesotho, and re-prioritized in Draft ‘Lesotho
Agriculture and Food Security Investment Plan 2014 (LAFSIP).
27. The LAFSIP is the medium-term (2014-2018) strategic plan of the Government of Lesotho (GOL)
towards achieving sustainable agricultural growth, poverty reduction and food security in the
country within the framework of the New Partnership for Africa (NEPAD) Comprehensive Africa
Agriculture Development Programme (CAADP). Its overall is to contribute to Lesotho’s
accelerated and sustainable economic and social transformation process.
28. LAFSIP recognizes the importance of Wool and Mohair in Lesotho’s agricultural sector and
includes support to this sector in sub-program 2.1 resilience of livestock production systems
under climate change conditions, under Program 2 “Production, productivity, commercialisation
and diversification).
29. LAFSIP development objective aims to sustainably increase rural incomes and national food and
nutrition security. This embodies the concepts of enhancing incomes through commercialisation
and diversification, sustainable use of natural resources, and reducing vulnerability and poverty
reduction. Total programme costs over the five-year period (2014-2018) are estimated at USD
1.05 billion (of which 317 million for Program 2, with an estimated financing of USD 788 million
gap over the same period, of which 152 million for Program 2. WAMPP is one of the projects that
will help bridge this financing gap.
30. In 2011 Lesotho’s total livestock population was estimated by FAO (Census 2009-2010) at 1.2
million sheep, 845,000 goats, 650,000 cattle, 136,355 asses, 68,500 horses and 2,398 mules.
Sheep and goats represented respectively 41.6% and 29.0% of the livestock population. Overall
the livestock population increased by 7.4% in the five-year period, outpacing a simultaneous 4.2%
growth in the human population and indicating herd concentration and a rise in sheep herd size.
Sheep per capita increased 28.9% from 0.43 in 2007 to 0.55 in 2011, while goats per capita fell
by 7.7% from 0.42 in 2007 to 0.39 in 2011. Cattle per capita declined by 9.2% during the same
five-year period. Sheep and goats represent an estimated 71% of Lesotho’s total livestock
population. The current livestock population is unsustainable if fed by communal rangeland forage
alone. The analysis of carrying capacity indicates a shortfall of 4.2 million hectares.
31. While the contribution of the cropping sub-sector to the GDP has declined from 4.1% in 2002 to
1.9% in 2011, the returns from the farming of animals have increased from 3.9% in 2002 to 4.8%
in 2011. Cattle provide draft-power for agriculture and play an important role in the traditional
exchange process associated with marriages and other celebrations. However, sheep and goats
play a predominant role in the cash economy in rural areas. For poor rural communities,
particularly in the mountain areas of Lesotho, wool and mohair are the most important source of
income and sheep and goats play a vital role in household food security.
THE LESOTHO WOOL AND MOHAIR VALUE CHAIN: PRODUCTION ASPECTS
32. Wool and mohair together account for 58.3% of agricultural exports. Lesotho produces 3,320 tons
of Merino-type greasy wool and 750 tons of Angora-type greasy mohair annually, respectively
0.2% and 14% of 2011 world production. As such, Lesotho is not a major wool producing country
53
but it is the second leading mohair producer in the world after South Africa. Wool is Lesotho’s
leading agriculture commodity export, while its mohair exports rank 5th. Production remains
largely in the hands of smallholder and subsistence farmer producers. Prices for both wool and
53
Lesotho ranked 52nd globally and 9th in Africa for greasy wool production volume in 2011, with 3,700 tons and 0.2% global share.
Global mohair production reached 5,200 tons in 2010, of which South Africa produced 2,900 tons (55% share) and Lesotho 750 tons (14%
share), ranking Lesotho 2nd globally. See: FAOSTAT, Profile of the South African Mohair Market Value Chain 2011, Department of
Agriculture, Forestry and Fisheries (DAFF), Republic of South Africa
45
Kingdom of Lesotho
mohair are on the rise in recent years, amid growing demand for natural fibres and price volatility
of synthetics.
33. For both wool and mohair, Lesotho is able to access international auction markets (Port Elizabeth
and Durban) and distribution networks of South Africa, which is ranked 12th and 1st in the world
for wool and mohair production, respectively. An estimated 90% of Lesotho wool production and
58% of mohair production are sold via the Lesotho National Wool and Mohair Growers
Association (LNWMGA) relationship with the South African broker BKB Ltd, who provides the
Government of Lesotho (GOL) with aggregate statistics regarding sales by district, grade and
more. The GOL and LNWMGA lack capacity to develop independent data regarding total sector
production for planning, benchmarking, market development and other purposes. Lesotho lacks
its own certificate of origin to facilitate product source traceability, and historically Lesotho
production is blended with that of South Africa’s for export purposes. Overall, Lesotho lacks
clarity regarding purchasers, end users and end use of its wool/mohair. As such the producers
largely are price takers in the market.
34. Average net return to mohair and wool producers for sales auctioned via BKB in 2011/2012 were
ZAR 1,601 (US$166) and ZAR 4,203 (US$437, average revenue per producer), respectively.
Annual yield rates for Lesotho average 2.63 kg/head for wool and 0.86 kg/head for mohair,
54
compared to South Africa estimated rates of 5.7 kg/head for wool and 3.2 kg/head for mohair .
Low yields result principally from poor genetics, animal management practices and shed
practices. The majority of growers focus on herd quantity rather than off-take quality to drive
wool/mohair income, for a variety of reasons including, but not limited to: social status derived
from herd size; limited financial means to invest in animal husbandry; lack of an appropriate
breeding strategy for merino sheep and angora goats, and, antiquated shearing technology, at
least for wool, and lack training among shed staff to maximize wool/mohair value. This results in a
large share of lower quality wool and mohair, which lowers the revenue per animal. Financial
means are further stretched by logistics bottlenecks, particularly in getting baled product from
shed to auction, which delays payment to the grower; the delayed cash flow cycle limits grower
ability to invest in supplemental feed or shelter to nurture animal health and production. Livestock
feed is derived from the already overgrazed rangeland.
35. Two market effects drive the overstocking of sheep and goats on the rangeland. On one hand
Lesotho’s sheep population has nearly doubled (up 94%) since the closure of the national abattoir
in 2003, compared to a 16% decline from 1983/84 to 2003/04; on the other hand there has been
an increase of wool prices on international markets. The rise in sheep population is due to a
combination of farmers chasing rising wool prices as well as a lack of commercial facilities
through which to sell livestock, and perceived low prices for live animals sold for meat or other
industrial uses.
36. Value chain analysis (VCA) data indicate that the largest cost for both wool and mohair production
55
is in feeding, an estimated 82%-86% of total production cost (Figure 1) . Since traditional farms’
source of livestock feed is communal rangeland, the feeding cost derives from shepherd labour,
whose function covers not only feeding but also general animal care such as breeding timing and
fleece contamination. However, the labour cost does not necessarily add commensurate value,
given the poor levels of farm management practices observed. For typical wool and mohair
farms, the next highest costs after feeding were shearing/classing/baling (around 6%) and
veterinary services (4%-5%) in the form of dipping and vaccines.
54
Data is limited to that available through LNWMGA member sales brokered through BKB; no national database exists for the entirety of
Lesotho production or exports. South Africa data based on 2010 data, RSA DAFF
55
Value Chain Analysis of the Wool and Mohair Sector in Lesotho, Global Development Solutions LLC, August 2013, prepared for the
Government of the Kingdom of Lesotho and IFAD.
46
Kingdom of Lesotho
Figure 1 Value Chain for Wool Production in Lesotho: Traditional Farm (GDS 2013)
37. Shearing sheds provide most services to herders: Currently 130 government owned sheds are
operated by shearing shed associations. Staffing may be government and/or private, and
therefore direct famer costs and quality control varies widely. Based on the value chain analysis,
wool and mohair production in a low-nutrition/low-yield environment appears uneconomical
without livestock sales, as all farms examined had net losses from wool/mohair sales alone.
However, sheep sales may not be a sustainable source of income, given low lambing rates (less
than 50% observed, and the national average reportedly around 60%) due to poor farm
management (stocking rates, lack of breeding control or shelter for weather protection). For
goats, the resale market is limited through consumer meat preferences. Thus, mohair profitability
requires larger herd sizes to cover fixed costs. Farmers appear to have little understanding of
drivers of profitability (exacerbated by poor recordkeeping and confusing sales statements) and
also are limited by lack of access to credit and slow payment for wool/mohair sales (2 to 6
months) given bottlenecks in the shearing-to-auction cycle, notably in woolshed recording of
individual growers’ production and government processing of records.
38. A start-up wool farm with high-yielding breeds and supplemental feeding also was analysed. After
the target herd size of 50 is reached and loan repayment achieved, the sheep farming operations
(wool and livestock sale) can expect to generate annual cash flow of LSL40, 858 (US$4,243) per
farm and annual profit of LSL817 (US$85) per head as opposed to LSL283 (US$29) per head for
a traditional farm, indicating potential for the sector, provided adequate investment is made in
56
breeding, feeding and animal care.
THE LESOTHO WOOL AND MOHAIR VALUE CHAIN: MARKETING AND PROCESSING
ASPECTS
39. The Cottage industries, originally initiated in the late 1880’s to conserve original art and to sustain
the traditional skills of weaving and hand crafted articles. There is little information available until
there was surge of interest from 1970 until 2000 by which time there were eleven registered
enterprises that appeared to have operated intermittently being largely dependent on tourist
interests and social/religious organisation support. In 2004 motivated by the US African Growth
Opportunities Act (AGOA), initiatives were made under the auspices of the MTICM to strengthen
the market possibilities for Basotho wool and mohair products. The outcome of this was the
formation of the Lesotho Women’s’ Mohair Export Association (LWMHEA). This comprised six
women’s organisations. Despite efforts to mobilise the necessary financial resources, the Cottage
Industries have not been able to meet product quality, quality and certification standards
necessary to access international markets. Demand has largely been domestic and the somewhat
sporadic tourist trade.
56
It would achieve yield rates in excess of 5 kg/head. Similar to the existing farms, feeding is the highest cost (82% of total production).
Feeding inputs (excluding labour) are 82% of total feeding costs and equate to LSL130 (US$14) per head, with some excess expenditure as
the farmer is experimenting with various feed mixes given the lack of institutional knowledge in this regard. The second-highest cost (12%
of total production cost) is interest on a bank loan used for the establishment of wool operations (stock acquisition and shelter
construction). Both the high feeding expense and the ability to access credit are out of reach for the typical rural household.
47
Kingdom of Lesotho
40. Some eleven small enterprises comprise the wool and mohair cottage industry sector that have
some 82 members, employ 130 predominantly rural women (on piecework contracts). They form
the basis of a small industry that is steeped in history and that produces quality product. It has
been hampered by erratic tourist numbers that need to make up to 50% of the gross for the
industry ( pers. com – wool private sector trader and ex cottage industry operator) and a lack of
consistent support ( innovative design, suitable financial products and market access).
41. Current value added processing of wool and mohair in Lesotho is largely informal and consists of
women’s associations producing handicrafts (tapestries, blankets, bags, etc.) generally from
lower-grade wool or mohair that is considered unsuitable for auction. The VCA indicates a
tapestry production cost of LSL520/m2 and profit percentage of 131%. Producers typically are
paid by the piece after product sale, and, given the low labour productivity (primarily at the
weaving stage; 39% of cost and 80% of time allocation per square meter of tapestry), the
equivalent earnings are below that of minimum wage.
42. The greatest challenges in artisanal processing, however, are not labour productivity but product
mix and access to markets. Lacking information regarding buyer preferences, producers focus
primarily on woven products, especially traditional tapestries which have limited appeal, rather
than knit products across a range of price points, which are more in demand but which Lesotho
lacks skills to produce. Marketing and distribution is limited due to low levels, as well as
seasonality of tourism and inability to continuously fund an internet presence or build branding.
Cottages are furthermore constrained by lack of access to medium and longer-term finance,
required to access high quality inputs and increase working capital and scale up production.
RUFIP and SADP have had limited success in linking cottage producers with financial sector.
Figure 2 Value Chain for Artisan Tapestry Produced in Lesotho (GDS 2013)
43. The enterprises use around 2000 – 2800 kg (15 – 20 bales) of mohair and wool producing the
equivalent of 1250 square meters of tapestry with a current gross value of about M 1.2 million.
This is equivalent to just under LSL 600 per member and worker. This highlights one of the key
challenges for the fibre cottage industries – its lacks financial appeal to young people.
44. This situation, of diseconomies of size, is aggravated by the significant range of predominantly
traditional products that are produced. Minimum wages in Lesotho are M660/month or the
equivalent M 21 per hour. It needs to be recognised that these are gross revenue per hour. After
deducting inputs and marketing costs the actual return to labour is less than half of the gross
returns indicated here. Only shoulder bags and thick tapestries appear to provide any reasonable
reward. Despite these poor returns the members of the women’s groups see potential for
significant improvements in both productivity (quality of fibre and improved equipment) and
market volumes.
48
Kingdom of Lesotho
45. Limited processing at the artisan level, in the form of cleaning, spinning and weaving local wool
and mohair occurs in Lesotho. It is mainly used for products such as tapestries, bags, scarves,
blankets and other handicrafts. Due to the informal nature of artisan processing, reliable data on
the volume of value added wool and mohair production was not available. Local processing is
nearly exclusively carried out by women organized in weaving groups or associations that use
basic low-technology techniques to produce products primarily targeting non-local markets, e.g.,
tourists and exports, both of which are limited. The traditional product mix is dominated by
tapestries featuring Lesotho landscapes and village scenes, though other patterns (e.g., animal
patterns or abstract) also may be found).
46. The total time required for production of one square meter of tapestry was estimated in the
WAMPP Value Chain Study at 104.4 hours, equating to labour productivity of 1.53 square meters
(i.e., 1.53 tapestries per person) per month. In reality the association members have activity
specialisations (e.g., either spinning or weaving but not both), so multiple people are involved in
production. At 80 hours per tapestry and LSL200 (US$21 per tapestry), a weaver can in theory
can make LSL400 (US$42) per month, compared to a minimum wage of LSL660 (US$69) per
month, thus processor labour is undervalued.
47. The value Chain study further opines the market for tapestries is limited not only due to the limited
number of tourists but also due to the product itself. Tapestries are a higher-priced item relative
to other potential souvenirs and have limited use as they require dedicated wall space. On the
other hand, smaller, less expensive and personal items (e.g., bags, scarves, toys, felt crafts) may
fare better, although require new skills, such as felting and knitting.
48. Overall, the Lesotho wool and mohair sector faces a number of fundamental challenges of both
inputs and outputs. Table lists some of these, as well as core recommendations.
Table 1 Major constraints and recommendations for addressing these challenges based on VCA
Constraints
 Poor on-farm management (lack of feeding, breeding
control and shelter)
 Ineffective breed stock programme for sheep and none
for mohair;
 Insufficient woolshed management (limited skills,
incentives
not
aligned
with
quality;
poor
recordkeeping);
 No coordinated strategy for rangeland management;
 Limited access to finance and banking services;
 Lack of national data to guide policy making;
 Lack of slaughtering slabs and limited market for
livestock;
 Unclear responsibility among private and public sector
regarding services and support; and
 Limited demand or market access for locally-made
artisanal products.
Recommendations
 Develop databases and information systems to better
inform policy and marketing;
 Strengthen regulatory environment and improve
regulatory frameworks;
 Improve woolshed practices and processes;
 Improve grower management practices;
 Enhance banking and credit facilities;
 Strengthen rangeland management;
 Develop targeted sub-sector programs by wool and
mohair for breeding stock acquisition;
 Improve design, product range and marketing; and
 Restructure institutional support
49. The analysis of the wool and mohair value chains and market environment point to broad
challenges with respect to farm management, shearing shed management and overall sector
strategy and support. The current livestock population is unsustainable given available quantity
and quality of rangeland, and without active rangeland management coupled with livestock
population control and adequate feed supplements, yield rates are destined to decline. Combined
with low lambing rates, sheep farming may be unsustainable in Lesotho. This is not to suggest
that wool production should be abandoned, but rather that the sector is at a critical juncture given
the acceleration of climate change vis-a-vis rangeland degradation and will continue to struggle
absent coordinated intervention. Mohair farming may have better potential given Lesotho’s global
market share, but success will require not only better farm and shed management so as to
compete on quality rather than quantity alone, but also better market linkages via a distinct
strategic focus for mohair, which traditionally has been overshadowed by Lesotho wool
production. The wool and mohair sector’s relationship with South Africa is a mixed blessing, as it
affords Lesotho access to international auction, but at the same time Lesotho remains eclipsed by
49
Kingdom of Lesotho
South Africa and has yet to develop its own identity as a wool and mohair provider in the global
sphere. Comprehensive planning and effective public and private sector coordination are
required to sustain the prospects of overall sector viability and growth.
50
Kingdom of Lesotho
APPENDIX 1: Lesotho data sheet: Progress in Meeting Millennium Goals 57
Goals
Indicators
Progress
Goals
Indicators
Progress
2000
2009 (latest)
(earliest)
2000 (earliest)
Goal 1:
Eradicate
extreme poverty
and hunger
Portion of people living below the
poverty line
Unemployment rate
Prevalence of Underweight children
under 5 years.
Proportion of undernourished people in
total population
Net enrolment rate
Proportion of pupils in Std. 1 who reach
Std. 5
Adult literacy rate
Pupil: teacher ratio
Pupil: classroom ratio
Dropout rate
Primary School completion rate
Net enrolment rate
Primary education (girls/100 boys)
Secondary education (girls/100 boys)
Tertiary education (girls/100 boys)
Proportion of seat held by women in the
National Assembly
Under–five mortality rate (per 1,000 live
births)
Infant mortality rate (per 1,000 survivors
to 1 year)
Proportion of 1 year olds immunized
against measles
Maternal mortality rate (per 100,000 live
births)
Proportion of births attended by skilled
health personnel
Contraceptive prevalence rate among
married women
15– 49 HIV Prevalence
Condom Use rate
Women 15– 49 using condoms
Life expectancy at birth
Proportion of protected areas &
sustainable use areas
Prop. of people without access to safe
water
Prop. of people without access to basic
sanitation
Foreign Debt/total debt
Foreign Direct Investment in million
Maloti
Paris/Busan Declaration
Implementation (Range of score in % or
A - E)
Off track
56.6 (2003)
Slow progress
Slow progress
28.7 (2003)
18.0
29.4 (2009)
13.2
15
8
Off track
26
25 (2005)
14
Slow progress
Slow progress
82.0
89.7
80.9
73.1
100
100
Slow progress
Achieved
Slow progress
Off track
Slow progress
Slow progress
On track
Slow progress
Exceeded target
Steady progress
80.0
48
65.1
7.3
87.5 (2001)
82.0
121
131
85
15 (2003)
82.0 (2005)
34
55
6.0 (2006)
83.1 (2007)
80.9
97 (2008)
121 (2007)
107 (2007)
25 (2007)
100
40
40
0
100
100
100
100
100
30
Off track
111
119
37
Off track
79
91
24
Slow progress
72.2
80.3
100
Major regress
419
970
70
Slow progress
60
62
80
Off track
12.6
45.6
80
Slow progress
Off track
Slow progress
Off track
Off track
23.8
14.5 (2004)
12.5 (2002)
48.9
6.9
23.6
n/a
30
46.3 (2008)
n/a
17.0
Slow progress
21.1
26.1 (2006)
19
On track
57.7 (2001)
25.7 (2006)
33
On track
84.4 (2006)
231.7
-
93.7 (2010)
2,572
12 - 95
40 - 98
Goal 2:
Achieve
universal
primary
education
Goal 3: Promote
gender equality
and empower
women
Goal 4:
Reduce
child
mortality
Goal 5:
Improve
maternal health
Goal 6:
Combat HIV
and AIDS
Goal 7:
Ensure
environmental
sustainability
Goal 8: Develop
a global
partnership for
development
57
NSDP 2012/13 to 2016/17
51
2015
(target)
2009
(latest)
29
63
12.6
Kingdom of Lesotho
Appendix 2: Poverty, targeting and gender
TARGET GROUP
1.
The broad target group for the Project will be wool and mohair producers, those who can add
value or participate in cottage industry development and who are in the rural areas of Lesotho.
The Project will have a poverty focus and it is estimated that the number of direct beneficiaries will
58
be 200,000 . Household characteristics’ disaggregated by geographical area (region) is provided
in Table 1.
Table A: Household characteristics by geographical area
Foot Hills Livelihood Zone
Total Population
235,106
% Very Poor
24
% Poor
36
% Middle
29
% Better off
11
Characteristics of very poor and poor households
• Own crop production contributes about 20 – 25% of annual food energy
consumed
• Agricultural labour contributes about 15 – 30% of annual food energy
consumed
• Food purchase contributes about 35 – 45% of annual food energy consumed
• Casual labour contributes about 30 – 45% of the annual cash income
• Remittances contribute about 20 – 40% of annual cash income
Mountains Livelihood Zone
Total Population
417,895
% Very Poor
15
% Poor
39
% Middle
31
% Better off
15
• Own crop production contributes about 10- 20% of annual food energy
consumed
• Agricultural labour contributes about 35 -40% of annual food energy consumed
• Casual labour contributes about 15 -20% of the annual cash income
• Domestic labour contributes about 35 – 40% of annual cash income
Northern Lowlands
Total Population
430,658
% Very Poor
18
% Poor
40
% Middle
28
% Better off
14
• Own crop production contributes about 42% of annual food energy consumed
• Agricultural labour contributes about 22% of annual food energy consumed
• Food purchase contributes about 16% of annual food energy consumed
• Casual labour contributes about 40 -60% of the annual cash income; labor
opportunities are usually severely constrained in times of poor agricultural
production.
Southern Lowlands
Total Population
597,175
% Very Poor
18
% Poor
34
% Middle
31
% Better off
17
• Own crop production contributes about 20 - 35% of annual food energy
consumed
• Agricultural labour contributes about 10 - 15% of annual food energy consumed
• Casual labour contributes about 15 - 20% of the annual cash income
• Self-employment including brewing contributes 20 -30% of annual cash
income.
• Households may increase sale of goats in a bad year
Senqu River Valley
Total Population
122,680
% Very Poor
26
% Poor
33
% Middle
26
% Better off
15
• Own crop production contributes about 15 - 20% of annual food energy
consumed
• Agricultural labour contributes about 15 - 20% of annual food energy consumed
• Casual labour contributes about 15 - 25% of the annual cash income
• Piglet and sheep sales contribute 0 -30% of annual cash income.
• Households may increase sale of pigs and sheep in a bad year
Source: adapted from LVAC 2012 Assessment Report
58
It is estimated that there are currently 50,000 wool and mohair growers (households) in Lesotho that are marketing their produce
through the LNWMGA and BKB – based on an average household size of 4.5 persons the total number of beneficiaries would be in excess
of 200,000.
52
Kingdom of Lesotho
2.
3.
The specific target groups will be:
a. Small-scale farmers who have the potential for increased productivity on a climate resilient
basis. It is estimated the 50,000 smallholder households which are currently producing wool
and mohair would be direct beneficiaries of WAMPP. In addition the improvement of the
rangeland would benefit all livestock producers (including those that keep cattle, horses and
donkeys for draught power and transportation.)
b. Poor rural dwellers that can access the value chain through value adding activities or have the
potential to become producers. The wool and mohair industry currently employs approximately
1300 shearers, 150 wool classes and 120 recorders at shearing sheds around the country –
these will be the direct beneficiaries of training and improved working conditions as direct
contractors to the SSAs. In addition the introduction of improved wool and mohair sorting at
the local level will increase employment opportunities locally (mainly for women) and create an
estimated 400 additional part-time jobs around shearing sheds.
c. Poor rural dwellers whose skills can be increased for textile / garment production for niche
markets. Once the groundwork has been completed to establish a new approach to local
manufacture of new forms of high quality wool and mohair articles it is estimated that the
cottage industries sector could employ an additional 200 to 300 women.
Within these specific target groups, men tend to be more involved in wool and mohair production
than women but women tend to be more involved in value addition activities and also in textile and
garment production. However, given the large number of women headed household in rural
Lesotho it is estimated the between 25% and 30% of the primary wool and mohair producers are
women – i.e. about 12,000 to 15,000.
TARGETING STRATEGY
4.
The focus on poor rural people will ensure that they are included in and benefit from various
development processes. The targeting strategy is based on: (i) measures aimed at supporting the
government’s economic growth and poverty reduction strategies; (ii) geographic targeting of areas
with the greatest prevalence of rural poverty; (iii) direct and self-targeting measures most suited
for poor households, women and youth; and (v) procedural and operational measures that enable
poor rural people to actively engage in development planning, monitoring and evaluation
processes, including for the project.
5.
Policy enabling measures. The project’s approach and activities are in line with the
government’s economic growth, adaptation, poverty reduction and employment creation policies
and strategies. The Project will contribute to the implementation of these policies and strategies
and meet its targeting objectives by: i) sensitisation and awareness-raising activities will foster
community awareness of government’s policies and strategies and project’s objectives; ii)
community-level participatory poverty analysis and needs assessments will strengthen analysis on
rural poverty; iii) support for community interest group formation will strengthen the development
of rural institutions and their linkages to higher level organizations; iv) multi-stakeholder
participatory processes will be carried out for value chain development and grazing/rangeland
management activities for identifying resource constraints and opportunities for market-led wool
and mohair production and off-farm value addition activities and for increasing and harmonising
government, private sector and NGO investment in support of the project’s target groups; iv) the
development of market-led, value chain approaches will be strengthened; and iv) multistakeholder fora and the project’s various knowledge management activities will strengthen feedback on policy and strategy implementation.
6.
Geographic targeting. While the project will have national coverage, as all districts in the country
produce wool and mohair, a more focused and integrated approach will be taken in selected
districts that contribute the most wool and mohair, as well as targeting the poorer Districts, in line
with IFAD’s mandate to reduce rural poverty, such as: Mokhotlong, Maseru, Thaba Tseka,
Quthing and Butha-Buthe. However, it should be noted that, because wool and mohair production
is mainly located in the highland areas of Lesotho which also coincides with the areas of the
country that are experiencing the highest levels of poverty and food insecurity. These district are
also considered to be most vulnerable to climate change.
7.
Direct targeting. Direct targeting will apply to a) the rangeland users and sheep and goat farmers
(component A and B); b) the members of the SSA, WMGAs and the cottages and users of
53
Kingdom of Lesotho
slaughtering facilities. All of them are directly targeted by the project through provision of inputs,
training and demonstrations on specific subject matters. As a matter of fact, within these target
groups, the poor and marginalised, though economic active or potentially active farmers, women
and youth will be selected through participatory process such as wealth ranking exercises. Among
these broader target groups, the poor, vulnerable and marginalised people will be reached mainly
through self-targeting measures.
8.
Self-targeting. Most if not all activities by WAMPP will be self-targeted. Across project activities,
attention would be given to addressing priorities of households that may be marginalised or
disadvantaged but capable to participate (female-headed, HIV/AIDs-affected and youth-headed
households etc.). For example:
9. Under Component A, herders, especially the poorer ones, are affected by the degraded
rangelands and low involvement in the planning and management of the resource. They will also
benefit from the weather information services that allows them to take remedial actions such as
shelter or supplementary feeding to prepare their flock and reduce livestock mortality. Since most
planning and management of the rangelands is under the responsibility of the Chiefs and
community councils, the participation of the herders in management and planning processes will
be key. Community mobilisation, by a contracted NGO, will be the starting point to spread the
news on the project objectives, its services and target groups. Poor but economical active herder
households will be encouraged to participate actively, such as to join the grazing associations at
RMA and VGS levels , to attend the various training. Rangeland management planning exercises
will include a gendered and aged analysis of different user groups and the recognition of the
resource rights and responsibilities of different user groups, this will include a vulnerability
59
assessment . Participatory mapping , wealth ranking exercises and so forth will help to channel
services to the most vulnerable and poor. There will be targeted training sessions for women and
youth in NRM and their representation in NRM user groups and Community Council and District
Rangeland Committees will be encouraged. While rangeland use / herding is a male dominated
activity, targets of 50% women and 25% youth participation in rangeland management planning
and activities aimed at improving rangelands will be encouraged and considered in the approval
of rangeland improvements interventions.
10. Under Component B, the target group will be slightly more mixed , with better off and pooerer
herders as under component A, while potentially more women and youth could be involved. The
component foresees for example to train 260 Community Livestock Extension Workers (CLEW) in
feeding , breeding and husbandry practices and 260 Community Animal Health workers (CAHW) .
These functions could be attract also the poor, women and youth. The project will prepare training
packages on livestock breeding practices (including a ToT training manual and self-tutorial training
material in Sesotho which would be adapted to low farmers’ literacy level). Support would be
provided for women’s and youth’s groups to produce and sell hay in fenced areas of natural
pastures as well as to engage in intensive forage production on irrigated land selected as part of
the rangeland management planning process in Component A.
11. In Component C, the project would provide funding for investment in core and niche market
research, product design, business and logistics improvement for the development of cottage
enterprises. These services are expected to attract the most needed cottages involving women,
youth and disabled people. Targeted vocational training will also be given for women and youth in
commercial enterprise management of shearing shed Associations and in improving the
processing of fibres.
12. Empowering measures. The main empowering measures employed by the project will be
sensitization, information, and participatory selection for all activities as explained above.
Community mobilisation will encourage those who are usually stay behind and are too shy to step
forward, i.e. the poor and marginalised. Community members will identify among themselves who
will be eligible to participate and even lead activities promoted under the project.
13. Specific activities will foster empowerment such as the formation of commercial groups (e.g. in
the cottage based industries) based on market-led wool and mohair production, the strengthening
of the target groups’ engagement in value chain development and in multi-stakeholder fora and
targeted support for enterprise development and access to financial services will contribute to the
empowerment of the project’s target groups. Capacity building measures will include training in
59
See Appendix 5 , Component A
54
Kingdom of Lesotho
participatory poverty assessment and planning processes and enterprise development and
various vocational training opportunities for the project’s target groups. Training in participatory
poverty assessments and planning and on the needs of women, youth and other vulnerable
groups will also be provided for government, NGO and private sector service providers.
14. Enabling measures. A number training activities would also be undertaken for project
implementers and beneficiaries to promote awareness of the needs of poor and vulnerable
people, women and youth in: (i) project management and implementation procedures; (ii) access
to services and benefits that are adapted to priorities and needs of women and youth; (iii)
promotion of women’s and youths’ empowerment; (iv) strengthening a gender-equitable enabling
environment in the rural economy; and (v) monitoring project interventions.
15. Procedural measures. The role of the project’s target groups in managing project implementation
and more generally in influencing district and Community Council development projects will be
strengthened through their involvement in multi-stakeholder fora. This will include their active
participation in monitoring and evaluation, transparent financial reporting, knowledge management
and lesson learning. Beneficiaries and community representatives and government, private sector
and NGO service providers will be trained in various project management procedures. Quotas will
be set for the representation women and youth in meetings and trainings, and be regularly
monitored by the project.
16. In addition to these measures the most significant targeting measure that is being proposed is the
introduction of a locally based system of grazing entitlements which is based on equity in the
distribution of grazing rights. Through this process the right of the smaller (poorer) producers will
reinforced – they will be given space to expand the flocks up to an agreed average flock size
whereas larger producers will have to pay the community for maintaining stock numbers which are
in excess of the agreed flock size. This process should be a powerful tool in supporting the
poorest household in the community to increase their flock size and income levels.
17. Operational measures. Measures will be taken to (i) ensure implementation partners, including
private service providers, have demonstrable commitment and capacity with regard to pro-poor
development, gender equality and women’s empowerment; (ii) ensure that ToRs for project staff
allocate responsibility for gender, youth and poverty targeting; Integrate gender and HIV/AIDS
issues into training and refresher courses for extension staff and community development
workers; (iii) encourage the recruitment of women extension staff to improve outreach among
women smallholders, both those heading households and wives. Preferential consideration will be
given to women in the recruitment of project staff, in line with the government’s policies on gender
equality.
18. Monitoring targeted performance. For all components disaggregated gender, age and wealth
data will be compiled and included in the M&E systems, studies will be conducted on the needs of
the poor, women and youth, and good practice experiences will be disseminated as part of the
Project’s knowledge management initiatives. Targets will be set in the PIM ; the poor should obtain
the lion share of services and inputs; quota for the participation of women and other vulnerable
groups (youth) will be agreed upon and monitored.
19. Targeting women and youth. To re-emphasise, a pro-active targeting strategy would be
incorporated, cutting across all interventions. The strategy would align with both national and
IFAD policies, which advocate that in addition to ensuring equal opportunities, special attention or
affirmative action may be required to promote women’s and youths’ participation in and access to
activities and benefits. These mechanisms would require continuous monitoring to ensure both
quantitative achievements (numbers of women and youth involved, numbers trained, etc.) and
qualitative changes (e.g. leading roles played by women and youth; and voice in the household, in
groups, in communities, etc.) are achieved.
20. In particular, the place that women headed household have in the production system will be
analysed to identify issues that are specific to this category of household – including how these
household manage grazing/shepherding an activity traditionally the responsibility of males in the
family. The work of wool classing and wool sorting in the shearing sheds is possibly better suited
to women who generally show greater attention to meeting established standards. WAMPP will
investigate ways to get more women involved in these processes and monitor the impact on
household income, school attendance etc. It is clear that cottage industries such as weaving are
the mainly the province of women in Lesotho and WAMPP will promote the expansion of these
55
Kingdom of Lesotho
industries into new product line involving a substantial increase in the number of women
participants.
Table 2 - IFAD’S TARGETING POLICY - CHECKLIST fOR DESIGN
CRITERIA
1) Does the main target
group - those expected to
benefit most- correspond to
IFAD’s target group as
defined by the Targeting
Policy (the poorer households
and food insecure)?
2) Have target sub-groups
been identified and described
according to their different
socio-economic
characteristics, assets and
livelihoods - with attention to
gender and youth
differences?
3) Is evidence provided of
interest in and likely uptake
of the proposed activities
by the identified target subgroups? What is the
evidence?
4) Does the design document
describe a feasible and
operational targeting
strategy in line with the
Targeting Policy, involving
some or all of the following
measures and methods:
4.1) Geographic targeting –
based on poverty data or
proxy indicators to identify, for
area-based projects or
projects, geographic areas
(and within these,
communities) with high
concentrations of poor people
4.2) Direct targeting - when
services or resources are to
be channelled to specific
individuals or households
4.3) Self targeting – when
goods and services respond
to the priority needs, resource
endowments and livelihood
strategies of target groups
4.4) Empowering measures
- including information and
communication, focused
capacity- and confidencebuilding measures,
organisational support, in
order to empower and
COMMENT
The broad target group for the Project will be wool and mohair producers, processors
(shearing and grading, cottage enterprises), those who can add value or participate in
cottage industry development and who are in the rural areas of Lesotho. Many of these
households are poor, see target group description in the PDR, Appendix 2, para 1 and
2ff.. It is estimated that the number of direct beneficiaries will be 200,000 within this
broad target group and this corresponds with IFAD’s target group. The mountain areas
are generally poorer than the lowlands.
The PDR, Appendix 2 , para 2describe three sub-groups based on their livelihood
activities and access to assets and resources: (a) Small-scale wool and mohair farmers
who have the potential for increased productivity on a climate resilient basis. (b) Poor
rural dwellers who can access the value chain through value adding activities or have
the potential to become producers; (c) Poor rural dwellers whose skills can be increased
for textile / garment production for niche markets. The PDR describes the gender
differences within these sub-groups. It notes that men tend to be more involved in wool
and mohair production than women but that women tend to be more involved in value
addition activities and also in textile and garment production.
A significant body of research, including interviews and focus group discussions that
provides evidence of an expressed interest for improved access to inputs, technology,
and markets by the target groups has been reviewed which confirms a strong interest
and willingness to engage in the project’s activities. The research also highlights some of
the potential obstacles and challenges facing these target groups in engaging in the
project’s activities for which mitigation measures and strategies have been devised.
The PDR outlines a range of targeting strategies and measures as described above
(para 4ff.) to ensure that the different target sub-groups participate in and benefit from
project activities.
While the project will have national coverage, as all districts in the country produce wool
and mohair, a more focused and integrated approach will be taken in selected districts
that contribute the most wool and mohair, as well as targeting the districts with the
greatest incidence of rural poverty, such as: Mokhotlong, Maseru, Thaba Tseka, Quthing
and Butha-Buthe.
See para 7
see para 8-11
Para 12-13
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Kingdom of Lesotho
CRITERIA
encourage the more active
participation and inclusion in
planning and decision making
of people who traditionally
have less voice and power
4.5) Enabling measures –to
strengthen stakeholders’ and
partners’ attitude and
commitment to poverty
targeting, gender equality and
women’s empowerment,
including policy dialogue,
awareness-raising and
capacity-building
4.6)Attention to procedural
measures - that could
militate against participation
by the intended target groups
4.7) Operational measures appropriate project/project
management arrangements,
staffing, selection of
implementation partners and
service providers
5) Monitoring targeting
performance. Does the
design document specify that
targeting performance will be
monitored using participatory
M&E, and also be assessed
at Mid-term review? Does the
M&E framework allow for the
collection/analysis of sexdisaggregated data and are
there gender-sensitive
indicators against which to
monitor/evaluate outputs,
outcomes and impacts?
COMMENT
See para 14
See para 15
See para 17
See para 18
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Table 3 - FRAMEWORK FOR MAINSTREAMING GENDER IN WAMPP
Criteria
1. The project design document
contains – and project implementation
is based on - gender-disaggregated
poverty data and analysis of gender
differences in the activities or sectors
concerned.
2. The project design report articulates
– or the project implements – actions
with aim to:

Expand women’s economic
empowerment through access to
and control over productive and
household assets;

Strengthen women’s decisionmaking role in the household,
community, and representation in
local institutions;

Improve women’s knowledge and
well-being and ease their
workloads by facilitating their
access to basic rural services and
infrastructure.
3. The project identifies at least one
gender-specific objective supported by
clear budget allocations
4. The design document describes and the project implements operational measures to ensure
gender- equitable participation in, and
benefit from, project activities. These
will generally include:
4.1 Allocating adequate resources to
implement the gender strategy
and supporting women’s active
participation
4.2 Ensuring and supporting women’s
active participation in project-related
decision-making bodies and committees
4.3 Ensuring that project/project
management arrangements
(composition of the project
Comment
The PDR, annexes and working papers provide gender disaggregated poverty
data and a detailed analysis of gender issues which are clearly reflected in the
targeting strategy. The project will adopt inclusive gender equity and
mainstreaming approaches that will ensure equitable participation by women.
Under Component A, grazing/rangeland management planning exercises will
include a gendered and aged analysis of different user groups and recognition
of the resource rights and responsibilities of different user groups. There will be
targeted training sessions for women and youth in NRM and their
representation in NRM user groups and Community Council and District
Rangeland Committees will be encouraged. Targets of 50% women and 25%
youth participation in rangeland management planning and activities aimed at
improving rangelands will be encouraged. Under Component B support would
be provided for women’s and youth’s groups to produce and sell hay in fenced
areas of natural pastures as well as to engage in intensive forage production on
selected irrigable land selected as part of the grazing / rangeland management
planning process in Component A. Under Component C Targeted vocational
training will also be given for women and youth in commercial enterprise
management of shearing shed Associations and in improving the processing of
fibres.
Across all Project activities, attention will be given to addressing priorities of
households that may be marginalised or disadvantaged and less endowed but
capable to participate (female-headed, HIV/AIDS-affected and youth-headed
households, etc.).
Quotas will be established for women to participate in the allocation of plots of
irrigable land. Under Component A, community empowerment and training will
include special sessions for women. Their representation in market-led
agricultural development fora will be encouraged – quotas will be introduced to
ensure their representation.
In Component C, the project would provide support to the cottage industry
which is a domain mainly run by women. Project support entails funding for
investment in core and niche market research, product design, business and
logistics improvement for the development of cottage enterprises, especially
those involving women, youth and disabled people, including for improving the
processing capacity to supply small quantities of semi-processed wool and
mohair and/or final products for the national and international.
The PDR outlines a range of operational measures as described below for
ensuring gender equitable participation in and benefit from project activities.
These will be implemented under the framework and in support of the
government’s national gender policy, which is well-defined.
A gendered approach will be mainstreamed in the various activities. Specific
strategies to ensure women participate and benefit from project interventions
will be included in the first three components . Government staff and focal
points dealing with gender and women’s empowerment, supported by outsourced NGO and private sector service providers will support project
implementing agencies to mainstream gender in all project activities.
A minimum level of women’s participation in District and Community Council
Rangeland Committees will be ensured.
The following operational measures would be taken: Ensure implementation
partners, including private service providers, have demonstrable commitment
and capacity with regard to pro-poor development, gender equality and
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Criteria
management unit/project coordination
unit, project terms of reference, etc.)
reflect attention to gender equality and
women’s empowerment concerns
4.4 Ensuring direct project/programme
outreach to women (for example
through appropriate numbers and
qualification of field staff), especially
where women’s mobility is limited
4.5 Ensuring the project/programme
engages/works with men to address
gender inequities to support more
effectively women’s participation in, and
benefits from the programme/project
5. The project’s logical framework and
monitoring and evaluation (M&E)
system specify in design – and project
M&E unit collects and analyses gender-disaggregated performance and
impact data.
Comment
women’s empowerment; Ensure TORs for project staff allocate responsibility for
gender, youth and poverty targeting; Encourage the recruitment of women
extension staff to improve outreach among women smallholders, both those
heading households and wives; Preferential consideration will be given to
women in the recruitment of project staff, in line with the government’s policies
on gender equality.
A number training activities would also be undertaken for project implementers
and beneficiaries to promote awareness of the needs of poor and vulnerable
people, women and youth in: (i) project management and implementation
procedures; (ii) access to services and benefits that are adapted to priorities
and needs of women and youth; (iii) promotion of women’s and youths’
empowerment; (iv) strengthening a gender-equitable enabling environment in
the rural economy; and (v) monitoring project interventions.
The project will assist the MAFS and MFLR in developing extension
approaches that are more demand-driven, provides greater impact per
extension service, and increases the use of ICT as a mechanism for delivering
extension services. The extension officers will have demonstrable commitment
and capacity with regard to gender equality and women’s empowerment.
During the development of the grazing/rangeland management plans, WMGA
productions and enterprise development plans, specific trainings will be given to
both men and women on gender equality to support more effectively women’s
participation in, and benefits from the project. The grazing/rangeland
management planning and organizational development will also target Herders’
Associations in particular in HIV/AIDS education.
Gender and youth disaggregated performance and impact data which will be
followed through from the baseline studies, internal reports, to and including
supervision and evaluation reports. A gendered participatory M&E will be one of
the modules in the capacity building package for both staff and beneficiaries.
The project will train staff and project management committees at all levels as
well as ‘the members of farmers’ groups to be able to monitor each of the
project interventions in terms of who (gender and vulnerability) is benefiting and
how in relation to their livelihood status (food security and income).
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Kingdom of Lesotho
Appendix 3: Country performance and lessons learned
LESSONS FROM PREVIOUS IFAD PROJECTS
1.
The IFAD Country Programme. IFAD has been active in Lesotho since 1980, with a total of 8
Programmes (5 closed; 1 completed; 2 on-going) for a total IFAD investment of USD 60,283,000.
Currently the total active portfolio stands at USD 35,178,000 (of which IFAD finances USD
18,686,000). The active portfolio includes the Rural Financial Intermediation Programme (RUFIP)
and the Smallholder Agriculture Development Project (SADP) which is co-financed with the World
Bank and is supported with a new LDCF grant to promote climate resilience. The Sustainable
Agriculture and Natural Resource Management Programme (SANReMP) was completed in 2011.
2.
The Project Completion Report (2012) for SANReMP noted 36 lessons. The Independent Office
of Evaluation carried out a validation of these lessons to identify impact and sustainability. The
report was presented to Government in April 2013 for agreement which further contributes to
lessons learned. Key lessons for the Project include:

Organizational strengthening for group-based systems. The design of community or groupbased production systems should include attention to formation of a formal group, with a
constitution, a management committee, a fund for operation and maintenance, and a system
to ensure productive use of the land owned by old, poor, sickly or absent farmers when they
are not cultivating their land. A climate platform may also be appropriate.

An integrated approach is most effective for wool and mohair improvement. This includes
construction of better designed woolsheds or rehabilitation of existing woolsheds, the
distribution of rams and bucks to associations for genetic improvement of their flocks, and
training of shearers and wool classers.

Successful implementation requires improved staff capacity. Involvement and good
performance of the extension service was critical to the implementation of project activities,
but was below expectation. Improving this situation requires: (i) a better understanding of the
project on the part of implementers, the objectives, strategies, expected results, and the role
they have to play; (ii) the required technical competence on aspects of crop and livestock
production, which was sometimes too low to provide effective support to farmers; (iii)
adequate resources and mobility; (iv) management which is proactive about receiving reports
and seeing results.

A more integrated approach in smaller areas is preferable. An integrated watershed
management approach would be more effective than isolated project activities scattered over
a large geographical area for the implementation of different conservation and productionrelated activities in a coordinated manner, to demonstrate how these activities relate and can
reinforce each other.
3.
Successful implementation requires ownership and proactive and committed Management
and improved staff capacity at all levels. National level coordination mechanisms and district
level management should provide guidance to the Project, and be proactive in ensuring wellintegrated implementation of project components, addressing issues that cause slow progress
with the implementation of planned activities at field level. Successful implementation requires: (i)
a good understanding of the Project on the part of implementers, the objectives, strategies,
expected results, and the role they have to play; (ii) ownership and technical competence on
aspects of crop and livestock production to provide effective support to farmers; (iii) adequate
resources and mobility; and (iv) a proactive management.
4.
Market-oriented production and market linkage require more attention. Higher investments,
for example in water supply or piggery, require higher returns and cash income to recover the
investment costs and be able to pay for inputs and other operational costs. Interventions and
production systems should be selected based on the viability of enterprises, taking location,
access and affordability of inputs, market access and the capacity of beneficiaries into account.
For crops, the focus should be on year-round production of higher-value crops. A broader set of
possible livestock interventions should be considered at the design stage.
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Kingdom of Lesotho
5.
Serving a diverse target group requires carefully differentiated interventions. Targeting can
be carried across the spectrum of the target group, including landless and (below) subsistence
farmers. However, the more variation there is within the target group, the more complicated the
implementation becomes, as programme interventions must match the level of resources, skills,
and interest of the different segments of the broader target group. Under SANReMP, most
interventions were standard and not carefully matched to the correct beneficiaries. The focus on
subsistence households therefore became one of the major issues of SANReMP, and as a result
many activities were not sustained. The most successful activities have been those that were
identified by individuals or the community themselves; those where people were already trying to
improve production by themselves before receiving external support; activities that are part of the
existing farming system or that can easily blend with the existing farming system; and activities
that demonstrate positive results within a short period of time.
6.
M&E remained weak throughout programme implementation. There has practically been no
quantitative data available on actual adoption of technologies, actual changes in crop and
livestock production, or actual changes in household income from the Programme’s M&E system.
The majority of indicators included in the programme’s logical framework, particularly those of
second and higher level programme results and outcomes that reflect real impact were not used,
nor followed up.
RECOMMENDATIONS
7.
Institutional framework should ensure ownership at all levels. Although programme
implementation was carried out by established government institutions, ranging from the local
chiefs, district administrators to the various ministries and agencies in Maseru, the SANReMP
was not well integrated in government operations due to poor ownership and poor coordination
amongst the central and district-level institutions. Efforts made to integrate land and water
activities with crop and livestock production had limited success due to poor coordination
between the MAFS and the MFLR. In order for an innovative framework to work, it should be
accompanied by appropriate support and capacity building for all the stakeholders and be
continuously followed up.
8.
Cost Sharing and beneficiary contributions must be clearly defined, enforced and
recorded. In order to ensure the sustainability of services following programme completion, it is
advisable to institute cost sharing principles and user fees from the outset of implementation, to
the extent feasible. The enforcement and the keeping of records for beneficiary contributions
assist farmers to take ownership and responsibility for the assets they receive. The strict
application of full cost recovery for services may encourage beneficiaries to form groups or
associations to facilitate the provision of services.
9.
Future IFAD operations in Lesotho should support market linkages and value chain
approach. Marketing under the SANReMP was touched upon very slightly, mostly in connection
with the wool and mohair growers associations. Analysis of market opportunities should be
carried out before investing in production systems, and training on business and marketing
aspects should complement production-oriented training. Long-term success requires not only
improved on-farm productivity but also opportunities for farmers to have access to and compete
in output markets. Future IFAD supported projects need to provide institutional support for
various marketing activities at several levels including assistance to farmer groups, members of
groups or entrepreneurs for establishment and initial operation via credit of marketing
associations of agricultural produce or purchase of inputs, private small and medium scale
processing plants, equipped with storage facilities and quality testing. Development interventions
that support market linkages and the value chain approach can stimulate diversification and
investments that would lead to availability of market produce and the strengthening of rural
enterprises. They would, further, bring closer the rural entrepreneurs and PFIs and would
contribute to the development of efficient schemes that will incorporate technical support,
financing, management and quality control.
10.
Rural financial services. The lack of short- and medium-term finance is a serious constraint to
the access of inputs on which increased productivity is largely dependent. Landless and poor
farmers need to rely on credit opportunities for on-farm investments and off-farm income
generation. The absence of a credit component from SANReMP design exacerbated the lack of
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Kingdom of Lesotho
cash for the poor beneficiaries and discouraged any on-farm and off-farm investments.
Therefore, the availability of a rural financial services delivery system is an important tool for
poverty reduction.
11.
IFAD visibility. SANReMP productive resources were spread too thinly so that programme
visibility is not easily seen. Local capacity building absorbed 73.9 per cent of the total actual
expenditure, followed by Agricultural Diversification and Intensification with 18.8 per cent and
Land and Water Management with 7.3 per cent. The most expensive operation of the Programme
was the construction of 7 ARCs that absorbed some 31 per cent of total programme costs. Given
the role played by agriculture in household incomes, the allocation of funds to agricultural
activities, livestock and crops, was definitely low; furthermore, these resources were dispersed in
a big programme area. IFAD’s activities in Lesotho are not well-known to the programme
beneficiaries and clients, let alone the general public. In future, IFAD’s operations in Lesotho
could benefit from a more proactive communications and dissemination activity and resources
should be invested in a manner that would enhance the IFAD visibility in the country.
12.
Effective M&E system is a key success factor. An effective M&E system needs to feed
continuously programme management with operational, financial and other information on
programme performance in order to take timely appropriate management decisions. Lack of
monitoring data makes it difficult to determine what progress is made against the work plans; and
poor data capture and progress reporting in the field results in many gaps on the data on
Programme results. Developing efficient and effective monitoring systems should begin at
programme start- up, with the help of external specialists. Baseline and impact studies must be
conducted in a timely fashion and be clearly interlinked. District staff should be provided
appropriate training, including record keeping and report writing, as well as on requirements
regarding data collection, analysis and submission.
LESSONS FROM OTHER RELATED PROJECTS
13.
There are some interesting lessons learned from the formation of grazing associations, promoted
under the Lesotho Agricultural Production' and Institutional Support Project (LAPIS),
60
financed by USAID. In an evaluation document the following can be found: “In establishing
Range Management Areas (RMA) and Grazing Associations (GAs), a broad administrative base
must be built with the district staffs of the Ministry of Agriculture (which at the time included
rangeland management) and of the Ministry of Interior, Rural Development, and Chieftainship
Affairs (now Ministry of Local Government). In addition, field staffs of these two ministries, located
in the mountains, are key players in the organizational and operational efforts. Furthermore,
attention must paid to protocol, and the participation of chiefs at all levels must be solicited in the
processes of establishing RMAs. Once the chiefs have given their approval to the RMA in
principle, a series of village meetings must be convened to thoroughly explain the costs and
benefits associated with its formation and with the cooperative, community-based style of
management which will be required for the GA to function. When public opinion is supportive of
the RMA/GA concept, the Principle Chief must declare, verbally and in writing, the establishment
of the RMA/GA. The RMA boundary is delimited on the basis of rangeland user patterns.
Advisors then begin the process of organizing the villagers into a GA. This is the time when the
farmers must set meaningful goals for the organization and when it is critical for the advisor to
build a broad foundation of trust and acceptance with local chiefs, within the communities at
large, and with herders”.
14.
“A management committee of village representatives is elected once the farmers have expressed
the need for cooperative action to achieve their goals, and are willing to relinquish some decisionmaking_ authority to a coordinating body. Local chiefs are officio members of this group. The
committee then begins the process of drafting the GA's constitution. This document must be
developed with sufficient time for all residents to provide input. A period of three years must be
expected to elapse from the time of the initial explanatory meetings, where the RMA/GA concept
is introduced, until the constitution is ratified by the membership and registered with the Registrar
of Societies at the Law Office in Maseru”.
60
Lessons learned from the formation of grazing associations, Lesotho Agricultural Production' and Institutional Support Project (LAPIS),
Ministry of Agriculture, Cooperatives and Marketing, Maseru (1991)
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Kingdom of Lesotho
15.
“The success of the GA's management rests upon the administrative ability of the management
committee and its executive officers. These groups are responsible for: controlling land use,
enforcing the provisions of the constitution, managing financial resources, facilitating extension
and training, representing the association at official functions and at informal gatherings,
developing open channels of communication throughout the membership, and coordinating
selected activities the farmers find desirable, e.g., herd improvement, animal health services, and
livestock marketing”.
16.
These are findings and recommendations that the WAMPP will pay particular attention to.
OTHER RELATED ON-GOING AND PIPELINE PROJECTS
17.
USAID: Climate Change Adaptation in the Lesotho Highlands (2010-2014). This project
focuses on the Lesotho Highlands where water is captured and stored to support crop and range
activities, but also exported in large quantities to South Africa to support urban centres. As
climate change will impact water resources, this project seeks to work at the policy level to
respond to the potential impacts of climate change, and at the local level to explore improved
management of water resources. There is an envisaged overlap where though this project is
taking place and where WAMPP will be implemented, it offers great opportunities to coordinate
on climate change work, share lessons learned and best practices. Similarly as USAID will be
working at the policy level, there will be useful interactions with WAMPP’s work at the
government level to ensure that climate change risks and adaptation strategies are well
coordinated and managed within government institutions.
18.
FAO: Strengthening the National Marketing System for Selected Agrifood Value Chains in
Lesotho (2013-2015). This project has strong linkages to SADP, one of whose tenets are to
focus on improving marketing for agricultural products. As such, there are linkages to be sought
with the outcomes to this FAO project—particularly in highlighting the role of climate change and
climate change adaptation in the production of agricultural products and hence their marketability.
19.
UNDP: Capacity Building and Knowledge Management for SLM (2008-2012) but still under
implementation) The project will undertake capacity building and knowledge management work
focusing on protection of the mountain ecosystems and landscapes that have great
environmental and socio-economic significance. It seeks to protect water sources, prevent soil
erosion, and stabilize cropping, pastoral and forest systems. This project is intended to set the
scene for activities that will assure the ecosystem services that Lesotho’s land and water
resources provide to national and regional livelihoods, demonstrating the integration of
environmental and livelihood benefits in global environmental action. An estimated 3,035,000 ha
of land is intended to benefit from wide adoption and replication activities through the
strengthening of the policy, economic and economic incentive framework. This project can offer
various lessons learned particularly on information dissemination, knowledge management and
challenges that can arise in altering current agricultural practices.
20.
UNDP Strategic Investment Program (SIP): Capacity Building and Knowledge Management
for Sustainable Land Management (SLM). The objective of this project is to use SLM to reduce
land degradation, alleviate poverty and deliver global environmental benefits in Lesotho
Highlands. The project supports strengthened governance of natural resources management
and supports the development of extension packages on sustainable land management. As
such, this proposed initiative builds on the achievements, knowledge, capacity and lessons
generated by the SIP, particularly in terms of rangeland management and SLM capacity within
the extension services.
21.
Millennium Challenge Account (MCA) water sector. 2010-2013. The Wetlands Project
executed by the Department of Water Affairs has been developing pilot initiatives that have a
focus on the restoration and conservation of alpine wetlands. These wetland areas of the
Mountain regions of Lesotho are an important ecological and economic resource that naturally
regulates flow in the Senqu/ Orange River Basin and provides livestock pasture, medicinal plants,
thatch and other rural livelihood benefits. The project piloted the design of wetland restoration
measures and examined alternative land management prescriptions at three target study areas,
including wetlands at Khalong-la-Lithunya (Oxbow area), Kotisephola (Sani Pass area), and
Letšeng-la-Letsie (an internationally protected Ramsar site near Quthing). The lessons learned
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Kingdom of Lesotho
from these pilots will provide much needed guidance to WAMPP in the development of its
rangeland management plans.
22.
UNEP-LDCF (2011-2015) Improvement of Early Warning System to Reduce Impacts of
Climate Change and Capacity Building to Integrate Climate Change into Development
Plans. This first NAPA implementation project in Lesotho focuses on early warning systems, and
as such, provides useful linkages to the proposed WAMPP interventions on the development of
Agriculturally Focussed Climate Information Delivery Services. In addition, the EWS project
implements alternative livelihoods pilots in three districts, including parts of Thaba Tseka and
Mafeteng, which are also a Focus of WAMPP.
During the design of WAMPP, Staff from
Reading University worked with the Lesotho Meteorological Service (LMS) to identify their
strengths and weaknesses and develop a capacity building programme that will be implemented
under WAMPP to broaden their skills in climate information service delivery. Discussions with
the LMS, identified a suite of additional activities with a strong focus on the climate information
needs of livestock owners, that filled a gap that was not addressed by the EWS project.
23.
IFAD–LDCF Lesotho Adaptation of Small-scale Agricultural Production (LASAP) (20142018). This project, is the second NAPA implementation project in Lesotho and is designed to
promote resilience in agricultural investments made through the Smallholder Agricultural
Development Project and to build the capacity of Lesotho smallholders and institutions to address
climate change impacts on agricultural production. Through two core components the project will:
(i) Mainstream adaptation in local level agricultural investment planning; (ii) Increase the adaptive
capacity of targeted small-scale farming systems; (iii) Increase knowledge and understanding of
climate variability and change-induced threats on agriculture; (iv) Strengthened capacity of
government stakeholders to reduce risks to climate-induced losses on agriculture; (v) Raise
awareness and capacity of local actors to climate change impacts and related adaptation
measures. Discussions during the design stage of WAMPP have identified areas of synergy and
complementarity that can be exploited to the benefit of both projects. Whilst LASAP focuses on
building the Agricultural Meteorology Capacity and Communications Strategies within and
between LMS and MAFS, WAMPP will focus on the development of Agriculturally Focussed
Climate Information Delivery Service that responds to the needs of producers and their extension
support services throughout the country.
24.
FAO-LDCF: Strengthening Capacity for Climate Change Adaptation through Support to
Integrated Watershed Management Programme in Lesotho (2013) LDCF. This project, the
third NAPA Implementation Project, which is under development, seeks to implement sustainable
land and water management practices as well as resource conservation measures. Discussions
during the project preparation phase have led to an agreement to continue cooperating at field
level, through regular meetings between WAMPP and FAO and through the coordination of the
MFLR as the main partner in both initiatives.
25.
During implementation WAMPP will ensure:

Strengthened institutional adaptive capacity to implement adaptation measures, this will be
reinforced by capacity building at the Ministerial level particularly in the Ministries of
Agriculture and Food Security, Ministry of Forestry and Land Resources, and at the Lesotho
Meteorological Services.

That the adaptation practices developed and implemented respond to climate-change
induced stresses in vulnerable ecosystems and development sectors; this is ensured by
carrying out the project in vulnerable regions which are particularly susceptible to climate
change impacts.

Reduced absolute losses due to climate change, including variability; the project will support
the climate information services as well as enhanced climate outlooks so as to help plan for
future variability and climate-related events being developed by LDCF investments
implemented by UNEP, IFAD and FAO. A summary of these investments and their
contributions to the NAPA are summarised in Appendix 1 below

Awareness raised and communities involved in disaster planning, preparedness and
prevention; the project will foster a collegial approach with other donor investments in
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Lesotho to ensure stakeholder and participation at all levels of implementation and establish
mechanisms at local and national levels for improved climate monitoring with clear impacts
on agricultural output. Messaging on agricultural advisories based on climate will support
communities to secure their agricultural production, and food security and help plan for the
future vis a vis climate variability.

Diversified and strengthened livelihoods; The agricultural investments being made in Lesotho
do not currently take climate impacts and shocks into account. The ASAP investment to
WAMPP will help render these activities resilient in light of climate change, thus
strengthening livelihoods which are highly vulnerable to climate variability.
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Appendix 1 Summary of GEF-LDCF Funded initiatives in Lesotho that link with WAMPP
Project Title
and fund
source
Implementing
Agencies
Duration
Budget
Start date
Objective
Outcomes
Contribution
to NAPA
Target
Improvement of EWS
to Reduce Impacts of
Climate Change and
Capacity Building to
Integrate CC into
Development Plans in
Lesotho - LDCF
UNEP/MEWM
Lesotho Adaptation of Small-Scale
Agricultural Production project (LASAP)
LDCF
Strengthening capacity for climate
change adaptation through
support to integrated watershed
management programme in
Lesotho -LDCF
MAFS, MEWM
FAO, MFLR,MAFS, MEWM,DOE,NUL
4 years 2011 to 2015
1.74 million LDCF
2.7 million cofinance
4 years
4.3 million LDCF
21 million cofinance from SADP (IFAD)
4 years
3.5 million LDCF
6 million cofinance
Sept 2011
Build Lesotho’s
capacity for
monitoring and
predicting climate
change impacts,
delivering early
warning for extreme
events and local and
national planning for
adaptation to climate
change.
1. Climate monitoring,
predicting and early
warning
2. Science based
Climate
Change Adaptation
Policy and Planning
3. Local Adaptation
4. Public awareness
and
education
Early 2014
To increase the resilience of small-scale
agriculture to climate change impacts by
promoting climate-proofed investments
for agriculture-based development, as
well as by enhancing the resilience of
agricultural productivity under increased
climate variability
1.1 Mainstreamed adaptation in local level
agricultural planning (as supported by
SADP through AIPs)
1.2 Increased adaptive capacity of small
scale farming systems through the
implementation of resilience-building
measures as part of AIPs and SADPsupported Grants
2.1 Increased knowledge and
understanding of climate variability and
climate change-induced threats on
agriculture
2.2 Strengthened capacity of government
stakeholders to reduce risks to climateinduced losses on agriculture
2.3 awareness and capacity of local actors
increased on climate change impacts and
related adaptation measures
Priority 2 and 4
2015?
1-Implement SLM/Wand resource
conservation in selected
watersheds to reduce vulnerability
and enhance adaptive capacity at
community levels
2. strengthen diversified livelihood
strategies focussing on crop,
livestock and agro-forestry systems
as community levels in selected
watershed in the three most
vulnerable livelihood zones
1.strenghten technical capacity of
national and district level staff and
institutions on SLM/W and
diversified livelihoods in selected
vulnerable livelihood zones
2.Assess vulnerability f livelihoods
and impacts of climate change on
land suitability and use at
watershed scale
3. promotion of tested sustainale
SLM/W practices to build resilience
to climate risks in vulnerable subcatchments and watersheds.
4. Strengthening diversified
livelihood strategies and
implementation of improved
income generating activities at the
community level
Priority 1 and 2
Butha Buthe, Berea, Leribe, Mafeteng
Thaba Tseka, Mafeteng, Mohale’s
Priority 4 with
contributions to 1, 2, 3
Quthing, Thaba Tseka,
66
Kingdom of Lesotho
Districts
Mafeteng
Hoek
67
Kingdom of Lesotho
Appendix 4: Detailed project description
1.
The overall goal of the Project is to boost the economic and climate resilience of poor wool and
mohair producers to the adverse effects of climate change in the Mountain and Foothill Regions
of Lesotho, while generating higher incomes and sustainable improved livelihoods. This will be
achieved by establishing a sustainable climate resilient system of production, handling and
marketing of wool and mohair that increases returns to smallholder producers and cottage
enterprises. In practical terms, the Project will result in: (a) improved management and increased
fodder production and groundcover in Lesotho’s rangelands; (b) increased production of higher
quality wool and mohair and increased off-take of unproductive animals for meat production; (c)
higher returns to producers through improved shearing, classing and handling of wool and
mohair; (d) an expansion of cottage industries adding value and engaging with the higher end of
the wool and mohair value chain; and (e) a smallholder agricultural production system that is
adapted to climate change.
2.
The Project components and expected outcomes are as follows:
Component
A Climate Smart Rangeland Management
B
Improved
Management
Livestock
Production
and
C
Wool and Mohair Fibre Processing and
Marketing
Outcome
Livestock producers manage rangelands in
sustainable and climate smart way
Smallholder sheep and goat producers increase the
production of superior quality wool and mohair
Livestock producers increase market returns from
wool and mohair systems
3.
WAMPP will follow a “Value Chain Approach”, which will necessitate the involvement of a
number of different government ministries, the private sector and civil society. This adds a level
of complexity in terms of involving additional agencies. Fortunately, wool and mohair production
and marketing has a long history in Lesotho and most of the operational linkages are already
well established.
4.
Of particular importance is the role of the LNWMGA and its associated DWMGAs and Shearing
Shed Associations (SSAs). This network operates throughout Lesotho and is anchored at field
level in the 130 Government owned but essentially “association” operated shearing sheds.
During the 2012/2013 more than 1.2 million sheep and 500,000 goats were shorn and their
fleeces were marketed on the international market through this system. Individual payment
cheques were sent to more than 32,000 smallholder producers for a total value of over US$ 22
million (of which 2.9 million for mohair). There are also approximately 43 privately owned sheds.
5.
The delivery of all field level activities will be based on community sensitisation and mobilisation
to improve the sustainable management of rangeland through Rangeland Management Areas
(RMA) and Grazing Associations (GAs), usually at village level, also referred to as Village
Grazing Schemes (VGS), and sustainable increase of wool and mohair production through the
DWMGAs and SSAs.
6.
In terms of its physical location and organizational structure, SSA will be the hub for providing
services (e.g. animal feeding, breeding and health services). Most sheep and goats, under the
control of the stock owners, pass through the shearing shed at least once per year. It creates a
point of exchange in terms of sale of produce and receipt of payments. It also serves as the point
at which extension messages and production inputs can be supplied and where it can be
guaranteed that their cost will be fully recovered. Service providers such as an NGO will play a
vital role in supporting the grassroots implementation framework that is based on the SSAs and
the GA, especially regarding the sensitization of smallholders regarding rangeland management,
need to auction/ cull old animals and consider electronic banking (financial inclusion).
7.
The project will enhance availability and accessibility of services to herders (through community
animal health workers and community livestock extension workers), and information, access to
68
Kingdom of Lesotho
breeding services and stock, financial literacy, information regarding auction calendar, prices,
SSA business management skills, and handling of fibre will be strengthened to this effect.
Component A Climate Smart Rangeland Management
8.
Weather patterns are changing and it is in Lesotho’s rangelands where the effects of climate
change are likely to be most obvious. Drought occurrence has become more frequent in
Lesotho in recent years, followed by erratic rainfalls that wash away the soil which is expected to
support growing of vegetation. Less snow is falling in winter, which affects both the grazing
capacity of the rangelands as well as the crop production. An increasing incidence of both late
and early frosts that result in poor production of summer crops, and the death of newly shorn
Angora goats. Addressing these challenges and the impacts upon the Wool and Mohair sector
is the first priority option identified in Lesotho’s National Adaptation Plan of Action (NAPA, 2007).
61
This was re-emphasised in Lesotho’s Second National Communication , which also stresses
current land tenure and customary practices that undermine individual incentives to maintain and
improve the natural resource base and to invest in land improvements and productivityenhancing technologies.
9.
The objective of this component will be to promote a sustainable system of climate resilient
communal grazing and rangeland management with the aim of improving livestock nutrition,
maximizing production and returns for smallholder wool and mohair producers, and avoiding
losses and damages from climate-related events. Livestock producers will be enabled to
increase their productivity while countering rising trends in land degradation. An Adaptation for
Smallholder Agriculture Grant (ASAP) in addition to IFAD loan/grant resources has been
mobilised to fund specific adaptation activities combined with best practice natural resource
management interventions under this component. The proposed adaptation measures have
been intertwined with the other investment measures proposed for WAMPP, to render the project
results more climate resilient than a normal rural development project could do.
10.
Specific adaptation activities combined with best practice natural resource management
interventions will be implemented to sustainably improve the national management of rangelands
and pastures and hence the climate resilience of the Wool and Mohair Value Chain. This will
include formal and informal policy work to support the drafting of a National Range Management
Act that will detail the usufruct rights of the target groups, the first step towards a reduction in
stocking rates. Land use and the establishment of usufruct rights, both essential precursors to
rangeland recovery and the introduction of rangeland improvements such as the over sowing of
legumes, forage banks, agroforestry wind breaks, livestock shelters against extreme climatic
events and the introduction of the Holistic Range Management Concept. This will be supported
by the development of targeted climate information services that allow herders to make decisions
about livestock movements within the grazing areas, to the woolsheds, and plan the breeding
programmes and winter feeding regimes of their sheep and goats.
11.
This component integrates WAMPP design focussing on climate-reliant community and
rangeland development activities. It relies on the successful implementation of improvements in
animal nutrition, breeding, and health to raise production standards planned under Component B
and on improved fibre collection, handling and marketing along with livestock auctioning and
processing under Component C. More specifically, under Component A, WAMPP will provide
support in the following areas:
Sub-component A1 - Effective information for climate smart rangeland
management
12.
WAMPP will enhance rangeland management in the Mountains (Zone A) and Foothills (Zone B)
of Lesotho through the development of a National Rangeland M&E system and knowledge base
regarding climate smart rangeland management, as well as providing policy support. WAMPP
will support the following interventions under sub-component A1:
61 Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework Convention on Climate
69
Kingdom of Lesotho
a) Technical support to DRRM for the development and finalization of the Range Management
Act, for submission to the Parliament. The Act will provide the legislative framework for the
implementation of the National Range Resources Management Policy (NRRMP) that was
developed under the GEF-funded, UNDP-supported Sustainable Land Management Project.
It is hoped that the consultations will help resolve the conflicts that have arisen between
Principal Chiefs and Community councils and provide the necessary legislative frameworks
to control the numbers of livestock on the rangelands.
b) Establishing sentinel sites for a national biophysical rangelands monitoring and evaluation
62
system, based on the “Land Degradation Surveillance Framework ’. It is proposed that 10
63
sentinel sites are established across the project areas in the Mountainous and the Foothills
Zone in Lesotho supported by high resolution imagery. High resolution satellite imagery will
be acquired for these 10 sites and used to develop predictive models for the generation of
high resolution maps of soil condition, vegetation cover and land degradation risk factors for
these sites as well as another set of 10 sites where only imagery will be acquired to assist
with the national baseline assessments of rangeland.
c) Conduct a national baseline assessment of rangelands and grazing areas; The last national
rangeland assessment occurred in 1987. Over the intervening period a number of projects
have developed various tools and guidelines to revisit this important resource with limited
coverage. WAMPP, at the same time as establishing the national network of sentinel sites
will support the Inventory Section of Department of Range Resources Management (DRRM)
to undertake a national rangeland assessment using a mix of remote sensing methods and
64
ground-truthing, building on the guidelines drafted by Palmer (2013) .
d) Develop climate information systems through improving the national network of
meteorological stations in the highlands, as well as a better understanding of farmer’s and
extension staff climate information needs.


WAMPP in collaboration with other initiatives in Lesotho will support activities to strengthen the
agro-meteorology capacity in the country, by investing in the national network of weather
stations across specific project areas. WAMPP will undertake consultation with LMS to identify
where the 5 automatic weather stations (AWS) will be located in the Mountain and Foothill
regions to complement national monitoring array. To further enhance the agro-meteorological
knowledge base 200 daily catch rain gauges and thermometers will be distributed in agreed
areas to pilot a crowd sourcing approach that will in close collaboration with other
investments/projects build capacity to develop downscaled climate models and scenarios
relevant for district-level agricultural use (see Appendix 3).
Currently, farmers and extensionists in Lesotho do not receive consistent climate information,
and what information they currently get is sourced from the radio, with a few who have access
65
also get forecasts from the TV . Consequently, many potential beneficiaries rely on their
indigenous knowledge to understand how a season might develop and stick to fairly
rigid/conservative/risk free production practices. However, focus group discussions conducted
by Reading University, UK, suggest that many farmers are willing to change their routine if they
have information that enables them to plan ahead – they spoke of balancing risk based upon
climate information (Walker field notes September, 2013). Even though farmers welcomed the
idea of receiving short-term forecasts throughout the year they identified specific times when
they make key decisions that they would be in need of more detailed information (i.e. historical
climate information and seasonal forecasts). These times varied between crop and livestock
farmers but focussed on extreme climatic events such as intense rainstorms, frosts and snow
storms that impact upon planting, shearing, lambing and herding.
62
http://www.africasoils.net/data/ldsf-description
An LDSF sentinel site is a 10 by 10 km area, within which soil, vegetation and land degradation risk indices are sampled and
characterized using a spatially stratified random sampling procedure
64
Palmer, R.M (May 2013) National monitoring process of landscape change. Review of on-going national monitoring processes and
methodologies for each of the UNCCD indicators.
65 One World Investments, Baseline report on climate related risks, local vulnerabilities and perception and coping strategies in three subcatchments of Lesotho – Strengthening capacity for climate change adaptation in the Agricultural Sector (FAO, 2010).
63
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Kingdom of Lesotho
e) Prepare climate risk and vulnerability maps for rangelands and target hot spots; There is
general concern over increasing frequency of occurrence of extreme weather events in
Lesotho and the vulnerability of communities and herders in the foothills and mountainous
66
areas . This has led to increasing interest in assessing the climatic vulnerability and
synoptic weather circulation patterns associated with the extreme weather events. The
conceptual framework for the vulnerability analysis that will be used in this section builds on
the work that the UNEP-LMS Project have undertaken in 3 pilot districts. WAMPP, through
consultation with its partners and executing agencies will review and modify the household
vulnerability UNEP-LMS index to capture the extent to which households in the project sites
are susceptible/ resilient to damage/ shocks associated with climatic extremes. To enhance
this household focussed work, a spatial element will be given to the vulnerability analyses
through the digitization and subsequent analyses of the last 30 years of synoptic weather
maps (horizontal scale ranging from 3 km to 1000 km) to identify common weather patterns
across years and incidence of extreme climatic events. This analysis will be cross
referenced with analyses of available long term meteorological data to identify areas of
greatest climatic risk in the foothills and rangelands. National socio-ecological vulnerability
maps will be prepared that would detail potential climatic impacts on Lesotho’s rangeland, in
67
the case of WAMPP , to help identify what types of interventions needed and where.
f)
Establish an early warning system for climate risks based on a SMS system. Building on
activities above LMS with support from Reading University/Walker Institute will consult
stakeholders and develop a SMS based early warning relevant to their needs. WAMPP will
support the purchase of the necessary software for the SMS early warning system and the
first three years of the full costs of the technician to support the system. By year 4 it is
hoped that the system will be established and user fees and possible support from one of
the Cell Phone Providers will begin to absorb the running costs of the system.
g) Strengthened institutional adaptive capacity to implement adaptation measures. WAMPP will
support capacity building at the Ministry of Forestry and Land Resources (MFLR) and its
Department of Range Resource Management, and at the Ministry of Energy, Mines and
Water Affairs (MEMWA), which houses the Lesotho Meteorological Services (LMS). The
Departments of Agriculture and Geography at the National University of Lesotho will work
with staff from ICRAF and University of Reading to develop appropriate curricula and in
service training materials for rangeland management and meteorological staff at central and
district level.
Sub-component A2 - Climate smart participatory rangeland management
13.
In order to promote improved and more sustainable management of the rangeland, particularly in
the highlands, WAMPP will support the mobilization and sensitization of existing and new
GA/RMA to plan and establish village level grazing schemes, which would provide the framework
under which concrete interventions in terms of management of the rangeland (shrub removal
and re-seeding, agro-forestry, rock-packs/gabions, holistic grazing management) would be
supported. To achieve this WAMPP will:
a) Strengthen the capacity at district level to demarcate and map principal chief areas (A and B
land); WAMPP will build on the activities outlined in A1 (b) and support the adjudication,
mapping and demarcation of Principal Chiefs Areas. DRRM district staff will be provided
with the latest tools and equipment to work with the chieftainships and develop up to date
maps of Zones A and B. WAMPP will provide funding for appropriate institutions to facilitate
the meetings required to resolve any conflicts that may arise in this work.
b) Help chieftainship develop long-term rangeland management plans and identify possible
rangeland adaptation interventions in collaboration with LDCF projects to be included
therein. These plans will benefit from the products and tools developed under Component
A1 and will include agreed stocking rates, rangeland rehabilitation targets and adaptation
interventions to ensure long term sustainability of the rangeland in the face of climate
66 - Bulane, I., 2014. Sustainable rangeland management through capacity building of range resources governors and users: Case study of
Lesotho.
67
Croplands would be the focus of other LDCF investments
71
Kingdom of Lesotho
change. In this context WAMPP would support the establishment of Community Grazing
schemes and District Rangeland Committees and the formulation and implementation of
enforceable climate resilient community grazing/rangeland management and investment
plans at Community Council and District levels.
c) Develop Best Practice guidelines for secured access to rangeland and establishment of new
RMA and VGS. DRRM with support from appropriate institutions will review successful and
unsuccessful RMAs and VGS to develop best practice guidelines for secured access to
rangeland and establishment of new RMA and VGS. Many of the current schemes are not
operating effectively for various reasons but mainly due to the weak rights and
responsibilities in the allocation of adjudicated grazing/rangeland areas and the
implementation of management plans and grazing fees, which result in overgrazing and
rangeland degradation, which is in turn exacerbated by extreme climatic events such as
prolonged droughts, intense rainfall events, frosts and reduced snowfalls. Lessons learned
on drafting grazing/rangeland management model and guidelines, including adjudication,
mapping and demarcating grazing; establishing Managed Resource Areas; and forming
Grazing Schemes and Resource User Groups from the GEF-UNDP Project: Capacity
Building and Knowledge Management for Sustainable Land Management in Lesotho will
form the foundations for this work.
d) Conduct participatory rangeland management planning at village level by contracting a
service provider (NGO) to conduct community mobilization and sensitization. WAMPP will
support DRRM to raised community awareness of rangeland over-exploitation and will
include regular consultation with traditional authorities. WAMPP will work within the existing
structures, strengthening them where necessary and creating organizational linkages where
appropriate. It will take a “learn by doing,” rather than, a “prescriptive” approach. Grazing
entitlement will be established by the communities (village grazing schemes) in consultation
with the Principal Chiefs and District administrations, contributing to the Principal Chiefs
Long Term Range Management Plans developed in A2 (c). Having defined the grazing
entitlement of a particular group it would then be necessary to count the animals of each
individual within the group to meet the target stocking rates identified in the Chieftainship
plan.
e) Strengthen capacity of Range Management staff at central and district level to carry out
annual rangeland assessment using modern IT solutions. Building on the guidelines drafted
68
by Palmer (2013) and the skills developed during the baseline rangeland assessments
DRRM staff will be capacitated to undertake annual rangeland assessments using the latest
IT equipment. The annual assessments will be coordinated by the Chief Range Resource
Management Officer and the MFLR GIS Manager and will build upon both the Chieftainship
and VGS Rangeland Management Plans.
f)
Support existing RMA and VGS and expand to other degraded areas, particularly in hotspots
and where schemes are dormant and expand to other degraded areas, particularly in
hotspots and where schemes are dormant. WAMPP will support the 72 existing RMAs and
VGS, strengthening them as appropriate and facilitate the development/formation of and an
additional 130 RMAs/VGS. The strengthening of existing GSs and establishment of new
RMAs/VGS) will be the responsibility of district staff of the DRRM. Recognising that the
cultural, livestock husbandry and behavioural changes require long periods of support the
RMA/VGS will receive on-going mentoring from an NGO. It is expected that the NGO will
continue to coordinate with relevant Ministries and service providers as needed by the GA
through a performance based contracts.
g) Finance adaptation interventions at village and RMA level. The rangeland adaptation
practices that will be promoted under WAMPP are/have being/been developed and piloted
previously under a Cadre of projects financed by bi-lateral donors and Least Developed
Country Fund. The interventions include Ecologs, Rock Packs and Sack Gabions to control
small gullies and incises, shrub removal and reseeding as appropriate, the establishment of
68 Palmer, R.M (May 2013). National monitoring process of landscape change. Review of on-going national monitoring processes and
methodologies for each of the UNCCD indicators. GEF-UNDP Project: Capacity Building and Knowledge Management for Sustainable Land
Management in Lesotho
72
Kingdom of Lesotho
fodder banks on marginal cropped areas (funded under Component B1), agroforestry
investments on contour bunds and as vegetative wind breaks, water points and the piloting
holistic grazing management on degraded cattle post (see Appendix 3- Country Performance
and Lessons for more details). It is proposed to establish a Rangeland Development Fund
which will be dispersed as a one off grant of up to USD $20,000 to RMAs/VGS to help
implement their long term rangeland management plan. . Once the plans have been
developed WAMPP Project Management will review the plan from the communities for
rangeland rehabilitation and adaptation activities, and once approved, will release the funds
and assist with procurement, as required. WAMPP will also fund a capacity building exercise
and a number of pilots in ‘Holistic Range Management will be promoted through the African
69
Centre for Holistic Management in Zimbabwe .
h) Associated capacity building. will continuously occur for DRRM District Staff and will be will
be complemented by training of trainers on climate resilience rangeland management
prepared by HQ staff from DRRM and LSM in collaboration with the NGO contracted to
support the implementation of this sub-component, Grazing Association (Farmers to farmer)
exchange visits and a civic education campaign and training.
Component B: Improved Livestock Production and
Management
14.
There is a long tradition of keeping Merino sheep and Angora goats in Lesotho rangelands, but
while the quality of wool and mohair is reasonably good, productivity is low. Annual yield rates for
Lesotho average 2.63 kg/head for wool and 0.86 kg/head for mohair, compared to South Africa
estimated rates of 5.7 kg/head for wool and 3.2 kg/head for mohair. Low yields are the result of a
combination of (i) poor nutrition; (ii) poor access to improved genetic material; (iii) poor animal
health and inadequate access to veterinary drugs and vaccines and (iv) limited capacity of the
livestock extension services. The majority of growers focus on herd quantity rather than offtake
quality to drive wool/mohair income, for a variety of reasons including but not limited to social
status derived from herd size, limited financial means to invest in animal husbandry and lack of
incentives and training.
15.
In a communal grazing system the individual’s response to declining productivity is to increase
livestock numbers in order to maintain his/her overall level of production and income (lower
production per head but more animals to compensate for the lower production). This creates a
vicious cycle of the ever declining productivity and the ever increasing livestock numbers which
is aggravated by malfunctioning livestock marketing and processing systems. Furthermore, when
not on the rangeland, the animals are kept in a fenced enclosure (kraal). There is no shelter or
other protection from adverse weather and no control of breeding timing; all of which contributes
to a low lambing rate and causes stress. Finally, poorly fed and stressed animals are more
susceptible to diseases and parasitic infestations which further reduce wool quantity and quality.
16.
WAMPP is designed to increase the quantity and quality of wool and mohair produced by
smallholder farmers in Lesotho. The activities planned under Component B will address the
identified deficiencies in animal nutrition, breeding, and health to raise production standards and
maximise returns for smallholder producers.
17.
This component integrates WAMPP design focussing on aspects related to sheep and goats
production and management. It relies on the successful implementation of climate-reliant
community and rangeland development activities planned under Component A and fibre
collection, handling and marketing along with livestock auctioning and processing under
Component C. More specifically, under Component, WAMPP will provide support in the following
areas:
Sub-component B.1 – Improved Nutrition
18.
69
The nutrition of sheep and goats is the most important factor affecting production yields. Poor
nutrition results in low rates of production, often defined by growth and reproduction. It also
http://achmonline.squarespace.com/
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Kingdom of Lesotho
affects the immune system and the ability of an animal to fight disease. Sheep and goat
production in Lesotho suffers from feed shortages at all levels with an estimated 40% deficit in
the national feed balance. Along with the long terms issue of rangeland productivity, livestock
production also faces a seasonal shortage of fodder. In many areas, feed is plentiful during the
summer season when most of the rain falls and is in very short supply in the winter when any
remaining standing feed is of very low nutritional value. All livestock experience severe weight
loss during this time. Temperatures are very low and there is a need for additional nutrition to
maintain body temperatures and this is the period just prior to lambing and kidding when heavily
pregnant animals have increased nutritional demand from the growing foetus. Poor nutrition at
this time will result in low birth weights and poor survival rates in new-born lambs and kids.
19.
Crop residues (particularly maize and sorghum stovers) are widely used to feed livestock during
winter. Crop residues are often left in the field or accumulated in places where the crop is
threshed. Transportation of crop residues, even over short distances, can become difficult and
costly because of their bulk. The production of crop residues is also seasonal. Some farmers
grow forage on small parcels, mainly in C (nearby the villages) and B (foothill sides) grazing
areas. While GoL is assisting farmers by supplying forage seeds and agronomic inputs at
subsidized price, the lack of a regular supply system in rural areas remains a constraint.
Commercial feed is rarely used by smallholder farmers because of the cost and the unavailability
in rural areas. However, wealthier farmers are supplementing females during critical production
periods and males during mating. The purchase in bulk of feed and forage seeds by organized
farmers, and the establishment of a reliable inputs supply system would benefit a larger number
of producers and provide them with an incentive to cultivate more forage and/or better feeding
their animals.
20.
The creation of additional sources of forage/feed to supplement animals in times of seasonal
stress or in emergency situation is a strategic element of the overall livestock feeding
management system which will however continue to be based on the extensive grazing of the
rangelands. Notwithstanding the need to resolve the issue of overstocking and rangeland
degradation and in order to address the long term nutritional needs of Lesotho’s sheep and goat
populations, there are a number of “good” agronomic and feeding management practices that
could be introduced. There would have an immediate impact on livestock productivity and at the
same time support the work to be done in restoring the rangeland. Through (i) demonstrations of
improved feeding and forage cultivation practices and (ii) the establishment of a reliable and
continued supply of “quality/frost tolerant seeds” and feed, the cultivation of forage and its
preservation as hay or silage for period of shortage along with strategic supplementation will
enhance livestock productivity. Such measures - if properly managed - can also have a positive
effect on process of rangeland rehabilitation by reducing grazing pressures on pastures at
strategic points in the production cycle.
21.
The objective of sub-component B.1 is to increase the productivity of fine wool sheep and
mohair goats by enhancing the current capacity of smallholder sheep and goat producers to
understand and apply productive feeding regimes on the basis of both enhanced rangeland
management (covered under Component A) and supplementary forage and feed, especially
during critical period such as mating, gestation and lambing period. The overall responsibility for
the implementation of sub-component B.1 will be with MAFS/DLS through District Animal
Production Officers (DAPOs) in collaboration with LNWMGA and the Department of Agricultural
Research (DAR), and the support of the NUL and the Lesotho Agricultural College (LAC).
Monitoring and evaluation functions will be with the Government technical staff (DAPOs, DEOs
and ATOs), while actual “field work” will be undertaken by the LNWMGA through Community
Livestock Extension Workers (CLEWs).
22.
Community mobilization will be an essential precondition (i) to sensitize smallholder producers
about the strategic importance of improved feeding management and (ii) to motivate them for
action. The project support will include: a) demonstrating and organizing “hands-on” training on
forage production; b) demonstrating fodder legumes in intercropping systems; c) promoting a
more efficient use of the crop residues as animal feeding, hay and low-cost silage making; d)
conducting research trials to select improved forage species and enhance crop management
systems under the various climatic conditions in Lesotho; e) conducting trials and
demonstrations on sheep fattening; and f) setting up a supply chain for bulk cereal grains; feed
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Kingdom of Lesotho
pre-mix, mineral supplements and forage seeds. WAMPP will support the following interventions
under sub-component B1:
a) Demonstrations on forage production. Demonstrations on forage production will be carriedout in 4 locations of each District under different climatic conditions, per year, during four
years. Improved practices for the cultivation of traditional forage crops and new varieties will
be demonstrated “on farm” with selected “champion” farmers who are members of
SSAs/DWMGAs. Data and knowledge generated will be captured through activities
implemented in partnership with NUL and LAC. Lesson learned from previous attempts to
enhance fodder production identified free livestock grazing and lack of fencing as a problem
deterring farmers from cultivation. As part of community/RMAs sensitization, the issue of
“social fencing” as a necessary approach to protect forage cultivation will be discussed and,
concrete actions taken. This will also be included in the rangeland management plan, as
supported under Component A.
b) Demonstrations of fodder legumes in intercropping systems. Intercropping forage legumes
and cereals generally results in fodder protein yield higher than cereal alone and offers a
potential for increasing forage. The research component will determine the right time of
sowing of cereal and legume under different climatic conditions as yield depression should
be minimal, possibly not more than 15%, for it to be acceptable to farmers.
c) Demonstrations on improved use of the crop residues, low-cost hay and silage making.
70
Improved utilisation of crop residues (chopping, ammoniating, improving palatability ) will be
demonstrated in 4 locations of each District per year, as above. Hand-made baling and
silage in plastic bags 71 will be demonstrated. Demonstrations will include techniques such
as “leaf stripping”. If properly implemented for an extended period of time, this could supply
800 kg/ha of valuable fodder with an average crude protein content of 13% and digestibility
of 64%. As an alternative, farmers could cut the maize’s tassels when the cob is close to
maturation and feed animals. Data and knowledge generated will be captured through
captured through activities implemented in partnership with NUL and LAC.
d) Demonstrations on sheep fattening. Sheep fattening (5 to 10 animals per batch) will be
promoted as an activity linked to sub-component C.3 on “livestock auctioning”. There is an
economical advantage to fatten grade D and C rams and ewes (e.g. selected for culling
under the National Breeding Plan for Merino and Angora – NBPMA) for marketing in
coincidence with Muslim and Christian festivities, and for traditional ceremonies.
e) Research on frost tolerant forage. As part of the WAMPP effort to increase climate resilience
and adaptation, part of research activities will be dedicated to investigate and select frost
tolerant forage species under the various climatic conditions in Lesotho for further
dissemination through demonstrations and the forage seeds supply channel.
f)
Supply chain for feed and forage seeds. WAMPP will support the establishment of a reliable
channel for supplying quality forage seeds and feed is essential to allow smallholder
producers to replicate on their own farms technologies learned through extension and
demonstrations.
Sub-component B.2 – Improved Breeding
23.
Poor genetic value of local flocks which are characterized by high degrees of inbreeding and
poor breeding practices along with (i) the limited financial capacity of smallholder farmers to
access to quality Merino sheep and Angora goats in South Africa and (ii) the absence of planned
breed improvement programmes, are factors contributing to low production yields. Furthermore,
traditional and cultural customs measuring households’ wealth and “prestige” according to the
number of livestock result in small ruminant producers keeping large flocks (often including old
and unproductive animals) and aiming at producing “quantity” rather than “quality” fibres. This
production system is inefficient and costly in economic and social terms. Large flocks of low-yield
animals (i) have a higher carbon footprint than smaller higher-yield flocks; (ii) increase pressure
on scarce and “overused” natural resources (rangelands and water, in particular); (iii) increase
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71 http://pdf.usaid.gov/pdf_docs/PNADQ897.pdf
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Kingdom of Lesotho
cost of production such herding, feeding and treatment costs thus reducing income and (iv) poor
quality fibres which further reduce farmers’ income.
24.
To reduce the dependency of local producers on import of quality animals from South Africa, in
1965 the Government of Lesotho initiated with the assistance of the South African Wool Board
(SAWB), a Merino Stud farm in the Quthing District of Lesotho in the south of the country to act
as breeding studs to supply superior rams to the smallholder sheep producers. A second farm
was established in Mokhotlong in 1969 along the same lines. At present, DLS is in charge of
managing these two Merino Sheep Breeding Centres. There has never been provision for
establishing a government breeding farm or breeding improvement programmes for Angora
goats. Unfortunately, budget constraints and poor management have resulted in these two
breeding stations to gradually fall into virtual disuse and they no longer play a significant part in
improving the sheep breeding stock of Lesotho. Fortunately, private commercial breeding farms
exist in the country and they play an important role as supplier of quality genetic material in the
country.
25.
Given the threat of overstocking, there would be a need for culling unproductive livestock.
However, the large-scale culling required (at least 30% of Animal Units) would be challenging
given the cultural value of livestock and the virtual absence of livestock auctioning/marketing and
72
slaughtering facilities in Lesotho . In the past, to preserve rural wealth, culling associated with a
Livestock Exchange Program whereby poor yielding breeding stock could be exchanged for a
lesser number of higher quality animals, proved to be successful. Smallholder farmers met
during design missions confirm their interest in the revitalisation of both the exchange
programme and the livestock auctioning to dispose unproductive animals. A further threat to the
fibre sector, especially concerning goat production, is a tendency to cross Angora goats with
meat-type goats to fulfil a demand for goat meat, especially in peri-urban areas. This practice, if
not controlled, would result in the loss of a national patrimony and cultural heritage.
26.
The value of breeding quality small stock is understood by progressive farmers and a number of
them annually cross the border with South Africa to buy breeding stock to improve the genetic
value of their flocks. This practice however, with high transportation cost and 14% VAT on
imported animals, is becoming too expensive for everyone but the wealthy farmers. Recognizing
the problems faced by its members, LNWMGA informed the design mission that it has stepped in
and submitted a proposal to MAFS/DLS to lease the two government-owned Merino Sheep
Breeding Centres and run them as studs for merino sheep and angora goats in order to assist in
meeting the requirements of the smallholders.
27.
District members of the Wool and Mohair Growers Association renewed their keen interest to
see implemented a national breeding scheme characterised by livestock selection and culling
and the opportunity for exchanging poor quality animals with improved breeding stock. In
Lesotho, at present, there are more than 30 small commercial breeding farms which are
registered with the Department of Livestock Services who expressed the willingness to expand
their capacity is supported in their effort to improve the quality of breeding stock. In this context,
the establishment of a National Breeding Plan for Merino and Angora (NBPMA) which would be
managed by the private sector (LNWMGA) under the supervision of the public sector (DLS)
would be justified. The “certification” as “quality stud farms” for local commercial Merino and
Angora breeders and their direct involvement in the NBPMA implementation would be strategic
for the sustainability of the plan. They would in fact be the main suppliers of quality at lower cost
to local smallholder producers thus limiting the need for imports from South Africa, lowering at
the same time the risk of introducing diseases.
28.
The objective of sub-component B.2 is to enhance the current capabilities of smallholder
sheep and goat producers in Lesotho to acquire quality breeding stock for improving productivity
(higher fleece and mohair weight and quality of the fibre). The overall responsibility for the
implementation of sub-component B.2 will be with MAFS/DLS, however a major role will be
played by the LNWMGA. The research component will be led by DAR with the support of NUL
and LAC. The overall responsibility and the monitoring and evaluation functions will be with
Government technical staff (DAPOs, and Area Technical Officers - ATOs), while actual “field
72 The main abattoir in Maseru is closed; districts slaughtering slabs are non-operational and livestock auctioning opportunities are
sporadic.
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work” will be undertaken by the LNWMGA through Community Livestock Extension Workers
(CLEWs).
29.
Community mobilization will be an essential precondition (i) to sensitize smallholder producers
about the need to reduce flocks’ size by acquiring quality breeding stock and to cull/dispose low
yielding animals, and (ii) to motivate them for action. Support from WAMPP will include: a)
establishing a National Breeding Programme for Merino sheep and Angora goat breeding
(NBPMA); b) funding for the rehabilitation of the two government-owned Breeding Centres (the
Angora Breeding Centres at Quthing and the Merino Breeding Farm at Mokhotlong); c) procuring
the parent stock needed for the formation of “National Elite Flocks” (NEFs) of merino sheep and
angora goats; and, d) identifying and certifying superior private breeding flocks in each district to
act as multiplying farms for the supply of superior ram or bucks to smallholder producers; e)
conducting research on wool and mohair production and f) supporting an exchange programme
of sheep and goat breeding stock as an incentive to enhance quality of fibres and culling of
unproductive animals. The activities planned under subcomponent C.3 to support the
establishment of livestock auctioning points and slaughtering slabs at district level will
complement the “exchange programme”. WAMPP will support the following interventions under
B2:
a) National Breeding Programme for Merino sheep and Angora goat (NBPMA). WAMPP will
support the development and implementation of a structured intervention at national level
aiming at improving fleece and mohair weights and fibre quality (increased staple length and
strength, reduced medullated fibres and diameter, kemp and contamination of the fibre). The
overall responsibility for the NBPMA implementation will be with the LNWMGA under the
technical supervision of the MAFS/DLS. The NBPMA development will be decentralized,
inclusive and participatory, with the direct participation of farmers under the technical
guidance of a National Breeder Expert (NBE) supported by the District Animal Production
Officers (DAPOs). An International Consultant, expert on sheep and goat breeding, will
provide specific advises for the formulation and implementation of the NBPMA. The
formulation of the NBPMA will involve three steps:



Identification of appropriate breeding objectives and definition of selection criteria based on
records of visual assessment, animal registration and data collection/recording systems. Drafting
of the NBPMA at central level through a consultation among technical experts (NBE, MAFS/DLS
experts, LNWMGA representatives and an International Consultant) during a national workshop;
Discussion and validation of the draft NBPMA with DWMGAs representatives and technical staff
at the district level through districts’ workshops (10) led by the National Breeding Expert and
DAPOs with farmers to select an appropriate, participatory and sustainable scheme;
Agreement amongst NBPMA’s stakeholders on tasks and responsibilities, procedures and a
calendar of activities for an initial period of five years.
Identification of quality stock, tattooing and registration of animals entering the NBPMA.
Selected quality livestock will be tattooed and registered in an electronic herd book. This
procedure will pilot a more extended livestock registering system that could be extended to
other species. The registration of livestock is a priority for the GoL since it is seen as a way
to control livestock theft which is – unfortunately – a serious problem in the country.
Upgrading the Lesotho Wool and Mohair Testing Laboratory (LWMTL). Under component C,
WAMPP will fund the upgrading of LWMTL equipment in order to improve the capacity to
perform qualitative fibres analysis for both genetic improvement and certification of quality.
b) Rehabilitation of the two government-owned National Breeding Centres (NBCs). WAMPP will
support the rehabilitation of two Breeding Centres by establishing respectively an Angora
Breeding Farm at Quthing and a Merino Breeding Farm at Mokhotlong. It will involve the
rehabilitation of administrative and animal breeding buildings, the purchase of essential
equipment and an initial stock of feed and vet products. The two NBCs will be directly
managed by LNWMGA through selected managers and personnel. LNWMGA will contribute
financially to the rehabilitation of the two centres. The NBE will ensure that breeding plans
are implemented according to set standards and procedures and will supervise NBCs’
activities on a regular basis.
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c) Procurement of breeding stock needed for the formation of “National Elite Flocks” (NEFs).
“National Elite Flocks” (NEFs) of wool sheep and mohair goats will be established in the two
NBCs: High quality animals will be imported from South Africa or sourced locally following a
rigorous standards and sanitary protocol. It is foreseen to procure respectively 1,500 Merino
sheep and 30 rams (there are at present good rams already servicing at Mokhotlong), and
800 Angora goats and 30 bucks. However, the import of animals will be executed in two
phases: after importing the first lot of sheep and goats, an assessment of the participation of
small ruminants producers into the NBP will be undertaken. Their degree of interest and
participation in the breeding plan will trigger the decision of importing the second lot of
quality animals. The phased importation of animals will also allow the progressive
development and management of the NBCs and allow to assess the degree of adaptation of
animals from South Africa to local conditions;
d) Identification and certification of private commercial breeding farms. Existing breeding farms
located in each district will act as multiplying farms for the supply of superior ram or bucks to
smallholder producers The involvement of more “commercially” oriented sheep and goat
breeding farms will be an essential element of the NBP in order to guarantee the sustainable
and continued supply of quality rams to smallholder producers. The target of the programme
is to include 30 commercial farms depending on the concentration of animals per district.
They will be the interface between the smallholder producers and the NBCs, without
preventing them to source elite sires directly from NBCs. For this purpose, the programme
will proceed to a formal identification, characterization and certification of districts private
breeding farms. Standards will be set for such certification (e.g. minimum weight of animals,
quality of wool and mohair, etc.). On these farms, “Quality Sheep/Mohair goats Flocks”
(QSFs/QMFs) will be selected and for this purpose a limited numbers of quality rams and
bucks (40 males for each species) will be procured by WAMPP and provided as a form of
incentive for these private farmers who will adhere to the NBPMA scheme. In order to
contribute to further increase the quality of their flock, they will receive advises from the NBE
and the international expert, who will advise which animals the breeding farmer will have to
cull and which one will be selected for reproduction. The selection process will be done
through “visual assessment” methodology supported when possible from production data.
e) Research on wool and mohair production. The project will fund research on sheep and
mohair production and reproduction, body weights, survival fitness traits, health, wool and
mohair quantity and quality. The researchers who will produce a significant research work on
sheep and goat production and breeding will be eligible for funding to present the results in
Southern Africa scientific events, provided that the paper is accepted.
f)
Exchange programme. The purpose of initiating an exchange programme would be to
provide an incentive mechanism to smallholder farmers who are willing to start the process
of reducing the number of low-yielding/unproductive animals and replacing them with high
yielding stock along with adopting improved nutrition and health practices in order to
enhance quality of fibres. This will also gradually contribute to reduce grazing pressure on
rangeland. The livestock exchange approach has proven to be effective in previous projects
(e.g. Lesotho Agricultural Production and Support Project - LAPIS funded by USDA) as a
mean to improve breeding stock and more culturally acceptable that culling. The practice
indicates that one quality ewe (goat) is exchangeable against two unproductive ewes
(goats), while one ram (buck) can be exchanged against 4 unproductive ewes (goats). Once
this approach will be established, it is expected that will become a normal practice for
enhancing breeding stock of targeted smallholder farmers. The full success of this activity
will however depend on the effectiveness of livestock auctioning and slaughtering slabs,
included under subcomponent C.3. Under WAMPP 1 500 rams and 750 will be procured
form South Africa, but preferably from local quality breeding stocks for this purpose. This
activity is not enough to replace all unproductive animals in a few years; rather it aims to
start a process that shall continue for many more years.
Sub-component B.3 – Improved Animal Health
30.
While rangeland degradation and poor nutrition are possibly the most important factors
contributing to the low productivity of sheep and goats in Lesotho, livestock disease also
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represents major problem. Internal parasites and clostridial diseases can be responsible for the
high mortality – particularly in young animals. Anthrax is present and is a particular issue
because, in addition to causing death in animals and humans, any occurrence of the disease in
the country results in an international ban on the importation of Lesotho’s wool and mohair. This
drastically reduces the price at which it can be sold. Evidence shows that in Lesotho Anthrax is a
climate sensitive disease. The occurrence and geographic spread are thought to be increasing
due to increased rain intensity and more dramatic erosion is unearthing anthrax spores from
previously buried anthrax infected carcasses. The risk of an outbreak of FMD remains high in
Lesotho because of the illegal importation of livestock (both for consumption and breeding) and
trans border movements of wild animals. This aspect will be taken into account when preparing
the vulnerability maps of climate extremes and rangeland status, under Component A. Lastly, the
diagnostic capacity of veterinary services at district level is low due to lack of basic equipment
and facilities
31.
Budget constraints have limited DLS’s capacity to purchase drugs and vaccines to respond to
disease outbreaks and/or to assist farmers in maintaining the health of their flocks. At the same
time farmers have very poor access to drugs required for the maintenance of basic herd health
and routine treatments such as the control of internal and external parasites. They usually have
to travel into South Africa to procure medicines and this greatly increases their production costs.
Access to public vet and extension services for smallholder producers is also inadequate due to
limited human logistic and financial resources. There is only one District Veterinary Officer per
district and few Livestock Assistants at Agricultural Resource Centres and sub-centres level.
32.
Smallholder producers are aware of the importance to control diseases as a condition to reduce
mortality rate and increase productivity. The Community Animal Health Worker (CAHWs)
approach has proven to be a viable way to complement public veterinary services under
previous IFAD funded projects. Lessons learned indicate that in order to deliver quality services
to farmers, CAHWs need to (i) access quality training, possibly through a “learning by doing”
approach, (ii) strengthen their capacity to timely access a reliable source of vet inputs and (iii)
get a small profit for their services.
33.
There are considerable gains to be made in reducing production costs if drugs and vaccines can
be purchased in bulk and made available to producers at or near their grazing areas. The
LNWMGA and DWMGA have already established a system of centralized procurement and
distribution of essential veterinary drugs and vaccines to prevent and treat diseases which if not
controlled would have a negative “commercial” impact for smallholder producers (specifically
Anthrax and scab). This privatized commercial channel demonstrated to be economically viable
and effective in complementing public efforts to procure and distribute vet products. It would be
essential to boost such service and ensure that all SSs’ members and non-members will have
access to it.
34.
The objective of sub-component B3 is to increase the productivity of fine wool sheep and
mohair goats in Lesotho through improved health conditions of sheep and goats. This will be
mainly achieved by enhancing the availability and accessibility of veterinary services, drugs and
vaccines at affordable prices for smallholder producers that will facilitate the prevention and
treatment of diseases according to a strategic plan of interventions. The overall responsibility for
the implementation of sub-component B.3 will be with MAFS/DLS through District Veterinary
Officers (DVOs) in collaboration with LNWMGA and DRC, and the support of NUL and LAC.
monitoring and evaluation functions will be with Government technical staff (DVOs and ATOs),
while actual “field work” will be undertaken by the LNWMGA through Community Animal Health
Workers (CAHWs).
35.
WAMPP will support the development of a comprehensive programme to improve the health of
sheep and goats in Lesotho. It would be based on prevention rather than cure and on the
strategic use of vaccines. The project’s support will include: a) selecting and training CAHWs; b)
developing disease prevention and treatment calendars for sheep and goat; c) undertaking
epidemiological studies on the incidence and least cost control of parasites and developing a
“Climate Change Animal Health Vulnerability Map”; d) setting up a supply chain for vet drugs and
vaccines; e) strengthening district vet diagnostic capacity through the procurement of additional
equipment needed for disease surveillance and diagnosis at field level and upgrading of District
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Veterinary facilities where needed, and f) renovation of selected facilities at the National
Veterinary Laboratory. WAMPP will support the following interventions under sub-component B3:
a) Community Animal Health Workers (CAHWs). LNWMGA will lead the selection of CAHWs (2
per shearing shed for a total of 260 CAHWs) in consultation with DVOs. CAHWs will operate
from shearing sheds to assist the DVO in the implementation and supervision of disease
prevention and treatment calendars. They will also provide technical advisory services to
farmers on animal health issues. CAHWs will be gradually supported to become private
“small business” operators responsible for providing basic health services to farmers, selling
vet drugs along with technical advisory services.
b) Disease prevention and treatment calendars (DPTCs). This activity will be designed under
the technical advice of an international consultant and will involve an assessment of the
disease situation and the design of flock disease control and treatment strategies.
Workshops at central and district levels will be organized in order to ensure that (i) all actors
(including farmers) are involved in the design of DPTCs; (ii) DPTCs are adapted to local
needs and resources, and (iii) the mechanisms/responsibilities for implementing DPCTs are
fully understood and endorsed by all stakeholders. Support will be given to ensure that all
producers within “Shearing Shed Catchment Area”, whether they are members of the
Association or not, comply with the management provisions of national regulations on
notifiable diseases and they treat their animals at the same time as the SSAs.
c) Epidemiological studies on the incidence and least cost control of parasites. Veterinary drugs
for the control of internal and external parasites are expensive and for cost effectiveness it is
essential to understand when to treat and to get maximum value from the treatment. An
international consultant (see above) will collaborate with DLS and DRC to undertake such
studies and provide essential information to design or refine DPTCs.
d) Climate Change Animal Health Vulnerability Map. WAMPP would also support the
development of risk assessment and vulnerability maps to predict the effect of climate
change on the epidemiology of livestock diseases in Lesotho. This initiative will contribute
strengthening DLS monitoring and surveillance system for diseases identified as being
climate sensitive. Maps will be developed in conjunction with the epidemiological studies on
internal and external parasites (which are strongly correlated with seasonal climatic
conditions) and will serve as a baseline for monitoring the impact of climate on livestock
disease.
e) Supply chain for vet drugs and vaccines. LNWMGA will be responsible for setting up a
supply chain for vet drugs and vaccines chain. DLS will provide technical guidance on the
appropriate drugs to purchase. Vet products will be sold through SSAs. At field level the
supply will be channelled and sold through the shed Wool and Mohair Associations but
access to vet products will be open to all producers that are marketing wool through the
associations. LNWMGA will be audited annually to assess the correct utilisation of allocated
funds.
f)
Strengthening district vet diagnostic capacity. WAMPP would improve DVO’s disease
diagnosis and surveillance capacity by providing minor additional equipment for ten district
vet clinics. Provision has also been made for the renovation of a number of rooms in the
National Diagnostic Laboratory – benches and other facilities will be installed in order that
the equipment already been supplied by other donors can be brought into effective
operation.
Component C – Wool and Mohair Processing and Marketing
36.
Sustainability of Lesotho’s wool and mohair sector will also depend on the economic viability of
the wool and mohair value chain, which depends to a large extent on high quality of the produce.
In addition, there is potential to increase rural population’s income, especially for women,
through the promotion of processing of wool and mohair in the cottage industry. Furthermore,
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overstocking of rangeland is partly caused by a lack of market for life animals as well as
73
slaughter facilities at the district or national level.
37.
The objective of this component is to increase market return from wool and mohair systems for
livestock producers through improved quality of the fibre while at the same time stimulating a
niche cottage industry for wool and mohair tapestry products, and providing a market outlet for
unproductive animals that need to be removed from the rangeland. Value Chain challenges will
be addressed in three subcomponents: a) tackling value chain improvements, b) supporting
cottage industry and niche market development and c) promotion of livestock auctions and
district slabs. Each of these sub-components will encompass analytical work to inform
interventions and policy planning; capacity building at critical points in the value chain,
investments in infrastructure and/or technology; as well as training/ capacity building at various
levels to successfully steer the sector.
38.
This component integrates WAMPP design focussing on aspects related to wool and mohair
fibre processing and marketing. It relies on the successful implementation of climate-reliant
community and rangeland development activities planned under Component A and
improvements in animal nutrition, breeding, and health to raise production standards under
Component B. More specifically, under this Component, WAMPP will provide support in the
following areas:
39.
Rationale. The Wool and Mohair Value Chain competitiveness requires improving the number
and design of existing shearing shed (e.g. by providing access to electricity), as well as by
improving shearing shed management and strengthening capacity of its members in shearing
techniques and fibre classing, proper storage and bale packaging, associated with improved
shearing shed infrastructure and improved access to markets. This will result in higher quality
fibre being marketed at lower cost, thereby improving returns to livestock producers. Keeping
accurate records of volume and grades of Lesotho wool and mohair sold internationally as well
as providing the country with its own wool and mohair testing laboratory would also ensure that
Lesotho is able to document and have access to objective quality judge in case of disputes over
quality and quality of bales sold internationally.
40.
The objective of sub-component C.1 is to improve the quality of Lesotho Wool and Mohair
thereby raising returns for livestock producers.
41.
Interventions supported by WAMPP will include: a) promoting shearing shed association
enterprise development; b) strengthening fibre handling and grading at shearing sheds; c)
conducting improvement of shearing shed facilities and investing in access (feeder) roads.
a) Shearing Shed Association Enterprise Development: The shearing sheds are the key service
provider to herders. There is a clear need to improve their capacities through improvements
in skills and investment in infrastructure. A study on the regulatory and policy aspects
governing the sheds and the wool and mohair value chain will inform the interventions and
74
advise how to formalize the ownership and operating conditions of the sheds . Capacity
building activities will focus on improving shearing sheds’ capacities regarding
entrepreneurial management as well as record-keeping. This sub-component will organize
one training per shed, targeting 150 training sessions, and 750 people (5 per shed). The
proper recording at shed-level is a precondition for tracking of the quality and quantities at
the national level, as well as required for fast payment after the auction. Joint Stakeholder
meetings with shed management, farmers and banks, to improve acceptance of electronic
payments via bank accounts, are district levels. Increasing the number of bank accounts
among producers (financial inclusion) should allow them to save, establish a credit record
and finally facilitate access to finance (e.g. to acquire high quality breed). This activity is
complemented in a training of MTICM’s staff to manage records. Potential ways of improving
73
Lesotho’s sheep population has nearly doubled (up 94%) since the closure of the national abattoir in 2003.
74 As indicated above, are the sheds owned by government and some personal is still under government contract, while most staff and
rehabilitation work is financed through the SSAs. This unclear ownership/operating model might discourage investments in the structures.
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Kingdom of Lesotho
record keeping at national level will be assed as part of the study on information systems,
75
which includes the private sector traders of wool and mohair . WAMPP will assist the
LNWMGA in designing its rolling three year plan, to further strengthen this key private sector
actor in the wool and mohair value chain.
b) Support for Fibre Handling at Shearing Sheds: WAMPP will improve shearing sheds’
capacities to shear and class wool and mohair, as well as to proper storage and package the
bales. High proficiency of shearers is key for improving the length and quality of the fibre.
Similarly, approximately 600 shearers, sorting the freshly shorn wool/mohair, will be trained
(around 5 per shearing shed). The manual sorting of the fibre and their ability to extract the
top quality from available supply will be important to improve Lesotho’s overall share of
quality fibre. Packaging, pressing to bales and storing at the sheds will be analysed and
improved as necessary through training of shed managers/ SSAs members. It is expected
that this sub-component will train approximately 180 classers (between 1 and 2 per shearing
shed). A bigger investment in the Wool and Mohair Testing Laboratory at the MTICM
premises in Maseru supplement this capacity building at the shed level. Government staff
will be up-dated on use the laboratory, which shall be used to validate recording of qualities
using samples from bales exported, as well as to check the impact of the breeding
programme (Component B). The laboratory will also serve as objective quality judge in
disputes over quality of bales/ produce.
c) Improvement of Shearing Shed Facilities and Access Roads: Investments in infrastructure
are needed to enhance the shearing shed facilities. The project will invest in construction of
additional sheds, rehabilitation of old ones and improvement of existing ones through (i)
providing improved water management, (ii) access to the electricity; and/or (iii) linking to
feeder roads. Newly constructed sheds will follow improved climate smart design and act as
state-of-the-art design examples. Features shall include rainwater harvesting, solar panel,
76
and shelter for animals. In addition, ca. 40 existing sheds will be rehabilitated and upgraded following similar design features. Furthermore, about 65 sheds will be equipped with
up-dated processing equipment. Depending on the need this can either be packaging
presses, electronic shearing machines, or weighting scales. WAMPP will construct ca. 3050km of feeder roads to connect sheds with the road network. The project will pilot the
viability of solar panels to run electronic shearing equipment at four sheds. If successful, this
77
will be replicated at newly built/ rehabilitated sheds. Similarly connection to the electric grid
will be built for those sheds with a) relative short distance to the grid, and b) high throughput
of sheep/goats. The idea is that, though electrification of the sheds, their functionality as
service provider to the herders can be improved, while access to electricity will allow use of
more advanced shearing equipment that will improve fibre length and speed of shearing.
Sub-component C.2 – Cottage Industry and Niche Market Development
42.
In early 2013, some eleven small enterprises comprised the wool and mohair cottage industry
sector consisting of 82 members, and employing some 130 (predominantly rural) women on
piecework contracts. This formed the basis of a small industry that is steeped in history and that
produces quality product. This industry has been hampered by erratic tourist numbers that make
up to 50% of the demand and a lack of consistent support (innovative design, suitable financial
products and market access). These enterprises use annually around 2-2.8 MT of mohair and
wool producing the equivalent of 1250 square meters of tapestry with a current gross value of
about LSL 1.2 million. This is equivalent to just under LSL 600 per worker and highlights that the
fibre cottage industries lacks financial appeal.
43.
Key challenges that have been identified are the need to: a) establish a reliable system for the
procurement of quality mohair and wool; b) rejuvenate the membership of cottage industry
75
The private sector is estimated to trade up to 40% of mohair and ca. 10% of the national’s wool production. However, no reliable
information is available at the moment.
76
The selection of locations for the newly constructed sheds will be based on vicinity to large flocks of animals, necessary infrastructure to
deliver producer and vulnerable areas where climate smart infrastructure can generate high benefits. These criteria might often be
mutually contradicting, but district coordination committees in collaboration with SSAs should be able to validate most needed locations.
77
If successful, this could potentially improve processing speed, reducing risk of animals’ exposure to early frost shortly after shearing as
more animals will be sheared in April.
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Kingdom of Lesotho
groups c) diversify the product range to hold traditional values and artefacts that the industry is
based on whilst increasing the financial viability and attractiveness relative to market demands;
d) enhance quality control throughout the value chain; e) develop business skills in the industry
and f) develop suitable financial products and reliable access to banking services.
44.
Rationale: Limited processing at the artisan level, in the form of cleaning, spinning and weaving
local wool and mohair occurs in Lesotho, mainly to produce tapestries, bags, scarves, blankets
and other handicrafts. Local processing is almost exclusively carried out by women organized in
weaving groups or associations. Production relies on basic low-technology techniques and
targets primarily tourist and export markets, both of which are limited. The traditional product mix
is dominated by tapestries featuring Lesotho landscapes and village scenes, though other
patterns (e.g., animal patterns or abstract) exist. The focus of the WAMPP activities for the wool
and mohair sub-sector is to generate improved opportunities for the economic and social wellbeing of women/young women in Lesotho’s mountain areas. The aim is to develop processing
capacity to supply small quantities of semi-processed wool and mohair and/or final products for
the national and international market for products that exhibit some form of competitive or
comparative advantage either as a commodity or a niche product.
45.
The objective of sub-component C.2 targeting the cottage industry is to enable access to
quality fibres, improve design skills and increase the range of products sold internationally. The
activities will be informed through sub-sector related studies, analysing potential marketing
channels (e.g. certification), application of advance technology, as well as identifying regulatory
and policy constraints. Interventions supported by WAMPP will include: a) Enhanced business
skills of cottage industry; b) Improved design and range of products; c) Improved access to
inputs and technology; d) Access to finance and markets.
a) Enhanced business skills of cottage industry: Cottage industry’s business management skills
are very heterogeneous across the country. The project, through provision of training to
selected members of the cottage industry, will improve the understanding and application of
business plans, record keeping/accounting and marketing. This sub-component is expected
to train around 200 women. This should enable the cottage industries to lay out detailed
plans on how much quantity and quality product they are able to market and sell in a given
year. Thus, these plans will be used to facilitate access to inputs and finance.
b) Improved design and range of products: Most cottage industries create tapestries or other
weaved products which do not meet consumers demand. The project will finance two
designer / graduates from fashion schools to work with the cottage industries on a
continuous basis to develop new designs, diversify the range of products and train
approximately 200 cottage women in necessary skills (e.g. knitting). This will be paired with
four learning tours to South African or other regional producers. These tours should enable
ca. 15 participants to acquire new skills, to gain inspiration for new designs and to facilitate
access to potential regional markets.
c) Improved access to inputs and technology: Low quality input is a major limitation of the
cottage industry at the moment. Women lack capital and access to the shearing sheds to
source higher quality mohair or wool. In consequence, much labour needs to be invested in
the input material to extract the best fibres (sorting). Despite these efforts, the final products’
quality suffers and cannot compete on higher value markets. WAMPP will address this
challenge through two measures: Firstly, the project will make available a pool of high quality
mohair will be made available to the cottage women by purchasing directly with LNWMGA.
With the expected higher returns from these inputs, the women should be able to
continuously source higher quality mohair/ wool through DWMGAs/SSAs, and the project will
facilitate direct contracts between the DWMGAs and the cottages to source the higher
quality inputs. While manual processing of the fibres will remain a key part of the cottage
industry, the project will pilot the introduction and adaptation of small-scale technology for
textile production, through the provision of innovative technology and equipment, such as
mechanised, small-scale weaving looms or wool sorting machines that will be available on a
pilot basis. The selection of technologies will be also informed through the sub-sector studies
conducted
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Kingdom of Lesotho
d) Access to finance and markets: A working capital constraint is a major limitation for all
cottages. WAMPP will address this challenge through the establishing of a multi-stakeholder
platform, were producers, inputs suppliers, private buyers, banks and the involved designer/
trainers can meet. While microfinance is weak in Lesotho, promising developments are
Lesotho Standard Bank and some small community based schemes, and linkages will be
explored. Potential for certification of organic wool/ mohair products, or product labelling will
be explored. Potential high-value markets, such as airport shops or hotels will be assessed.
E-marketing of products through online portals is seen as further potential marketing channel
to reach international buyers.
46.
Regular auctions for livestock at district level have been hampered mainly due to the lack of
slaughtering facilities, but also because of low capacity of government to facilitate these
auctions. The formerly government operated auction system, stopped function in 2002, and is
currently being re-habilitated. In the first six months of 2001, 59 cattle auctions had taken place
(MTICM data). During these, an average of 30 cattle was sold per auction for a nominal avg.
price of LSL 1,187 (2001 price). Government run these auctions and collected 6% commission,
which was used to pay for drivers to move the animals, accommodation and meals, fuel and
subsistence allowance of district staff. In 2010, monthly auctions in one district resulted in sales
of more than 5000 sheep and 1200 cattle, for an average price of 700 LSL per sheep and 5000
LSL per cow.
47.
Lately MTCIM has attempted to revive cattle auctions. Constraints that were identified include
the low number of buyers, as well as the lack of information regarding prices of animals, and the
need to educate livestock owners about the merit of selling unproductive animals. Currently,
farmers are unwilling to sell unproductive, old sheep and goat as they expect prices to go up in
the future.
48.
Especially for sheep producers, this intervention should also serve as a potential first step
towards a shift from focusing exclusively on wool production towards mutton. For example,
South Africa wool production declined in recent years not only due to drought, which affects
sheep lifespan and wool quality, but also a shift toward meat production, primarily for local
consumption as South Africa is a net importer of mutton meat.
49.
The objective of this sub-component is to facilitate the disposal of unproductive animals from the
rangeland and increase income for livestock producers. WAMPP will invest in building blocks to
kick-start the Lesotho meat market. Interventions supported by WAMPP under sub-component
C3 will include: a) promotion of district level livestock auctions; b) construction of district
slaughtering slabs; c) facilitation of big international auctions.
a) Promotion of district level livestock auctions. WAMPP will address the need to establish a
market for live animal through two measures. Twelve district auctions places will be
rehabilitate/constructed. This includes investment in kraals and livestock weighting scales.
More importantly, two community members will be trained as auctioneers and should
facilitate these auctions. Auctioneers will charge a small concession per animal auctioned
from buyers and sellers and operate the auction as a business on a regular basis. In
addition, as community members, these auctioneers should ensure “fair” pricing. MTICM will
initially link these auctioneers with buyers from South Africa, but gradually dis-engage and
only facilitate documentation. The rehabilitation of auctions and training of auctioneers will
be paired with sensitization workshops in the communities. In addition, the demonstration of
animal fattening (component B) will familiarize herders with the concept of selling well fed
animals for higher prices and the NGO/Service Provider (engaged under component A) to
support the preparation of range management plans will also be responsible to sensitize
livestock owners about the double benefits of selling their old animals (income and reduced
pressure on rangeland).
b) Construction of district slaughtering slabs. WAMPP will invest in the construction/
rehabilitation of up to 10 district slaughtering slabs (one per district). These slabs will be
operated by private entities that will be selected through a tender at national level. The
project will contribute to operational costs during the first year of operation, and will support
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Kingdom of Lesotho
training of the operators. Thereafter, operators will have to pay a lease to the government for
operating the facilities. The district government veterinary officer (attached to DLS) will be
responsible for inspections. Slab design will be simple and appropriate to the rural context. 78
Expected low throughput suggests a slaughter slab (concrete base) with galvanized tubular
overhead supports for off ground de-hiding and evisceration. Ideally this would also include
the provision of meat inspection, to address public health issues, and hence water and
wastewater facilities. Experience indicates that maintenance is a major issue, and that
simpler design is better for the longer-term sustainability.
c) Facilitation of international auctions: Local demand for sheep and especially goat meat is
79
limited . Large international auctions should facilitate bulk sales of large amounts of old
animals. Following a market study, MTICM will facilitate contact with potential wholesalers in
the region, to dispose larger quantities of old and unproductive animals. Potential users
could include industrial sector as well as hides and skins.
78
Possible plan available at http://www.fao.org/docrep/s1250e/S1250EBZ.GIF
There is a demand for goat meet in neighbouring Kwazulu Natal and Eastern Cape that should be explored as this might help to identify
buyers for Angora goats.
79
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Kingdom of Lesotho
Appendix 5: Institutional aspects and implementation arrangements
Appendix 5: Institutional aspects and implementation
arrangements
INSTITUTIONAL AND ORGANIZATIONAL FRAMEWORK
1.
WAMPP has identified the following key areas where interventions will be essential if the project
is to achieve its objectives, including: rangeland management; merino sheep and angora goat
smallholder production system; management and marketing of the clip; and innovative
approaches to adding value through expansion of cottage industries. Activities will be
implemented using the existing common structures and processes to the extent feasible. The
key organizations which will be involved in the delivery of this project include government
ministries, farmer organizations, private sector and NGOs.
2.
Key government project delivery ministries include: Ministry of Development and Planning;
Ministry of Agriculture and Food Security (MAFS); the Ministry of Forestry and Land Reclamation
(MFLR); the Ministry of Trade, Industry, Cooperatives and Marketing (MTICM; the Ministry of
Energy, Meteorology and Water Affairs (MEMWA) and LMS, the Ministry of Finance (MoF) and
Ministry of Local Government and Chieftainship (MLGC).
3.
The Lesotho National Wool and Mohair Growers’ Association (LNWMGA) is the main existing
herder apex organization in the wool and mohair subsector that will be the other major player in
Project implementation. LNWMGA and its associated growers associations at District level (Wool
and Mohair Growers Associations - DWMGAs, Shearing Shed Associations – SSAs and
Grazing Associations -GAs) within the Range Management Areas (RMAs) are the institutional
and organizational pillars in the wool and mohair subsector which will connect WAMPP to the
individual smallholder producers located in remote mostly mountain villages scattered throughout
Lesotho. In addition to being the conduit through which smallholder wool and mohair herders
access international markets, it is also the interface with the private sector wool market brokers.
It operates throughout Lesotho and is anchored at field level in the 114 Government owned
Shearing Sheds but operated by the Association on lease. Through this network of SSAs more
than 28,000 smallholder producers have their sheep and goats shorn and their wool and mohair
marketed each year.
4.
NGOs and CBOs will be vital players supporting the SSAs) and the GA, particularly the need to
build community consensus to define grazing areas, establish an equitable system of resource
allocation which should be based on the communities’ own priorities. Private Service providers
will be instrumental in providing specialist technical services which will be accompanied with
training to build local expertise to sustain interventions.
IMPLEMENTATION APPROACH
5.
Although several agencies will be involved in project delivery, the proposed implementation
arrangements take into consideration that the wool and mohair production and marketing has a
long history in Lesotho and most of the operational linkages are already well established within
the structure of the LNWMGA. As a strategic partner to government, LNWMGA will be the main
key player in project delivery. It will be contracted against a results-based set of Terms of
Reference to deliver several services to the target group and its members. The existing
LNWMGA structure is bound together through its role and that of its associated DWMGAs and
SSAs in production and marketing of wool and mohair.
6.
It is this organizational structure of LNWMGA and its field level operational network which will be
strengthened to bind WAMPP together. Although it is a membership based farmer organization,
its activities are very much linked to key Ministries that will be involved with WAMPP. Delivery of
project field level activities will take advantage of the existing cohesion of RMA, GA and SSA
members. based around the physical location of Shearing Shed. All sheep and goats, under the
control of the stock owners, pass through the shearing shed at least once per year which creates
a point of exchange in terms of sale of produce and receipt of payments. It also serves as the
point at which extension messages and production inputs can be supplied. It is also the logical
location at which vaccination and other routine disease control measures can be carried out with
great efficiency and at minimum cost. It is the place where animal selection, culling and the
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Kingdom of Lesotho
exchange of breeding stock can take place and it is the place where the question of rangeland
and its management is best discussed. It already has a list of beneficiaries fully identified on an
annual basis as they pass through a shearing shed. It already has a baseline survey and an
existing M&E system that provides both individual and group production and income levels on an
annual basis.
7.
This focus on the SSAs and practical field level activities does not mean that government
ministries and departments do not have a vital role to play in project implementation. The
approach being adopted by WAMPP is to try and relieve Government organizations of the
activities that they have difficulty in performing due to budgetary and procedural constraints but
which are ideally better done by private sector actors. These include sustainable systems that
can be taken up by the private sector - including LNWMGA such as: supplying drugs and
vaccines to producers; operating large breeding farms which have substantial operating cost and
Government has difficulty operating on a commercial basis; and managing wool sheds and doing
wool classing which again lends itself to a contractual operation managed by the end users, the
SSAs.
8.
The expected contribution of each implementing partner and the resources to be provided by the
project will be defined and operationalised within the framework of MOUs. Several
human/technical capacity gaps have been identified and measures have been considered by the
project to provide capacity building support to the implementing partners. The role of the
Ministries and their technical departments will be: to take the lead role in providing technical
support and expert advice and supervision at all levels of the project’s operation; the
development and articulation of government policy initiatives in relation to project activities; the
development, implementation and oversight of the legal and regulatory framework within which
project and associated industry activities will operate; and, ensuring that laws and regulations
are properly enforced. The capabilities of these key actors, their roles and responsibilities are
summarised in table 1 below:
Table 1: Roles and responsibilities of key project delivery agencies
Organization
Ministry of
Agriculture and
Food Security
(MAFS)



Ministry of Forest
and Land
Reclamation
(MFLR) –
Department of
Rangeland
Resources
Management
(DRRM)

Ministry of Trade
and Industry,
Cooperatives
and Marketing
(MTICM) –
Livestock
Products
Marketing
Services (LPMS)

Ministry of Local
Government and
Chieftainship
(MLGC)

Ministry of












Roles and Responsibilities
Capacity assessment and proposed activities
Organizations (defined by areas of responsibility)
Lead Agency responsible for overall project implementation
 Has capacity to coordinate activities but will enter into
and for the Sustainable agricultural development and food
MOU with LNWMGA and hire service providers for
security.
implementation.
Focal point for WAMPP at District level and would host the
 Few staff presence at lower administrative levels limits
Projects Service Unit (PCU)
capacity to coordinate implement activities and M&E
Convene and chair the consultative technical committee
 Approval of construction of new sheds and handing over
formally operation of shearing sheds to SSAs
Responsible for the rangeland rehabilitation and management
 Few staff presence at district and village level limits
aspects of project
capacity to implement activities at wider coverage
Monitoring of the state of rangelands
 Need technical skills on integrated watershed
management
Promotion of sustainable utilisation of range resources;
 Mapping of rangelands
Implementation of programmes to control soil erosion
 Design of district and village grazing plans
Reclamation of degraded rangelands
 Reclamation of degraded rangelands (re-seeding of
Finalize a National Rangeland Policy (which is currently in
grazing lands, other interventions)
draft form) and in developing the necessary regulations and
legal framework to back the sustainable rangeland
 Monitoring of status of rangelands
management systems at field level.
 Coordination with Livestock Division on provision of
farmer-based extension services
Enabling environment for the effective marketing of wool and
 Presently well-staffed at the headquarters but limited field
mohair and the further expansion of cottage industries.
presence.
Improve the processing and classing of the national clip
 Certification – international trade, fibre classing
Provide wool and mohair classing certification in line with the

South African “springbok system”.
 Mentoring of Cottage Industry Enterprises
Develop trade promotion policies for wool and mohair and
 Organise learning tours for cottage women to South
establish the necessary legal framework for the administration
Africa/ regional markets
of those policies
 Hand over (wool testing, employment of classes and
Promote and mentor the development of cottage industries
graders)
Conduct studies on the processing and utilization/marketing
 Assist piloting of new technology for cottage industry
of other associated livestock end products .
 Facilitate privatization of livestock auctions and handing
over of district slabs
Through the Community Councils develop and enforce and
 Few staff at stations to deepen the decentralization
process
local regulations, demarcation and use of land and control of
 Road and building planning and consent approval
stock theft.
Support the Community Councils (CCs)
Overall coordination and oversight of climate change
 Inadequate technical capacity to perform identified tasks
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Kingdom of Lesotho
Energy,
Meteorology and
Water Affairs
(MEMWA)
Lesotho
Meteorological
Services LMS
Ministry of
Finance (MOF)
Ministry of
Development
Planning (MDP)
Department of
Livestock
Services (DLS)
Department of
Agricultural
Research (DAR)
Lesotho National
Wool and Mohair
Growers’
Association
(LNWMGA) and
affiliate District
Wool and Mohair
Growers
Associations
(DWMGA) and
Shearing Shed
Associations
(SSA)
National
University of
Lesotho (NUL)
Lesotho
Agricultural
College (LAC)
Lesotho Mohair
Trust (LMT)
NGOs and CBOs
dimensions
 Collation and provision of climate data for use in determining
climate change vulnerability, mapping and research and lead
in the development of vulnerability maps for rangeland
management and animal health under WAMPP.
 Expand its network of automatic weather station
 Development of information packages for design of early
warning system
 Establish a communication network with MAFS, DLS and
DMA for a system of early warning to DAOs and SSAs
 Channel through which all project funding will flow from IFAD
and the other external funding facilities
 Monitor the delivery of funds to all the agencies involved in
WAMPP
 Convene and chair Steering Committee
 Approval of all externally funded programmes and projects
being implemented by Government
 Ensure that programmes conform to the Government’s
development priorities and its strategic planning process
 Develop an active working relationship with the DRRM and
DLTM to ensure that sustainable rangeland management,
sustainable livestock production and trade are achieved as a
common goal
 Responsible for livestock disease surveillance, diagnosis and
control procedures and the enforcement of the notifiable
diseases regulations
 Handover of the operational aspects of Breeding Centres in
Mokhotlong and Quthing to the LNWMGA and Shearing
Sheds to Shearing Shed Associations – including the
positions of “Wool Classer” and “Recorder/Manager”
 Provide technical advises of the types of vaccines and drugs
being used for disease control under the project
 Conduct research on improved animal nutrition, breeding
and health practices/activities in coordination with NUL and
LAC
 Establish a National Breeding Plan for Mohair sheep and
Angora goats
 Establish commercial operations on two breeding farms
under the technical advice of the DLS
 Vehicle for producers to receive guaranteed supplies of,
drugs, vaccines, fodder seeds and feed supplements, and
assess to improved breeding stock
 Conduit for smallholder to access wool/mohair markets
internationally and the interface with the private sector wool
brokers
 Organize Seminars for Government staff and DWMGAs’
members to build technical capacity
related to smart climate change interventions
 Collection of weather/climate data
 Packaging of data for target audiences
 Design of climate change related training and extension
programmes
 Mainstreaming of climate change information and KM
products into development programmes
 Contracted to prepare training packages and provide
technically advisory services for improved animal nutrition,
breeding and health practices/activities under the project
 Coordinate with the Department of Research (DRC) on-farm
research activities
 Collaborate with NUL and DRC in implementing on-farm
research activities
 Have the capacity to perform projected tasks
 Train 260 Community Livestock Extension Workers
(CLEWs) and 260 Community Animal Health Workers
(CAHWs)





 Creation of an enabling environment,

Mentoring of Cottage Industry Enterprises
 Facilitate community participation in the development of
rangeland maps and grazing plans
 Implement community based natural resource
management programmes
 Facilitate community development of livestock
management plans and the collection and utilization
livestock levies
 Need training to engage with government and supervision
– delivery of services is slow due to GOV lengthy
procedures
 Construct sheds and roads
 Electrification of sheds Operate district slabs (after
winning tender; and receiving training)
 Facilitate district auctions on commercial basis (after
winning tender; and receiving training


Private Service
Providers


leadership of mohair cottage enterprises
liaison with all WMGA’s
Build community consensus to define grazing areas
Establish an equitable system of resource allocation and
create their own rules and sanctions
Support the grassroots implementation framework that is
based on the SSAs and the Grazing Associations.
As required by DRRM - engage with communities and ensure
communities have a voice in the development of plans and
policies
Provide services such as extension, training, and other
activities through contractual arrangements.
Relatively small but growing sector due to Government policy
to promote private service provision.
CAPACITY BUILDING
88
 Has capacity to deliver its financial tasks and to
collaborate with other public and private service
providers.
 Inadequate staff in the districts to carry out district
planning. District Planning Units are not yet established
 Rather adequately staffed at the headquarters but limited
field presence. Capacity needs to be strengthened and
maintained to deliver new workload under brought about
by the project
 Provide technical supervision and monitoring of health,
nutrition and breeding procedures being implemented
under the project
 Monitor CLEWs and CAHWs delivery capacity and
services
 Inspections of district slabs
 Inadequate staffing for on farm activities will be
compensate by MSc, BSc students from NUL and LAC
students
 Strong field presence through DWMGAs & SSAs, will
need human/technical capacity and equipment to enable
them to procure supplies and deliver services to its
members at local level
 Representation of farmers in negotiations with
government and the market
 Sale of wool and mohair (equitable access and
distribution)
 Operation, maintenance and up-grading of shearing
sheds
 Employment of classers and recorders
 Establishment of Shed veterinary services and supplies
Kingdom of Lesotho
9.
Capacity Building. A number of the implementing partners have significant capacity limitations.
This applies particularly to all key government departments at the district level, which will be
called upon to provide planning and technical support to farmers/herders and their associations.
Different types of capacity building will be provided to MAFS, MFLR, MTICM and MEMWA as
well as to LNWMGA and selected service providers to enable them perform their assigned
functions. While physical facilities (buildings/plant and equipment) as well as software packages
will be put in place, individual skills of national and local level professionals will be strengthened
to enable them run systems and use the facilities in the short and long-term.
10. In order to provide a more sustainable approach to the training initiatives being introduced under
WAMPP it is proposed that the National University of Lesotho (NUL) would through a partnership
agreement be requested to develop training programmes and courses in support of activities
such as: bookkeeping and accounting for shearing sheds and cottage industries; enterprise
management; shearing and wool classing; rangeland management; animal nutrition, breeding
and health; fabric design; and marketing. In addition, NUL would be engaged to conduct special
studies on the social aspects of the communal rangeland management and the economic impact
of climate change on Lesotho’s rangeland.
11. Other partnerships have been brokered with ICRAF, University of Reading who will train national
staff as well as carry out some technical services. Several private service providers (international
and national consultants and NGOs) will be contracted to provide specialised technical services
and at the same time offer mentoring to national and local level professionals. Most of the
capacity building activities will be carried out before midterm review to enable the required
increase in activity delivery. A tentative skills improvement plan is presented in Appendix 3.
While it will further be fine-tuned during start-up the content of the plan and the scheduling of
activities will be revised continuously after supervision missions to inform successive AWPBs.
PROJECT COORDINATION AND MANAGEMENT
12. The multi-dimensional nature of the project calls for well-defined coordination mechanisms and
management arrangements with clear lines of authority, communication and responsibility. The
proposed delivery arrangement is expected to place the PCU in the Ministry of Agriculture and
Food Security while the three component managers will operate from within their line ministries
(MFLR, MFLR and MTICM). This means that there will be a continuing need for inter-ministerial
coordination between these three ministries through the proposed coordination mechanisms
including strong teamwork and effective communication at national, district and the operational
field level. These proposed mechanisms will be embedded in existing national and local level
structures. The following paragraphs are graphically represented in Figure 1 and 2.
13. Project Steering Committee. At the national level, a Project Steering Committee (PSC) will be
established to provide policy guidance and oversight of project implementation. It will be
convened and chaired by the Permanent Secretary (PS) Ministry of Development and Planning
and comprise of all key ministries tasked to implement the project, including: Ministry of
Agriculture and Food Security (MAFS); the Ministry of Forestry and Land Reclamation (MFLR);
the Ministry of Trade, Industry, Cooperatives and Marketing (MTICM; the Ministry of Energy,
Meteorology and Water Affairs (MEMWA); and the Ministry of Finance (MoF). The PSC will meet
bi-annually to review physical and financial progress, assess management effectiveness, decide
on corrective measures where appropriate, review lessons learned and good practices, and
approve AWPBs and Project Procurement Plan (PP). Minutes of the meetings will be included in
the project’s progress reports for review by IFAD.
14. Project Consultative Technical Committee. The PSC will be supported by a Project Consultative
Technical Committee (PTC) which will comprise of Directors (or his/her designate) and focal
points of key implementing agencies including Government departments: MAFS (Convenor and
Chair), MFLR, MEMWA, MTICM, LMS, Ministry of Finance, relevant private sector actors,
farmer/herder organization and Non-Governmental Organizations. The PTC will meet quarterly
and would provide technical and operational guidance, discuss and resolve operational
problems, provide technical review of AWPB and reinforce knowledge sharing across ministries.
Figure 1: INSTITUTIONAL AND ORGANIZATIONAL SET-UP OF WAMMP AT CENTRAL LEVEL
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Kingdom of Lesotho
15. Project Coordination Unit. The day to day implementation, co-ordination and management of
project activities will be entrusted to a Project Co-ordination Unit (PCU) hosted by MAFS, the
Project Lead Agency (PLA). The PCU will comprise eight professionals who will either be
seconded from government or hired from the job market. The PCU will be responsible for day to
day management, consolidation of AWPBs, Procurement Plans, Progress and Financial Report
as received from the other implementing entities and co-ordinate the procurement of goods,
works and services., The PCU will also take charge of monitoring and evaluation and provide
support to implementation and supervision missions.
16. The Lesotho National Wool and Mohair Grower Association (LNWMGA). The LNWMGA will be
contracted by the PCU against a results-based set of Terms of Reference. The LNWMGA will
develop its own AWPB and Procurement Plan. The LNWMGA and the other project
implementing entities will receive project funds as an advance against the approved AWPB. As a
policy advocate for the wool and mohair subsector the organization will be a key Strategic
partner to the government and the main service provider to the project. It will provide leadership
to sub-sector, oversee activities of the subsector actors, as well as wholesale inputs, deliver
extension services and run breeding farms.
17. District Project Coordination Committee. At the district level, each implementing agency will
deliver the tasks as per AWPB through the usual branches, e.g. MAFS through the District
Agricultural Officers and MTICM through the District trade and marketing officers. A District
Project Coordination Committee (DPCC) will be convened and chaired by the district
administrator (DA)/or designate and will be composed of the other district officers from MAFS,
MFLR, MTICM and DWMGA. The DPCC will ensure the delivery of project services to targeted
districts and villages. The District Agricultural Officer will be the focal point for WAMPP and
Secretary to Committee to the DPCC which will be responsible for providing operational
guidance. It will coordinate local level planning, preparation of AWPBs, consolidation and
harmonization of district AWPBs, supervision of activity implementation and contracts with
service providers, provide technical backstopping of frontline staff and facilitate knowledge
management activities. The DPCC will receive additional staff to strengthen their capacities so
that they can meet monthly. The DPCC will fully involve the customary leaders i.e. Chief,
Community Councils and village heads, in the project planning and implementation process,
especially for rangeland management and livestock related activities.
Figure 2: INSTITUTIONAL AND ORGANIZATIONAL SET-UP OF WAMMP AT DISTRICT LEVEL
90
Kingdom of Lesotho
18. Field Implementation Team. The Field Implementation Team (FIT) comprising of relevant district
Subject Matter Specialists and Service providers (e.g. District Agriculture Officer, Veterinary
Officer, Range management Officer, liaising with their respective staff at Agriculture Resources
Centre level and sub-centres, as well as selected services providers such as the NGO, NUL, etc)
will prepare range management plans and maps (RMA and VGS), facilitate plans for SSAs,
implement activities according to the AWPBs and report on progress annually. They will ensure
the active engagement of the communities in project implementation through participatory
planning and monitoring. Herder Associations. At the village level Shearing Shed associations,
grazing associations and herders will make sure that range management action plans (VGA),
livestock improvement activities and business plans are implemented.
19. Management of day to day activities will be carried out by the PCU which will have the following
professional staff: project director, three technical component managers responsible for
coordinating activities under each component; a financial management officer, a procurement
officer, a monitoring and evaluation officer, and a knowledge management and communication
officer. The Project Coordination Unit (PCU) will be responsible for project coordination and
management and will ensure that the project is implemented according to the Financing
Agreement and within the Government regulations. The PCU staff will operate as a team to
supervise, backstop and advise all implementing agencies on their roles in the project. Draft
ToRs for these positions are provided in Appendix 2.
20. A budget for short term consultants with specific expertise on gender and targeting and IT will
also be included. The three technical component managers will be based in their respective line
ministries and all activities will be delivered within the existing ministerial and local systems.
They will report on project activities to the PSC through the Project Director. At the district level
reporting and communication will follow existing lines where the District Administrator is overall in
charge. The management chart for WAMPP is presented in Appendix 1.
21. Following a call for proposal, an NGO will be contracted to support the grassroots
implementation framework that is based on the SSAs and the GAs and RMAs, build community
consensus to define grazing areas, facilitate community participation in the development of
rangeland maps and grazing plans, facilitate community development of livestock and grazing
management plans, help communities implement natural resource management programmes.
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IMPLEMENTATION ARRANGEMENTS BY COMPONENT
COMPONENT A – CLIMATE SMART RANGELAND MANAGEMENT
22. This component will be coordinated at a national level jointly by the DRRM in the MFLR and LMS
in the MEMWA. This will include: procurement of relevant services for national level activities,
using government procurement procedures as adapted to be consistent with IFAD’s
Procurement Guidelines; reporting on progress against the project’s expected outcomes;
preparing consolidated financial reports, SoEs, AWPBs and WAs and submitting them with the
required supporting documentation to the Project Coordination Unit for further consolidation and
onward sending to IFAD; maintaining a national M&E for the component; facilitating
national/inter-district multi-stakeholder meetings, training and other KM activities; facilitating the
formulation of guidelines and recommendations on improved, climate resilient and sustainable
grazing / rangeland management. Consultants will be recruited to assist the DRRM and LSM in
the above as well as to provide specialized support in the development of appropriate land and
property registration procedures, and climate information services.
23. Government staff will be supported by technical assistance from ICRAF, University of Reading
and the National University of Lesotho in the development of a national rangeland monitoring
network using the latest geo-science approaches, a stakeholder responsive climate information
system delivered through a SMS Early Warning System for climate risks, and appropriate land
and property registration procedures.
24. At District level, the Senior District Range Management Officer (SDRMO) would be responsible
for coordinating implementation. This would include: procurement of relevant services for District,
Community Council (CC) and village level activities, using government procurement procedures;
reporting on progress against the project’s expected outcomes; preparing financial reports and
supporting documentation on eligible expenditures, AWPBs and submitting them to the national
level for consolidation and sending to the PCU; maintaining a District M&E for Component A;
facilitating district and CC multi-stakeholder meetings, district-level training and other districtlevel KM activities; and facilitating and coordinating District, CC and village grazing / rangeland
management planning processes. Consultants will be recruited to assist the SDRMO in the
above.
Sub-component A1 - Effective information for climate smart rangeland management
(a) Technical support to DRRM for the development and finalization of the Range Management
Act, for submission to the Parliament. Key areas under the NRRMP that will require national
consultations and agreements with all stakeholders including traditional and political
leadership at both community and district level as the Act is drafted include; (i) Sustainable
management of rangeland resources; (ii) Conservation and biodiversity protection; (iii)
Rehabilitation of rangelands; (iv) Maintenance of rangeland ecosystems; (v) Rangeland
inventory, monitoring and research; (vi) Socio-economic inclusion; (vii) Participation and
management; (viii) Institutional arrangements; (ix) Legal and regulatory reforms – including
identifying responsibilities in the allocation of adjudicated grazing/rangeland areas and the
implementation of management plans and grazing fees; (x) Financing and (xi) Monitoring
and Evaluation. DRRM will prepare a tender document for national groups to facilitate this
process and prepare the final Range Management Act.
(b) Establishing sentinel sites for a national biophysical rangelands monitoring and evaluation
system, based on the “Land Degradation Surveillance Framework’. Activities to establish the
biophysical baseline and subsequent monitoring will build on the collaboration established
between IFAD and the ICRAF Geoscience Lab. ICRAFs staff will assist in the establishment
of the 10 ‘Land Degradation Surveillance Framework and will be contracted by DRRM to
provide the technical support in the establishment of the sites and the subsequent
monitoring. ICRAF will include their newly developed rangeland monitoring models in the
suite of models used to interpret the satellite imagery.
(c) Conduct a national baseline assessment of rangelands and grazing areas; WAMPP, at the
same time as establishing the national network of sentinel sites will contract ICRAF staff to
support the Inventory Section of DRRM to undertake a national rangeland assessment using
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Kingdom of Lesotho
a mix of remote sensing methods and ground validation. Ten additional satellite images will
be procured through DRRM/ICRAF for this activity. Additional personal will be sourced from
students at the National University and Lesotho Agricultural College, made available
following signature of a MoU.
(d) Development of climate information systems through improving the national network of
meteorological stations in the highlands, as well as a better understanding of farmer’s and
extension staff climate information needs. WAMPP will strengthen LMS’s agro-meteorology
capacity in the country, by investing in 5 new automatic weather stations. LMS will identify
where the 5 automatic weather stations (AWS) will be located in the Mountain and Foothill
regions to best complement the national monitoring array and organise the procurement. To
further enhance the agro-meteorological knowledge base 200 daily catch rain gauges and
thermometers will be procured by LMS for distribution to agreed areas to pilot a crowd
sourcing approach that will in close collaboration with other investments/projects build
capacity to develop downscaled climate models and scenarios relevant for district-level
agricultural use. Staff from Reading University/Walker Institute will be contracted through
WAMPP to support LMS in development of appropriate climate information and undertake
the capacity building of both LMS staff to improve the relevance of the forecasts, and the
capacity of District Level Staff, Farmers and Herders to make use of the information.
(e) Preparations of climate risk and vulnerability maps for rangelands and target hot spots; This
work will be coordinated by LMS with contracted support from Reading University/Walker
Institute and ICRAF Geo-Sciences to develop the socio-ecological vulnerability maps and
the Department of Geography, National University of Lesotho who will lead on the digitization
and subsequent analyses of the last 30 years of synoptic weather maps to identify common
weather patterns across years and incidence of extreme climatic events.
(f) Establishment of an early warning system for climate risks based on a SMS system.
Following stakeholder consultation undertaken in (d) LMS with support from Reading
University/Walker Institute will develop a SMS based early warning system and procure the
necessary software for the SMS early warning system and recruit a suitable qualified
technician to run the system. WAMPP will cover the first three years of the full costs of the
technician to support the system. WAMPP and LMS will explore additional financing during
this period so that by year 4 user fees and possible support from one of the Cell Phone
Providers will begin to absorb the running costs of the system.
(g) Strengthening the institutional adaptive capacity to implement adaptation measures.
WAMPP will support capacity building at the Ministerial level in MFLR and its Department of
Range Resource Management, and at the MEMWEAs’ Lesotho Meteorological Services.
The Departments of Agriculture and Geography at the University of Lesotho will work with
staff from ICRAF and University of Reading to develop appropriate curricula and in service
training materials appropriate to the needs of both field and Headquarters based staff.
Sub-component A2 - Climate smart participatory rangeland management
25. Many of the activities within this sub-Component demand close interactions with both traditional
and political leadership in both the Highlands and the Foothills and the associated grazing
schemes and herders as grazing areas are demarcated and plans agreed. To achieve this
DRRM through WAMPP will need to source an organization with demonstrated skills in group
consultations, conflict resolution and community mobilization and sensitization. Further details
are provided under each activity below.
(a) Strengthening the capacity at district level to demarcate and map principal chief areas (A
and B rangeland); WAMPP will build on the activities outlined in A1 (b & c) and support the
adjudication, mapping and demarcation of Principal Chiefs Areas. DRRM through WAMPP
will procure the latest and most appropriate survey tools and equipment for DRRM District
staff to work with the Chieftainships and Community Councils to develop up to date maps of
Zones A and B. WAMPP will provide funding for appropriate institutions/NGOs to facilitate
the meetings required to resolve any conflicts that may arise in this work and ensure
adjudication.
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Kingdom of Lesotho
(b) Help chieftainship develop long-term rangeland management plans and identify possible
rangeland adaptation interventions in collaboration with LDCF projects to be included
therein. DRRM staff will work with a contracted NGO specialising in community
mobilization and empowerment to work with the Chieftainships and their Communities to
Develop Long Term Grazing Management strategies. WAMPP would support the
establishment of Community Grazing schemes and District Rangeland Committees and the
formulation and implementation of enforceable climate resilient community
grazing/rangeland management and investment plans at Community Council and District
levels. The process of community consultations in establishing grazing boundaries and
establishing a system for setting stocking levels and associated penalties for excessive
usage would be facilitated by an NGO identified through a national tendering process that
has demonstrated experience in consensus building and a deep knowledge of community
organization and cultural requirements in Lesotho.
(c) Development of Best Practice guidelines for secured access to rangeland and
establishment of new RMA and VGS. DRRM will identify appropriate institutions through a
national tendering process to support the development of best practice guidelines. The
contracted institution will undertake participatory focus group discussions with both
successful and unsuccessful RMAs and VGS to develop best practice guidelines for
secured access to rangeland and establishment of new RMA and VGS.
Specific
references will be made to the relevant sections of the draft Range Management Act
developed in sub-Component A1 to ensure the rights and responsibilities in the allocation of
adjudicated grazing/rangeland areas and the implementation of management plans and
grazing fees are well articulated.
Lessons learned on drafting grazing/rangeland
management model and guidelines, including adjudication, mapping and demarcating
grazing; establishing Managed Resource Areas; and forming Grazing Schemes and
Resource User Groups from the GEF-UNDP Project: Capacity Building and Knowledge
Management for Sustainable Land Management in Lesotho will form the foundations for this
work.
(d) Conduct of a participatory rangeland management planning at village level by contracting a
service provider (NGO) to conduct community mobilization and sensitization. WAMPP
through DRRM will work with the traditional Chieftainship structure and community councils
to ensure that activities related to climate smart sustainable grazing/rangeland management
are integrated into the Village level grazing plans. NGOs with demonstrated skill
demonstrated skills in group consultations, conflict resolution and community mobilization
and sensitization will be contracted on an agreed performance basis through a national
tendering process. DRRM district staff will be equipped to support the participatory planning
and mapping at Chieftainship and village levels.
(e) Strengthening the capacity of Range Management staff at central and district level to carry
out annual rangeland assessment using modern IT solutions. The annual assessments will
be undertaken by the District Range Management Officers and will be coordinated jointly by
the Chief Range Resource Management Officer and the MFLR GIS Manager and will build
upon both the Chieftainship and VGS Rangeland Management Plans.
(f) Support to existing RMA and VGS and expansion to other degraded areas. This work will
take a phased approach with initial work focussing on strengthening the 72 existing Grazing
association (RMAs and VGS) in the second year of the project in conjunction with A2 (d and
e) after activities A2 (a, b and c) have been completed. An additional 40 plus grazing
association will be established in years three, four and five bringing the total to 200.
WAMPP will support the 72 existing RMAs and VGS, strengthening them as appropriate
and facilitate the development/formation of and an additional 130 RMAs/VGS. The
strengthening of existing GSs and establishment of new RMAs/VGS will be the
responsibility of district staff of the DRRM. It is expected that the NGO will continue to
coordinate with relevant Ministries and service providers as needed by the GA through a
performance based contracts.
(g) Financing of adaptation interventions at village and RMA level. This work will be
coordinated by DRRM, with communities accessing a one off contribution of up to
USD$20,000 from WAMPP once they have prepared a long term rangeland/grazing
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Kingdom of Lesotho
management plan that identifies where interventions are needed. These investments will
be supported by research students from the Department of Agriculture, National University
of Lesotho through a series of participatory adaptive range management trials in each
district. WAMPP will also fund a capacity building exercise and a number of pilots in
‘Holistic Range Management will be promoted.
(h) Associated capacity building. WAMPP will support capacity building at the Ministerial level
in MFLR and its Department of Range Resource Management. The Departments of
Agriculture and Geography at the University of Lesotho will work with senior staff from
DRRM to develop appropriate curricula and in service training materials appropriate to the
needs field based staff and the communities. On the job capacity building will be
complemented by training of trainers on climate resilience rangeland management, Grazing
Association (Farmers to farmer) exchange visits and a civic education campaign and
training.
COMPONENT B – IMPROVED LIVESTOCK PRODUCTION AND MANAGEMENT
26. This component will be coordinated at a national level by the Department of Livestock Services
(DLS) in the MAFS, with the input of the Department of Agriculture Research (DAR) in areas of
their competence. This will include: procurement of relevant services for national level activities,
using government procurement procedures as adapted to be consistent with IFAD’s
Procurement Guidelines; reporting on progress against the project’s expected outcomes;
preparing consolidated financial reports, SoEs, AWPBs and WAs and submitting them with the
required supporting documentation to the Project Coordination Unit for further consolidation and
onward sending to IFAD; maintaining a national M&E for the component; facilitating
national/inter-district multi-stakeholder meetings, training and other KM activities; facilitating the
formulation of guidelines and recommendations on improved, climate resilient and sustainable
rangeland management. The LNWMGA will play a major role in the implementation of the
activities further detailed in the three sub-components. The National University of Lesotho (NUL)
and the Lesotho Agriculture College (LAC) will also be involved in certain activities related to
research and capacity development.
Sub-component B1 – Improved Nutrition
27. The overall responsibility for the implementation of sub-component B.1 will be with MAFS/DLS
through District Animal Production Officers (DAPOs) in collaboration with LNWMGA and DRC,
and the support of NUL and LAC.
(a) Extension and training (farmers): WAMPP will enhance extension and training capacity
through a public/private approach in which - under the project - the overall responsibility and
the monitoring and evaluation functions will be with the Government technical staff (DAPOs,
DEOs and ATOs), while actual “field work” will be undertaken by the LNWMGA through
Community Livestock Extension Workers (CLEWs). NUL will be contracted (i) to prepare
training packages (including a ToT training manual and self-tutorial training material in
Sesotho on feeding practices which would be adapted to low farmers’ literacy level); (ii) to
train 260 CLEWs; (iii) to advice DLS and LNWMGA on how to set up effective
demonstration activities and (iv) to provide technical backstopping during “field days” for
farmers visiting the demonstration sites. Two CLEWs will be selected within members of
SSAs for training and they will provide their services in the context of DWMGAs’ activities
and in coordination with DEOs and ATOs. They will be gradually supported to become
private “small business” operators responsible for selling inputs, particularly feed and forage
seeds along with technical advisory services.
(b) Extension and training (Government Staff): DLS officers will be offered the opportunity to
attend technical seminars on improved nutrition to upgrade their knowledge and capacity.
The seminars will be organized by the LNWMGA and will be demand-driven building on
specific request from attendants. National and Regional speakers will be invited to the
seminars as resource persons.
(c) Applied Research: DLS will sub-contract the Department of Research (DRC) in MAFS to
conduct trials on the selection of improved/frost tolerant forage species, improved feeding
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practices and sheep fattening. As part of the contract to NUL for this component, an
allocation will be made for 2 MSc and 10 BSc students (1 per District) to be associated with
the research programme on improved feeding developed by DRC and attend technical
seminars. Equally, an allocation for 10 college students from LAC to attend field research
activities and technical seminars has been made. WAMPP will allocate funds to facilitate
the publication or the presentation in Regional workshop/seminars of research’s results and
knowledge generated by the project.
(d) Establishment of supply chains for feed and forage seeds. LNWMGA will be responsible for
establishing supply chains for feed and forage seeds. The Association will procure
commercial feed, feed pre-mix and mineral supplement through a bidding process to source
the least costly but quality products. LNWMGA will ensure storage, transport and delivery to
SSAs. Feed will be sold to farmers and funds will be used to purchase a new stock under a
revolving process. Forage seeds will be procured by DCS and distributed by LNWMGA
according to procedures regulated by a Memorandum of Understanding. Forage seeds will
be delivered and sold at SSAs. LNWMGA will be audited annually to assess the correct
utilisation of allocated funds. Eventually CLEWs will be responsible for selling seeds and
feed to farmers with a small mark-up as a mean to support rural small business with youth
(as per GoL policy).
Sub-component B2 – Improved Breeding
28. The overall responsibility for the implementation of sub-component B.2 will be with MAFS/DLS,
however a major role will be played by the LNWMGA. The research component will be led by
DRC with the support of NUL and LAC.
the monitoring and evaluation functions will be with Government technical staff (DAPOs,
Community Livestock Extension Workers (CLEWs). NUL will be contracted (i) to prepare
training packages (including a ToT training manual and self-tutorial training material in
Sesotho which would be adapted to low farmers’ literacy level) on livestock breeding
practices and (ii) to train 260 CLEWs (see par. 19, bullet a). The disbursement of funds to
NUL and LAC will be audited to ensure the appropriate use of funds.
(b) Extension and training (Government Staff): DLS officers will be offered the opportunity to
attend technical seminars on improved breeding management to upgrade their knowledge
and capacity. The seminars will be organized by the LNWMGA and will be demand-driven
building on specific request from attendants. National and Regional speakers will be invited
to the seminars as resource persons.
conduct research on breeding issues (see par. 32) As part of the contract to NUL for this
component, an allocation will be made for 2 MSc and 10 BSc students (1 per District) to be
associated with the research programme on improved breeding developed by DRC and
attend technical seminars. Equally, an allocation for 10 college students from LAC to attend
field research activities and technical seminars has been made. WAMPP will allocate funds
to facilitate the publication or the presentation in Regional workshop/seminars of research’s
results and knowledge generated.
Sub-component B3 – Improved Animal Health
29. The overall responsibility for the implementation of sub-component B.3 will be with MAFS/DLS
through District Veterinary Officers in collaboration with LNWMGA and DRC, and the support of
NUL and LAC.
the monitoring and evaluation functions will be with Government technical staff (DVOs,
Community Animal Health Workers (CAHWs). NUL will be contracted (i) to prepare training
packages (including a ToT training manual and self-tutorial training material in Sesotho
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which would be adapted to low farmers’ literacy level) on animal health practices and (ii) to
train 260 CAHWs. Two (2) CAHWs will be selected within members of SSAs for training
and they will provide their services in the context of DWMGAs’ activities and in coordination
with DVOs and ATOs. The disbursement of funds to NUL and LAC will be audited to ensure
the appropriate use of funds.
(b) Extension and training (Government Staff): DVOs, ATOs and other technical staff at district
level will be offered the opportunity to attend training workshops on improved animal health
management to upgrade their knowledge and capacity. The training will be organized by the
LNWMGA and will be demand-driven building on specific request from attendants.
conduct on-farm research on small ruminant diseases. DRC will contribute to the
epidemiological studies and the preparation of Climate Change Animal Health Vulnerability
Maps. As part of the contract to NUL for this component, an allocation will be made for 2
MSc and 10 BSc students (1 per District) to be associated with the research programme on
improved animal health management developed by DRC and attend technical workshops.
Equally, an allocation for 10 college students from LAC to attend field research activities
and technical workshops has been made. WAMPP will allocate funds to facilitate the
publication or the presentation in Regional workshop/seminars of research’s results and
knowledge generated by the project.
COMPONENT C – WOOL AND MOHAIR FIBRE HANDLING AND MARKETING
30. Overall coordination of the component will be with MTICM. Implementation will be aligned with
private-sector led development strategy as postulated in the NAPA. Sub-component one and
parts of sub-component three will be managed jointly by the LNWMGA and MTICM (under a
MoU). Sub-component two will be coordinated by MTCIM together with the Mohair Trust. MTICM
and LNWMGA will ensure coordination of the activities with the PCU at the national level, and
through the DNWMGA and DPC at the district level.
31. Overall coordination of the component will be with MTICM and LNWMGA, who will sign a MoU
which specifies their respective responsibilities.
(a) Capacity development: a service provider (or several) will provide the capacity building at
SSAs.
(b) Sheds rehabilitation and construction: The decision on which sheds to renovate and where
to build new ones is jointly decided by MTICM, MAFS, and LNWMGAs. Proposed locations,
both for rehabilitation of existing ones, as well as for new ones, will be collected in the first
project year. Then renovation and construction can be planned in the AWPB for the
following project years. MAFS and MTICM are already constructing additional sheds and
there are plans for future extension of the networks of sheds. This will be considered, but
consultation with LNWMGAs and SSAs shall ensure that capacity needs are also
addressed sufficiently. Investment works will be financed through the project, and private
companies will do constructions after winning national tenders. SSAs will contribute with
labour in the renovation and maintenance of sheds. Alternative energy sources (solar
panels) will be installed in selected sheds far from the grid.
(c) Roads and electricity: For the construction of roads and electricity connection to the grid the
Ministry of Local Government will be consulted, and invited to the Project Coordination
(DPC) committee and Project Steering Committee meeting in Maseru to endorse the site
selection and related works for inclusion in the project’s AWPB. The site selection should be
built on economic viability of applying modern technology (throughput), vulnerability
(climate-sensitive maps – Component A), and managing capacity at shed-level (pending the
judgement of the LNWMGA and MTICM).
Sub-component C.2 – Cottage Industry and Niche Market Development
32. The implementation of this sub-component will be led by MTICM, with support of the Women
Export Associations, LNWMGA, NGOs and others as needed.
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(a) Product improvements: Young design graduates will work with the cottage industries to
improve design and range of products. The project budget for each project year six monthly
salaries for young designers. These should serve as incentive to bring the two parties
together, which ideally will emerge in a sustainable symbiosis: For the graduates, this give
an opportunity to apply knowledge and become part of the cottage industry or start related
business. The cottage industry women gain access to new production techniques,
information on consumer taste and marketing strategies.
(b) Business skill training of cottage industry: WAMPP will seek proposals from different service
providers, who could train cottage industry women, especially those in managing functions,
how to run their groups more productively. Potentially service providers are NGOs
operational already in the sector, lectures at the NUL, as well as the government agency
focusing on enterprise development (BDECO – Business Development Cooperation).
(c) Piloting improved technology: Cottage industry is characterised by a low degree of
mechanisation, which on the other side is a trademark and a comparative advantage of the
industry. Nevertheless, small-scale technology, such as motorized weaving looms (where
energy supply is sufficient), or sorting machines can make impressive improvements in
terms productivity, product quality and working conditions. Based on findings from studies
launched by the project, and expert consultation, WAMPP will assist in identifying and
funding technologies, which would be appropriate to operate in the cottages. Simple
technology with low maintenance requirement should be preferred. Cottage industries who
form an association will obtain ownership of the technology, in order to avoid elite capture.
(d) Linking cottages with high-quality inputs: WAMPP will promote the access to high-quality
inputs through three related mechanisms: (i) the project will subsidies a first pool of high
quality input, as injection for cottage industry to improve product quality and generate higher
returns. These returns will be used to acquire future high-quality inputs. (ii) Based on
business plans (see capacity building), cottages will forecast input requirements on an
annual basis. This information can be used to source high quality wool directly from
shearing sheds. To facilitate this, MTICM – in cooperation with LNWMGA – will establish
supply contracts between SSAs and cottages. Purchase prices will be based on the current
market price by quality grade. (iii) MTICM will facilitate multi-stakeholder platform meetings.
At these meetings all relevant actors from the sub-sector should meet, exchange
information on potential challenges, and opportunities for Lesotho’s wool and mohair
cottage industry.
33. MTICM and its LPMS will lead the implementation of this sub-component, in coordination with
the DEOs and the DLS. Two community members will be trained as auctioneers (s. below), while
the DAPOs and District Marketing Assistants shall oversee documentation of auctions. DWMGA
and the service provider hired under sub-component A2 will run sensitization campaigns to
inform farmers on the need and advantages of selling unproductive animals. Ten slab operators
will be selected based on below criteria following a national tender. DWMGA or other private
entities may manage the slabs under a lease agreement with MTICM. DLS will be responsible
for meat inspection, while the DoLM will facilitate record keeping.
(a) Tender for operating auction places/district slabs: Once infrastructure of auction sites and
district slabs is rehabilitated, national level tenders, advertised through newspaper, the
LNWMGA and at shearing sheds, will identify suitable candidates to run auctions/slabs as a
private business. The MTICM will have the lead in facilitation of the tender, as well as in
shortlisting proposals. A committee, including the grower association and DLS will rank
bidders and interview final candidates. Tenants will have to pay a fee to MTICM for
operating the slabs.
(b) Auction training tour: 2 community members, that are well regarded and rooted in the
community, but also dynamic enough to move around village and districts are to be
selected, shortlisted as auctioneers. The identification of the candidates should be in
agreement with the SSAs/ LNWMGAs. These members, probably together with 1-2 officer
from MTICM are send to participate in a formal auctioneer training at The South African
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Kingdom of Lesotho
80
Auctioneering College in Johannesburg ( a 5 days training course). In the second week of
their learning tour, they will visit livestock auctions in boarding market towns of South Africa.
These auctions should be used as learning events, as well as to engage with buyers on
their potential will to come to Lesotho and source livestock from there.
(c) Slab operator: Once the district slabs are rehabilitated, national tender will identify potential
slab operators. Candidates will be shortlisted and selected according to business capacity,
experience in meat/livestock sector and their connection with the communities. A private
sector led approach of the slabs is paramount for economic sustainability. However, due
importance shall be given to maintain relationship with the communities as criteria in the
selection. Once selected, slab operators will receive training in slab operation: This shall
ensure that slabs are run both, economically and hygienically in a sustainable manner.
(d) Slab operation subsidies for first year: WAMPP will facilitate the start-up of the district slabs
by covering first year maintenance and operation costs for the newly contracted slabs.
Project start-up activities
34. The early implementation activities for WAMMP with milestones are summarised in the table
below. Most of the actions will be facilitated by the GOL (MFLR, MAFS, MTICM, MEMWA,
MLGC and MoF) with implementation support from IFAD to enable a seamless start-up of
WAMMP.
Action
Negotiate financing agreement
Review the 18-month procurement plan
Sign the financing agreement (following IFAD board approval in Sept
2014)
Establish the PSC
Completion
Date
Sept. 2014
Sept 2014
Nov. 2014
Conduct start-up workshop and re-orientation of PCU and PSC
Nov-Dec
2014
Jan-Mar
2015
Mar 2015
Finalization of the PIM
Apr 2015
Review fine-tune terms of reference for all staff positions, consultants
and management committees
Establish District Coordination Committee and field implementation
Team
Prepare and negotiate MOUs with all implementing partners (GOL,
ICRAF, NUL, LMWMGA and sign MOUs
Conduct baseline surveys to fill existing data gaps, including for the
Level 3 RIMS indicators, so that the log frame indicators can be more
meaningfully quantified and adequately adjusted
Conduct awareness creation/PRAs on project objectives and
implementation arrangements
Conduct awareness creation to beneficiaries on implementation
arrangements
Carry out a quick capacity audit of key implementation partners and
service providers including a training needs assessment to fine-tune the
capacity building plan which will inform successive AWPB
st
Preparation of WAMMP 1 implementation year AWPB
Apr 2015
Recruit PCU staff
Develop a rolling training schedule that targets key implementers with a
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Mar-Jun
2015
Mar-Jun
2015
May-Jun
2015
Who
IFAD/GOL
IFAD/GOL
MOF/IFAD
GOL(MAFS)
GOL/IFAD
GOL/IFAD/
Service providers
PCU/ Consultants/
Impl. Partners
PCU/PSC/
IFAD
GOL
GOL/PCU/
Partners
PCU/ Consultants/
Impl. partners
Jul-Sep
2015
Jul-Sep
2015
Mar-Jun
2015
PCU
Mar-Apr
2015
Jul-Sep
PCU/IFAD/ Service
providers
PCU/ Consultants/
PCU/Impl. partners
PCU/Consultant
Impl. Partners
http://www.auctioncollege.co.za/index.php?option=com_content&view=article&id=3&Itemid=3 Note: cost for 5 day
auctioneer training cost 7000 rand.
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Kingdom of Lesotho
focus on additional leadership/ management and technical training
needed to deliver WAMMP operations
Conduct training and re-orientation of key implementers with clear
indications of expected changes
Conduct first WAMMP annual review workshop
100
2015
Impl. Partners
Sept-Nov
2015
Nov 2015
PCU/
Consultants/GOL
PCU/Impl. Partners
Kingdom of Lesotho
APPENDIX 1: WAMPP Management Chart
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Kingdom of Lesotho
APPENDIX 2 Terms of Reference for Key PCU Staff Positions
PROJECT DIRECTOR (PD)
Reporting to the Principle Secretary (PS) of the Lead Agency, the Ministry of Agriculture and Food
Security (MAFS), or a senior official designated by the PS to act on his/her behalf, the PD will be
responsible for the day-to-day operations and coordination of the project activities and for ensuring
that all requirements (AWPBs, budgetary allocations, disbursement of funds, progress reports,
audit reports, withdrawal applications etc) are prepared and submitted on time. He/She will also be
the Secretary to the Project Steering Committee (PSC), which will be chaired by the Principle
Secretary of the Ministry of Development Planning or her/his designated representative.
Responsibilities
 Provide effective leadership to the Project Coordination Team;
 Effective utilization of project funds and other resources;
 Implement the decisions of the PSC;
 Disseminate government policy related to the project and agricultural development in
general;
 Mobilize funds as per the project requirements and rules;
 Deploy all project staff as appropriate and supervise PCU staff to ensure that they meet their
mandated responsibilities;
 Organize the staff training programme;
 Recruitment and supervision of technical assistance;
 Ensure project implementation according to the AWPB and Procurement Plan;
 Ensure that technical designs of project activities are done as per specifications or universal
requirements;
 Ensure full functioning of the project’s Monitoring and Evaluation system;
 Supervise implementation of activities financed by the project through contracts,
implementing partners or farmers/herders;
 Ensure that project progress, audit and other reports are produced and submitted to the
appropriate stakeholders on a timely basis;
 Adequate liaison and networking with other key agencies either working in the project area
or potentially concerned with project activities, and with other relevant sectoral projects;
 Promote appropriate technology for the project in a participatory integrated development
manner;
 Ensure gender mainstreaming and equality in all project activities;
 Accurate knowledge management including information dissemination about project
activities;
 Represent the project at relevant functions and meetings; and
 Perform any other duty relevant to the project as may be assigned by the PSC or PS of the
lead agency responsible for the project or his/her designated representative.
Qualifications
 Be a citizen of the Kingdom of Lesotho;
 Be a professional of high standing;
 Have a first degree in Agronomy, Livestock/Veterinary Development, Natural Sciences,
Project Planning, Economics, Social Science or a relevant field from a recognized university.
Relevant post graduate qualification will be an added advantage;
 Proven managing skills and have a good understanding of participatory approaches to
activity–based planning, budgeting and accounting;
 Full command in planning and budgeting as well as of M&E
 Have 15 years working experience 5 of which must be at senior management;
 Have clear understanding of government policies and operations;
 Be up to date with the reform process in the relevant sectors;
 Be computer literate and able to apply basic software for the project;
 Be conversant with appropriate technologies used in the various project components;
 Be able to mobilize funds and be familiar with development partners and financiers;
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Kingdom of Lesotho
 Be able to work in a multi-sectoral and multi-disciplinary professional setup;
 Have proposal and report writing skills;
 Be able to communicate in national language and English;
 Have strong leadership, training and communication skills.
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Kingdom of Lesotho
FINANCIAL MANAGEMENT OFFICER (FMO)
Reporting to the Project Director, the FMO will be responsible for the administration of the financial
resources of the project.
Responsibilities
 Preparation of the annual budget in line with the guidelines provided by the Ministry of
Finance and IFAD for inclusion into the national budget;
 Ensure that proper financial procedures are adhered to by all project staff and implementing
agencies at the national and local levels;
 Facilitate the disbursement of project funds;
 Compile the SOEs for the PCU, the Districts, the Lead Agency and any other implementing
agencies and preparing Withdrawal Applications (WAs). For this function, the FMO will liaise
with the District accounts personnel and implementing agencies to ensure that SOEs from
the respective Districts and agencies are prepared on time and forwarded to the Borrower
and IFAD;
 Liaise with the accounts personnel of the Borrower to reconcile the WAs with the Exchequer
Requisitions from all cost centers;
 Prepare timely financial reports for the project and advise the PCU on the project’s financial
status and trends;
 Ensure that external auditors are availed all necessary documents during the audit as
detailed in the financing agreement;
 Identify suitable software packages for efficient project accounting, financial management
and controls;
 Facilitate capacity building on financial management for implementation partners at the
national, District, Sub–Centre and community levels;
 Undertake any other duties assigned by the PD.
Qualifications
 Have a Bachelor of Commerce (Accounts options) or Finance or Business Administration
degree from a recognized university plus professional accounting qualification (CPA);
 Have 10 years working experience in a similar position;
 Be familiar with financial management/accounting in a government ministry/department and
donor-funded projects;
 Be computer literate, especially in electronic spreadsheet, and other specialized accounting
packages;
 Have a good working knowledge of accounting, personnel and procurement policies and
procedures;
 Have a good working knowledge on: (a) banking, and (b) financial control;
 Have strong leadership and communication skills.
 Be fluent in both English and national language;
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Kingdom of Lesotho
PROCUREMENT OFFICER (PO)
Reporting to the Project Director, the PO will be responsible for coordinating the procurement
function based on Government and IFAD guidelines and procedures.
Responsibilities
 In collaboration with other members of the PCU and implementing partners, prepare the
rolling 18-month procurement plan for works, goods and services required by the project and
submit same for approval by the PSC and IFAD along with the AWPB;
 Ensure the preparation and assembly of tender and contract documents for specific
procurements according to Government and IFAD guidelines;
 Assist the members of the PCU and other implementing partners in preparation of TORs
and contractual documents;
 Prepare tender notices and advertisements in appropriate national and international papers
and websites as required;
 Participate in relevant tender committee meetings at the Lead Agency and assist with the
preparation of committee reports;
 Review and advise on tender evaluation reports prepared by the Districts and other
implementing agencies and make necessary follow-up;
 Participate in monitoring visits of the PCU contract monitoring committee;
 Maintain procurement files containing high quality and readily available information for
review by supervision missions;
 Maintain the contract register and regularly update the same with monitoring data on
progress of all contracts;
 Draw the attention of the PD to potential or actual violation of contractual terms by
contractors and service providers for appropriate sanctions;
Qualifications
 Have a Bachelor’s degree in Commerce, Public Administration, Law, Accounting or any
other related field. A post graduate qualification will be an added advantage;
 Have a minimum of 8 years’ experience dealing with procurement of civil works, goods and
services, and with the award of contracts for Government/donor funded projects;
 Have experience in preparing tender and contract documents for national and international
competitive bidding;
 Have a comprehensive knowledge of Public Procurement Regulations, as well as
procurement guidelines for IFAD and the World Bank;
 Be computer literate;
 Be fluent in both English and national language;
 Have good interpersonal and communication skills.
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Kingdom of Lesotho
MONITORING & EVALUATION OFFICER (M&EO)
Reporting to the Project Director, and working very closely with the Knowledge Management and
Learning Officer, the M&EO will be responsible for coordinating and facilitating the project planning
and M&E activities towards a coherent and flexible project data management system.
Responsibilities
 Establish a Monitoring and Evaluation (M&E) system taking into account the Government
monitoring frameworks, IFAD RIMS, the project objectives and the experience from other
IFAD supported Projects in Lesotho;
 Introduce the multidimensional poverty assessment tool – MPAT;
 Develop a Management Information System (MIS) for managing data and information for
overall monitoring;
 In collaboration with members of the PCU, the Districts and implementing partners, fine-tune
the M&E indicators and the logframe of the project;
 Organize and supervise focused baseline surveys at the beginning of the project and update
the project logframe with the revised indicators;
 In collaboration with other members of the PCU, the Districts and other implementing
partners, coordinate the preparation and revision of the project annual work plan and budget
(AWPB);
 Establish implementation targets, monitor implementation processes and performance, and
assess outputs and outcomes;
 Facilitate the project’s annual review workshops, impact assessment studies, Mid Term
Review and completion review;
 Collate essential data to be included in quarterly, semi-annual and annual reports;
 Monitor financial and physical progress as well as reporting back to stakeholders to create a
better learning environment;
 Organize training on M&E for members of the PCU, implementing partners and Districts as
required; provide technical backstopping to implementing agencies for preparing the AWPBs
and for compliance with reporting requirements;
 Improve project performance by providing relevant and well researched information to the
PCU, implementing partners and counties on a timely basis;
 Ensure capture of intended impact as well as successes and failures
 Liaise with the component managers within the key ministries and the Field Implementation
Teams the Districts, implementing partners and service providers for effective linkages and
information exchange;
Qualifications
 Have a Bachelor’s degree in Economics, Mathematics, Statistics or a related field from a
recognized university. A post graduate diploma/certificate in MIS or M&E will be an added
advantage;
 Have 8 years working experience, at least 3 of which must be in M&E of Government of
Kingdom of Lesotho or donor-assisted project;
 Full command in M&E related techniques including conducting surveys and PRAs;
 Be computer literate and able to use advanced computer packages for quantitative and
qualitative analysis and data base storage;
 Have knowledge and experience on the project cycle related activities and developments in
the sector;
 Be fluent in both English and a national language;
 Have good interpersonal and communication skills.
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Kingdom of Lesotho
KNOWLEDGE MANAGEMENT OFFICER (KMO)
Reporting to the Project Director, and working very closely with the M&E Officer, the KMO will
coordinate the establishment and operation of an integrated Knowledge Management and Learning
(KM&L) system towards a coherent and flexible project management system. The system will link
five functions: learning and adaptation for continuous improvement of performance; learningoriented M&E; internal (PCU) and external (stakeholders) communication; innovation and
experimentation; and information management.
Responsibilities
 Oversee the development of a KM strategy and plans to ensure systematic, continuous
learning, improvement and knowledge sharing;
 Develop and implement processes to ensure that lessons learned and good practice are
captured systematically, shared, and used to improve project implementation, including in
the development of the AWPB;
 Support advocacy efforts through providing evidence of impact gathered through the M&E
system, closely linked to knowledge management and communication activities;
 Coordinate the development and implementation of capacity building programmes for PCU
staff, the Districts and implementing partners, including coaching and mentoring;
 Provide technical backstopping and guidance to District and implementing partner staff on
KM&L;
 Develop or adapt an internet based and other relevant tools and processes for implementing
staff to collect, process/analyse, store and share information and knowledge, and ensure
relevant staff have the capacity to use them;
 Ensure that innovative experiences, learning and good practices are captured, synthesized,
documented and shared continuously within the project, within the Districts, with in-country
partners, IFAD and other regional and international partners, including through a project
website, documentation centre, communities of practice, etc;
 Oversee communication support to awareness raising and sensitisation of project
participants, including building understanding of the project’s objectives, benefits;
 Coordinate the preparation of the work plan and budget, and progress reports for knowledge
management and learning;
Qualifications
 Have a first degree in media, communications or other relevant field. A post graduate
qualification in M&E, knowledge management or related field would be an advantage;
 Be proficient in the use of databases, spreadsheets, modern information and communication
technology (ICT) in development, and other computer applications; Have at least 8 years
relevant work experience, 3 of which should be in the field of KM, M&E, MIS, project
management, facilitation of learning processes or a related filed;
 Have proven experience in designing and implementing successful communication and
knowledge management strategies for sustainable development, or in planning and
implementing strategies at management level;
 Have experience in analysing complex programmes or policies;
 Be able to write reports, articles and or pamphlets depicting project interventions and results;
 Be able to communicate in a National language and English.
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Kingdom of Lesotho
COMPONENT MANAGER (CM) – Component A – Sustainable Rangeland Management
Reporting to the PSC through the Project Director, and in close consultation and guidance with the
Principle Secretary (PS) of the Lead Agency for Component A, the Ministry of Forestry and Land
Reclamation (MFLR), or a senior official designated by the PS to act on his/her behalf, the CM will
be responsible for the day-to-day operations and coordination of the project activities under
Component A and for ensuring that all requirements (AWPBs, budgetary allocations, disbursement
of funds, progress reports, audit reports, withdrawal applications) are prepared and submitted on
time by the partners to the Project Management Unit (PMU). He/She will ensure coordination of
activities between the District Teams and the sub-component teams based in Maseru. ). Given the
cross sectoral nature of Component A the Manager will act as point of liaison between the Lesotho
Meteorological Services (LMS) and Department of Range Resource Management (DRRM) in the
receipt and transmission of climate and agro-climate information.
Responsibilities
 Provide effective leadership to Component A Team;
 Implement the decisions of the PSC and the PMU as appropriate to Component A;
 Deploy all project staff in Component A as appropriate ensure that they meet their mandated
responsibilities;
 Work with the PD to organize the staff training/capacity building programmes as appropriate
for Component A;
 Ensure Component A implementation according to the AWPB and Procurement Plan;
 Ensure that technical designs of project activities are done as per specifications or universal
requirements;
 Supervise implementation of Component A activities financed by the project through
contracts, implementing partners or farmers/herders;
 Building RA/VGS, DRRM and LMS staff capacities in climate resilient approaches for
sustainable range management
 Recruitment and supervision of technical assistance;
 Represent the project at relevant functions and meetings relevant to the development of the
Rangeland Management Act.
 Coordinate the establishment of the Land Degradation Surveillance Network and National
rangeland Assessment
 Promote the necessary participatory and social empowerment tools to improve the
rangeland management processes
 Assist in the development of agro-meteorological products and decision support systems
designed for transmission to the relevant extension services and project stakeholders.
 Ensure the sound integration of climate-resilient technologies in the rangeland management
plans
 Ensure gender mainstreaming and equality in all project activities with special reference to
Component A;
 Adequate liaison and networking with other key agencies either working in the project area
or potentially concerned with Component A activities, and with other relevant sectoral
projects;
 Assisting in the preparation, implementation of and follow up to Learning Routes, with regard
to climate resilient development
 Accurate information dissemination about project activities;
 Support the PD to ensure that project progress, audit and other reports are produced and
submitted to the appropriate stakeholders on a timely basis;
 Perform any other duty relevant to the project as may be assigned by the PD, PSC or PS of
the lead agency responsible for the project or his/her designated representative.
Qualifications
 Be a professional of high standing;
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Kingdom of Lesotho
 Have a first degree in Agronomy, Livestock/ Natural Sciences, Economics, Social Science
or a relevant field from a recognized university. Relevant post graduate qualification will be
an added advantage as will a demonstrated understanding of Climate Change and
Adaptation needs in southern Africa;
 Have a good understanding of participatory approaches to activity–based planning,
budgeting and accounting;
 Have clear understanding of government policies and operations with special reference to
rangelands and climate change;
 Be able to work in a multi-sectoral and multi-disciplinary professional setup – ensuring close
collaboration between DRRM staff and LMS is essential;
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Kingdom of Lesotho
COMPONENT MANAGER (CM) – Component B - Improved Livestock Production and
Management
Principle Secretary (PS) of the Lead Agency for Component B, the Ministry of Agriculture and Food
Security (MAFS), or a senior official designated by the PS to act on his/her behalf, the CM will be
responsible for the day-to-day operations and coordination of the project activities under
Component B and for ensuring that all requirements (AWPBs, budgetary allocations, disbursement
of funds, progress reports, audit reports, withdrawal applications etc.) are prepared and submitted
on time by the partners to the Project Management Unit (PMU). He/She will ensure the
coordination of activities between the District Teams and the sub-component teams based in
Maseru. The CBM will also ensure the coordination of activities with the Service Provider (NGO),
the representatives of the Lesotho Wool and Mohair Growers Association (LNWMGA) at central
and district levels (DWMGA), the National University of Lesotho (NUL) and the Lesotho Agricultural
College (LAC).
Responsibilities
 Provide effective leadership to Component B Team;
 Implement the decisions of the PSC and the PMU as appropriate to Component B;
 Deploy all project staff in Component B as appropriate ensure that they meet their mandated
responsibilities;
 Work with the PD to organize the staff training/capacity building programs as appropriate for
Component B;
 Ensure Component B implementation according to the AWPB and Procurement Plan;
 Ensure an effective cooperation and liaison between DLS and LNWMGA’s staff both at
central and at district level;
 Supervise implementation of Component B activities financed by the project through
contracts (i.e. NUL), implementing partners or farmers/herders;
 Recruitment and supervision of national and international technical assistance;
 Ensure the sound integration of climate-resilient technologies in the livestock feeding,
breeding and health plans
Component B;
 Prepare accurate and timely reporting and provide for quality information dissemination
about project activities;
Qualifications
 Have a first degree in Agronomy, Livestock or a relevant field from a recognized university.
Livestock production, nutrition, breeding and health;
collaboration between MAFS staff and LNWMGA essential;
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Kingdom of Lesotho
Component Manager (CM) – Component C – Wool and Mohair Fibre Processing and
Marketing
Principle Secretary (PS) of the Lead Agency for Component C, the Ministry of Trade, Industries,
Cooperatives and Marketing (MTICM) or a senior official designated by the PS to act on his/her
behalf, the CM will be responsible for the day-to-day operations and coordination of the project
activities under Component C and for ensuring that all requirements (AWPBs, budgetary
allocations, disbursement of funds, progress reports, audit reports, withdrawal applications etc.) are
prepared and submitted on time by the partners to the Project Coordination Unit (PCU). He/She will
ensure the coordination of activities between the District Teams and the sub-component teams
based in Maseru. The CM will also ensure the coordination of activities with the Service Provider
(NGO), the representatives of the Lesotho Wool and Mohair Growers Association (LNWMGA) at
central and district levels (DWMGA), the Mohair Trust, and the Cottage Industries and their
representatives (Women Export Association).
Responsibilities
 Provide effective leadership to Component C Team;
 Implement the decisions of the PSC and the PCU as appropriate to Component C;
 Deploy all project staff in Component C as appropriate ensure that they meet their mandated
responsibilities;
 Work with the PD to organize the staff training/capacity building programmes as appropriate
for Component C;
 Ensure Component C implementation according to the AWPB and Procurement Plan;
 Ensure an effective cooperation and liaison between MTICM and LNWMGA’s staff both at
central and at district level;
 Supervise implementation of Component B activities financed by the project through
contracts (e.g. Shearing training at shearing sheds, etc.), implementing partners or
farmers/herders;
 Recruitment and supervision of national and international technical assistance;
Component C;
 Prepare accurate and timely reporting and provide for quality information dissemination
about project activities;
Qualifications
 Have a first degree in Social Science, Economics, Business Studies or relevant field from a
recognized university.
 Have proven understanding of private-sector driven development approach;
the wool and mohair value chain, as well as basic the meat sector, and cottage industry;
 Be able to collaborate and coordinate with numerous stakeholder at one time;
collaboration between MAFS staff and MITCM is essential;
 Be able to communicate in national language and English; and
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APPENDIX 3 CAPACITY BUILDING PLAN
TENTATIVE SKILLS IMPROVEMENT PLAN
Component A1. Strategic Planning & Monitoring for Improved Rangeland Mgt
ACTIVITY
1.Technical services and training of national staff
Project Timeline
Year 3
Year 4
Year 5
Year 1
Year 2
Technical Assistance for establishment of technical sites
1
2
1
1
Technical Assistance to draft national rangeland management Act
ToT on Group and infrustracture mapping and range management
Development of climate information services & training of national staff
1
2
2
1
2
1
1
1
-
Year 6
Year 7
Total
Total Cost USD
(000)
-
-
1
6
60
DRRM – ICRAF
-
-
-
4
2
5
40
100
125
Service provider (Local)
National University of Lesotho
ICRAF/DRRM
Subtotal
2. Workshops
Training of DRRM staff on LDFS methods
District and community consultations
M&E training for district staff
National consultaions (princ. chiefs & stakeholders on rangeland mngt act)
Inservice training of LMS staff on M&E and information services
Subtotal
325
3
10
2
4
1
1
1
1
2
1
2
1
-
1
1
1
-
1
-
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Total
Total Cost USD
(000)
Development of best practice guidance for RMAs and VGSs
3
3
-
-
-
-
-
6
60
Development/Formulation of Grazing association (RMAs and VGS)
22
22
22
22
22
22
22
147
1 540
Mentoring meetings of RMAs and VGSs
Formulation and approval regs and planning methodology
Curricullum Dev. For climate change training
Formulation and approval of Regs and planning methodology
20
2
60
2
100
1
100
-
100
-
100
-
460
5
2
2
1
754
50
20
50
ACTIVITY
1. Technical services and training of national/local organizations
3
1
1
11
10
8
2
4
Subtotal
2. Workshops
Training of trainers on climate resilience and rangeland mngt assessment
Meetings on best practice lessons for RMAs and VGSs
Land use security assessment for grazing associations and woolsheds
Farmers to farmer exchange visits
Civic education campaign and training
District and community consultations for grazing plans
Holistic range management trainer
Subtotal
Responsibility
280
50
40
40
40
450
2 474
2
10
10
82
2
10
10
10
10
120
3
112
2
20
10
144
2
20
170
2
20
205
250
300
6
20
20
70
20
1 271
7
15
20
20
350
60
318
42
825
DRRM/ICRAF
DRRM/ICRAF/NUL
DRRM/NUL
DRRM
DRRM/ICRAF
Responsibility
DRRM and LG
DRRM/LG/Chiefs/VGS
DRRM/Chiefs/ LG/ LMS/LDCF
DRM/LMS
NUL/DRRM
NUL/DRRM
DRRM/NGO
DRRM/NGO
DRRM
NUL/DRRM
DRRM
DRRM/NGO
DRRM/Chiefs
PMU/DRRM/Consultant
Kingdom of Lesotho
Sub-Component B1. Improved Nutrition
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Total
Total Cost USD
(000)
7
6
-
-
-
-
13
78
ACTIVITY
Responsibility
1. Training
Training for CLEWs - Improved Nutrition
2. Workshops
Demonstration on crop residues & low cost silage
Demonstration forage production
Demostrating fodder legumes in intercropping systems
National seminar on Improved Nutrition
Subtotal
3. Consultancies to develop curricullum and training & technology development
Contract with NUL
Contract with Dept. of Research
Presentation of research results in scientific events
Subtotal
Sub-B2. Improved Breeding
ACTIVITY
1. Training
Training for CLEWs - Improved Breeding
2. Workshops
National seminar on Improved Breeding
National NBPMA Workshop
Districts NBPMA Workshops
Subtotal
3. Consultancies -technical services and mentoring of national staff
International Breeding expert accompanied withnational staff mentoring
Subtotal
Sub-component B3. Improved Animal Health
ACTIVITY
1. Consultancies - technical services & mentoring of national staff
International consultant on disease control and treatment strategy
Climate Change Animal Health Vulnerability Map
Epidemiological studies on the incidents and least cost control of parasites
Contract with NUL
Subtotal
2. Training
Training CAHWs
3. Workshops
District Animal Health Workshops
National Animal Health training workshop
Subtotal
-
NUL, DLS/DAPOs
NUL,
NUL,
NUL,
NUL,
NUL,
DLS/DAPOs
DLS/DAPOs
DLS/DAPOs
DLS/DAPOs
DLS/DAPOs
-
20
20
20
1
20
20
20
-
20
20
20
1
20
20
20
-
-
-
80
80
80
2
40
80
40
6
166
1
1
-
1
1
-
1
1
-
-
1
1
1
3
3
3
75
75
6
156
Year 2
Year 3
Year 4
Year 5
Year6
Year 7
Total
Total Cost USD
(000)
7
6
-
-
-
-
13
78
LNW MGA/NBE, DLS/DAPOs
-
1
1
1
-
-
1
-
-
-
2
1
1
6
3
1
10
LNWMGA/NBE, DLS/DAPOs
LNWMGA/NBE, DLS/DAPOs
LNWMGA/DWMGA, DLS
LNWMGA/DWMGA, DLS
2
-
-
-
-
-
-
2
50
103
International Breeding Expert
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Total
1
2
2
1
1
1
-
-
-
-
2
1
2
3
50
50
50
75
225
PMU/DLS
NUL/DR
NUL
NUL/LNWMGA
PMU/DLS
-
7
6
-
-
-
-
13
156
LNWMGA/NUL
-
1
1
-
1
1
-
1
1
-
3
3
60
5
65
LNWMGA, DLS/AHD, NUL
LNWMGA, DLS/AHD, NUL
Year 1
113
Total Cost USD
(000)
PMU/NUL
PMU/NUL/LAC
PMU/NUL
Responsibility
Kingdom of Lesotho
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Appendix 6: Planning, M&E and learning and knowledge management
Appendix 6: Planning, M&E and learning and knowledge
management
PLANNING
1.
The main planning tools for WAMPP comprise the logframe, M&E framework including its
indicators and targets, and the Results Based Annual Workplan and Budget (RB-AWPB). The
logframe provides the targets of the overall project implementation from output over outcome,
development objective to impact levels. The RB-AWPB breaks up these physical targets by year and
attaches the financial resources (IFAD loan and grant, ASAP grant, OFID loan, Government budget
and IP contributions). The RB-AWPB shall present financial and physical outputs and outcomes of the
project for the given year, and reports on the accumulative achievements. The execution of the RBAWPB is monitored along the M&E framework of the project and reported back in regular intervals
from quarterly to semi-annuals reports. The cycle of planning, monitoring and reporting is essential for
efficient management of the project and for achieving the results as agreed.
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2.
Each year the RB-AWPB for WAMPP would be prepared by each implementing partner (IP )
and consolidated by the PCU including the PCU’s own activities. The RB-AWPB will be based on the
project logframe, its targets and indicators.. A template in Excel will be made available in the Project
Implementation Manual (PIM) to facilitate the process and reporting. In addition, IFAD guidelines
requests a narrative to the RB-AWPB to outline the scope and strategy of the project for the given
year.
3.
The RB-AWPB would be prepared through a participatory approach with stakeholders,
incorporating information from the PCU’s and IPs M&E system and recommendations by IFAD
supervision and implementation support missions. Each IP will prepare its AWPBs within their
structures, while it is strongly recommended that the respective officers consult with their peers in due
manner. It is suggested that a bottom up approach will be employed: starting by developing the plans
at the beneficiaries’ level, then moving up to the sub-district and district level officers. The individual
plans would be consolidated at the national, ministry level. Finally, the AWPBs of each IP would be
consolidated into one project RB-AWPB by the PCU, at MAFS. This consolidated RB-AWPB for
WAMPP would be presented to the Project Steering Committee (PSC) for approval. The approved
AWPBs would then be submitted IFAD and OFID for final approval.
4.
Each IP would ensure that maximum co-ordination is achieved between the various activities
under WAMPP at district, shearing sheds and community levels. Co-ordination with governmental
projects and other relevant on-going projects and programmes, particularly those of the Programme’s
financiers. An efficient co-ordination among partners will lead to synergy effects, meaning that the
effects of coordination and cooperation within WAMPP will be greater than the simple adding up of
effects by individual activities. Henceforth, a consolidated implementation matrix would be prepared
annually based on IPs Annual Work Plan and Budgets to ensure synergies and complementarities are
identified and exploited and to facilitate field-level coordination of implementation.
5.
Each IP will convene quarterly meetings with participating organisations to ensure that its
strategic and operational agenda is driven by the concerns of the target groups. There would be semiannual coordination meetings between all IPS along with additional meetings during Supervision
missions.
SUPERVISION
6.
The WAMPP would be directly supervised by IFAD. Direct supervision would encompass four
discrete processes: (i) loan and grant administration; (ii) procurement review (iii) audit review and; (iv)
supervision and implementation support. Direct supervision would be applied as a continuous process
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IP include MAFS, MFLR, MTICM, MEMWA & LNWMGA and other project partners at each administrative level
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which requires on-going communication and engagement with Government and PCU and IP
management. Key supervision processes which would be applied are outlined below.
Loan and Grant administration: ensuring fiduciary compliance, with focus on:

Compliance with legal covenants ;

financial management;
Procurement review with focus on

the procurement planning and processes ;

management and monitoring of contracts ;
Audit review:

prior review of the ToR and appointment of the project audit;

quality of the project audit ;
Project supervision with focus on:

implementation performance and progress towards project objectives;

project investments, outputs, outcomes and impact;

quality of AWPB, M&E and reporting;

effectiveness of the steering committee, project management, implementing institutions and
service providers;

good governance: transparency and participation

targeting and gender.
Implementation support will provide advice for :

efficient achievement of project objectives;

implementing and mainstreaming new approaches for example the integration of climate
resilience as a core element across all IPs and component activities

addressing operational issues and problems;

generating lessons and articulating best practices.
Learning from project interventions with focus on:

introducing a broad programmatic view of development investments;

influencing policy on the basis of operational experiences;

developing climate resilience and mitigation policies and strategies

facilitating financial and operational partnerships.

generating knowledge and lessons;

feeding operational lessons into new project design;

creating innovative instruments, investments, pilot activities;

enabling portfolio restructuring to improve outcomes and results.
7.
Project design would invariably be amended over time, as a result of changing conditions,
emerging operational experiences, political and macro-economic changes, exogenous developments
and force majeure. The supervision process would guide the project towards the achievement of
strategic objectives and broader poverty reduction outcomes, while ensuring fiduciary compliance and
responsiveness to the accountability framework. Several instruments would be applied to influence
implementation: on-going policy dialogue with Government; adjustment of annual work plans and
budgets; revision of implementation manuals; undertaking of supervision and mid-term review
missions, and legal amendments as appropriate.
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RESULTS BASED MONITORING AND EVALUATION
8.
Project M&E. The Project M&E system is designed to generate comprehensive and reliable
information, to improve planning and decision-making for effective managing WAMPP towards results
and impact. The WAMPP M&E system includes IFAD RIMS, the Results and Impact Management
System. Clearly, Project M&E and RIMS are not distinct but rather complementary to each other;
Project M&E and RIMS belong to the same M&E system. This is also shown by the project logframe
which presents both RIMS and other Project Indicators.
9.
M&E results are used by the WAMPP management for daily management decisions and
reporting at regular time intervals. Results generated from the RIMS indicators are reported back
directly to IFAD, once a year. Both, project and RIMS indicators, at each level (output, outcome and
impact), will be used to manage the project and assess its progress and achievements. The IFADRIMS manual and templates will be placed in the Project Implementation Manual (PIM) for guidance.
10. The identification of appropriate indicators and methodologies to measure progress are critical
and have been already identified during the design. The project logframe, the project implementation
manual and the detailed description of the components provide the required information. However, all
implementing partners will need to review the indicators to determine (1) if they are complete to
describe the project; (2) if they are easy to measure; (3) if the source of information is available; and
(4) if the targets are reachable. These points are pre-conditions to set up the M&E system. All
indicators need to be benchmarked against the before-project situation. A baseline needs to be
designed and carried out not later than at project start up. Moreover, the baseline shall be repeated at
mid- term (PY 3) and by project completion. These repeated measurements will allow to obtain the
required data and information for assessing the performance and achievements of the project over
time.
11. Recognising that the impact of WAMPP depends on a fully integrated implementation of the
various components and activities, the system would be participatory and decentralised, and proactively involving target groups and implementing partners. The logical framework would constitute the
basis for results-based M&E, and include an initial list of indicators to track progress and
achievements. All M&E data, analysis, and reporting would be disaggregated by gender. All M&E
activities would be based on the IFAD Guide for Project M&E.
12. The Five Level Structure in M&E. Project M&E are usually outlined along a input-outputoutcome - development objective -impact structure:
-
-
-
Inputs are understood as the financial, human, material resources used to produce outputs through
activities, and achieve outcomes and the development objective. This includes expenditures that
will be financed, and timing; Data would flow directly from records at different management levels
(PCU, IPs, and service providers (LNWGMA, grazing associations, NUL and NGOs) and from
periodic management reporting. Simple indicators would be agreed at start up and monitored
quarterly.
Outputs are what the project delivers in terms of services: training activities, number of
roads/buildings constructed, number of fertilizer / seeds delivered etc.. The nature of information is
rather quantitative and can be obtained from the usual reports and record system. Data would flow
directly from records at different management levels, as per above.
Outcomes refer to changes that are caused by the outputs including behaviour, skills attitude or
knowledge and describe the benefits for participants during or after their involvement in the project.
Qualitative assessments will be combined with qualitative ones, that means information gathered
from household surveys and participatory assessments will complement the data collection, which
is usually done for the output level information. The PCU Monitoring and Evaluation officer, IP
Monitoring and Evaluation Officers as well as NWMGA Extension staff and NGO facilitators would
be responsible for data collection and participatory data analysis. Reporting should be on a
quarterly basis and culminate in an exhaustive progress report by the end of each fiscal year.
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-
-
Development Objective is what the project aims to achieve as end results based on its activities
and investments. The assessment of quantitative and qualitative information is carried out similarly
to the outcome level, as described above.
Impact describes the highest level change to which the project can reasonably contribute. It is a
consequence of achievement of the development objective. The goal should relate to a specific
national objective (e.g. as spelled out in the national Poverty Reduction Strategy). Besides the
quantitative information (outreach), qualitative assessments will be important to understand the
type and depths of impact. Assessments of the impact on the target groups livelihoods would focus
on the related impact indicators such as household incomes, gender equality, poverty status, and
changes in the resource base. It would be based on a sample of households/settlements selected
in the Project targeted districts that would remain constant during the project life. These
assessments are done during before the mid-term and by project completion. Thematic annual
surveys should be added to understand a) the evolution of impact b) reduce annual biases, for
example caused by external shocks such as droughts or a financial crisis.
13. Project Baseline Study. The project baseline is a critical element in the project M&E system. It
provides the basis for the assessment of how efficiently the activitity has been implemented and
results achieved. The Baseline Study uses the logframe structure, plus the additional project
indicators, as the basis. Baseline studies include the target group and a control group. This will be
essential to determine the attribution of results to project activities. A baseline study should be carried
out shortly before or at the onset of the project. It will be repeated by mid-term and at project
completion. Additional thematic studies would be added as of PY 3 in order to obtain qualitative
information on the progress of the effectiveness and efficiencies of specific project interventions. The
Land Degradation Surveillance Framework (LDFS) sites, supported under sub-component A1, will be
used to provide information on bio-physical monitoring and including baseline data. Terms of
Reference for the baseline study and additional sources on how to design a baselines study will be
placed in the PIM.
14. MPAT - Multi-Dimensional Poverty Assessment Tool. IFAD has developed a new MultiDimensional Poverty Assessment Tool (MPAT), it offers the opportunity to obtain the perception of
communities on their development needs and the performance of interventions along 12 livelihoods
dimensions: Food & Nutrition Security, Domestic Water Supply, Health and Health Care, Sanitation,
Farm Assets, Exposure and Resilience to Shocks and so forth (www.ifad.org/MPAT/resources).
WAMPP will apply MPAT for monitoring its performance and impact on rural livelihood applying a more
holistic approach than it is usually the case. MPAT has the potential to strengthen the customary,
government M&E system and inform all levels of decision making. Specific resources for this
additional work have been allocated in the project budget.
15. Responsibilities. Overall the responsibility for project M&E activities would rest with the PCU
M&E Officer and IP M&E assigned staff. They would be overseen by the PCU M&E Officer while
reporting to the PCU Coordinator. The IP M&E Officers would also be responsible for collecting and
analysing data gathered from service providers in each district on the basis of an agreed reporting
format and timeframe. A reporting system to track physical/financial performance and emerging impact
would be implemented in each IP and for the PCU.
16. Reporting. Three reports would be produced: (i) a quarterly progress report by each IP and
service provider, (ii) a semi-annual progress report, and (iii) an annual progress report. The Project
logframe includes the draft indicators against which project performance would be monitored and the
sources of data to be used; these indicators would be discussed and agreed at project start-up. Each
IP would issue the set of three reports that would be consolidated by the PCU, reviewed and approved
by the PSC prior to its submission to IFAD, the Government and co-financiers.
17. Start-up workshop. As the lead project ministry, MAFS, together with the IPs, would organise
Project Start-up Workshop, with the aim of sensitising all potential stakeholders service providers and
beneficiaries regarding Project objectives and scope, roles and responsibilities. The workshop’s timing
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and agenda would be agreed between Government and co-financiers. The objective is to obtain a full
buy-in and ownership of WAMPP by all stakeholders. In order for this to happen, the Project Design
Report needs to be distributed widely from national to community levels, and relevant key persons
should be invited to the workshop.
18. Specific briefing and training sessions should follow closely the start-up workshop, such as for
M&E, Planning and Reporting (AWPB), and Financial management and Procurement.
LEARNING AND KNOWLEDGE MANAGEMENT
19. WAMPP’s sequential approach to scaling up will follow an in-built learning loop, with M&E and
knowledge management playing key roles. The project M&E would collect regularly the results and
lessons learned in order to fine-tune its approaches, especially the innovative rangeland management
practices and the breeding exchange programmes. Once these two critical elements have been
effectively operationalised, the project can rolled out to the entire country.
20. Operational experiences would create valuable knowledge in the key areas of rangeland
management and land issues, livestock and fodder production and shearing shed and up-stream
value chain investments. Knowledge management is based on the following principles and actions: (1)
Effective M&E with a baseline and regular repeater and thematic surveys, and impact assessments.
(2) Regular reporting will ensure that knowledge would be captured by the PCU/IPs and utilised to
generate lessons and best practices to be shared with public institutions, the IFAD country team,
partners and others. The results will be widely publicised. Partnerships with like-minded donor
institutions will be intensified.
21. (3) Learning: A key element would be the use of learning tours for the PSC, IPs and
Associations, cottage enterprises that will seek to broaden awareness of international market
demands, practices and standards. The project would promote: (i) in-country knowledge networking
through periodic seminars and workshops; (ii) regional knowledge networking such as (iii) regional
research networks including those supported by IFAD grants. The IFAD-country team would contribute
to in-house knowledge sharing and networking within IFAD.
22. (4) Innovations: WAMPP would rollout a number of new and innovative approaches in the area
of: - (a) climate smart rangeland management and the regulation of the use of communal grazing
lands; (b) within an smallholder production system preparing wool and mohair for sale directly on an
international
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Appendix 7: Financial management and disbursement arrangements
Appendix 7: Financial management and disbursement
arrangements
1.
Financing terms: 50% of the IFAD financing will be a loan on Highly Concessional terms (USD
6.6 million) whilst the other 50% will be a DSF grant (USD 6.6 million). The ASAP multi-donor
82
trust fund financing (USD 7.0 million) will be a grant whilst OFID’s financing (USD 12.0 million)
will be subject to a bi-lateral agreement between GoL and OFID directly, cross-referenced in
the IFAD:GoL Financing Agreement. Indicative terms are: a loan of 20 years with a grace
period of 5 years; an interest rate of 1.75% p.a. and a service charge of 1.00% p.a..
2.
Country context: The most recent Public Expenditure and Financial Accountability (PEFA)
83
review is November 2012 . The scores were mixed but generally weak whilst care has to be
taken to distinguish between high-level issues (such as the Government’s own Financial
Statements being prepared with delay) and the lower-level issues more likely to impact the IFADfunded project. There were many “D” or “D+” scores including that for Internal Audit,
Effectiveness of Internal Controls for Non-Salary Expenditure and Competition, Value for Money
and Controls in Procurement but Predictability in the Availability of Funds for Commitment of
Expenditures scored a “B”. Improvements were noted with the introduction of the Integrated
Financial Management Information System (IFMIS) and the enactment of the 2011 Public
Financial Management and Accountability Act (PFMA). Based on IFAD’s mostly satisfactory
experience with the audited financial statements for RUFIP and SADP (unqualified audit
opinions) the situation at project level is better than the overall position.
3.
A fiduciary summary of the current IFAD-financed portfolio and an analysis of salient points in
the 2012 PEFA can be found in the Project Life File. The 2013 Transparency International
Corruption Perception Index was 4.9 and the RSP E(ii) score was 4.0, both of which are
“medium” risk scores.
4.
Institutional Arrangements: The lead project agency will be the Ministry of Agriculture and
Food Security (MAFS) which includes the Department of Livestock Services (DLS). There are
numerous of “Project Parties” involved; the Ministry of Finance (MoF); the Ministry of
Development Planning (MDP); the Ministry of Forestry and Land Reclamation (MFLR) which
includes the Range Resource Management Directorate (RRMD); the Ministry of Trade and
Industry, Cooperatives and Marketing (MTICM); the Ministry of Local Government and
Chieftainship (MLGC); the Lesotho Meteorological Services (LMS); and the Lesotho National
Wool and Mohair Growers’ Association (LNWMGA). Operational linkages will also be required
with the Rural Financial Intermediation Project (RUFIP).
5.
A high level Project Steering Committee (PSC) and a more operational Project Technical
Committee (PTC) will be set up for project oversight. One of the responsibilities of the PTC will
be to co-ordinate budget submissions, monitor the justification/retirement of advances and
ensure the timely flow of funds.
6.
Given the number of entities involved with the implementation of the project, the Project Coordination Unit (PCU) will include appropriate finance and procurement staff comprising an
Officer and two Assistants for each function as well as dedicated managers for each of the three
components. In particular, this arrangement will support the liaison and integration of activities
with MFLR, MTICM and LNWMGA, including support at District level as required. Much of the
procurement will be performed at national level but there will be some implemented through the
established decentralised structures of the concerned entities at district level. Staff will also be
required in project co-ordination and administration /logistical support. The PCU will require an
office, equipment and vehicles (4x4) which would also support IFAD missions when in-country.
7.
During the design, the possibilities of hosting the PCU within either MDP or MoF were explored
in order to take advantage of their role in co-ordination, however, the benefit of simplifying fund
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Annex 7: Financial Management and Disbursement Arrangements
flows to ministries did not outweigh the advantage in having the project embedded in MAFS
which is the major stakeholder.
8.
9.
Financial management and procurement capacity: Financial management assessments were
conducted/reviewed as follows:
(a)
SADP (in MAFS): the Smallholder Agriculture Development Project (SADP) which is cofinanced by IFAD and the World Bank is considered a proxy for how the WAMPP PCU
would operate. During the 2011 SADP project appraisal the World Bank assessed the
financial management residual risk rating as “Moderate” with the major constraints being
the lack of an accounting information system to prepare the accounts of the project and
the limited experience of financial management staff regarding World Bank procedures.
The December 2013 review mission raised the risk to “Substantial” as the accounting
software upgrade to TOM2PRO from TOMPRO was not fully stable, the Finance Officer
was on maternity leave resulting in delayed Interim Financial Reports and there were
several non-compliances with loan covenants. Assurance cannot be placed on the work
of Internal Audit, however, the work of the Office of the Auditor-General has been
assessed as highly satisfactory. An IFAD financial management review performed in May
2014 found that mitigating steps had largely been taken for the internal control
weaknesses and the overall Financial Management Risk Assessment was rated as
”Medium” risk.
(b)
Financial management assessments were performed for: LNWMGA (High); MTICM
(High); MFLR (High); RUFIP (High); Shearing Sheds and LMS (N/A). The details can be
found in Appendix 3.
(c)
WAMPP: In assessing all of the above, consideration was given of the fairly weak
capacities and the complex institutional arrangements with funds flowing through MAFS
to MFLR, MTICM and LNWMGA. Any issues with either budget approvals or justification
of advances will block the flow of funds whilst the rapid increase in LNWMGA’s activities
presents a special risk (and opportunity) for this project. Consequently, the overall
Financial Management Risk Assessment for the WAMPP project design is rated
”High” with the intention that the mitigating measures put in place will quickly allow a
reduction to “medium” once assessed as operational.
Disbursements and fund flow: The Kingdom of Lesotho will open three Designated Accounts
in the name of the Project denominated in United States Dollars at the Central Bank to receive
the funds from IFAD, ASAP and OFID84 as well as three respective Project Accounts in the
name of the Project denominated in Maloti. Counterpart funding from the Government of
Lesotho will also be remitted to a separate Project bank account.
10. Initial Deposits will be transferred to the Designated Accounts on an imprest basis, subsequent
disbursements being made in accordance with the Financing Agreement and Loan
Disbursement Handbook85. Funds sufficient for three to six months’ activities will be advanced
by the PCU to the implementing agencies in accordance with their approved AWPB. MFLR and
MTICM will also each open a dedicated bank account for project activities along with a separate
bank to receive counterpart funding equivalent to duties and taxes paid. LNWMGA will also open
a dedicated bank account for project activities. Each of the districts within each of the ministries
implementing the project will be required to open a specific Project bank account to manage the
funds, as will the Wool and Mohair Growers’ Association. The Flow of Funds is described in
Appendix 1.
11. Activities at district level will be transferred there by the respective ministries. The Districts would
then interact directly with the individual shearing sheds associations. Requirements for goods,
services and works that can be grouped together will be procured directly by the PCU at national
level.
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The financing agreement between GoL and OFID will stipulate the financing terms and determine if a Designated Account will
be set up for those funds on an imprest basis or whether the eligible expenditures will be pre-financed by GoL and reimbursed by
OFID
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12. The overall project fiduciary risk assessment at design is “High” and the Authorised Allocation
(AA) will be approximately six months’ of the AWPB levels. Thresholds for Statements of
Expenditure (SOE) will be defined in the Letter to the Borrower/Recipient at USD 25,000.
Related supporting documents in respect of such SOEs should be retained in a central location
for review by supervision missions and the annual audit of the Project accounts. The minimum
withdrawal application size will be at least 30% of the AA or 90 days of eligible expenditure
incurred from the said account, whichever occurs first. The Direct Payment method must be
used only for payments of above USD 100 000 equivalent. Project expenditures below the USD
100,000 threshold must be paid from the project’s designated or operational accounts
13. Financial reporting: The financial reporting will be in accordance with the “cash basis” of the
International Public Sector Accounting Standards (IPSAS). The financial information
consolidated by the PCU will be reported by cost category, project component and financier
(IFAD, ASAP, OFID, GoL and beneficiary). A complete financial management system will be
required including an off-the-shelf accounting software package. Given that the on-going IFADfinanced project in MAFS, SADP, already uses TOMPRO and it is also used in seven other
donor-funded projects in Maseru and so is well-supported, consideration should be given to
extending the licence to a multi-project arrangement rather than starting from scratch and having
to purchase an entirely new accounting software. One advantage of such an arrangement would
be that the project start-up would be facilitated. IFMIS will be used for GoL reporting
requirements.
14. Internal controls: The PCU and each of the implementing entities will prepare a Project
Implementation Manual (PIM) including relevant financial management aspects such as
accounting and procurement. IFAD will be requested to provide a No Objection on the PIM and
on the recruitment of key staff subsequent to a competitive recruitment process (PCU Project
Co-ordinator, Financial Controller, Procurement Officer and M&E Officer).
15. Budgeting: The Project will flow through the GoL budget procedures. The PCU will take inputs
from the implementing entities and prepare a consolidated Annual Work-Plan and Budget
(AWPB) containing a procurement plan. Expenditures outside the AWPB will not be eligible for
financing. The first AWPB will cover the initial 18 months of project implementation whilst
thereafter they will cover the succeeding 12 month period. The draft AWPB will be reviewed and
approved by the Project Steering Committee before being sent to IFAD for No Objection at least
60 days prior to the start of the relevant Project year.
16. Quarterly reporting: The project is accountable to the government and financiers for the proper
use of funds in line with legal agreements. Quarterly financial reports as well as annual financial
statements will be prepared within three months of the end of the relevant period. Sample Interim
Financial Reporting guidance can be found in the PIM.
17. External audit: The 2012 PEFA notes that the World Bank, AfDB and Irish Aid are using the
services of the Office of the Auditor-General (OAG) for the audit of projects and IFAD’s own
experience has been positive. OAG scores poorly in the PEFA because it “cannot be considered
completely independent” and because of delays in the GoS audited accounts, but the latter issue
does not affect IFAD projects (which are normally on time or less than 90 days late).
18. The Audit Act 1973 specifies the powers and duties of the Auditor-General, whose remit extends
to all public enterprises and other public bodies of all kinds. A new audit bill which would
strengthen the powers and independence of the Auditor-General has been pending for several
years.
19. The Project’s activities will be audited in accordance with the 2011 IFAD Guidelines on Project
86
Audit . The audited financial statements, including the required three specific audit opinions, are
to be deposited with IFAD within six months of the financial year-end. The Terms of Reference
for the external auditors can be found in Appendix 2 whilst the results of the IFAD mission’s
meeting with OAG can be found in the Project Life File.
20. Internal audit: The internal audit sections of the relevant ministries will perform their regular
coverage of the activities that pass through their departments at national and district level at
least annually. Internal audit reports to be made available to IFAD upon request.
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21. Taxes: All taxes and duties on Project activities, including VAT on imported livestock, will be
funded by the Government of Lesotho and will count towards its counterpart funding contribution.
It is to be noted that there are no taxes on fertilisers and seeds.
22. Governance: A The Project will carry out implementation in accordance with the 2005 IFAD
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Policy on Preventing Fraud and Corruption in its Activities and Operations and the Prevention
of Corruption and Economic Offences Act No.5 of 1999 which established the Directorate on
Corruption and Economic Offences (DCEO). The Project Steering Committee (PSC) will provide
overall monitoring and direction whilst the Technical committee will monitor operational activities.
23. Risks and risk management: The main mitigating actions for identified risks include:

IFAD No Objection on the AWPB;

Hiring a financial management and procurement specialist for three months in each of the first
three years of the project (international TA to help prepare and coordinate the Project’s first
procurement plans as well as ensure procurement responsibilities and procedures are
understood and documented in the PIM. The TA would also work to keep procurement bulked
up at the national level as much as possible to prevent bid splitting by district lowering
efficiency and value for money);

Implement a well-reputed multi-site off-the-shelf accounting package for implementation in
MAFS, MFLR and MTICM, and provide training on it;

Implement a performance audit of LNWMGA;

Internal Audit Division of the ministries to visit and report on the project at least annually;

IFAD No Objection on the MoUs/performance-based contract between MAFS and
MFLR/MTICM/LNWMGA; and

IFAD No Objection on the recruitment of key staff subsequent to a competitive recruitment
process (PCU Project Co-ordinator, Financial Controller, Procurement Officer and M&E
Officer).
24. Supervision and Implementation Support plan: In view of the risks and mitigating actions
described, one full financial management supervision and implementation support per year
should be performed with shorter follow-up reviews being conducted coincidental with the incountry missions for the other IFAD-financed projects.
25. Conditions before first disbursement:
Description of Condition/Covenant
The OFID Co-financing Agreement has been executed and delivered and all conditions
precedent to its effectiveness or to the right of the Recipient to make withdrawals under it have
been fulfilled.
The Recipient has adopted the Project Implementation Manual in form and substance.
The Recipient has adopted a Financial Management System for the Project, including the
deployment of multi-site off-the-shelf accounting software.
The Recipient has submitted the first consolidated Annual Work Plan and Budget including an
18 month procurement plan.
The Ministries’ Internal Audit Divisions have committed to reporting on the project at least
annually.
No funds shall flow from MAFS to MFLR, MTICM or LNWMGA prior to the signature of the
MoUs/performance-based contracts between the parties.
The terms of reference of the external auditor will be specifically extended to include a
performance audit of the LNWMGA.
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26. Start-up costs: Withdrawals from the IFAD loan and DSF grant in respect of expenditures for
start-up costs incurred before the satisfaction of the general conditions precedent to withdrawal
shall not exceed an amount of SDR 150,000.
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APPENDIX 1 – FLOW OF FUNDS CHART
GoL counterpart funds
ASAP, IFAD and OFID financing
1
Three Designated Accounts in USD in the Central Bank
(held by MAFS): one for the ASAP grant; one for the IFAD
loan and DSF grant; and one for the OFID financing
4
4
2
One PCU
counterpart Bank
Account for MAFS
5
7
Three Operational Accounts in LSL in the name of the
MAFS PCU: one for the ASAP grant; one for the IFAD loan
and DSF grant; and one for the OFID financing
3
Two counterpart Bank
Accounts in MLFR and
MTICM
5
Operational Accounts in LSL in the name of the MFLR
(Component A) and MTICM (Component C); National and
District level as required
6
Beneficiaries and service providers
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Key to Chart:
Line 1:
Initial deposits paid into the separate Designated Accounts at the Central Bank: one for the ASAP grant; one for the IFAD loan/DSF grant; and one for
the OFID financing, and subsequent replenishments
Line 2:
Transfers from the three Designated Accounts to three MAFS PMU Bank Operational Accounts.
Line 3:
Transfers to MFLR and MTICM dedicated operational bank accounts
Lines 4 and 5:
GOL counterpart funds (to finance the tax elements in project transactions) are transferred to the MAFS, MFLR and MTICM counterpart bank
accounts and then into the respective Operational Accounts.
Line 6:
Payments to beneficiaries and service providers from the Operational Accounts to be based on approved Annual Work-Plan and Budget.
Line 7:
Direct Payments from IFAD to beneficiaries and service providers as required and agreed (minimum amount USD 100,000).
Notes:
The PCU will be responsible for the financial administration of the Project, including the consolidation of financial data, production of Project financial reports and the
preparation of Withdrawal Applications
Pro-forma Memoranda of Understanding between MAFS and MFLR and between MAFS and MTICM can be found in Appendix 1
No funds will be advanced by the PCU to LMS. Instead MAFS will procure goods and services on its behalf and pay for the salary and per diems etc. of any project staff
members who are to be physically located to work in LMS. An MoU will be required to define LMS’ responsibilities such that implementation progress can be tracked.
Procurement will be at national level and batched to the extent possible
Advances to Project parties such as MFLR, MTICM and LNWMGA are to have been fully justified before expenditures become eligible for financing under the project
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APPENDIX 2 – TERMS OF REFERENCE OF THE EXTERNAL AUDITORS
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These Terms of Reference have been extracted from IFAD’s Guidelines on Project Audits . For WAMPP
it is accepted that references to the “audit firm” below shall mean the Lesotho Office of the AuditorGeneral or an independent audit firm appointed by the Auditor-General.
WAMPP - SAMPLE OF TERMS OF REFERENCE (TOR) FOR AUDIT OF PROJECT FINANCIAL
STATEMENTS AND ACCOMPANYING STATEMENT OF EXPENDITURES (SOE) AND SPECIAL
ACCOUNT (SA)/DESIGNATED ACCOUNT (DA)
The following are the terms of reference (TORs) on the basis of which MAFS, being the lead project
agency, agrees to engage the audit firm (“the auditor”) to perform an audit and to report in connection
with the agreement with the International Fund for Agricultural Development (IFAD) and the OPEC Fund
for International Development (OFID) concerning the WAMPP Financing Agreements.
RESPONSIBILITIES OF THE PARTIES TO THE ENGAGEMENT
The MAFS refers to the entity that executes the project on behalf of the borrower/recipient and that has
signed the agreement with IFAD.

The MAFS is responsible for providing financial statements for the activities financed by the
financing agreement and for ensuring that these financial statements can be properly reconciled to
the MAFS records and accounts in respect of these services. Where services are performed by
other Ministries or service providers, MAFS shall ensure that the Memoranda of Understanding or
performance-based contracts with third parties shall give right of access to the auditor of relevant
documentation.

The MAFS accepts that the ability of the auditor to perform the procedures required by this
engagement effectively depends on the MAFS’s providing full and free access to its staff and
records and accounts.

The MAFS shall provide the auditor with all necessary documentation to perform the assignment
properly; in particular, the following information shall be provided to the auditor before the
beginning of the assignment:
- Financing agreement;
- Annual progress report;
- Project implementation manual;
- Financial management manual;
- Organizational charts along with names and titles of senior managers;
- Names, qualifications of officers responsible for financial management, accounting and internal
audit;
- Description of information technology facilities and computer systems in use; and
- Copies of the minutes of negotiations, the project design document, the annual work Project and
budget, and the Letter to the Borrower, if available.
“The auditor” refers to the auditor who is responsible for performing the agreed procedures as specified
in these TORs, and for submitting a report of factual findings to the MAFS. The auditor shall provide:
A separate opinion on the project financial statements (PFSs). Minimum content of the PFSs to be
provided by the project:

Yearly and cumulative statements of sources and application of funds, which should disclose
separately IFAD’s funds, other donors’ funds and beneficiaries’ funds;

Yearly and cumulative SOEs by withdrawal application and category of expenditures;

Reconciliation between the amounts shown as received by the project and those shown as being
disbursed by IFAD should be attached as an annex to the PFSs. As part of that reconciliation, the
auditor will indicate the procedure used for disbursement (SA funds, letters of credit, special
commitments, reimbursement or direct payment) and indicate whether the expenditure is fully
documented or uses the summary of expenditures format;
- Cumulative status of funds by category;
- Reconciliation of SA/DA account statement;
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- A statement of comparison between actual expenditures and budget estimates;
- Notes accompanying the PFSs; fixed assets;
- Full disclosure of cash balances; and
- Other statements or disclosures relevant to the project, e.g. financial monitoring reports, credit lines,
etc.
A separate opinion on the use of the SA/DA. The auditor is also required to audit the activities of the
SA/DA associated with the project, including the initial advance, replenishments, interest that may accrue
on the outstanding balances, and the year-end balances. The auditor must form an opinion as to the degree
of compliance with IFAD procedures and the balance of the SA/DA at year-end. The audit should examine:
(i) the eligibility of withdrawals from the SA/DA during the period under review; (ii) the operation of the
SA/DA in accordance with the financing agreement and other instructions provided to the borrower/recipient
by IFAD; (iii) the adequacy of internal controls within the project appropriate for this disbursement
mechanism; and (iv) the use of correct exchange rate(s) to convert local currency expenditures to the
denominated currency of the SA.
A separate opinion on withdrawal applications/statements of expenditure/summary of expenditures
(SOEs). The audit will include a review of SOEs used as the basis for submitting withdrawal applications.
The auditor will carry out tests and reviews as necessary and relevant to the circumstances. SOE
expenditures will be carefully compared for eligibility with relevant financial agreements and the
disbursement letter, with reference to the project design report for guidance when necessary. Where
ineligible expenditures are identified as having been included in withdrawal applications and reimbursed,
auditors will note these separately. A schedule listing individual SOEs withdrawal applications by reference
number and amount should be attached to the PFSs. The total withdrawals under the SOE procedure
should be part of the overall reconciliation of IFAD disbursements described above. The auditor’s opinion
should deal with the adequacy of the procedures used by the project for preparing SOEs and should
include a statement that amounts withdrawn from the project account on the basis of such SOEs were used
for the purposes intended under the agreement.
A separate management letter addressing the adequacy of the accounting and internal control systems of
the Project, including compliance with the IFAD Procurement Guidelines and such other matters as IFAD
may notify the MAFS to include in the audit. The auditor is requested to comment on:

Economy, efficiency and effectiveness in the use of project resources;

Achievement of planned project results;

Legal and financial obligations and commitments of the project and the extent of compliance or
non-compliance thereof

Systems and procedures such as improvements in accounting, information technology or computer
systems, and operations that may be under development, on which the auditor’s comments are
necessary to ensure effective controls; and

Other activities on which the auditor may consider it appropriate to report.
The auditors shall certify:

Whether the PFSs are drawn up in conformity with internationally accepted accounting standards;

Whether the PFSs are accurate and are drawn up from the books of accounts maintained by the
project;

Whether the provisions of the financing agreement are adhered to;

Whether procurement has been undertaken by the project in accordance with applicable
procurement procedures and the IFAD Procurement Guidelines;

The existence of any significant assets purchased and confirm their existence and use for project
purposes;

Whether the project has an effective system of financial supervision or internal audit at all levels;
and

Whether the expenditures claimed through SOEs are properly approved, classified and supported
by adequate documentation.
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The auditor is a member of the Institute of Registered Auditors of the Kingdom of Lesotho, which in turn
is a member of the International Federation of Accountants (IFAC). In the case of supreme audit
institutions, these should be members of the International Organization of Supreme Audit Institutions
(INTOSAI).
SUBJECT OF THE ENGAGEMENT
The subjects of this engagement are the financial statements dated [dd/mm/yyyy] in connection with the
agreement for the period covering [dd/mm/yyyy to dd/mm/yyyy]. The information, both financial and nonfinancial, that is subject to verification by the auditor is all information that makes it possible to verify that
the expenditures claimed by the MAFS in financial statements have occurred, and are accurate and
eligible. Annex 1 to these TORs contains an overview of key information about the agreement and the
services concerned [if applicable].
REASON FOR THE ENGAGEMENT
The MAFS is required to submit to IFAD an audit report produced by an external auditor under article IX
of the General Conditions for Agricultural Development Financing.
ENGAGEMENT TYPE AND OBJECTIVE
This constitutes an engagement to perform specific agreed procedures following the IFAD Guidelines on
Project Audits provided to the auditors by the MAFS in annex 2 of these TORs. The objective of this audit
is for the auditor:
 To verify that the expenditures claimed by the MAFS in the financial statements for the activities
covered by the agreement have occurred (“reality”), are accurate (“exact”) and are eligible (i.e.
that expenditure has been incurred in accordance with the terms and conditions of the
agreement); and
 To submit a report of factual findings with regard to the agreed procedures performed.
SCOPE OF WORK
The auditor shall undertake this engagement in accordance with these TORs and with:

International Standards on Auditing (ISAs) to perform agreed procedures regarding financial
information as promulgated by IFAC;

The Code of Ethics for Professional Accountants issued by IFAC. Although the International
Standard on Related Services 4400 provides that independence is not a requirement for agreed
procedures engagement, IFAD requires that the auditor also complies with the independence
requirements of the Code of Ethics for Professional Accountants.

IFAD Guidelines on Project Audits.
TERMS AND CONDITIONS OF THE AGREEMENT
The auditor verifies that the funds provided by the agreement were spent in accordance with the terms
and conditions of the agreement.
PLANNING, PROCEDURES, DOCUMENTATION AND EVIDENCE
The auditor should plan the work so that an effective audit can be performed. For this purpose, the
auditor performs the procedures specified in the IFAD Guidelines on Project Audits and uses the
evidence obtained from these procedures as the basis for the report of factual findings. The auditor
should document matters that are important in providing evidence to support the report of factual
findings, and evidence that the work was carried out in accordance with ISAs and these TORs.
REPORTING
The report on this audit should describe the purpose and the agreed procedures of the engagement in
sufficient detail to enable the MAFS and IFAD to understand the nature and extent of the procedures
performed by the auditor. Use of financial and audit reporting is governed by IFAD rules.
Other terms [As necessary]
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Annex: Information about the subject of the audit
[The table below should be completed by the project coordination unit and be attached as annex 1 to the
TORs for use by the auditor.]
Information about the subject of the audit
Reference number and date of the agreement:
Country:
Legal basis for the agreement:
Start date of the agreement:
End date of the agreement:
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LNWMGA (FOR WAMPP ACTIVITIES) - SAMPLE OF TERMS OF REFERENCE (TOR) FOR THE
PERFORMANCE AUDIT OF WAMPP PROJECT ACTIVITIES
REASON FOR THE ENGAGEMENT
In order to mitigate the risks associated with a rapid increase in LNWMGA’s activity as a result of
WAMPP activities, the Auditor-General (or a private audit firm appointed by the Auditor-General) is to be
engaged to perform a performance audit of LNWMGA to provide assurance that project funds have
been spent with due regard to economy, efficiency and effectiveness. In particular the audit will examine:

Sub-component B1 - The controls over the feed products and forage seeds to be procured by the
DCS and sold through the SSAs in accordance with procedures defined in the Memorandum of
Understanding (MoU).

Sub-component B2 - The expenditures of the rehabilitated Breeding Centres to be managed by
LNWMGA in accordance with the Leasing Agreement with GoL.

Sub-component B2 - The controls over the exchange programme for breeding stock.

Sub-component B3 - The controls over the vet drugs and vaccines to be sold through the SSAs.
The following are the terms of reference (TORs) on the basis of which LNWMGA agrees to engage the
audit firm (“the auditor”) to perform a performance audit and to report on WAMPP activities.
RESPONSIBILITIES OF THE PARTIES TO THE ENGAGEMENT
The LNWMGA refers to the entity that executes certain WAMPP project activities on behalf of MAFS in
accordance with a contract. Said contract shall give right of access to the auditor of relevant
documentation.

The LNWMGA accepts that the ability of the auditor to perform the procedures required by this
engagement effectively depends on the LNWMGA’s providing full and free access to its staff and
records and accounts.

The LNWMGA shall provide the auditor with all necessary documentation to perform the
assignment properly; in particular, the following information shall be provided to the auditor before
the beginning of the assignment:
- Performance-based contract between LNWMGA and MAFS;
- Annual progress report;
- Project implementation manual;
- Financial management manual;
- Organizational charts along with names and titles of senior managers;
- Names and qualifications of officers responsible for financial management, accounting and internal
audit;
- Description of information technology facilities and computer systems in use; and
- The project design document and the annual work Project and budget, if available.
“The auditor” refers to the auditor who is responsible for performing the agreed procedures as specified
in these TORs, and for submitting a report of factual findings to LNWMGA with a copy for information to
MAFS.
The auditor is a member of the Institute of Registered Auditors of the Kingdom of Lesotho, which in turn
is a member of the International Federation of Accountants (IFAC). In the case of supreme audit
institutions, these should be members of the International Organization of Supreme Audit Institutions
(INTOSAI).
SUBJECT OF THE ENGAGEMENT
The subjects of this engagement are the WAMPP project activities performed by LNWMGA during the
period [dd/mm/yyyy to dd/mm/yyyy]. The information, both financial and non-financial, that is subject to
review by the auditor is all information that makes it possible to perform this ToR.
ENGAGEMENT TYPE AND OBJECTIVE
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This constitutes an engagement to perform specific agreed procedures. The objective of this
performance audit is for the auditor:

To verify that the LNWMGA income and expenditures pertaining to WAMPP have been incurred
with due regard to economy, efficiency and effectiveness; and

To submit a report of factual findings with regard to the agreed procedures performed.
SCOPE OF WORK
The auditor shall undertake this engagement in accordance with these TORs and with:

- International Standards on Auditing (ISAs) as promulgated by IFAC; and

- The Code of Ethics for Professional Accountants issued by IFAC.
PLANNING, PROCEDURES, DOCUMENTATION AND EVIDENCE
The auditor should plan the work so that an effective performance audit can be performed. The auditor
should document matters that are important in providing evidence to support the report of factual
findings, and evidence that the work was carried out in accordance with ISAs and these TORs.
REPORTING
The LNWMGA is required to submit to MAFS and IFAD a performance report on the activities contracted
under WAMPP. The report on this performance audit should describe the purpose and the agreed
procedures of the engagement in sufficient detail to enable the LNWMGA, MAFS and IFAD to
understand the nature and extent of the procedures performed by the auditor.
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APPENDIX 3 – FINANCIAL
IMPLEMENTING ENTITIES
MANAGEMENT
ASSESSMENTS
OF
OTHER
(a)
LNWMGA: The national office of the Association has only one Manager, one Accountant, one
Administrative Secretary, two Office Assistants and one driver. The project foresees funding
for the recruitment of a Procurement Officer. The organisation’s main income is from the 2%
charge on wool and mohair sales and it is financially healthy. Until the appointment of the
accountant in 2013 a firm of chartered accountants visited every three months to collect
expense receipts and prepare management accounts. The same firm performed the annual
audit, however, now that the accountant has been recruited this conflict of interest has been
resolved. The audited financial statements as at 30 June 2013 were reviewed and the
standard of the financial reporting (IFRS) and the unqualified audit (ISA) were found
acceptable.
(b)
The 2012 Management Letter identified several non-compliances with legal/fiscal requirements
with nine recommendations (out of 11) being repeated from the 2011 report. The 2013
Management Letter identified one critical issue concerning the lack of a reconciliation of the
Association’s income (a commission based on sales) to the shipment records. As the auditor’s
did not qualify the financial statements the risk of incomplete income was not regarded as
“material”. High priority recommendations focused on statutory reporting for taxes and the
failure to always submit receipts when other income is received, resulting in the bank balance
being higher than the records. These issues appear to be growing pains which the newly
appointed Accountant should be able to resolve. The auditor’s comments are very pertinent
and add value to the Association such that it can improve its control environment over financial
reporting. The 2012 and 2013 accounts included dipping fees and related expenses, having
taken over the responsibility from MAFS.
(c)
In conclusion, whilst the accountant has been newly appointed, LNWMGA does not yet have
the capacity to manage Project funding without recruitment of a procurement officer and
implementation of an appropriate financial management system. The residual risk at design
for LNWMGA is “High”. Even then, there would only be a limited degree of segregation of
duties. In order to mitigate these risks during a period of rapid increase in LNWMGA’s activity
the following mitigating actions are proposed:

The Auditor-General (or a private audit firm appointed by the Auditor-General) is to be
engaged to perform a performance audit to provide assurance that project funds have been
spent with due regard to economy, efficiency and effectiveness. In particular they would
examine:
- Sub-component B1 - The controls over the feed products and forage seeds to be procured by
the DCS and sold through the SSAs in accordance with procedures defined in the Memorandum
of Understanding (MoU).
- Sub-component B2 - The expenditures of the rehabilitated Breeding Centres to be managed by
LNWMGA in accordance with the Leasing Agreement with GoL.
- Sub-component B2 - The controls over the exchange programme for breeding stock.
- Sub-component B3 - The controls over the vet drugs and vaccines to be sold through the
SSAs.

a Procurement Officer will be hired; and

International Technical Assistance on financial management and procurement will be
provided for three months in each of the first three years.
(d)
Shearing Sheds: Whilst each shed set its owns rules and charges, they were broadly similar
and were administered by a Government employee “Recorder” who documented the weight of
wool and mohair attributable to each farmer on pre-printed multi-copy sheets. The fact that the
individual farmers’ income is linked directly to the international market price (less set
deductions) is a great advantage for transparency. Although most of the structures were
Government-owned, the sheds have a viable business model and several had upgraded the
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facilities at their own expense. The structure of the shed associations provides a degree of
governance and transparency. A formal risk rating was not performed.
(e)
(f)
(g)
Lesotho Meteorological Service (LMS): Although WAMPP will be led by the Ministry of
Agriculture and Food Security (MAFS), Component 1 will be managed by the Department of
Range Resources Management (DRRM) in the MFLR which will be working with the LMS on
climate-proofing the investments. Consequently the Maseru office of LMS was visited in order
to assess at high level their financial management capacity and examine the flow of funds.
LMS requested that fund flows work in a similar manner to the LDCF UNEP early-warning
grant (pilot projects for adaptation), whereby MAFS does not pre-finance LMS, but rather LMS
requests the service to MAFS who procure and pay for it. Similarly MAFS will pay directly the
salary and per diems etc. of any project staff members who are to be physically located to
work in LMS. An MoU will be required to define LMS’ responsibilities such that implementation
progress can be tracked. The main procurements will be for consultancies for studies and
equipment including five automated weather stations. A formal risk rating was not
performed.
MTICM: Although WAMPP will be led by the Ministry of Agriculture and Food Security (MAFS)
some funding under the fibre handling and marketing component will be managed by MTICM.
A Memorandum of Understanding between MAFS and MTICM (see Attachment 2 for a draft)
will define the respective parties’ responsibilities and performance expectations. MTICM would
have preferred to have received project funds directly rather than through MAFS, however, this
model would have required the PCU being MDP or MoF, neither of which was the preferred
option. The finance section currently has 15 staff but the number of staff is being increased as
four accountants are being placed in each of the 9 districts outside Maseru. Most staff are
qualified to degree level whilst several are undergoing CIPFA training locally. Once the restructure is complete the future requirement will be for chartered accountants or a master’s
degree in a relevant subject.
Regarding budget, MAFS will be responsible for submitting the whole of the project’s budget
estimates (including those to be incurred under MTICM), entering the financial data in the
IFMIS system; and preparing Requests to Incur Expenditure (RIE) and sending them to the
Ministry of Finance for authorisation. Expenditures to be incurred under component C by
MTICM will be paid from a dedicated operational account in LSL. MAFS will provide an
advance equivalent to six months’ of the MTICM AWPB and this will be replenished as
expenditures are justified. Summaries of expenditures incurred should be submitted monthly.
At the end of the project (six months prior to the completion date or when the remaining funds
become less than twice the advance) the advance should be gradually recovered. The
financial statements are prepared in accordance with IPSAS cash basis.
Transactions would need to be captured in an off-the-shelf accounting package capable of
reporting by project component, expense category and financier. Training and support in the
use of the software would be required. The ministry has an internal audit department which
was established two years ago. As there are only three staff currently covering HQ and the 10
districts the resources are much stretched and their effectiveness is limited. The Office of the
Auditor-General is responsible for auditing MTICM. National procurement regulations and
procedures are followed. Procurements over LSL 100,000 (USD 10,000 equivalent) have to be
tendered competitively. This requires a minimum of 10 days’ advertising and subsequent
evaluation by a tender panel of seven people. The panel meets upon request and can take
some time to gather, however, a more significant delay is usually experienced at the stage of
generating the purchase contract, in particular if the supplier has issues with the Government’s
Terms and Conditions which can cause a delay of approximately three months on average.
The procurement staff are undergoing training locally from the Chartered institute of
Purchasing and Supply (CIPS). Given the lack of experience of budgeting through MAFS and
then accounting for donor-funded projects the Financial Management Risk Assessment for
MTICM is rated ”High”.
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(h)
MFLR: Some funding under Component A will be managed by the Department of Range
Resources Management (DRRM) in the MFLR. There is a need for a Memorandum of
Understanding between MAFS and MFLR. There are six people in the accounts department,
none of whom are fully professionally qualified although there is a new cadre of accountants
about to be posted and they are hopeful of a new arrival. In order for WAMPP costs to be onbudget they would need to be included in the budget estimates for 2015/16 which starts in July
2014. Expenditures can be marked as “conditional/provisional” and then revised in October
2014. Budget funds are released by government quarterly. Regarding flow of funds and
disbursement arrangements, the type of expenditures to be incurred under component A are
generally consultancies, mapping equipment and operating costs. The primary fund flow
mechanism is the advance/justification whereby funds would be advanced to LFLR by MAFS
in a dedicated bank account. MFLR would raise a Request to Incur Expenditure (RIE) and
send it to Ministry of Finance for authorisation. An alternative arrangement was used for some
district expenditures under the IFAD-financed SANReMP project with MFLR procuring and
receiving the goods/service before sending the invoice to MAFS for payment and input into the
IFMIS. This avoided the need for funds to flow between ministries but could lead to delays in
payment to suppliers. The financial statements are prepared in accordance with IPSAS cash
basis.
(i)
Transactions would be captured in an off-the-shelf accounting package with monthly reporting
to MAFS by component, expense category and financier. The accounts department does not
have any experience of using such a software and training would be required. MFLR has an
internal audit department and the Office of the Auditor-General is responsible for external
audit. The Procurement Office follows the Public Procurement Act. Expenditures over LSL
100,000 (US$ 10,000 equivalent) have to be publicised for bidders. There is a public bid
opening to which the suppliers are invited and with the results being posted on a wall for about
three months (before being kept in the archives for a further 10 years). A Tender Committee
reviews the results before a final review by the directors is performed. Expenditures below LSL
100,000 require three bids with the Procurement Office being responsible for finding suitable
firms. The minimum specifications have to be met but then the award does not necessarily
have to be to the cheapest bidder as there are also considerations of supplier robustness.
IFAD’s procurement guidelines indicate the cheapest technically suitable bid to win. The
ministry has a procurement complaints process through the Deputy Principal Secretary after
which the complainant can contact the Ombudsman if still not satisfied. As MFLR is a relatively
young ministry (approx. 10 years) they are not represented in all districts. Based on the above
assessment procurement should be kept at national level to the extent possible. Given the lack
of experience of budgeting through MAFS and then accounting for donor-funded projects the
Financial Management Risk Assessment for MFLR is rated ”High”.
(j)
RUFIP (in MoF): Whilst RUFIP is not a WAMPP project party, there are expected to be some
linkages. Consequently, salient points of the Financial Management Risk Assessment have
been shown below: whilst the audited financial statements were unqualified, the Finance
Manager’s contract was not renewed at the end of March 2014 due to non-performance. In
particular, there were issues with the flow of data from the PASTEL accounting software to the
financial statements and the staff’s medical benefit concern from the previous year had not
been fully clarified. The IFAD mission had a detailed discussion with the RUFIP procurement
officer and was satisfied with his technical preparation. Given the vacant position and signs of
an administrative back-log appearing the overall Financial Management Risk Assessment
for RUFIP was rated ”High”.
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Appendix 8: Procurement
1.
Procurement: All procurement to be financed under WAMPP will be carried out in accordance
with national procurement procedures to the extent they are compatible with IFAD’s 2010
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Project Procurement Guidelines , and the provisions stipulated in the Financing Agreement,
Letter to the Borrower/Recipient and the Project Design Report.
2.
PEFA: The November 2012 Public Expenditure and Financial Accountability (PEFA) for
Lesotho states that “The Procurement Regulations (currently under review) are generally
consistent with good international practice, but responsibility for procurement rests with each
Ministry, and there is no systematic collection of information which would demonstrate their
compliance” and that their use varies by Donor. SADP follows a blend of World Bank
procurement regulations and Government National Competitive Bidding procedures as
modified:
(a)
Use of the Bank’s Standard Bidding Documents;
(b)
Registration and/or classification of bidders by the Procurement Policy and Advice
Division (PPAD) within the Ministry of Finance and Development Planning, Ministry of
Public Works and Transport or any other body shall not be used as a condition of
bidding;
(c)
Preferences will not be granted based on citizen degree of ownership and local content;
(d)
Bracketing to provide for the rejection of bids which are in excess of 15 percent of the
cost estimate will not be used;
(e)
Award of contract must be made to the lowest price evaluated tender (other than QCBS);
and
(f)
Award of contracts shall be publicly disclosed in media of wide circulation.
The WAMPP procurement procedures will also adopt the exceptions to national procurement
regulations listed above.
3.
CPAR: A Country Procurement Assessment Report (CPAR) for Lesotho was conducted in 2008
by the World Bank, which noted the considerable progress made in adopting modern legislation
to regulate public procurement. The CPAR also noted areas requiring improvement including
allowing the use of different procurement procedures for projects financed by development
partners.
4.
Procurement capacities will be strengthened in order to ensure compliance with IFAD
Procurement Guidelines through the provision of short term international technical assistance
(three months per year for the first three years) in order to assist project management in
drawing up procurement plans, advice on decentralization of procurement functions to the
implementing ministries and districts, and to train procurement personnel.
5.
Procurement is regulated in Lesotho by the Public Procurement Regulations 2007 issued under
Finance Order 1988. This decentralises responsibility for procurement to line Ministries, subject
to some supervision by the PPAD. The PFMA Act 2011 makes provision for a Procurement
Appeals Tribunal whose establishment is still awaited.
6.
In order to maximise efficiencies, to the extent possible, procurement will be performed at
national level and with international bidding as appropriate. For items included in the relevant
annual work-plan and budget, procurement responsibility can be decentralized to procuring
entities under the Public Procurement Regulations of Lesotho (2007).
7.
The Procurement Officer in the PCU will be hired through a competitive process and will
possess the required qualifications and experience to lead all project procurement activities,
working under the supervision of the Project Coordinator. One of the Officer’s main duties is to
train key implementing entity staff involved in procurement and consultant selection.
89
http://www.ifad.org/pub/basic/procure/e/proceng.pdf
136
Kingdom of Lesotho
8.
International Competitive Bidding: as prescribed in IFAD’s 2010 Project Procurement
Guidelines, it is mandatory to use ICB following World Bank procedures for procurement above
the financial thresholds shown below:
Category
Contract Value
Goods
Above US$200,000
Works
Above US$1,000,000
Above US$100,000
Services
Vehicles, equipment and animal drugs/vaccinations are likely to be sourced from South Africa.
Based on the annual procurement plan, these items would be bulked into sizeable bid
packages to enhance competitiveness and thereby good value. The national procurement
regulations do not foresee the possibility of ICB and consequently training will be required for
staff who are unfamiliar with this process.
9.
Limited International Bidding: Below the ICB thresholds in the preceding paragraph, the
procurement of sheep and goats for the breeding programme may be undertaken directly from
the few specialised suppliers in South Africa following Limited International Bidding procedures.
Depending on the value, this method may also prove acceptable for the purchase of animal
drugs internationally and other goods/services as appropriate.
10.
National Procurement: Any contract estimated to cost less than the ICB threshold, and other
than the breeding programme which may follow limited international bidding, will be awarded
following National Competitive Bidding (NCB) procedures of GOL Under the National
Procurement Regulations:
(a)
Open tendering is required above a threshold of LSL 100,000 (equivalent to about
US$10,000) with limited provision for exceptions to this;
(b)
Three quotations are required for amounts between LSL 30,000 (equivalent to about
US$3,000) and LSL 100,000 ; and
(c)
Direct contracting is prescribed for goods and services up the amount of LSL 30,000
(US$3,000). As an exception to national procurement regulations, for WAMPP the
threshold for direct contracting is considered too high and consequently three quotations
are required for amounts between LSL 10,000 (equivalent to about US$1,000) and LSL
100,000.
11.
Force Account: Minor civil works in remote locations may be carried out through force account
with prior approval of IFAD, particularly in those circumstances where NCB procedures will not
be efficient or economical. Such works may be carried out with participation by the local
community.
12.
Community Participation in Procurement: As applied in SADP, community participation in
procurement shall follow methods that shall be acceptable to IFAD which will be explained in
detail in the PIM. Such activities could include the construction of short market access roads
where the communities bid for some of the work directly, e.g. in providing labour as a group.
This type of activity is foreseen in the IFAD Procurement Guidelines with the community playing
“one or more of the following roles during project implementation: As a provider of goods, works
or services directly to the project.” Community participation in public procurement is already
used in road construction through the Ministry of Public Works whilst World Vision give the
community food or donated clothes after working on these roads, the food parcels are donated
by WFP, this is called ‘Food for Assets’. Whilst the main advantage is that Project funds are
spent directly in the targeted communities, there is a generic risk that this type of mechanism
can be politicized. The PIM should include adequate mitigation and control measures against
fraud and corruption and must ensure efficiency and value for money.
13.
Consultancy services: Terms of reference, conditions and terms of contracts, and the
qualifications and experience of consultants will be subject to prior review and approval of
IFAD, where applicable. Quality and Cost Based selection method will be the default method for
the selection of consultants.
137
Kingdom of Lesotho
14.
IFAD No Objection will be required for:
(a)
Procurement of goods and works in excess of US$50,000 equivalent;
(b)
Procurement of services in excess of US$20,000 equivalent
(c)
Use of the Force Account irrespective of value.
15.
For competitive tendering an Evaluation Team assesses the bids before the Ministry’s Tender
Panel reviews the recommendation and makes an award. In order to attract only serious and
qualified suppliers it is proposed that a bid security level be set between LSL 10,000
(US$1,000) and LSL 50,000 (US$5,000) as appropriate.
16.
The key issues concerning procurement for project implementation are:
17.
(a)
The need for continued capacity building of the PCU’s Procurement Officer; and
(b)
Limited capacity within the procurement units to assure adherence to the project’s
exceptions to the national regulations.
Measures to mitigate the overall procurement risks include:
(a)
The exceptions to the National Procurement Regulations will be shared with ministry and
project staff and relevant staff will be trained on these differences;
(b)
The PCU Procurement Officer and International short-term Technical Assistance (three
months per year for the first three years) will provide support during the start-up to the
concerned staff;
(c)
A suitably qualified and experienced Procurement Officer and procurement Assistant will
be maintained in the PSU and the LNWMGA will hire a procurement Officer. The PCU
Procurement Officer will have prior experience of donor-funded projects;
(d)
The PSU will prepare a Procurement Manual (part of the PIM) to clearly indicate the
roles and responsibilities of different staff and the procurement procedures to be followed
under the proposed project;
(e)
To enhance the transparency of the procurement process, the award of contracts
procured under ICB procedures or selected under QCBS method, shall be published
generally within two weeks of receiving the No Objection to the recommendation of
award of the contract;
(f)
Wherever possible procurement will take place at national level and in bulked lots in
order to achieve economies of scale;
(g)
The PCU will be responsible for procuring goods/services on behalf of LMS;
(h)
An acceptable Procurement Plan covering the first 18 months of the project will be an
integral of the AWPB. The first draft of this plan can be found in Appendix 1.
138
Kingdom of Lesotho
WAMPP
APPENDIX 1 - EIGHTEEN MONTH PROCUREMENT PLAN
Month number for activity
Comp
Quantities
Exp.
Cat.
Item
Unit
2015
2016
Tot.
Unit Cost
Tot. Cost
(USD)
(USD '000)
Procur.
Method
IFAD
Review
Specs
& Bid
Docs
IFAD
N.O.
Advert
Bid
Evaltn
IFAD
N.O.
Contract
Award
GOODS SERVICES & INPUTS
A1
GSI
A1
A1
GSI
GSI
A1
A1
A1
A1
A1
B1
B1
B2
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI
Automatic weather stations
Computers, printers and GIS software at
district level
GPS Units, Data Loggers at district level
Daily Catch gauge and max/min
thermometers at RMA/VGS/SSA
Digitization tablets and software
Satellite Imagery
SmS alert system software
4x4 Vehicle
Initial purchase of stock of feed products /f
Initial purchase of stock forage seeds /g
4 x 4 Vehicles
no.
0
5
5
35 000
175 000
LIB
Prior
14
15
16
17
18
18
no.
no.
5
20
5
20
10
40
2 500
5 000
25 000
200 000
LIB
LIB
Post
Prior
3
3
4
4
5
5
6
6
7
7
7
7
no.
no.
no.
no.
no
lumpsum
lumpsum
no.
100
2
10
1
1
0
0
20
0
10
1
0
1
1
1
0
120
2
20
2
1
1
1
1
500
7 000
2 500
4 000
50,000
100 000
50 000
50 000
60 000
14 000
50 000
8 000
50,000
100 000
50 000
50 000
LIB
LIB
SS
SS
ICB
NCB
NCB
ICB
Prior
Post
Prior
Post
Prior
Prior
Prior
Prior
2
3
1
1
2
16
16
2
3
4
2
2
3
17
17
3
4
5
N/A
N/A
4
18
18
4
5
6
3
3
7
19
19
7
6
7
3
3
8
20
20
8
6
7
4
4
9
20
20
9
B2
GSI
Importation of Ewes for NEF
no.
B2
GSI
Importation of Goats for NEF
no.
0
750
750
200
150 000
LIB
Post
14
15
16
17
18
18
0
0
0
400
15
15
400
180
72 000
LIB
Prior
14
15
16
17
18
18
B2
GSI
Importation of Rams for NEF
no.
B2
GSI
no.
B3
GSI
Importation of Bucks for NEF
Acquisition of the first bulk of veterinary
products/equipment
15
1 000
15 000
LIB
Post
14
15
16
17
18
18
15
800
12 000
LIB
Post
14
15
16
17
18
18
B3
GSI
4 x 4 Vehicles
no.
B3
GSI
Anthrax control programme
no.
C1
GSI
4x4 vehicle
no.
C1
GSI
Truck
no.
C1
GSI
Shearing shed equipment
no.
C1
GSI
Photovoltaic panel equipment
no.
C2
GSI
Pool of first grade mohair
C3
GSI
equipment for slabs
no.
PMU
GSI
Four by four wheel drive vehicles
no.
0
1
0
1
1
0
0
0
0
2
1
0
1
0
0
10
2
1
3
0
1
250 000
250 000
ICB
Prior
13
14
15
18
19
20
1
50 000
50 000
ICB
Prior
2
3
4
7
8
9
1
20 000
20 000
NCB
Post
14
15
16
17
18
18
9
lumpsum
lumpsum
1
50 000
50 000
ICB
Prior
2
3
4
7
8
1
100 000
100 000
ICB
Prior
2
3
4
7
8
9
10
2 500
25 000
NCB
Post
16
17
18
19
20
20
2
25 000
50 000
NCB
Prior
16
17
18
19
20
20
1
50 000
50 000
SS
Prior
15
16
N/A
17
17
18
3
30 000
90 000
LIB
Prior
16
17
18
19
20
20
2
50 000
100 000
ICB
Prior
2
3
4
7
8
9
CONSULTING SERVICES
139
Kingdom of Lesotho
A1
C
A1
C
A1
C
A1
C
Technical Assistance to draft national
rangeland management Ac
Technical Assistance for establishment
sentinel sites
Establish sentinel sites for base line and
M&E rangeland status
National rangeland assessment and
mapping
A1
C
Development of climate info services
A1
C
A1
C
A2
C
A2
C
A2
C
A2
C
climate risk vulnerability maps
Curriculum development for climate risk
management
Development of best practice guidance for
RMAs and VGSs
Review of best practices on rangeland
adaptation interventions in Lesotho
Formulation and approval regs and
planning methodology
Development/Formulation/mentoring of
Grazing association (RMAs and VGS)
A2
C
A2
C
A2
C
Holistic Range Management Trainer
Participatory adaptive field trials and
piloting of Holistic Range Management
Curriculum development climate
resilience, rangeland management
assessment and adaptation interventions
B1
C
B1
C
B2
C
B2
C
B2
pers/mont
h
pers/mont
h
no.
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
pers/mont
h
1
2
3
10 000
30 000
QCBS
Prior
5
6
7
8
9
10
1
2
3
10 000
30 000
QCBS
Prior
6
7
8
9
10
11
5
10
15
25 000
375 000
QCBS
Prior
6
7
8
9
10
11
3
5
8
10 000
80 000
QCBS
Prior
7
8
9
10
11
12
2
2
4
25 000
100 000
QCBS
Prior
8
9
10
11
12
13
3
1
4
10 000
40 000
QCBS
Prior
8
9
10
11
12
13
0
3
3
25 000
75 000
QCBS
Prior
13
14
15
16
17
18
3
3
6
10 000
60 000
QCBS
Prior
8
9
10
11
12
13
3
0
3
10 000
30 000
QCBS
Prior
8
9
10
11
12
13
0
2
2
10 000
20 000
QCBS
Prior
15
16
17
18
19
20
22
22
44
10 000
440 000
ICB
Prior
8
9
10
11
12
13
0
3
3
25 000
75 000
QCBS
Prior
14
15
16
17
18
19
3
3
6
10 000
60 000
QCBS
Prior
5
6
7
8
9
10
pers/mont
h
1
2
3
10 000
30 000
QCBS
Prior
8
9
10
11
12
13
Contract with NUL
lumpsum
1
1
2
25 000
50 000
QCBS
Prior
3
4
N/A
5
6
7
Contract with Dept. research
1
1
2
10 000
20 000
QCBS
Prior
5
6
7
8
9
10
Breeding expert sheep and goats
lumpsum
pers/mont
h
2
0
2
25 000
50 000
QCBS
Prior
2
3
4
5
6
7
Contract with NUL
lumpsum
1
1
2
25 000
50 000
QCBS
Prior
3
4
N/A
5
6
7
C
1
1
2
10 000
20 000
QCBS
Prior
5
6
7
8
9
10
B3
C
Int. cons on disease ctrl and strategy
0
1
1
25 000
25 000
QCBS
Prior
15
16
17
18
19
20
B3
C
Epidemiological studies
lumpsum
pers/mont
h
pers/mont
h
0
2
2
25 000
50 000
QCBS
Prior
16
17
18
19
20
21
B3
C
Contract with NUL
lumpsum
1
1
2
25 000
50 000
QCBS
Prior
3
4
N/A
5
6
7
B3
C
1
1
2
10 000
20 000
QCBS
Prior
4
5
6
7
8
9
C1
C1
C
C
LNWMGA Strategic Plan
Information system assessment WM vol.
lumpsum
pers/mont
h
pers/mont
0
0
2
2
2
2
25 000
10 000
50 000
20 000
QCBS
QCBS
Prior
Prior
15
15
16
16
17
17
18
18
19
19
20
20
140
Kingdom of Lesotho
and qual.
C1
C
Policy business environment
C2
C
Assessment study of cottage industry
C2
C2
C
C
Niche market innovation study
policy business of cottage industry
C3
Design of slabs
C3
Meat value chain study
h
pers/mont
h
pers/mont
h
pers/mont
h
lumpsum
pers/mont
h
pers/mont
h
2
2
4
10 000
40 000
QCBS
Prior
3
4
5
6
7
8
0
2
2
10 000
20 000
QCBS
Prior
14
15
16
17
18
19
0
1
4
1
4
2
10 000
10 000
40 000
20 000
QCBS
QCBS
Prior
Prior
13
4
14
5
15
6
16
7
17
8
18
9
1
0
1
25 000
25 000
QCBS
Post
3
4
5
6
7
8
0
4
4
25 000
100 000
QCBS
Post
16
17
18
19
20
21
WORKS
B2
W
Rehabilitation of two breeding centres
farms under LNWMGA /a
lumpsum
0
1
1
150 000
150 000
NCB
Prior
15
16
17
18
19
19
B3
W
Renovation national veterinary laboratory
lumpsum
0
1
1
150 000
150 000
NCB
Prior
16
17
18
19
20
20
C1
W
New sheds (review design) /d
per shed
0
2
2
70 000
140 000
NCB
Prior
17
18
19
20
21
21
C1
W
Renovation/Up-grading /e
0
6
6
25 000
150 000
NCB
Post
17
18
19
20
21
21
C1
W
Stock and human water supply
per shed
per
borehole
0
7
7
19 500
136 500
NCB
Post
16
17
18
19
20
20
no
0
3
3
30 000
90 000
NCB
Prior
18
19
20
21
22
22
C3
Slabs rehabilitation
141
Kingdom of Lesotho
Appendix 9: Project cost and financing
1.
Introduction. This Appendix describes the assumptions underlying the derivation of costs,
estimated costs and financing plan for the project. WAMPP project costs are based on June
2014 prices.
2.
Project Period. WAMPP will be financed over an seven-year period starting from beginning
2014.
3.
Inflation. The base rate of inflation has been set at 4.7 percent
7.1 per cent for the last four years of the project.
90
up to project start-up reaching
Table B: Domestic Inflation (%)
Domestic Inflation Rate
2015
2016
2017
2018
2019
2020
2021
4.7
4.6
4.9
4.2
4
4
4
4.
Exchange Rate. The exchange rate was fixed at 1USD = 10.5 LSL as per average situation in
2014. Project costs are presented in both LSL and USD.
5.
Physical and price contingencies. Both types of contingencies have been taken into account
and included in the costing of WAMPP.
6.
Taxes and Duties. There is VAT of 14% levied on all imported and locally procured goods and
services. The Government would finance the cost of all taxes on goods and services procured
under the Project. Most items procured under the Project would be purchased locally.
7.
Expenditure Accounts. WAMPP expenditure accounts will be the following:
A. Consultancies
B. Goods, Services and Inputs
C. Workshops
D. Vehicles
E. Works
F. Training
G. Salaries and Allowances
H. Operating costs
8.
Project Structure. The Project has three components, as follows:
(a)
Promotion of Climate Smart Practices and Land Use for Sustainable Rangeland
Improvement;
(b)
Improved Livestock Production and Management;
(c)
Wool and Mohair Processing and Marketing;
With additional costs also required for Project Coordination, Management, Knowledge
Management, and Monitoring & Evaluation.
9.
90
The total investment and incremental recurrent Project costs, including physical and price
contingencies, are estimated at about at USD 38.9 million (LSL 408.7 million). Physical and price
contingencies make up about 23% of the total Project costs. The foreign exchange component is
estimated at USD 8 million or about 9% of the total Project costs. Taxes and duties make up
approximately USD 3 million. Funds allocated to the Project Coordination Unit are about 20% of
the total Project costs. Summary tables and detailed cost tables are presented in the appendix.
Source: World Economic Outlook (April 2013)
142
Kingdom of Lesotho
Table 2 Project Costs by Component (LSL/USD ‘000)
Lesotho
WAMPP
Com ponents Project Cost Sum m ary
Local
Subtotal
Subtotal
Subtotal
Subtotal
Price Contingencies
Total PROJECT COSTS
(LSL '000)
Foreign
Total
Local
(US$ '000)
Foreign
%
% Total
Foreign
Base
Exchange Costs
Total
17 499
56 801
74 300
5 365
24 978
30 343
22 864
81 779
104 643
1 667
5 410
7 076
511
2 379
2 890
2 178
7 789
9 966
23
31
29
7
25
32
10 542
34 687
10 087
55 316
1 701
11 650
3 715
17 066
12 243
46 337
13 802
72 382
1 004
3 304
961
5 268
162
1 110
354
1 625
1 166
4 413
1 315
6 894
14
25
27
24
4
14
4
22
54 926
5 745
6 722
67 393
15 810
1 768
2 665
20 242
70 736
7 513
9 387
87 636
5 231
547
640
6 418
1 506
168
254
1 928
6 737
716
894
8 346
22
24
28
23
21
2
3
26
13 089
47 564
60 653
257 662
22 714
43 992
324 369
1 454
5 052
6 506
74 157
7 416
2 848
84 421
14 544
52 616
67 159
331 819
30 130
46 840
408 790
1 247
4 530
5 776
24 539
2 163
4 190
30 892
139
481
620
7 063
706
271
8 040
1 385
5 011
6 396
31 602
2 870
4 461
38 932
10
10
10
22
25
6
21
4
16
20
100
9
14
123
Table 3 Project Costs by Expenditure Account (USD ‘000)
Lesotho
WAMPP
Expenditure Accounts by Components - Base Costs
(US$ '000)
Promotion of Climate
Smart Practices and Land
Use for Sustainable
Rangeland Improvement
Wool and Mohair Processing and
Project Coordination,
Strategic
Marketing
Management, Know ledge
Planning
Promotion Management and Monitoring &
and
of
Evaluation
Monitoring
Improved Livestock
Cottage
Livestock Coordination,
for
Climate Smart Production and Management Value Chain
Industry
Auctions
Know ledge
Improved Participatory
Improved
Based
and Niche
and
Management and Programme
Rangeland
Rangeland
Improved Improved Animal Enterprise
Market
District
National
Coordination
Management Management Nutrition Breeding Health Enhancement Development
Slabs
Monitoring
Unit
I. Investment Costs
A. Consultancies /a
B. Works
C. Goods, Services and Inputs
D. Workshops /b
E. Vehicles
F. Training
Total Investment Costs
II. Recurrent Costs
A. Salaries and Allow ances
B. Operating Costs
Total Recurrent Costs
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Subtotal Price Contingencies
Total PROJECT COSTS
Taxes
Foreign Exchange
10.
Total
Physical
Contingencies
%
Amount
525
753
460
50
1 788
1 649
4 000
1 578
7 227
111
150
486
78
825
161
300
1 840
10
78
2 389
236
350
370
35
50
158
1 199
230
4 860
1 285
95
110
15
6 595
166
242
308
716
95
293
281
72
741
575
235
810
593
50
150
793
4 341
5 803
8 971
3 206
360
401
23 082
10.0
10.0
8.5
10.0
5.8
5.2
9.3
434
580
764
321
21
21
2 141
279
111
390
2 178
215
387
175
562
7 789
779
341
341
1 166
113
823
1 201
2 024
4 413
317
64
53
116
1 315
124
37
105
142
6 737
545
716
72
81
72
153
894
86
523
53
575
1 385
139
3 196
1 022
4 218
5 011
481
5 730
2 790
8 520
31 602
2 870
10.0
5.6
8.6
9.1
-
573
156
729
2 870
-
190
10
200
200
2 592
936
102
1 039
1 039
9 606
154
4
158
158
1 437
627
44
670
670
5 401
114
9
122
122
1 560
934
64
998
998
8 279
87
6
94
94
881
85
8
93
93
1 073
240
6
246
246
1 769
823
19
842
842
6 334
4 190
271
4 461
4 461
38 932
8.1
8.3
361
3 230
183
572
820
2 719
48
182
426
1 264
149
398
890
1 720
51
191
112
287
78
158
324
548
3 082
8 040
9.1
9.1
280
731
Disbursement Accounts and Financing Rules. WAMPP financiers are as follows: the
International fund for Agricultural Development (IFAD), the OPEC Fund for International
Development (OFID), the Adaptation for Smallholder Agriculture Programme (ASAP), the
Lesotho National Wool and Mohair Growers Association (LNWMGA), and the Government of
Lesotho (GoL). A gap of approximately USD 2.8 million still needs to be financed. It is expected
that either OFID will increase its contribution, or that an additional financier will be identified prior
to project start. Alternatively GoL will seek some additional financing from IFAD at Mid Term
143
Kingdom of Lesotho
Review. The disbursement accounts and the financing rules adopted for each of the
disbursement accounts are summarized in Table 4
Table 4. Disbursement Accounts and Financing Rules
Description
1. Works
2. Consultancies
3. Good, Services and Inputs
4. Workshops
6. Salaries and Allowances
7. Operating Costs
8. Vehicles
9. Training
Financing Rules (total allocation)
LNWMGAs (0.8%), GoL (14%), OFID (85.2%)
IFAD Grant (15.1%), IFAD Loan (15.1%), ASAP (49.1%), GoL (5.5%), OFID (3.2%), Other
Financiers ( 9.9%)
IFAD Grant (13.1%), IFAD Loan (13.1%), ASAP (6.4%), LNWMGAs (0.5%), GoL (12%),
OFID (53.1%), Other Financiers (1.9%)
IFAD Grant (9.8%), IFAD Loan (9.8%), ASAP (63.7%), Other Financiers (16.6%)
IFAD Grant (24.2%), IFAD Loan(24.2%), ASAP (10.4%), LNWMGAs (5.5 %), GoL (17.1%),
Other Financiers (18.7%)
IFAD Grant (30.5%), IFAD Loan(30.5%), ASAP (9.9%), LNWMGAs (26.2%), GoL (2.9%),
IFAD Grant (39.5%), IFAD Loan(39.5%), ASAP (12.4%) GoL (8.5%)
IFAD Grant (44.7%), IFAD Loan (44.7%), Other Financiers (10.6%)
11.
Financing. The whole Project is estimated to have an overall cost of USD 38.9 million (total
investment and recurrent project costs) of which: USD 5.8 million (14.9% of total project costs)
from an IFAD Loan which would finance 1.7% of the Promotion of Climate Smart Practices and
Land Use for Sustainable Rangeland Improvement component (USD 0.2 million), 24.4% of
Improved Livestock Production and Management component (USD 2.06 million), 6.4% of Wool
and Mohair Processing and Marketing component (USD 0.6 million), and 35.7% of the Project
Coordination, Management, Knowledge Management and Monitoring and Evaluation
(USD 2.9 million). Other USD 5.8 million (18.5% of total project costs) would be provided through
an IFAD Grant that would finance project components for the same amounts of the IFAD loan.
12.
OFID would provide USD 11.9 million (30.8% of total project costs) financing 34.3% of the
Promotion of Climate Smart Practices and Land Use for Sustainable Rangeland Improvement
component (USD 4.1 million), 8.6% of Improved Livestock Production and Management
component (USD 0.7 million), 67.4% of Wool and Mohair Processing and Marketing component
(USD 6.9 million), and 2.1% of the Project Coordination, Management, Knowledge Management,
and Monitoring and Evaluation (USD 0.17 million).
13.
ASAP would provide USD 7 million (18% of total project costs) and would finance 53.1% of the
Promotion of Climate Smart Practices and Land Use for Sustainable Rangeland Improvement
component (USD 6.4 million), 4.9% of Improved Livestock Production and Management
component (USD 0.4 million), 1.1% of Wool and Mohair Processing and Marketing component
(USD 0.1 million).
14.
The LNWMGAs would provide USD 1.5 million supporting for 16.9% the Improved Livestock
Production and Management component (USD 1.4 million) and for 1.2% the Wool and Mohair
Fibre Handling Infrastructure and Marketing component (USD 0.12 million).
15.
The Government contribution is estimated at USD 3.9 million (10.2% of total project costs ) and
includes contributions from its budget primarily to cover taxes and levies on all imported and
locally procured goods and services. The estimate of taxes and duties was based on the rates in
effect prevailing at the time of the design. In conformity with the principle that no taxes or duties
would be financed out of the proceeds of the IFAD Loan/Grant, any future changes in the rates
and/or structures of taxes and duties would have to apply to the Project. The tables below
provide a summary by Project components and expenditure accounts of the proposed financing
arrangement and other summary financing tables are provided in appendix 1.
16.
Another Financier would provide USD 2.8 million (7.3% of total project costs) financing 0.7% of
the Promotion of Climate Smart Practices and Land Use for Sustainable Rangeland
Improvement component (USD 0.08 million), 13.4% of Improved Livestock Production and
Management component (USD 1.1 million), 7.1% of Wool and Mohair Processing and Marketing
component (USD 0.7 million), and 10.9% of the Project Coordination, Management, Knowledge
Management, and Monitoring and Evaluation (USD 0.88 million).
144
Kingdom of Lesotho
Table 5 Financing Plan by Components (USD ‘000)
Lesotho
WAMPP
(US$ '000)
IFAD Grant
Amount
%
Subtotal
Subtotal
Subtotal
Subtotal
Total PROJECT COSTS
IFAD Loan
Amount
%
OFID
Amount
%
ASAP
Amount
%
LWMGAs
Amount
%
Total
Amount
%
Amount
%
Amount
%
For.
Exch.
Local
(Excl.
Taxes)
Duties &
Taxes
149
57
207
5.8
0.6
1.7
149
57
207
5.8
0.6
1.7
4 185
4 185
43.6
34.3
1 989
4 486
6 476
76.7
46.7
53.1
-
-
83
83
3.2
0.7
222
820
1 042
8.6
8.5
8.5
2 592
9 606
12 198
6.7
24.7
31.3
572
2 719
3 291
1 838
6 067
7 904
183
820
1 003
242
1 461
343
2 046
16.8
27.0
22.0
24.4
242
1 461
343
2 046
16.8
27.0
22.0
24.4
243
481
724
4.5
30.8
8.6
349
63
412
24.3
4.0
4.9
1 370
49
1 419
25.4
3.1
16.9
556
440
132
1 128
38.7
8.2
8.5
13.4
48
426
149
624
3.3
7.9
9.6
7.4
1 437
5 401
1 560
8 398
3.7
13.9
4.0
21.6
182
1 264
398
1 845
1 206
3 710
1 013
5 930
48
426
149
624
231
180
248
659
2.8
20.4
23.2
6.4
231
180
248
659
2.8
20.4
23.2
6.4
6 594
301
6 895
79.6
28.1
67.4
112
112
1.4
1.1
126
126
1.5
1.2
96
471
162
729
1.2
53.4
15.1
7.1
890
51
112
1 053
10.7
5.8
10.5
10.3
8 279
881
1 073
10 233
21.3
2.3
2.8
26.3
1 720
191
287
2 198
5 670
638
673
6 981
890
51
112
1 053
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
171
171
11 974
2.7
2.1
30.8
6 999
18.0
1 545
4.0
85
800
885
2 825
4.8
12.6
10.9
7.3
78
1 181
1 259
3 978
4.4
18.6
15.5
10.2
1 769
6 334
8 103
38 932
4.5
16.3
20.8
100.0
158
548
706
8 040
1 533
5 462
6 995
27 810
78
324
402
3 082
145
Kingdom of Lesotho
Table 6 Financing Plan by Expenditure Accounts (USD ‘000)
Lesotho
WAMPP
Expenditure Accounts by Financiers
(US$ '000)
IFAD Grant
Amount
%
I. Investment Costs
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
B. Operating Costs
Total PROJECT COSTS
IFAD Loan
Amount
%
OFID
Amount
%
ASAP
Amount
%
LWMGAs
Amount
%
Other Financier
Amount
%
The Government
Total
Amount
%
Amount
%
For.
Exch.
Local
(Excl.
Taxes)
Duties &
Taxes
807
1 401
392
154
207
2 961
15.1
13.1
9.8
39.5
44.7
10.5
807
1 401
392
154
207
2 961
15.1
13.1
9.8
39.5
44.7
10.5
171
6 118
5 686
11 974
3.2
85.2
53.1
42.6
2 623
683
2 538
48
5 892
49.1
6.4
63.7
12.4
21.0
116
61
49
226
2.2
0.8
0.5
0.8
528
208
661
49
1 446
9.9
1.9
16.6
10.6
5.1
295
1 006
1 284
0
33
0
2 618
5.5
14.0
12.0
8.5
9.3
5 347
7 184
10 713
3 982
389
463
28 079
13.7
18.5
27.5
10.2
1.0
1.2
72.1
490
1 984
4 349
363
28
2
7 216
4 562
4 195
5 080
3 619
329
461
18 245
295
1 006
1 284
33
2 618
1 779
1 065
2 844
5 805
24.2
30.5
26.2
14.9
1 779
1 065
2 844
5 805
24.2
30.5
26.2
14.9
11 974
30.8
762
345
1 107
6 999
10.4
9.9
10.2
18.0
404
915
1 319
1 545
5.5
26.2
12.2
4.0
1 379
1 379
2 825
18.7
12.7
7.3
1 260
100
1 359
3 978
17.1
2.9
12.5
10.2
7 363
3 490
10 854
38 932
18.9
9.0
27.9
100.0
647
178
824
8 040
6 353
3 212
9 566
27 810
364
100
464
3 082
_________________________________
\a The category includes Technical Assistance and Studies
\b The category includes Extensions and Capacity Building
146
Kingdom of Lesotho
Appendix 1: Summary Cost Tables
147
Kingdom of Lesotho
Table of Contents
Table 1:
Components Project Cost Summary (LSL/USD)
Table 2:
Expenditure Accounts Project Cost Summary (USD)
Table 2A:
Expenditure Accounts Project Cost Summary (LSL)
Table 3:
Expenditure Accounts by Components – Totals Including Contingencies (USD)
Table 3A:
Expenditure Accounts by Components – Totals Including Contingencies (LSL)
Table 4:
Project Components by Year – Totals Including Contingencies (LSL/USD)
Table 5:
Expenditure Accounts by Year – Totals Including Contingencies (LSL/USD)
Table 6:
Project Components by Financiers (USD)
Table 7:
Disbursement Accounts by Financiers (USD)
Table 8:
Expenditure Accounts by Financiers (LSL/USD)
148
Kingdom of Lesotho
Table 1: Components Project Cost Summary (LSL/USD)
Lesotho
WAMPP
Com ponents Project Cost Sum m ary
Local
Subtotal
Subtotal
Subtotal
Subtotal
Price Contingencies
Total PROJECT COSTS
149
(LSL '000)
Foreign
Total
Local
(US$ '000)
Foreign
Total
%
% Total
Foreign
Base
Exchange Costs
17 499
56 801
74 300
5 365
24 978
30 343
22 864
81 779
104 643
1 667
5 410
7 076
511
2 379
2 890
2 178
7 789
9 966
23
31
29
7
25
32
10 542
34 687
10 087
55 316
1 701
11 650
3 715
17 066
12 243
46 337
13 802
72 382
1 004
3 304
961
5 268
162
1 110
354
1 625
1 166
4 413
1 315
6 894
14
25
27
24
4
14
4
22
54 926
5 745
6 722
67 393
15 810
1 768
2 665
20 242
70 736
7 513
9 387
87 636
5 231
547
640
6 418
1 506
168
254
1 928
6 737
716
894
8 346
22
24
28
23
21
2
3
26
13 089
47 564
60 653
257 662
22 714
43 992
324 369
1 454
5 052
6 506
74 157
7 416
2 848
84 421
14 544
52 616
67 159
331 819
30 130
46 840
408 790
1 247
4 530
5 776
24 539
2 163
4 190
30 892
139
481
620
7 063
706
271
8 040
1 385
5 011
6 396
31 602
2 870
4 461
38 932
10
10
10
22
25
6
21
4
16
20
100
9
14
123
Kingdom of Lesotho
Table 2: Expenditure Accounts Project Cost Summary (USD)
Lesotho
WAMPP
Expenditure Accounts by Com ponents - Base Costs
(US$ '000)
Prom otion of Clim ate
Sm art Practices and Land
Use for Sustainable
Rangeland Im provem ent
Strategic
Marketing
Managem ent, Know ledge
Planning
Prom otion Managem ent and Monitoring &
and
of
Evaluation
Monitoring
Im proved Livestock
Cottage
Livestock
Coordination,
for
Clim ate Sm art
Production and Managem ent Value Chain
Industry
Auctions
Know ledge
Im proved
Participatory
Im proved
Based
and Niche
and
Managem ent and Program m e
Rangeland
Rangeland
Im proved Im proved Anim al
Enterprise
Market
District
National
Coordination
Managem ent Managem ent
Nutrition Breeding
Health Enhancem ent Developm ent
Slabs
Monitoring
Unit
I. Investm ent Costs
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
Total Investm ent Costs
II. Recurrent Costs
B. Operating Costs
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Total PROJECT COSTS
Taxes
Foreign Exchange
Total
Physical
Contingencies
%
Am ount
525
753
460
50
1 788
1 649
4 000
1 578
7 227
111
150
486
78
825
161
300
1 840
10
78
2 389
236
350
370
35
50
158
1 199
230
4 860
1 285
95
110
15
6 595
166
242
308
716
95
293
281
72
741
575
235
810
593
50
150
793
4 341
5 803
8 971
3 206
360
401
23 082
10.0
10.0
8.5
10.0
5.8
5.2
9.3
434
580
764
321
21
21
2 141
279
111
390
2 178
215
387
175
562
7 789
779
341
341
1 166
113
823
1 201
2 024
4 413
317
64
53
116
1 315
124
37
105
142
6 737
545
716
72
81
72
153
894
86
523
53
575
1 385
139
3 196
1 022
4 218
5 011
481
5 730
2 790
8 520
31 602
2 870
10.0
5.6
8.6
9.1
-
573
156
729
2 870
-
190
10
200
200
2 592
936
102
1 039
1 039
9 606
154
4
158
158
1 437
627
44
670
670
5 401
114
9
122
122
1 560
934
64
998
998
8 279
87
6
94
94
881
85
8
93
93
1 073
240
6
246
246
1 769
823
19
842
842
6 334
4 190
271
4 461
4 461
38 932
8.1
8.3
361
3 230
183
572
820
2 719
48
182
426
1 264
149
398
890
1 720
51
191
112
287
78
158
324
548
3 082
8 040
9.1
9.1
280
731
_________________________________
150
Kingdom of Lesotho
Table 2A: Expenditure Accounts Project Cost Summary (LSL)
Lesotho
WAMPP
Expenditure Accounts by Com ponents - Base Costs
Use for Sustainable
(LSL '000)
Marketing
Strategic
(LSL '000)
Managem ent and Monitoring &
Planning
Prom otion
Evaluation
and
Im proved Livestock
of
(LSL '000)
Monitoring
Production and Managem ent
Cottage
for
Clim ate Sm art
(LSL '000)
Value Chain
Industry
Auctions
Know ledge
Im proved
Participatory
Im proved
Based
and Niche
and
Rangeland
Rangeland
Enterprise
Market
District
National
Coordination
Managem ent Managem ent
Nutrition Breeding Health Enhancem ent Developm ent
Slabs
Monitoring
Unit
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
B. Operating Costs
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Total PROJECT COSTS
Taxes
Foreign Exchange
Total
Physical
Contingencies
%
Am ount
5 513
7 907
4 830
525
18 774
17 315
42 000
16 569
75 884
1 166
1 575
5 103
819
8 663
1 691
3 150
19 320
105
819
25 085
2 478
3 675
3 885
362
525
1 659
12 584
2 415
51 030
13 493
998
1 155
158
69 248
1 743
2 541
3 229
7 513
998
3 077
2 951
756
7 781
6 038
2 468
8 505
6 227
525
1 575
8 327
45 581
60 932
94 196
33 663
3 780
4 211
242 361
10.0
10.0
8.5
10.0
5.8
5.2
9.3
4 558
6 093
8 018
3 366
221
220
22 476
2 930
1 160
4 090
22 864
2 255
4 058
1 838
5 896
81 779
8 178
3 581
3 581
12 243
1 183
8 642
12 611
21 252
46 337
3 333
667
551
1 218
13 802
1 298
386
1 103
1 488
70 736
5 722
7 513
751
851
756
1 607
9 387
904
5 487
551
6 039
14 544
1 454
33 562
10 727
44 289
52 616
5 052
60 162
29 296
89 458
331 819
30 130
10.0
5.6
8.6
9.1
-
6 016
1 638
7 654
30 130
-
1 996
104
2 099
2 099
27 218
9 832
1 075
10 907
10 907
100 864
1 617
44
1 661
1 661
15 087
6 579
461
7 040
7 040
56 709
1 193
89
1 282
1 282
16 383
9 807
668
10 476
10 476
86 933
918
66
984
984
9 248
890
82
972
972
11 263
2 522
58
2 580
2 580
18 578
8 639
199
8 839
8 839
66 506
43 992
2 848
46 840
46 840
408 790
8.1
8.3
3 789
33 919
1 917
6 005
8 612
28 551
505
1 915
4 477
13 276
1 566
4 176
9 344
18 059
534
2 010
1 180
3 014
824
1 658
3 401
5 756
32 361
84 421
9.1
9.1
2 942
7 675
_________________________________
151
Kingdom of Lesotho
Table 3: Expenditure Accounts by Components – Total Including Contingencies (USD)
Lesotho
WAMPP
Expenditure Accounts by Com ponents - Totals Including Contingencies
(US$ '000)
Use for Sustainable
Strategic
Marketing
Planning
and
of
Evaluation
Monitoring
Im proved Livestock
Cottage
for
Clim ate Sm art
Industry
Auctions
Know ledge
Im proved
Participatory
Im proved
Based
and Niche
and
Rangeland
Rangeland
Enterprise
Market
District
National
Coordination
Managem ent Managem ent Nutrition Breeding Health Enhancem ent Developm ent
Slabs
Monitoring
Unit
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
B. Operating Costs
Total PROJECT COSTS
Taxes
Foreign Exchange
Total
629
860
554
56
2 099
2 066
4 866
1 962
8 894
131
171
607
90
999
187
353
2 220
12
90
2 863
285
413
432
45
56
182
1 412
281
6 068
1 488
120
124
18
8 099
203
291
387
881
109
350
333
84
876
736
295
1 031
720
51
154
925
5 347
7 184
10 713
3 982
389
463
28 079
355
138
493
2 592
489
223
712
9 606
438
438
1 437
1 078
1 461
2 538
5 401
82
67
148
1 560
47
134
180
8 279
881
107
90
196
1 073
671
67
738
1 769
4 098
1 311
5 409
6 334
7 363
3 490
10 854
38 932
183
572
820
2 719
48
182
426
1 264
149
398
890
1 720
51
191
112
287
78
158
324
548
3 082
8 040
_________________________________
152
Kingdom of Lesotho
Table 3A: Expenditure Accounts by Components – Total Including Contingencies (LSL)
Lesotho
WAMPP
Expenditure Accounts by Com ponents - Totals Including Contingencies
(LSL '000)
Use for Sustainable
Strategic
Marketing
Planning
and
of
Evaluation
Monitoring
Im proved Livestock
Cottage
for
Clim ate Sm art
Industry
Auctions
Know ledge
Im proved
Participatory
Im proved
Based
and Niche
and
Rangeland
Rangeland
Enterprise
Market
District
National
Coordination
Managem ent Managem ent Nutrition Breeding Health Enhancem ent Developm ent
Slabs
Monitoring
Unit
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
B. Operating Costs
Total PROJECT COSTS
Taxes
Foreign Exchange
Total
6 601
9 034
5 816
591
22 042
21 697
51 094
20 600
93 390
1 376
1 799
6 370
941
10 487
1 966
3 707
23 313
129
941
30 058
2 994
4 336
4 531
472
585
1 907
14 825
2 948
63 714
15 621
1 262
1 300
193
85 038
2 133
3 052
4 063
9 248
1 146
3 678
3 501
878
9 202
7 727
3 101
10 828
7 559
537
1 612
9 709
56 148
75 435
112 483
41 813
4 088
4 860
294 827
3 723
1 453
5 176
27 218
5 135
2 339
7 474
100 864
4 600
4 600
15 087
11 315
15 336
26 652
56 709
857
702
1 558
16 383
491
1 403
1 895
86 933
9 248
1 119
941
2 061
11 263
7 048
702
7 750
18 578
43 027
13 770
56 797
66 506
77 316
36 647
113 963
408 790
1 917
6 005
8 612
28 551
505
1 915
4 477
13 276
1 566
4 176
9 344
18 059
534
2 010
1 180
3 014
824
1 658
3 401
5 756
32 361
84 421
_________________________________
153
Kingdom of Lesotho
Table 4: Project Components by Year – Totals Including Contingencies
(LSL/USD million)
Lesotho
WAMPP
Project Components by Year -- Totals Including Contingencies
Subtotal
Subtotal
Subtotal
Subtotal
Total PROJECT COSTS
Totals Including Contingencies (LSL '000)
2017
2018
2019
2020
2016
6 387
4 915
11 301
10 699
9 198
19 896
3 807
18 279
22 086
1 954
25 247
27 201
1 460
26 689
28 149
1 413
14 976
16 389
1 497
1 562
3 059
27 218
100 864
128 082
608
468
1 076
1 019
876
1 895
363
1 741
2 103
186
2 404
2 591
139
2 542
2 681
135
1 426
1 561
143
149
291
2 592
9 606
12 198
661
1 003
1 086
2 750
4 979
8 721
7 830
21 530
3 092
13 521
4 633
21 246
2 479
7 538
580
10 598
2 406
7 895
654
10 955
766
8 912
618
10 295
704
9 120
981
10 805
15 087
56 709
16 383
88 179
63
96
103
262
474
831
746
2 050
295
1 288
441
2 023
236
718
55
1 009
229
752
62
1 043
73
849
59
980
67
869
93
1 029
1 437
5 401
1 560
8 398
2 658
737
3 395
9 304
2 353
3 648
15 305
17 927
1 670
2 464
22 061
19 382
2 667
2 630
24 680
21 133
1 746
826
23 705
13 007
722
472
14 200
3 523
90
486
4 098
86 933
9 248
11 263
107 444
253
70
323
886
224
347
1 458
1 707
159
235
2 101
1 846
254
251
2 350
2 013
166
79
2 258
1 239
69
45
1 352
335
9
46
390
8 279
881
1 073
10 233
2 923
8 179
11 101
28 547
1 758
9 707
11 465
68 196
2 413
9 964
12 378
77 772
2 983
9 901
12 884
75 363
1 777
9 236
11 013
73 822
2 347
9 580
11 928
52 812
4 377
9 938
14 315
32 278
18 578
66 506
85 084
408 790
278
779
1 057
2 719
167
924
1 092
6 495
230
949
1 179
7 407
284
943
1 227
7 177
169
880
1 049
7 031
224
912
1 136
5 030
417
946
1 363
3 074
1 769
6 334
8 103
38 932
154
2021
Total
2015
2016
Totals Including Contingencies (US$ '000)
2017
2018
2019
2020
2021
2015
Total
Kingdom of Lesotho
Table 5: Expenditure Accounts by Year – Totals Including Contingencies
(LSL/USD million)
Lesotho
WAMPP
Expenditure Accounts by Years -- Totals Including Contingencies
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
B. Operating Costs
Total PROJECT COSTS
Totals Including Contingencies (LSL '000)
2017
2018
2019
2020
2015
2016
9 215
3 000
4 921
4 088
263
21 486
13 422
10 542
17 678
8 996
2 221
52 859
9 913
19 369
23 407
7 477
1 930
62 096
9 660
14 826
24 873
7 786
377
57 521
7 320
16 116
23 995
8 021
70
55 521
5 295
1 766
7 061
28 547
10 980
4 357
15 337
68 196
11 032
4 643
15 676
77 772
11 627
6 214
17 841
75 363
11 842
6 459
18 302
73 822
Total
2 045
11 735
15 764
3 641
33 186
4 572
2 846
3 767
972
12 158
56 148
75 435
112 483
41 813
4 088
4 860
294 827
878
286
469
389
25
2 046
1 278
1 004
1 684
857
212
5 034
944
1 845
2 229
712
184
5 914
920
1 412
2 369
741
36
5 478
697
1 535
2 285
764
7
5 288
195
1 118
1 501
347
3 161
435
271
359
93
1 158
5 347
7 184
10 713
3 982
389
463
28 079
13 148
6 478
19 626
52 812
13 391
6 729
20 120
32 278
77 316
36 647
113 963
408 790
504
168
672
2 719
1 046
415
1 461
6 495
1 051
442
1 493
7 407
1 107
592
1 699
7 177
1 128
615
1 743
7 031
1 252
617
1 869
5 030
1 275
641
1 916
3 074
7 363
3 490
10 854
38 932
_________________________________
155
2015
2016
Totals Including Contingencies (US$ '000)
2017
2018
2019
2020
2021
2021
Total
Kingdom of Lesotho
Table 6: Project Components by Financiers
(USD million)
Lesotho
WAMPP
(US$ '000)
IFAD Grant
Amount
%
Subtotal
Subtotal
Subtotal
Subtotal
Total PROJECT COSTS
IFAD Loan
Amount
%
OFID
Amount
%
ASAP
Amount
%
LWMGAs
Amount
%
Total
Amount
%
Amount
%
Amount
%
For.
Exch.
Local
(Excl.
Taxes)
Duties &
Taxes
149
57
207
5.8
0.6
1.7
149
57
207
5.8
0.6
1.7
4 185
4 185
43.6
34.3
1 989
4 486
6 476
76.7
46.7
53.1
-
-
83
83
3.2
0.7
222
820
1 042
8.6
8.5
8.5
2 592
9 606
12 198
6.7
24.7
31.3
572
2 719
3 291
1 838
6 067
7 904
183
820
1 003
242
1 461
343
2 046
16.8
27.0
22.0
24.4
242
1 461
343
2 046
16.8
27.0
22.0
24.4
243
481
724
4.5
30.8
8.6
349
63
412
24.3
4.0
4.9
1 370
49
1 419
25.4
3.1
16.9
556
440
132
1 128
38.7
8.2
8.5
13.4
48
426
149
624
3.3
7.9
9.6
7.4
1 437
5 401
1 560
8 398
3.7
13.9
4.0
21.6
182
1 264
398
1 845
1 206
3 710
1 013
5 930
48
426
149
624
231
180
248
659
2.8
20.4
23.2
6.4
231
180
248
659
2.8
20.4
23.2
6.4
6 594
301
6 895
79.6
28.1
67.4
112
112
1.4
1.1
126
126
1.5
1.2
96
471
162
729
1.2
53.4
15.1
7.1
890
51
112
1 053
10.7
5.8
10.5
10.3
8 279
881
1 073
10 233
21.3
2.3
2.8
26.3
1 720
191
287
2 198
5 670
638
673
6 981
890
51
112
1 053
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
803
2 091
2 894
5 805
45.4
33.0
35.7
14.9
171
171
11 974
2.7
2.1
30.8
6 999
18.0
1 545
4.0
85
800
885
2 825
4.8
12.6
10.9
7.3
78
1 181
1 259
3 978
4.4
18.6
15.5
10.2
1 769
6 334
8 103
38 932
4.5
16.3
20.8
100.0
158
548
706
8 040
1 533
5 462
6 995
27 810
78
324
402
3 082
156
Kingdom of Lesotho
Table 7: Disbursement Accounts by Financiers
(USD million)
Lesotho
WAMPP
Disbursem ent Accounts by Financiers
(US$ '000)
IFAD Grant
Am ount
%
1. Works
2. Consultancies /a
3. Goods, Services and Inputs
4. Workshops
5. Salaries and Allow ances
6. Operating costs
7. Vehicles
8. Training
Total PROJECT COSTS
807
1 401
392
1 779
1 065
154
207
5 805
IFAD Loan
Am ount
%
15.1
13.1
9.8
24.2
30.5
39.5
44.7
14.9
807
1 401
392
1 779
1 065
154
207
5 805
15.1
13.1
9.8
24.2
30.5
39.5
44.7
14.9
OFID
Am ount
%
6 118
171
5 686
11 974
85.2
3.2
53.1
30.8
ASAP
Am ount
%
2 623
683
2 538
762
345
48
6 999
LWMGAs
Am ount
%
49.1
6.4
63.7
10.4
9.9
12.4
18.0
_________________________________
157
61
116
49
404
915
1 545
0.8
2.2
0.5
5.5
26.2
4.0
Other Financier
Am ount
%
528
208
661
1 379
49
2 825
9.9
1.9
16.6
18.7
10.6
7.3
The Governm ent
Am ount
%
1 006
295
1 284
0
1 260
100
33
0
3 978
14.0
5.5
12.0
17.1
2.9
8.5
10.2
Total
Am ount
%
7 184
5 347
10 713
3 982
7 363
3 490
389
463
38 932
18.5
13.7
27.5
10.2
18.9
9.0
1.0
1.2
100.0
For.
Exch.
1 984
490
4 349
363
647
178
28
2
8 040
Local
(Excl.
Taxes)
4 195
4 562
5 080
3 619
6 353
3 212
329
461
27 810
Duties &
Taxes
1 006
295
1 284
364
100
33
3 082
Kingdom of Lesotho
Table 8: Expenditure Accounts by Financiers
(LSL/USD million)
Lesotho
WAMPP
Expenditure Accounts by Financiers
(LSL '000)
IFAD Grant
Amount %
I. Investment Costs
A. Consultancies /a
B. Works
D. Workshops /b
E. Vehicles
F. Training
II. Recurrent Costs
A. Salaries and Allowances
B. Operating Costs
Total PROJECT COSTS
IFAD Loan
Amount %
OFID
Amount %
ASAP
Amount %
LWMGAs
Amount %
(US$ '000)
Total
Amount % Amount % Amount %
For.
Exch.
Local
(Excl. Duties & IFAD Grant
IFAD Loan
Taxes) Taxes Amount % Amount %
8 472
14 714
4 116
1 617
2 172
31 090
15.1 8 472
13.1 14 714
9.8 4 116
39.5 1 617
44.7 2 172
10.5 31 090
15.1 1 793
- 64 236
13.1 59 702
9.8
39.5
44.7
10.5 125 731
3.2 27 543
85.2
53.1 7 171
- 26 646
508
42.6 61 868
49.1
6.4
63.7
12.4
21.0
1 220
638
516
2 374
2.2 5 547
0.8
0.5 2 182
- 6 936
516
0.8 15 181
9.9 3 100
- 10 561
1.9 13 485
16.6
0
347
10.6
0
5.1 27 493
5.5 56 148
14.0 75 435
12.0 112 483
- 41 813
8.5 4 088
- 4 860
9.3 294 827
18 679
11 187
29 866
60 956
24.2
30.5
26.2
14.9
24.2
30.5
26.2
14.9 125 731
- 8 004
- 3 621
- 11 625
30.8 73 493
10.4 4 245
9.9 9 605
10.2 13 850
18.0 16 223
5.5 14 484
26.2
12.2 14 484
4.0 29 665
18.7 13 225
- 1 047
12.7 14 273
7.3 41 766
17.1 77 316 18.9 6 789 66 707 3 820
2.9 36 647 9.0 1 868 33 731 1 047
12.5 113 963 27.9 8 657 100 438 4 867
10.2 408 790 100.0 84 421 292 008 32 361
18 679
11 187
29 866
60 956
13.7 5 150 47 897 3 100 807
18.5 20 830 44 043 10 561
27.5 45 661 53 337 13 485 1 401
10.2 3 811 38 002
- 392
1.0
290 3 451
347 154
1.2
21 4 839
- 207
72.1 75 764 191 570 27 493 2 961
_________________________________
158
1 779
1 065
2 844
5 805
OFID
ASAP
LWMGAs Other Financier The Government
Total
Amount % Amount % Amount % Amount % Amount % Amount %
Local
For. (Excl. Duties &
Exch. Taxes) Taxes
15.1 807
13.1 1 401
9.8 392
39.5 154
44.7 207
10.5 2 961
15.1
171
- 6 118
13.1 5 686
9.8
39.5
44.7
10.5 11 974
3.2 2 623
85.2
53.1 683
- 2 538
48
42.6 5 892
49.1
6.4
63.7
12.4
21.0
116
61
49
226
2.2 528
0.8
0.5 208
- 661
49
0.8 1 446
9.9 295
- 1 006
1.9 1 284
16.6
0
33
10.6
0
5.1 2 618
5.5 5 347
14.0 7 184
12.0 10 713
- 3 982
8.5
389
463
9.3 28 079
13.7 490 4 562
18.5 1 984 4 195
27.5 4 349 5 080
10.2 363 3 619
1.0
28
329
1.2
2
461
72.1 7 216 18 245
295
1 006
1 284
33
2 618
24.2
30.5
26.2
14.9
24.2
30.5
26.2
14.9 11 974
- 762
- 345
- 1 107
30.8 6 999
10.4 404
9.9 915
10.2 1 319
18.0 1 545
5.5 1 379
26.2
12.2 1 379
4.0 2 825
18.7 1 260
- 100
12.7 1 359
7.3 3 978
17.1 7 363 18.9 647 6 353
2.9 3 490 9.0 178 3 212
12.5 10 854 27.9 824 9 566
10.2 38 932 100.0 8 040 27 810
364
100
464
3 082
1 779
1 065
2 844
5 805
Kingdom of Lesotho
Appendix 2: Detailed Cost Tables
159
Kingdom of Lesotho
Table of Contents
Table 1:
Sub-component A1 Strategic Planning and Monitoring for Improved Rangeland Management
Table 2:
Sub-component A2 Climate Smart Participatory Rangeland Management
Table 3:
Sub-component B1 Improved Animal Nutrition
Table 4:
Sub-component B2 Improved Animal Breeding
Table 5:
Sub-component B3 Improved Animal Health
Table 6:
Sub-component C1 Value Chain Based Enterprise Enhancement
Table 7:
Sub-component C2 Cottage Industry and Niche Market Development
Table 8:
Sub-component C3 Promotion of Livestock Auctions and District Slabs
Table 9:
Coordination, Knowledge Management and National Monitoring
Table 10:
Project Coordination Unit
160
Kingdom of Lesotho
Table 1: Strategic Planning and Monitoring for Improved Rangeland Management
Lesotho
WAMPP
Table 1. Strategic Planning and Monitoring for Improved Rangeland Management
Detailed Costs
Unit
A. Consultancies /a
Technical Assistance for establishment of technical sites and assessment at MTR and FT /b
Technical Assistance to draft national rangeland management Act /c
Climate risk/vulnerability map /d
National rangeland assessment and mapping of existing use & infrastructure
Curriculum development - Climate change and rangeland management /e
Development of climate information services /f
Subtotal
B. Vehicles
4x4 vehicle
Automatic w eather stations
Satellite imagery for rangeland assessment and M&E /g
Rain gauges and thermometers for grazing associations /h
Technical Equipment DRRM field staff /i
Establish sentinel sites for base line and M&E rangeland status
Office equipment for MFLR district office /j
Digitization tablets and softw are for analyses of climate maps /k
Softw are SMS alert system /l
Subtotal
D. Workshops
National Consultation w ith principal chiefs and National stakeholders /m
District Level consultation /n
Training of DRRM Staff on LDFS methodology by ICRAF
M&E training for district officers
In-service training of LMS staff in climate change monitoring, evaluation and information services
Subtotal
II. Recurrent Costs
SMS alert system officer/LMS
SMS alert system officer/LMS
Student intern at LMS for data analysis
LMS staff field allow ances
MFLR Officer allow ances
DRM Officers allow ances /o
Subtotal
B. Operating Costs
Vehicles Operating cost /p
Operating costs for climate services provision and w eather stations
SMS alert system operating costs
Subtotal
Total
2015
2016
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
1
1
3
2
no.
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2
2
3
5
3
2
1
1
1
2
1
1
1
-
3
-
-
1
-
6
4
7
10
4
5
25.000
10.000
10.000
10.000
10.000
25.000
25
10
30
50
115
1
-
-
-
-
-
-
1
50.000
100
20
3
5
2
1
5
10
20
20
5
5
-
30
2
-
10
50
-
-
10
-
-
5
30
200
40
10
10
2
1
35.000
2.500
50
5.000
25.000
2.500
7.000
4.000
1
3
5
1
10
3
5
2
1
4
-
1
1
1
-
1
-
1
-
2
10
14
10
4
pers/day
pers/day
pers/day
pers/day
pers/day
pers/day
12
10
35
45
120
12
10
35
45
120
12
10
35
45
120
9
3
35
45
120
6
6
35
45
120
3
9
35
45
120
12
35
45
120
lumpsum
lumpsum
lumpsum
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
no.
no.
no.
no.
lumpsum
no.
no.
no.
no.
no.
no.
no.
no.
_________________________________
\b Completion of rangeland assessment; ICRAF providing training on LDSF methodology
\c Review of land tenure issues
\d Dept. of Geography, National University of Lesotho
\e University of Lesotho
\f Reading University providing technical support to LMS
\g midterm and final evaluation
\h RMA, VGS / SSA level
\i GPS and Data logger equipment for survey w ork
\j Computers, GIS softw are and printers
\k Computers, GIS softw are and printers
\l Computers, GIS softw are and printers
\m for rangeland mngt act
\n for rangeland mngt act
\o 20 officers
\p Includes fuel, insurance and maintenance
161
2016
Base Cost (US$ '000)
2018
2019
2020
2017
2021
Sum m ary Divisions
Expenditure
Account
Other Accounts
Disb.
Acct.
150
40
70
100
40
125
525
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
C_DA
C_DA
C_DA
C_DA
C_DA
C_DA
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
Total Com ponent
C
C
C
C
C
C
Fin. Rule
50
20
30
50
30
50
230
25
10
10
20
25
90
25
10
35
30
30
-
25
25
50
-
-
-
-
-
-
50
SPMIRM
V
V_DA
ASAP ( 100% )
5
100
75
13
14
4
211
175
25
1
100
125
13
439
2
50
52
25
3
28
-
25
25
-
175
75
10
200
250
25
14
4
753
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
IFAD_G ( 50% ); IFAD_L ( 50% )
ASAP ( 100% )
OTHER_FINANCIER ( 100% )
ASAP ( 100% )
ASAP ( 100% )
20.000
5.000
20.000
5.000
10.000
20
60
25
10
115
491
50
60
25
20
155
824
20
80
100
242
20
10
30
93
20
20
50
20
20
45
20
20
45
40
50
280
50
40
460
1 788
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
WM
WM
WM
WM
WM
WM_DA
WM_DA
WM_DA
WM_DA
WM_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
ASAP ( 100% )
IFAD_G ( 50% ); IFAD_L ( 50% )
ASAP ( 100% )
54
30
30
245
315
840
1.000
1.000
200
135
135
135
12
2
5
6
16
41
12
2
5
6
16
41
12
2
5
6
16
41
9
3
5
6
16
39
6
6
5
6
16
39
3
9
5
6
16
39
12
5
6
16
39
54
30
6
33
43
113
279
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SPMIRM
SA
SA
SA
SA
SA
SA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
ASAP ( 100% )
GOVT
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
7
6
7
7.500
5.000
4.000
8
4
12
53
543
8
5
4
17
58
881
8
5
4
17
58
299
8
5
4
17
56
148
8
5
4
17
56
106
8
5
4
17
56
101
8
5
4
17
56
101
53
30
28
111
390
2 178
SPMIRM
SPMIRM
SPMIRM
OC
OC
OC
OC_DA
OC_DA
OC_DA
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
Kingdom of Lesotho
Table 2: Climate Smart Participatory Rangeland Management
Lesotho
WAMPP
Table 2. Climate Smart Participatory Rangeland Management
Detailed Costs
Unit
I. Investment Costs
A. Consultancies /a
Review & Development of best practice guidance on rangeland adaptation interventions in Lesotho /b
Development/Formation of Grazing association (RMAs and VGS) /c
Holistic Range Management Trainer
Participatory adaptative field trials and piloting of Holistic Range Management
Curriculum development for training on climate resilience, rangeland management assessment and adaptation interventions
Formulation and approval regs and planning methodology
Subtotal
B. Workshops
Training of trainers on climate resilience and rangeland mngt assessment
Meetings on best practice lessons for RMAs and VGSs
Land use security assessment for grazing associations and w oolsheds /d
Meeting to review best practices on rangeland adaptation interventions in Lesotho
Farmers to farmer exchange visits
District and community consultations for grazing plans /e
Training of trainers on Rangeland Management /f
Subtotal
Seed and planting materials distributed by DRRM for rangeland rehabilitation /g
II. Recurrent Costs
MLF GIS Officer
DRM Officers /h
Studentships at NUL for support on participatory rangeland trials /i
Subtotal
B. Operating Costs
Operating costs for participatory rangeland trials /j
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2017
2018
2019
2020
Summary Divisions
Expenditure
Total Component Account
2021
Other Accounts
Disb.
Acct.
Fin. Rule
pers/month
per VGS
pers/month
pers/month
pers/month
pers/month
4
3
1
-
4
72
3
3
2
2
120
2
3
2
160
2
3
1
200
3
-
3
-
3
-
8
552
7
21
3
5
10.000
2.000
25.000
10.000
10.000
10.000
40
30
10
80
40
144
75
30
20
20
329
240
50
30
20
340
320
50
30
10
410
400
30
430
30
30
30
30
80
1 104
175
210
30
50
1 649
CSPRM
CSPRM
CSPRM
CSPRM
CSPRM
CSPRM
C
C
C
C
C
C
C_DA
C_DA
C_DA
C_DA
C_DA
C_DA
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
no.
no.
no.
no.
no. of visits
per VGS
no.
2
10
10
2
10
2
10
10
10
72
10
2
20
120
-
20
160
-
20
200
-
200
-
-
6
20
20
2
70
752
20
6.000
5.000
5.000
20.000
5.000
1.000
10.000
12
50
50
40
100
252
12
50
50
50
72
100
334
12
100
120
232
100
160
260
100
200
300
200
200
-
36
100
100
40
350
752
200
1 578
CSPRM
CSPRM
CSPRM
CSPRM
CSPRM
CSPRM
CSPRM
WM
WM
WM
WM
WM
WM
WM
WM_DA
WM_DA
WM_DA
WM_DA
WM_DA
WM_DA
WM_DA
ASAP ( 100% )
IFAD_G ( 50% ); IFAD_L ( 50% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
per VGS
-
-
40
60
60
40
-
200
20.000
332
663
800
1 372
1 200
1 870
1 200
1 930
800
1 030
30
4 000
7 227
CSPRM
GSI
GSI_DA
OFID ( 100% )
3
300
10
3
300
10
3
300
10
3
300
10
3
300
-
3
300
-
3
300
-
21
2 100
40
3.000
135
1.000
9
41
10
60
9
41
10
60
9
41
10
60
9
41
10
60
9
41
50
9
41
50
9
41
50
63
284
40
387
CSPRM
CSPRM
CSPRM
SA
SA
SA
SA_DA
SA_DA
SA_DA
ASAP ( 100% )
ASAP ( 100% )
ASAP ( 100% )
1
1
1
1
1
1
1
7
25.000
25
85
417
25
85
748
25
85
1 457
25
85
1 955
25
75
2 005
25
75
1 105
25
75
105
175
562
7 789
CSPRM
OC
OC_DA
ASAP ( 100% )
pers/month
pers/day
pers/month
lumpsum
_________________________________
\b for RMAs and VGSs / Assessment
\c NGO responsability
\d these w il occur at the same time of the meeting on best practice for RMAs and VGSs
\e 60 VGAs and 12 RMAs - NGO responsability
\f Including Climate Resilience, Rangeland Assessment, Holistic Mngt.
\g NGO responsability
\h 20 officers
\i At least 1 per district
\j At least 1 per district
162
Kingdom of Lesotho
Table 3: Improved Animal Nutrition
Lesotho
WAMPP
Table 3. Improved Nutrition
Detailed Costs
Unit
I. Investment Costs
A. Training
Training for CLEWs - Improved Nutrition /a
B. Workshops
Demonstration on crop residues & low cost silage /b
Demonstration forage production
Demostration fodder legumes in intercropping systems
Demostration on-farm sheep fattening
National seminar on Improved Nutrition
Subtotal
C. Consultancies /c
Contract w ith NUL /d
Contract w ith Dept. of Research /e
Presentation of research results in publication/scientific events
Subtotal
D. Goods, Services and Inputs
Initial purchase of stock of feed products /f
Initial purchase of stock forage seeds /g
Subtotal
II. Recurrent Costs
A. Salaries and Allowances /h
Allow ances for National Seminar on Improved nutrition
Procurement Officer
Allow ances for extension/livestock technicians at ARC /i
Allow ances for Lesotho Agricultural College students /j
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2017
2018
2019
2020
Summary Divisions
Expenditure
2021
Other Accounts
Disb.
Acct.
Fin. Rule
no.
-
7
6
-
-
-
-
13
6.000
-
42
36
-
-
-
-
78
IN
T
T_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
demos
demos
demos
demos
no.
-
40
40
40
40
1
40
40
40
40
-
40
40
40
40
1
40
40
40
40
-
-
-
160
160
160
160
2
500
1.000
500
1.000
3.000
-
20
40
20
40
3
123
20
40
20
40
120
20
40
20
40
3
123
20
40
20
40
120
-
-
80
160
80
160
6
486
IN
IN
IN
IN
IN
WM
WM
WM
WM
WM
WM_DA
WM_DA
WM_DA
WM_DA
WM_DA
ASAP ( 100% )
ASAP ( 100% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
lumpsum
lumpsum
no.
1
1
-
1
1
-
1
1
-
1
1
1
-
3
3
3
25.000
10.000
2.000
25
10
35
25
10
35
25
10
35
2
2
2
2
2
2
-
75
30
6
111
IN
IN
IN
C
C
C
C_DA
C_DA
C_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
lumpsum
lumpsum
-
1
1
-
-
-
-
-
1
1
100.000
50.000
35
100
50
150
350
191
125
122
2
-
100
50
150
825
IN
IN
GSI
GSI
GSI_DA
GSI_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
ASAP ( 100% )
lumpsum
pers/month
lumpsum
lumpsum
6
-
1
12
1
1
12
1
1
1
12
1
1
12
1
1
12
1
1
12
1
-
2
78
6
5
9.000
3.500
5.000
4.000
21
21
56
9
42
5
4
60
410
42
5
4
51
242
9
42
5
4
60
185
42
5
4
51
173
42
5
4
51
53
42
5
47
47
18
273
30
20
341
1 166
IN
IN
IN
IN
SA
SA
SA
SA
SA_DA
SA_DA
SA_DA
SA_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
_________________________________
\a Community Livestock Extension Workers (CLEWs) - 20 participant for each training (5 days). Total of 260 participants
\b into the traditional food crop rotation
\c The category includes Technical Assistance and Studies
\d Preparations of training packages on feeding practices and delivery of trainings
\e Conduction of trials for the selection of improved/cold resistant forage species
\f stock of bulk cereal gains; feed pre-mix; mineral supplements
\g Oak; Barley; Eragrostis spp. Legume forage seeds
\h for the national Seminar on Improved nutrition
\i technical support and monitoring
\j Attendance to seminars, researh activities and demostrations
163
Kingdom of Lesotho
Table 4: Improved Animal Breeding
Lesotho
WAMPP
Table 4. Improved Breeding
Detailed Costs
Unit
A. Works
Rehabilitation of tw o breeding centres farms under LNWMGA /a
B. Training
Training for CLEWs - Improved Breeding /b
C. Goods Services and Inputs
Importation of Rams at district level /c
Importation of Bucks at district level /d
Importation of Rams for NEF /e
Importation of Ew es for NEF /f
Importation of Goats for NEF /g
Importation of Bucks for NEF /h
Procurement of Rams for exchange programme /i
Procurement of Bucks for exchange programme /j
Tattoing and registering equipment
Subtotal
D. Workshops
National seminar on Improved Breeding
National NBPMA Workshop /k
Districts NBPMA Workshops /l
Subtotal
E. Consultancies /m
International Consultant /n
Contract w ith NUL /o
Contract w ith Dept. of Research /p
II. Recurrent Costs
A. Salaries and allow ances
Breeding farm salaries /q
Breeding farm salaries /r
Allow ances for assessment of private commercial breeding Farms /s
Allow ances for NBPMA w orkshop
Allow ances for National Seminar on Improved breeding
Allow ances for extension/livestock technicians at ARC /t
Allow aces for Lesotho Agricultural College students /u
Subtotal
B. Operating costs
Breeding farm operating costs /v
Breeding farm operating costs /w
Assessment of private commercial breeding farm /x
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2017
2018
2019
2020
2021
Total
Sum m ary Divisions
Expenditure
Account
Com ponent
Other Accounts
Disb.
Acct.
Fin. Rule
lumpsum
-
1
1
-
-
-
-
2
150.000
-
150
150
-
-
-
-
300
IB
W
W_DA
LWMGAS ( 20% ); OFID ( 80% )
no.
-
7
6
-
-
-
-
13
6.000
-
42
36
-
-
-
-
78
IB
T
T_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
no.
no.
no.
no.
no.
no.
no.
no.
lumpsum
-
15
750
400
15
-
40
40
15
750
400
15
300
150
1
300
150
-
300
150
-
300
150
-
300
150
-
40
40
30
1 500
800
30
1 500
750
1
1.000
800
1.000
200
180
800
600
400
70.000
-
15
150
72
12
249
40
32
15
150
72
12
180
60
70
631
180
60
240
180
60
240
180
60
240
180
60
240
40
32
30
300
144
24
900
300
70
1 840
IB
IB
IB
IB
IB
IB
IB
IB
IB
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
no.
no.
no.
-
1
1
1
-
-
1
-
-
-
2
1
1
3.000
3.000
1.000
-
3
1
4
3
3
-
3
3
-
-
6
3
1
10
IB
IB
IB
WM
WM
WM
WM_DA
WM_DA
WM_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
pers/month
lumpsum
lumpsum
no.
2
1
1
-
1
1
-
1
1
-
1
1
1
-
2
3
3
3
25.000
25.000
10.000
2.000
50
25
10
85
25
10
480
25
10
855
2
242
2
245
2
242
240
50
75
30
6
2 389
IB
IB
IB
IB
C
C
C
C
C_DA
C_DA
C_DA
C_DA
pers/month
pers/month
lumpsum
lumpsum
lumpsum
pers/month
pers/month
-
12
1
1
1
1
12
1
1
1
12
1
1
12
1
1
1
24
1
1
24
1
-
36
60
1
1
2
6
5
5.000
5.000
5.000
9.000
4.500
50.000
4.000
-
60
5
9
50
4
128
60
5
50
4
119
60
50
4
114
60
5
50
4
119
120
50
4
174
120
50
170
180
300
5
9
9
300
20
823
IB
IB
IB
IB
IB
IB
IB
SA
SA
SA
SA
SA
SA
SA
pers/month
pers/month
lumpsum
-
12
1
12
-
24
-
24
-
24
-
24
-
48
72
1
10.000
10.000
1.000
85
120
1
249
729
120
239
1 094
240
354
596
240
359
604
240
414
656
240
410
650
480
720
1
2 024
4 413
IB
IB
IB
OC
OC
OC
_________________________________
\a Quthing and Mokthotlong
\b Community Livestock Extentions Officers (CLEWs) - 20 participant for each training (5 days). Total of 260 participants
\c to commercial breeding centres
\d to commercial breeding centre
\e Breeding centre at Mokhotlong
\f Breeding centre at Mokhotlong
\g Breeding centre at Quthing
\h Breeding centre at Quthing
\i Partially procured at national level
\j Partially procured at national level
\k National Breeding Plan for Merino and Angora (NBPMA)
\l National Breeding Plan for Merino and Angora (NBPMA)
\m The category includes Technical Assistance and Studies
\n Breeding Expert
\o Preparations of training packages on feeding practices and delivery of trainings
\p Conduction of trials for the selection of improved/cold resistant forage species
\q financed by IFAD
\r financed by Government (LNWMGAs) as of PY 3
\s allow ances
\t technical support and monitoring
\u Attendance to seminars, researh activities and demostrations
\v financed by IFAD
\w financed by Government (LNWMGAs) as of PY 3
\x fuel costs
164
IFAD_G (
IFAD_G (
IFAD_G (
IFAD_G (
50%
50%
50%
50%
)
)
)
)
; IFAD_L (
; IFAD_L (
; IFAD_L (
; IFAD_L (
)
)
)
)
)
)
)
)
50%
50%
50%
50%
)
)
)
)
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
IFAD_G ( 50% ) ; IFAD_L ( 50%
LWMGAS ( 100% )
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
IFAD_G ( 50% ) ; IFAD_L ( 50%
)
OC_DA
OC_DA
OC_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
LWMGAS ( 100% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
)
)
)
)
Kingdom of Lesotho
Table 5: Improved Animal Health
Lesotho
WAMPP
Table 5. Improved Animal Health
Detailed Costs
Unit
I. Investment Costs
A. Consultancies /a
International consultant on disease control and treatment strategy
Climate Change Animal Health Vulnerability Map
Epidemiological studies on the incidents and least cost control of parasites
Contract w ith NUL /b
Contract w ith Dept. of Research /c
Subtotal
B. Training
Training CAHWs /d
Training on meat inspection for Vet. assistant
Subtotal
C. Workshops
District Animal Health Workshops
National Animal Health training w orkshop
Subtotal
Acquisition of the first bulk of veterinary products/equipments
Anthrax Control Programme
Subtotal
E. Works
Upgrading of District Veterinary Facilities
Renovation of National Veterinary Laboratory
Subtotal
F. Vehicles
4 x 4 Vehicle
II. Recurrent Costs
A. Salaries and allowances
Allow ances for National health training w orkshop
Allow aces for Lesotho Agricultural College students /e
Allow ances for extension/livestock technicians at ARC /f
Subtotal
B. Operating Costs
Vehicles Operating cost /g
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2018
2019
2020
2017
Summary Divisions
Expenditure
2021
Other Accounts
Disb.
Acct.
Fin. Rule
pers/month
lumpsum
pers/month
lumpsum
no.
lumpsum
1
1
1
2
1
1
1
1
1
1
-
1
-
1
-
1
-
1
2
2
3
3
3
25.000
25.000
25.000
10.000
2.000
25.000
10
25
35
25
50
10
25
110
25
10
25
60
2
2
2
2
2
2
25
25
25
50
50
30
6
75
236
IAH
IAH
IAH
IAH
IAH
IAH
C
C
C
C
C
C
C_DA
C_DA
C_DA
C_DA
C_DA
C_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
ASAP ( 100% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
no.
no.
-
7
1
6
-
-
-
-
-
13
1
12.000
2.000
-
84
2
86
72
72
-
-
-
-
156
2
158
IAH
IAH
T
T
T_DA
T_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
no.
no.
-
1
1
-
1
1
-
1
1
-
3
3
10.000
1.500
-
10
2
12
-
2
2
10
10
2
2
10
10
30
5
35
IAH
IAH
WM
WM
WM_DA
WM_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
lumpsum
-
1
1
1
1
1
1
1
1
6
250.000
20.000
-
250
20
270
20
20
20
20
20
20
20
20
20
20
250
120
370
IAH
IAH
GSI
GSI
GSI_DA
GSI_DA
LWMGAS ( 20% ) ; IFAD_G ( 40% ); IFAD_L ( 40% )
OFID ( 100% )
lumpsum
lumpsum
-
1
10
-
-
-
-
-
10
1
20.000
150.000
-
150
150
200
200
-
-
-
-
200
150
350
IAH
IAH
W
W
W_DA
W_DA
OFID ( 100% )
OFID ( 100% )
no.
1
-
-
-
-
-
-
1
50.000
50
85
628
352
24
32
24
55
50
1 199
IAH
V
V_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
lumpsum
lumpsum
-
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
5
6
4.500
4.000
5.000
-
5
4
5
14
4
5
9
5
4
5
14
4
5
9
5
4
5
14
5
5
14
20
30
64
IAH
IAH
IAH
SA
SA
SA
SA_DA
SA_DA
SA_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
lumpsum
1
1
1
1
1
1
1
7
7.500
8
8
93
8
21
649
8
17
369
8
21
45
8
17
49
8
21
45
8
13
68
53
116
1 315
IAH
OC
OC_DA
IFAD_G ( 50% ) ; IFAD_L ( 50% )
_________________________________
\b Preparations of training packages on Small ruminant health mngt. and delivery of trainings
\c Conduction of trials for the selection of improved/cold resistant forage species
\d Community Animal Health Workers (CAHWs) - (10 days)
\e Attendance to seminars, researh activities and demostrations
\f technical support and monitoring
\g Includes fuel, insurance and maintenance
165
Kingdom of Lesotho
Table 6: Value Chain Based Enterprise Enhancement
Lesotho
WAMPP
Table 6. Value Chain Based Enterprise Enhancement
Detailed Costs
Unit
A. Vehicles
4x4 vehicle
Truck
Subtotal
B. Consultancies
LNWMGA Strategic Plan
Information system assessment on Wool and Mohair Volume and Quality /a
Policy business environment of w ool and mohair processing at shearing shed level /b
Trainer on Recording system in the SSA /c
Study on improved Shed design /d
Subtotal
C. Workshops /e
Shearing Shed Enterprise commercial management /f
Fibre classing /g
Shearing /h
Stakeholder w orkshop to access finance
Subtotal
D. Training
Training on recording system in MTICM /i
Training on Wool and Mohair testing /j
Subtotal
E. Works
Upgrading of the Lesotho Wool and Mohair testing laboratory /k
New sheds (review design) /l
Renovation/Up-grading of shearing sheds /m
Stock and human w ater supply (borehole)
Diversion w eir from mountains streams
Access roads /n
Electrification & connection to grid
Subtotal
F. Goods, Services and Inputs
Photovoltaic Panel Equipment /o
Shearing Shed Equipment /p
Electronic Shearing Shed Equipment
New Shearing Sheds Equipment
Water tanks
PVC pipes /q
Subtotal
II. Recurrent Costs
DWMGA directors visit sheds /r
Allow ances for district staff adn HQ /s
Subtotal
B. Operating Costs
Vehicles and truck Operating cost /t
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2018
2019
2020
2017
2021
Total
Sum m ary Divisions
Expenditure
Account
Com ponent
Other Accounts
Disb.
Acct.
Fin. Rule
no.
no.
1
1
-
-
-
-
-
-
1
1
50.000
60.000
50
60
110
-
-
-
-
-
-
50
60
110
VCBEE
VCBEE
V
V
V_DA
V_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
pers/month
pers/month
pers/month
pers/month
pers/month
2
2
2
2
2
1
-
-
1
-
2
-
1
-
2
-
4
2
8
1
2
25.000
10.000
10.000
10.000
10.000
50
20
20
90
20
20
10
50
-
25
25
20
20
25
25
20
20
100
20
80
10
20
230
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
C
C
C
C
C
C_DA
C_DA
C_DA
C_DA
C_DA
LWMGAS ( 100% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
no.
no.
no.
no.
-
4
2
2
2
4
2
3
-
4
2
4
2
4
1
5
-
1
4
-
1
3
-
16
9
21
4
3.000
2.000
1.000
2.000
-
12
4
2
4
22
12
4
3
19
12
4
4
4
24
12
2
5
19
2
4
6
2
3
5
48
18
21
8
95
VCBEE
VCBEE
VCBEE
VCBEE
WM
WM
WM
WM
WM_DA
WM_DA
WM_DA
WM_DA
no.
no.
1
-
-
-
1
1
-
-
1
2
5.000
5.000
5
5
-
-
5
5
5
5
-
-
5
10
15
VCBEE
VCBEE
T
T
T_DA
T_DA
lumpsum
per shed
per shed
per shed/borehole
lumpsum
per km
per km
-
4
6
5
5
-
1
6
8
10
15
8
5
6
10
10
15
8
5
6
10
10
15
10
10
12
5
10
10
10
10
-
1
22
46
40
60
46
30
100.000
45.000
25.000
20.000
5.000
20.000
20.000
-
180
150
100
25
455
100
270
200
200
75
160
100
1 105
270
250
200
75
160
100
1 055
270
250
200
75
200
200
1 195
300
100
50
200
200
850
200
200
100
990
1 150
800
300
920
600
4 860
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
W
W
W
W
W
W
W
W_DA
W_DA
W_DA
W_DA
W_DA
W_DA
W_DA
OFID (
OFID (
OFID (
OFID (
OFID (
OFID (
OFID (
no.
no.
no.
no.
no.
lumpsum
-
2
14
14
4
5
5
21
21
6
15
15
2
26
28
6
15
15
26
28
6
15
15
4
10
10
-
4
87
95
22
60
60
25.000
2.500
2.500
25.000
1.500
1.500
205
50
35
35
100
8
8
235
762
53
53
150
23
23
300
1 424
50
65
70
150
23
23
380
1 489
65
70
150
23
23
330
1 569
10
15
15
40
921
225
100
218
238
550
90
90
1 285
6 595
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
VCBEE
GSI
GSI
GSI
GSI
GSI
GSI
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
GSI_DA
ASAP ( 100% )
OFID ( 100% )
OFID ( 100% )
OFID ( 100% )
OFID ( 100% )
OFID ( 100% )
120
30
120
30
120
30
120
30
120
30
120
30
120
30
840
210
10
135
1
4
5
1
4
5
1
4
5
1
4
5
1
4
5
1
4
5
1
4
5
8
28
37
VCBEE
VCBEE
SA
SA
SA_DA
SA_DA
LWMGAS ( 100% )
IFAD_G ( 50% ); IFAD_L ( 50% )
2
2
2
2
2
2
2
14
7.500
15
20
225
15
20
782
15
20
1 444
15
20
1 509
15
20
1 589
15
20
941
15
20
245
105
142
6 737
VCBEE
OC
OC_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
pers/month
pers/day
lumpsum
_________________________________
\a nations-w ide recording including private sector
\b including aspects on job safety and health
\c including trainig material preparation
\d Including climate smart design, w ater fetching, solar energy
\e The category includes Capacity Building
\f 10 people per training, 1 training for each shed
\g each class 20 classers
\h each course 30 shearers
\i 5 days
\j in laboratory
\k including mobile units
\l including electrical connection
\m 75% from project and 25 % from SSA
\n shearing shed to secondary road netw ork
\o Piloting the technology on 4 sheds
\p Mostly presses
\q linking tanks to stream
\r Assuming a visit per month per district
\s Assuming a visit per month per district
\t Includes fuel, insurance and maintenance
166
IFAD_G (
IFAD_G (
IFAD_G (
IFAD_G (
50%
50%
50%
50%
); IFAD_L (
); IFAD_L (
); IFAD_L (
); IFAD_L (
50%
50%
50%
50%
)
)
)
)
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
100%
100%
100%
100%
100%
100%
100%
)
)
)
)
)
)
)
Kingdom of Lesotho
Table 7: Cottage Industry and Niche Market Development
Lesotho
WAMPP
Table 7. Cottage Industry and Niche Market Development
Detailed Costs
Unit
I. Investment Costs
A. Consultancies /a
Assessment study of Wool and Mohair Cottage Industry Stakeholders /b
Niche Market and Innovation Studies
Policy business environment of cottage industry and operational safety & health /c
Product design support /d
Subtotal
B. Workshops
Cottage enterprise commercial management Workshops
Learning Tours
Platform meetings w ith banks, private sector, Mohair trust, ministries and Others
Subtotal
C. Goods, Services and Inputs /e
Provision of innovating technology /f
Establishment of a Pool of First Grade Mohair /g
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2017
2018
2019
2020
Summary Divisions
Expenditure
2021
Other Accounts
Disb.
Acct.
Fin. Rule
Pers/month
pers/month
lumpsum
student/month
-
2
4
3
6
6
4
6
6
6
6
2
8
3
36
10.000
10.000
10.000
1.000
-
20
40
30
6
96
6
6
40
6
46
6
6
6
6
6
6
20
80
30
36
166
CINMD
CINMD
CINMD
CINMD
C
C
C
C
C_DA
C_DA
C_DA
C_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
No.
No.
No.
-
10
1
1
20
1
2
30
1
2
20
1
-
-
-
80
4
5
3.000
15.000
1.500
-
30
15
2
47
60
15
3
78
90
15
3
108
60
15
75
-
-
240
60
8
308
CINMD
CINMD
CINMD
WM
WM
WM
WM_DA
WM_DA
WM_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
lumpsum
-
1
4
-
4
-
4
-
4
-
-
16
1
12.000
50.000
-
50
193
48
132
48
202
48
129
48
54
6
192
50
716
CINMD
CINMD
GSI
GSI
GSI_DA
GSI_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
_________________________________
\b and development of the cottage industry strategic plan
\c national consultant
\d tw o junior designers
\e Activities should be linked to RUFIP
\f e.g. small scale looms or sorting machine
\g including transportation
167
Kingdom of Lesotho
Table 8: Promotion of Livestock Auctions and District Slabs
Lesotho
WAMPP
Table 8. Promotion of Livestock Auctions and District Slabs
Detailed Costs
Unit
I. Investment Costs
A. Consultancies
Policy business environment of livestock marketing and meat sector /a
Red meat off take, marketing and investment studies
Design of Slabs /b
Subtotal
B. Works
Rehabilitation of district auction locations
Establishment of district slabs
Subtotal
C. Training
Training of community auctioneers /c
Enterprise and Hygene Mngt of Slabs /d
Training for DMAs on livestock marketing
Subtotal
Price informations system for livestock
Equipment packages for slabs
Scales for livestock /e
Radio announcements for auctions /f
Subtotal
II. Recurrent Costs
A. Operating Costs
Slabs' operating costs
B. Salaries and Allow ances
Inspection of DLS to slabs and auctions
Supervision of MTICM of auctions and slabs /g
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2018
2019
2020
2017
Summary Divisions
Expenditure
Account
2021
Total Component
Other Accounts
Disb.
Acct.
Fin. Rule
pers/month
pers/month
pers/month
2
1
2
3
-
-
-
-
-
-
4
3
1
10.000
10.000
25.000
20
25
45
20
30
50
-
-
-
-
-
40
30
25
95
PLADS
PLADS
PLADS
C
C
C
C_DA
C_DA
C_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ) ; IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
no.
no.
-
2
3
4
2
4
2
2
-
-
-
12
7
4.000
35.000
-
8
105
113
16
70
86
16
70
86
8
8
-
-
48
245
293
PLADS
PLADS
W
W
W_DA
W_DA
OFID ( 100% )
OFID ( 100% )
pers/month
pers/month
pers/month
2
2
3
-
2
-
2
2
-
-
-
-
4
7
2
6.000
6.000
3.000
12
6
18
18
18
12
12
12
12
24
-
-
-
24
42
6
72
PLADS
PLADS
PLADS
T
T
T
T_DA
T_DA
T_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
no.
no.
no.
-
1
3
2
12
2
4
12
2
4
12
2
12
12
12
1
7
12
72
15.000
20.000
1.500
1.500
63
15
60
3
18
96
277
40
6
18
64
162
40
6
18
64
174
3
18
21
29
18
18
18
18
18
18
15
140
18
108
281
741
PLADS
PLADS
PLADS
PLADS
GSI
GSI
GSI
GSI
GSI_DA
GSI_DA
GSI_DA
GSI_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
per year
-
2
3
2
2
-
-
9
8.000
-
16
24
16
16
-
-
72
PLADS
OC
OC_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
per year
per day
-
30
30
40
40
50
50
60
60
60
60
60
60
300
300
135
135
63
4
4
24
301
5
5
35
197
7
7
30
204
8
8
32
61
8
8
16
34
8
8
16
34
41
41
153
894
PLADS
PLADS
SA
SA
SA_DA
SA_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
_________________________________
\a national consultant
\b international consultant
\c 2 Community members trained tw o w eeks
\d Slab manager trained for tw o w eeks
\e for auction sites
\f Broadcasting last w eek prices and auction dates on a w eekly basis
\g DSA, lunch, and overnight allow ance
168
Kingdom of Lesotho
Table 9: Coordination, Knowledge Management and National Monitoring
Lesotho
WAMPP
Table 9. Coordination, Know ledge Management and National Monitoring
Detailed Costs
Unit
I. Investment Costs
A. Consultancies /a
Review of project, programmes policies and legislation
Monitoring and Evaluation system and KM programme /b
Baseline (RIMS compliant) Survey and Updates
Mid term Review
MPAT Evaluation
Project Completion Report
Subtotal
B. Workshops
AWPB and Review
Coordination Commitee meetings
IFAD implementation w orkshop
District consultative Meetings
Subtotal
II. Recurrent Costs
M&E Officer/Team leader
KM & Communication specialist
Subtotal
B. Operating Costs
Vehicle Operating expenses /c
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2017
2018
2019
2020
2021
Summary Divisions
Other Accounts
Expenditure Disb.
Acct.
Fin. Rule
pers/month
pers/month
No.
No.
No.
No.
1
2
1
1
-
1
-
1
1
-
1
1
-
1
-
1
-
1
1
1
2
4
3
2
3
1
10.000
20.000
75.000
50.000
25.000
75.000
10
40
75
25
150
20
20
20
50
70
75
25
100
10
10
50
50
75
25
75
175
20
80
225
100
75
75
575
CKMNM
CKMNM
CKMNM
CKMNM
CKMNM
CKMNM
C
C
C
C
C
C
C_DA
C_DA
C_DA
C_DA
C_DA
C_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
No.
No.
No.
No.
1
2
1
20
1
2
20
1
2
1
-
1
2
20
1
2
1
-
1
2
10
1
2
1
-
7
14
4
70
10.000
2.500
15.000
1.000
10
5
15
20
50
200
10
5
20
35
55
10
5
15
30
100
10
5
20
35
135
10
5
15
30
40
10
5
10
25
75
10
5
15
30
205
70
35
60
70
235
810
CKMNM
CKMNM
CKMNM
CKMNM
WM
WM
WM
WM
WM_DA
WM_DA
WM_DA
WM_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
pers/month
pers/month
6
6
12
12
12
12
12
12
12
12
12
12
12
12
78
78
3.500
3.200
21
19
40
42
38
80
42
38
80
42
38
80
42
38
80
42
38
80
42
38
80
273
250
523
CKMNM
CKMNM
SA
SA
SA_DA
SA_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
1
1
1
1
1
1
1
7
7.500
8
48
248
8
88
143
8
88
188
8
88
223
8
88
128
8
88
163
8
88
293
53
575
1 385
CKMNM
OC
OC_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
_________________________________
\b including tw o Impact studies
\c Including Fuel, Insurance and Maintenance
169
Kingdom of Lesotho
Table 10: Project Coordination Unit
Lesotho
WAMPP
Table 10. Programme Coordination Unit
Detailed Costs
Unit
I. Investment Costs
A. Consultancies /a
Envelope for Short Term Consultancies /b
Training consultant
International FM/procurement training /c
Annual performance audit of the LNWMGA /d
Subtotal
B. Goods, Services and Inputs
Electronic equipment and Softw are /e
C. Vehicles
Four by four w heel drive
II. Recurrent Costs
PCU Director
Finance Management Officer
Finance Assistant
Procurement Officer
Procurement Assistant
Administrative Officer
Office Assistant
PCU-MFLR Component Manager
PCU-MAFS Component Manager
PCU-MoT Component Manager
Driver
Cleaner
Travel Allow ances for International Workshops /f
Allow aces for travel /g
Subtotal
B. Operating Costs
Office Rent
Utilities and office expenses
Support to IFAD Missions
Vehicle Operating expenses /h
Subtotal
Total
2015
2016
Quantities
2018
2019
2017
2020
2021
Unit Cost
(US$)
Total
2015
2016
2018
2019
2020
2017
Summary Divisions
Expenditure
Account
2021
Total Component
Other Accounts
Disb.
Acct.
Fin. Rule
pers/month
lumpsum
pers/month
pers/month
3
1
3
1
3
3
1
3
3
1
3
1
1
1
1
12
1
9
7
25.000
10.000
12.000
25.000
75
10
36
25
146
75
36
25
136
75
36
25
136
75
25
100
25
25
25
25
25
25
300
10
108
175
593
PCU
PCU
PCU
PCU
C
C
C
C
C_DA
C_DA
C_DA
C_DA
IFAD_G ( 25% ); IFAD_L ( 25% ); OFID ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
lumpsum
1
-
-
-
-
-
-
1
50.000
50
-
-
-
-
-
-
50
PCU
GSI
GSI_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
No.
3
-
-
-
-
-
-
3
50.000
150
346
136
136
100
25
25
25
150
793
PCU
V
V_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
6
6
12
6
12
6
6
6
6
6
6
6
1
400
12
12
24
12
24
12
12
12
12
12
12
12
1
400
12
12
24
12
24
12
12
12
12
12
12
12
400
12
12
24
12
24
12
12
12
12
12
12
12
400
12
12
24
12
24
12
12
12
12
12
12
12
400
12
12
24
12
24
12
12
12
12
12
12
12
400
12
12
24
12
24
12
12
12
12
12
12
12
400
78
78
156
78
156
78
78
78
78
78
78
78
2
2 800
4.500
4.000
3.000
3.500
3.000
1.500
300
3.000
3.000
3.000
700
300
13.000
135
27
24
36
21
36
9
2
18
18
18
4
2
13
54
282
54
48
72
42
72
18
4
36
36
36
8
4
13
54
497
54
48
72
42
72
18
4
36
36
36
8
4
54
484
54
48
72
42
72
18
4
36
36
36
8
4
54
484
54
48
72
42
72
18
4
36
36
36
8
4
54
484
54
48
72
42
72
18
4
36
36
36
8
4
54
484
54
48
72
42
72
18
4
36
36
36
8
4
54
484
351
312
468
273
468
117
23
234
234
234
55
23
26
378
3 196
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
PCU
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
SA_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
GOVT
GOVT
GOVT
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
6
6
2
6
12
12
2
12
12
12
2
12
12
12
2
12
12
12
2
12
12
12
2
12
12
12
2
12
78
78
14
78
2.200
2.500
5.000
7.500
13
15
10
45
83
365
711
26
30
10
90
156
653
789
26
30
10
90
156
640
776
26
30
10
90
156
640
740
26
30
10
90
156
640
665
26
30
10
90
156
640
665
26
30
10
90
156
640
665
172
195
70
585
1 022
4 218
5 011
PCU
PCU
PCU
PCU
OC
OC
OC
OC
OC_DA
OC_DA
OC_DA
OC_DA
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
IFAD_G ( 50% ); IFAD_L ( 50% )
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
pers/month
lumpsum
pers/day
lumpsum
lumpsum
no.
lumpsum
_________________________________
\a The category includes Technical assistance and Studies
\b International and Regional Consultant
\c International Consultancies
\d International Consultancies
\e Computer and Softw are licencies
\f for director and component managers
\g for 8 officers, including DSA, overnight expenditures
\h Including Fuel, Insurance and Maintenance
170
Kingdom of Lesotho
Appendix 10: Economic and financial analysis
Appendix 10: Economic and Financial Analysis
1.
The WAMPP is expected to generate substantial net incremental benefits for farmers and rural
entrepreneurs in the project area. Benefits would directly accrue to farmers, women and youth through a
comprehensive improvement of the wool and mohair value chain. The WAMPP would be applying a holistic
and systematic approach to the enhancement and improvement of the several sectors identified along the
Wool and Mohair value chain in Lesotho.
2.
The project is expected to lead to increased income of smallholder farmers and household and rural
entrepreneurs. Benefits would accrue from: (i) increased Wool and Mohair yields and livestock productivity
due to improved vaccination, enhanced husbandry and better nutrition; (ii) an increased proportion of
marketed fibres production; (iii) reduced transportation costs and enhanced processing efficiency through
innovative technology and improved shearing shed infrastructure; (iv) improved quality of fibres products, thus
attracting higher prices at the auction floor as a result of the demand by processors for higher quality fleece;
(v) increased forage production; (vi) increased employment, either for hired or family labour, for both on-farm
and off-farm activities; and (vii) tax revenues as a result of increased volume of taxable production. Principal
increases in incomes would be largely dependent on farmers/household/rural entrepreneurs adopting
improved technologies, which the programme will promote through a breeding and vaccination programme,
infrastructure investments, thus improving the market access, supporting marketing linkages and private sector
development, and generally creating a favourable economic environment that encourages farmers/rural
entrepreneurs to produce more competitive products.
3.
This appendix presents the financial and economic analysis of the WAMPP interventions through the
use of illustrative models representing the main activities and value chains that will likely be supported. The
key-indicators used to carry out the analysis are Net Present Values (NPVs) and the Financial and Economic
Internal Rate of Return (FIRR - EIRR).
FINANCIAL ANALYSIS
4.
The primary objective of the financial analysis is to determine the financial viability and incentives for
the programme target group as a result of their engagement in programme activities, and hence to examine
the impact of Programme interventions on family labour, cash flow and household incomes. A number of
indicative economic activities which may be supported by WAMPP were identified during the programme
design process. Ten illustrative models were prepared to demonstrate the financial viability of the expected
investments: (i) one sheep and one goats rearing and fibres production models, (ii) three household models
based on the combination of livestock ownership; (iii) two Shearing Sheds models concerning the renovation of
already operating shearing sheds and new shearing sheds, (iii) two models on Breeding centre renovation, (iv)
an Early Warning System (EWS) evaluation model. These models were used as building blocks for the economic
evaluation of the value chain analysis. A cash-flow analysis is finally carried out to present the “with” and
“without” programme analysis. Pasture restoration models, fodder production models and an Artisanal
Garment have not been included in the analysis due to the lack of reliable data findings during the design
mission. Summary results from the financial models are presented in the table 1 below.
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Kingdom of Lesotho
Table 1: Summary of Financial models
Models' summary
HHs
affected
NPV
(Maloti)
NPV
(USD)
FIRR
(@10%)
HHs models
10 000
28 256
2 691
24%
14 000
31 538
3 004
34%
26 000
22 105
49%
890 301
2 105
84 791
870 825
82 936
14%
500 821
50 082
N/A
176 756
17 676
N/A
-
Quthing Breeding Centre Rehabilitation
Mokhotlong Breeding Centre Rehabilitation
14%
5.
Programme target group and beneficiaries. The broad target group for the Programme will be wool and
mohair producers, those who can add value or participate in cottage industry development and who are in the
rural areas of Lesotho. The Programme will have a poverty focus and it is estimated that the number of direct
beneficiaries will be 200,000 of whom 50,000 will be directly engaged in the improved animals health subcomponent. Overall the programme will benefits women, youth and men directly involved in the wool and
mohair production as farmers or employed along the value chain throughout the parallel value adding
activities. Their inclusion and phasing is described in the economic analysis section below.
6.
Key assumptions. The following source of information gathered during the pre-design and the final
design missions have been used to set up the analysis: interviews with farmers and entrepreneurs, documents
and surveys from the Lesotho Bureau of statistics, academic papers and FAO publication, data obtained from
the Lesotho Vulnerability Assessment Committee report (LVAC 2013), information data and estimates of the
value chain study carried out during design mission and mission estimates. In particular, information on labour
and input requirements for various operations, capital costs, prevailing wages, yields, farm gate and market
prices of commodities, input and farm-to-market transport costs were collected. Conservative assumptions
were made both for inputs and outputs, and take account of possible risks.
7.
Exchange rate. The exchange rate used in the analysis is fixed at 1 USD = 10.5 LSL computed as an
average of the exchange rate prevailing during design mission.
8.
Prices. The financial prices for programme inputs and products were collected in the field by the design
team. All the information on labour requirements for various production models, prevailing wage rates, yields,
input use, farm gate and market prices of the products, input prices were collected. Prices used represent
estimates of the average seasonal prices and the analysis is carried out using constant prices.
9.
Labour. Family labour has been valued both in financial and economic analysis. It has been assumed
that farm labour is provided by the households and is considered at half the price of skilled labour. Hired labour
(skilled) is priced at LSL 450 per month, which is the prevailing market rate.
10.
Opportunity cost of capital. A discount rate of 10% has been used in this analysis to assess the viability
and robustness of the investments In order to consider the profitability of the foreseen investments with
market alternatives, the selected value is calculated as an average of the passive interest rates on saving
accounts, long term deposit and short/long treasury bonds.
11.
Models’ results and sensitivity analysis. The Economic and Financial analysis models have been tested
through a Montecarlo simulation to verify the robustness and sensitivity of models assumption. In particular
different probabilistic functions were associated to each element considering its specific nature. By and large,
quantities were combined with Gaussian functions while prices and costs were mainly associated to Triangular
distributions, Lognormal functions or Beta distribution. In order to consider the stochastic nature of weather
events, Beta and BetaPERT functions have been considered in the Early Warning System Evaluation Model.
Graphical and numerical results of the analysis are provided in appendix to this annex.
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Kingdom of Lesotho
12.
Sensitivity charts show the extent to which given grouped assumptions affect the NPV, ranking the
several factors according to their contribution. Sensitivity charts display these rankings as a bar chart, indicating
which group of assumptions is the most or least important in determining models’ profitability.
Models
13.
Sheep and goats rearing model. Models on livestock rearing and fibres production have been prepared
to evaluate programme effects on livestock owners (Tables 1 and Table 2 in appendix). All the technical
assumptions on the herd development (e.g. lambing rate, adult and kid mortality, fertility rate) have been
derived from national statistics and are considered in a very conservative manner. Models present results due
to the vaccination programme and have been used to draft different scenario on Basotho household livestock
ownership. The without project (WoP) scenario present a situation whereby due to mortality and bad land
degradation hence bad nutrition, animals flocks would reduce and wool/mohair production would be reduced
accordingly. The low fibre quality is reflected in its sales where the majority of the produce falls within the
intermediate class (B class for wool and green class for mohair). In order to cope with the low fibre production
profitability every year the farmer would be forced to sell part of his/her herd to sustain his/her livelihoods.
14.
In the with-project (WiP) scenario thanks to better nutrition and a proper vaccination programme,
healthier sheep and goats would produce a higher wool and mohair quality. Farmers would need to carry out a
complete vaccination treatment especially deworming which should be given at least four times a year. The big
bulk of the benefits are supposed to kick in after the first four years. All the models present positive returns.
15.
Household models. Different livestock ownership scenario based on rearing models have been prepared
and put together in order to assess Basotho smallholder farmers gains in livestock activities. Likewise rearing
models these analyses make a direct comparison on WiP and WoP situation and present positive NPVs and
IRRs for the envisages scenarios. By looking at the new incremental benefits and margin flows, it is possible to
note how the results match the livelihood standards highlighted in the Lesotho Vulnerability Assessment
91
Report (LVAC 2013) and on the CGP targeting and baseline evaluation (2012) .
16.
Similarly to the actual data in the country the WOP scenario shows that livestock rearing per se does
not represent a sufficient and stable source of income for the majority of poor and very poor Basotho
households that sell part of their herds in order to sustain their livelihoods.
Figure 1: Household cash income sources
Source: Adapted from LVAC(2013) and CGP targeting (2012)
91
Pelleraro, Hurrel et al: CGP impact evaluation; targeting and baseline evaluation (Apr 2012); Oxford Policy Management.
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Kingdom of Lesotho
17.
Further the increased livestock diseases reduce livestock holdings over the years strengthening
households’ dependence on other sources of income (e.g. casual labour and remittances that still today
provide the biggest bid of household earnings). The results presented in annex (table 3 - table 5) suggest that
for subsistence smallholders, the potential for poverty extraction is significant while for better off smallholders
(those owning larger flocks) the real problem and incentive in their participation to the programme would be
to avoid their fall back into poverty as shown in the without project scenario. As a final consideration it is
important to remark that the vast majority of rural household in Lesotho rely on remittances (mainly from
South Africa), state benefit and informal safety net that enable and facilitate people access to financial
resources. These aspects would in principle ensure or facilitate the engagement of the target group in the
livestock activities.
18.
Shearing Sheds models. Two models concerning already operating shearing sheds and construction of
new sheds were prepared to verify how the more effective and efficient handling of wool and mohair would
affect market returns to the herders.
19.
Existing Shearing Shed: This model (table 6a and table 6b) illustrates the possible incremental benefits
that would occur from the renovation, improvement and upgrading of an already functioning shearing shed
serving about 375 wool and mohair growers. The anticipated main benefits thanks to capacity building, water
supply, new bale pressing and handling facilities would be the reduced transportation, loading and bailing costs
and improved classing and shearing capacity. Further the increase in fleece weight brought by improved
livestock production and better nutrition would increase sheds revenues over time. It is assumed that benefits
kick in smoothly consistently with the breeding improvement pace. The estimated O&M costs are about
USD 2,700. Replacement costs for the bale press had been considered to occur every five years. This model has
been tested through a Montecarlo simulation proving the robustness of the envisaged scenario. It is worthy to
note that such businesses are considered to operate as a break even service providers and that the positive
cash flow might be subsequently committed at sustaining the in-house capacity building especially for classers
and shearers.
20.
New Shearing Shed: A construction of new modern designed shearing sheds will be carried out during
programme implementation. The tables presented in the appendix (table 7a and 7b), show the feasibility
results of the construction and operating of new shearing sheds. Thanks to better nutrition healthier sheep and
goats will produce a higher quality of wool and mohair. Fleeces increase in weight and in quality would increase
shed’s revenues for service provision. As for the already operating shed, a new bale pressing technology would
reduce costs for transports, loading and bailing. Considering the geographical location of the new shearing
shed and thanks to the new sheds technical features it is assumed that the sheds will potentially and
progressively serve up to a maximum of 430 customers once reached the full development..
21.
Livestock Breeding Centres: Two models concerning Merino Breeding Farm at Mokhotlong and Angora
Breeding Farm at Quthing operating as stud farms for producing high quality merino rams and angora bucks for
supply to smallholder producers are provided in the appendix (tables 8 and 9). The first step in the models is
the procurement of the parent stock needed for the formation of “National Elite Flocks” (NEFs) of merino
sheep and angora goats; and afterwards there will be the identification of superior private breeding flocks in
each district that will act as multiplying farms for the supply of superior ram or bucks to standard producers
throughout the district.
22.
Early Warning System model. The Programme will support the improved collection of weather data
across the country so to prepare vulnerability maps for the effects of climate change on Lesotho’s rangelands.
An economic evaluation upon the Early Warning System has been carried considering the following
assumption; (i) after the programme implementation it is expected that the EWS will be improved so to allow a
lead time of at least 48 hours in the majority of the cases; (ii) the benchmark data and damages considered are
those related to floods due to heavy rains caused in the 2011; (iii) all the prices and values have been
considered in a very conservative manner; (iv) the values for house destroyed have not been considered since
nothing can be done in order to save the house or part of it (walls ,roof etc) within the 48 hrs lead time; (v) a
174
Kingdom of Lesotho
proportion of damage due to one particular event was taken as representative for similar events in the past or
future, if a robust historical damage database was not available; (vi) in cases where disaggregate damage data
was available, such as for movable assets – livestock, school or office equipment, vegetables or crops– a
percentage of such damages was treated as avoidable damage, as show in table 10 in the appendix, (vii) every
year Lesotho is affected by floods and natural disaster but it is assumed that the severity and the damages of
the 2011 flood would occur once every ten years; (viii) consistently with and increasing trend of extreme
weather events we suppose that each event’s impact would be increased of about 1% with respect to former
events.
23.
In order to avoid double counting, the costs related to the system upgrading have not been considered
in the model where the final result show a total gross benefit (avoided damages) of about 15.4 USD million
over 20 years.
ECONOMIC ANALYSIS
24.
The objectives of the economic analysis are: (i) to examine the overall Programme viability, and (ii) to
assess the Programme’s impact and the overall economic rate of return; and (iii) to perform sensitivity analyses
to assess the benefits from a broad welfare perspective.
25.
Key Assumptions. The physical inputs and productions established in the financial analysis provided the
basis to determine the viability of the programme investment in terms of opportunity costs and quantifiable
benefits to the economy as a whole. The estimate of the likely economic returns from Programme
interventions are based on the following assumptions: (i) Programme life has been assumed at 20 years; (ii)
Programme inputs and outputs traded are valued at their respective market prices, and goods are expected to
move freely within the programme area in response to market demand; (iii) an economic discount rate of 10% has
been used; (Iv) the opportunity cost of unskilled labour was assumed at the minimum daily agricultural wage
rate of 230 LSL; and (vi) a complete set of shadow prices have been computed starting from the Lesotho Social
Accounting Matrix. The economic conversion factors identified for 85 sectors have been applied in the analysis.
26.
Programme Economic Costs. The economic analyses include the investment and incremental recurrent
costs of programme components. The programme financial costs have been converted to economic values by
removal of price contingencies, taxes and duties. In order to avoid double counting, the final aggregation
considered only those costs that were not included in the financial models. Furthermore, it has been assumed
that there is a cost of replacing some specific programme-acquired equipment and infrastructure according to
the following useful life: i) machineries (5 years) ii) computers and office furniture (5 years) iii) maintenance of
roads; iv) maintenance of warehouse (5 years); and v) maintenance of storage facilities (5-9 years).
27.
Benefits Estimation. The incremental benefits stream comprises the economic net values of all the
several models developed in the financial analysis. These benefits are then aggregated based on the phasing of
the household uptake during the implementation period.
28.
Programme Phasing. Table 2 below summarizes the number of participating farmers during the
implementation period and the related phasing of the investment.
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Kingdom of Lesotho
Table 2: Number of Beneficiaries and Phasing
Unit
PY1
PY2
PY3
PY4
PY5
PY6
PY7
PY8
Total
Farmers
no.
2 800
4 500
6 000
7 000
5 700
26 000
no.
2 300
2 800
3 000
3 400
2 500
14 000
no.
1 500
2 000
2 200
2 500
1 800
10 000
Sub-total
50 000
no.
-
1
1
no.
-
4
6
no.
-
6
no.
-
6
8
-
6
10
-
10
-
1
-
-
-
2
-
-
-
22
-
-
46
-
-
1
12
-
29.
Economic Rate of Return. The overall economic internal rate of return (EIRR) of the Programme is
estimated at 21% for the base case. The net present value (NPV) of the net benefit stream, discounted at 10%,
is USD 41.3 million. The summary of economic analysis is presented in the final table in the appendix.
Table 3: Economic Analysis
Total Incremental Incremental
Benefits ('000
Costs ('000
Maloti)
Maloti)
1
0
21 554
2
(10 628)
33 078
3
(26 300)
32 573
4
(39 209)
36 823
5
(46 370)
32 840
6
(44 946)
22 472
7
(20 295)
13 180
8
18 538
15 035
9
61 370
15 035
10
181 929
15 035
11
143 960
15 035
12
182 145
15 035
13
213 136
15 035
14
244 373
15 035
15
273 644
15 035
16
304 931
15 035
17
335 139
15 035
18
367 380
15 035
19
400 469
15 035
20
508 913
15 035
NPV@ 10 % ('000 LSL) 433 679
NPV@ 10 % ('000 USD) 41 303
IRR
21%
Year
Cash Flow
('000) maloti
(21 554)
(43 705)
(58 872)
(76 032)
(79 210)
(67 418)
(33 475)
3 503
46 335
166 894
128 925
167 110
198 101
229 338
258 609
289 896
320 104
352 345
385 434
493 878
30.
Sensitivity Analysis. The analysis assesses the effect of variations in Programme benefits and costs.
Results are presented in Appendix below. The EIRR was subject to sensitivity analysis to measure variations due
to unforeseen factors. In order to test the economic viability of the programme two different cases have been
hypothesized and presented. In the base case scenario analysis the benefits stream is associated with
Minimum extreme function (benefits underestimation) while the cost stream is distributed with a triangular
distribution (cost are assumed to be less volatile). The results show that the programme remains economically
viable after costs and benefits’ variations. Finally we tested another scenario with a benefits underestimation
(Minimum Extreme distribution) and a delay of 2 years in the implementation of the production activities.
Simultaneously costs are overestimated (Maximum extreme distribution). Notwithstanding the economic
viability of the programme remain unaffected preserving positive NPV and EIRR.
176
Kingdom of Lesotho
APPENDIX 1
LIVESTOCK REARING AND FIBRES PRODUCTION MODELS
177
Kingdom of Lesotho
Table 1a: Goats rearing model (flock size 100 animals); Yields and Inputs WoP
Rearing Goats and Mohair Production Model
WOP SCENARIO
YIELDS AND INPUTS
Items
Starting Stock
F5-6yrs
F4-5yrs
F 3-4yrs
F 2-3yrs
F 1-2yrs
Lambs 0-1yr
M1-2yrs
M2-3yrs
M3-4yrs
M4-5yrs
M5-6yrs
Unit
Number
5
10
16
15
15
20
10
3
3
2
1
100
Model description: a comparison between and dynamic WOP and WP project scenario is here below carried out.
WOP Hypothesis: The starting flock is composed by 100 goats subdivided as in the table. Over time, due to mortality and bad land degradation hence bad nutrition, animals flock would reduce and mohair production
would be reduced accordingly. The low mohair quality is reflected in the mohair sales where the majority of the produce falls within the intermediate class (Green class). In order to cope with the low profitability of fiber
production every year the farmer would sale part of his/her herd. A close look at the model allows to detect the difficulties in keeping up mohair production over time.
WP Hypothesis: The starting flock is composed by 100 goats subdivided as in the table. Thanks to better nutrition and a proper vaccination programme, healthier goats would produce a higher mohair quality. To this end
farmers would need a complete vaccination treatment especially deworming which should be given 4 times in a year. The big bulk of the benefits are supposed to kick in after the first four years.
Price LSL
Without Project
9
10
1
2
3
4
5
6
7
8
11
12
13
14
15
16
17
18
19
20
100
18
98
11
20
11
96
10
19
11
94
10
19
11
92
10
19
11
90
10
18
11
88
10
18
10
86
9
18
10
84
9
17
10
82
9
17
10
80
9
17
10
79
9
16
9
77
8
16
9
75
8
16
9
74
8
15
9
72
8
15
9
70
8
15
8
69
8
14
8
67
7
14
8
66
7
14
8
4,7
57,2
10
4,6
55,9
10
4,5
54,7
10
4,4
53,5
9
4,3
52,3
9
4,2
51,2
9
4,1
50,1
9
4,0
49,0
9
3,9
47,9
8
3,9
46,8
8
3,8
45,8
8
3,7
44,8
8
86
86
258
86
86
86
1
86
86
86
84
84
252
84
84
84
1
84
84
84
82
82
247
82
82
82
1
82
82
82
80
80
241
80
80
80
1
80
80
80
79
79
236
79
79
79
1
79
79
79
77
77
231
77
77
77
1
77
77
77
75
75
226
75
75
75
1
75
75
75
74
74
221
74
74
74
1
74
74
74
72
72
216
72
72
72
1
72
72
72
70
70
211
70
70
70
1
70
70
70
69
69
207
69
69
69
1
69
69
69
67
67
202
67
67
67
1
67
67
67
66
66
197
66
66
66
1
66
66
66
12
12
12
12
12
12
12
12
12
12
12
12
12
Flock Physical Parameters
Stock
Mortality
Birth
Sales
heads
heads
heads
heads
Main Production
Mohair
Red
Green
Goats
kg
kg
heads
100
85
800
5,6
68,0
18
5,5
66,6
11
5,4
65,2
11
5,3
63,8
11
5,1
62,4
11
5,0
61,1
11
4,9
59,7
10
4,8
58,4
10
Operating Inputs
Vaccines
Dipping
Deworming (three per year)
Membership fee
Shearer
Weighing
Bailing
Brokering/auction cost
Fees and taxes
Transport to auction
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
1,5
10
4
3
1,1
100
100
300
100
100
100
1
100
100
100
98
98
294
98
98
98
1
98
98
98
96
96
288
96
96
96
1
96
96
96
94
94
281
94
94
94
1
94
94
94
92
92
275
92
92
92
1
92
92
92
90
90
269
90
90
90
1
90
90
90
88
88
264
88
88
88
1
88
88
88
Labour
hired labour (herder)
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
178
Kingdom of Lesotho
Table 1b: Goats rearing model; Financial Budget WoP
FINANCIAL BUDGET (LSL)
Items
Revenues
Mohair
Red
Green
Goats
Subtotal revenues
Operating Inputs
Vaccines
Dipping
Deworming (three per year)
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Subtotal operating costs
Labour
Hired labour (herder)
Family labour
Subtotal Labour costs
Total cost
Gross Income before labour
Gross Income after labour
Without Project
9
10
1
2
3
4
5
6
7
8
560
5.780
14.400
20.740
549
5.664
9.052
15.265
537
5.542
8.961
15.041
525
5.423
8.782
14.731
514
5.306
8.607
14.426
503
5.191
8.434
14.128
492
5.078
8.266
13.836
481
4.968
8.100
13.550
471
4.860
7.938
13.269
600
6.000
1.800
400
300
150
10
400
300
110
10.070
588
5.880
1.764
392
294
147
10
392
294
108
9.869
575
5.753
1.726
384
288
144
10
384
288
105
9.656
563
5.629
1.689
375
281
141
10
375
281
103
9.448
551
5.508
1.652
367
275
138
10
367
275
101
9.244
539
5.388
1.617
359
269
135
10
359
269
99
9.045
527
5.272
1.581
351
264
132
10
351
264
97
8.849
516
5.157
1.547
344
258
129
10
344
258
95
8.657
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
12.830
10.670
7.910
12.629
5.396
2.636
12.416
5.384
2.624
12.208
5.282
2.522
12.004
5.182
2.422
11.805
5.084
2.324
11.609
4.987
2.227
179
11
12
13
14
15
16
17
18
19
20
461
4.754
7.780
12.994
451
4.650
7.624
12.725
441
4.549
7.472
12.461
431
4.449
7.322
12.202
422
4.351
7.176
11.949
412
4.256
7.032
11.700
403
4.162
6.892
11.457
394
4.070
6.754
11.218
386
3.980
6.619
10.984
377
3.891
6.486
10.755
369
3.805
6.357
10.530
505
5.045
1.514
336
252
126
10
336
252
92
8.469
494
4.935
1.481
329
247
123
10
329
247
90
8.284
483
4.827
1.448
322
241
121
10
322
241
89
8.104
472
4.722
1.417
315
236
118
10
315
236
87
7.927
462
4.618
1.385
308
231
115
10
308
231
85
7.753
452
4.517
1.355
301
226
113
10
301
226
83
7.583
442
4.418
1.325
295
221
110
10
295
221
81
7.417
432
4.320
1.296
288
216
108
10
288
216
79
7.253
422
4.225
1.267
282
211
106
10
282
211
77
7.093
413
4.131
1.239
275
207
103
10
275
207
76
6.937
404
4.040
1.212
269
202
101
10
269
202
74
6.783
395
3.950
1.185
263
197
99
10
263
197
72
6.632
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
11.417
4.893
2.133
11.229
4.801
2.041
11.044
4.710
1.950
10.864
4.621
1.861
10.687
4.534
1.774
10.513
4.449
1.689
10.343
4.365
1.605
10.177
4.283
1.523
10.013
4.203
1.443
9.853
4.124
1.364
9.697
4.047
1.287
9.543
3.972
1.212
9.392
3.898
1.138
Kingdom of Lesotho
Table 1c: Goats rearing model Yields and Inputs WiP
Rearing Goats and Mohair Production Model
WP SCENARIO
YIELDS AND INPUTS
Items
Unit
Price LSL
With Project
9
10
1
2
3
4
5
6
7
8
11
12
13
14
15
16
17
18
19
20
100
18
101
9
20
10
102
9
21
11
103
9
22
11
105
10
22
12
106
10
23
12
108
10
24
13
110
10
25
13
112
10
26
14
114
11
27
15
116
11
28
16
118
11
30
16
121
11
31
17
123
11
32
18
126
12
33
19
129
12
35
20
132
12
36
21
135
12
37
22
139
13
39
23
142
13
41
24
19,6
62,5
14
20,0
63,6
15
20,4
64,8
16
20,8
66,2
16
21,2
67,6
17
21,7
69,0
18
22,2
70,6
19
22,7
72,3
20
23,3
74,0
21
23,8
75,8
22
24,4
77,8
23
25,1
79,8
24
110
110
439
110
110
110
1
110
110
110
112
112
446
112
112
112
1
112
112
112
114
114
454
114
114
114
1
114
114
114
116
116
463
116
116
116
1
116
116
116
118
118
473
118
118
118
1
118
118
118
121
121
483
121
121
121
1
121
121
121
123
123
493
123
123
123
1
123
123
123
126
126
504
126
126
126
1
126
126
126
129
129
516
129
129
129
1
129
129
129
132
132
529
132
132
132
1
132
132
132
135
135
542
135
135
135
1
135
135
135
139
139
555
139
139
139
1
139
139
139
142
142
570
142
142
142
1
142
142
142
12
12
12
12
12
12
12
12
12
12
12
12
12
Parameters
Stock
Mortality
Birth
Sales
heads
heads
heads
heads
Main Production
Mohair
Red_
Green_
Goats_
kg
kg
heads
100
85
800
5,6
68,0
18
5,7
68,7
10
5,7
69,4
11
5,8
70,3
11
18,4
58,7
12
18,7
59,5
12
19,0
60,4
13
19,3
61,4
13
Operating inputs
Vaccines_
Dipping_
Deworming (four times per year)_
Membership fee_
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
1,5
10
4
3
1,1
100
100
400
100
100
100
1
100
100
100
101
101
404
101
101
101
1
101
101
101
102
102
408
102
102
102
1
102
102
102
103
103
413
103
103
103
1
103
103
103
105
105
419
105
105
105
1
105
105
105
106
106
425
106
106
106
1
106
106
106
108
108
431
108
108
108
1
108
108
108
Labour
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
180
Kingdom of Lesotho
Table 1d: Goats rearing model; Financial Budget WiP
Items
Revenues
Mohair
Red
Green
Goats
Subtotal revenues
Operating inputs
Vaccines
Dipping
Deworming (four times per year)
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
Gross Income after labour WOP
Gross Income after labour WP
Net Incremental Income
NPV @ 10% LSL
$
IRR
-
With Project
9
10
1
2
3
4
5
6
7
8
560
5.780
14.400
20.740
566
5.838
8.000
14.403
572
5.903
8.400
14.874
579
5.974
8.820
15.373
1.843
4.985
9.261
16.090
1.870
5.057
9.724
16.650
1.898
5.134
10.210
17.243
1.930
5.219
10.721
17.869
1.963
5.310
11.257
18.530
600
6.000
2.400
400
300
150
10
400
300
110
10.670
606
6.060
2.424
404
303
152
10
404
303
111
10.777
613
6.127
2.451
408
306
153
10
408
306
112
10.896
620
6.202
2.481
413
310
155
10
413
310
114
11.029
628
6.284
2.514
419
314
157
10
419
314
115
11.175
637
6.374
2.550
425
319
159
10
425
319
117
11.335
647
6.472
2.589
431
324
162
10
431
324
119
11.509
658
6.578
2.631
439
329
164
10
439
329
121
11.697
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
13.430
10.070
7.310
13.537
3.627
867
13.656
3.978
1.218
13.789
4.345
1.585
13.935
4.915
2.155
14.095
5.316
2.556
2.422
2.155
267
2.324
2.556
232
7.910
7.310
600 -
2.636
867
1.770 -
2.624
1.218
1.406 -
2.522
1.585
937 -
11.950
1.195
25%
181
11
12
13
14
15
16
17
18
19
20
1.999
5.407
11.820
19.226
2.038
5.512
12.411
19.961
2.079
5.623
13.031
20.734
2.123
5.742
13.683
21.548
2.170
5.868
14.367
22.405
2.219
6.002
15.085
23.306
2.271
6.143
15.839
24.253
2.326
6.291
16.631
25.248
2.384
6.447
17.463
26.294
2.444
6.610
18.336
27.391
2.507
6.782
19.253
28.542
669
6.693
2.677
446
335
167
10
446
335
123
11.901
682
6.816
2.726
454
341
170
10
454
341
125
12.120
695
6.948
2.779
463
347
174
10
463
347
127
12.354
709
7.088
2.835
473
354
177
10
473
354
130
12.604
724
7.238
2.895
483
362
181
10
483
362
133
12.870
740
7.397
2.959
493
370
185
10
493
370
136
13.152
757
7.565
3.026
504
378
189
10
504
378
139
13.451
774
7.743
3.097
516
387
194
10
516
387
142
13.766
793
7.930
3.172
529
396
198
10
529
396
145
14.098
813
8.126
3.251
542
406
203
10
542
406
149
14.448
833
8.332
3.333
555
417
208
10
555
417
153
14.814
855
8.548
3.419
570
427
214
10
570
427
157
15.197
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
2.760
14.269
5.735
2.975
14.457
6.172
3.412
14.661
6.629
3.869
14.880
7.107
4.347
15.114
7.607
4.847
15.364
8.130
5.370
15.630
8.678
5.918
15.912
9.253
6.493
16.211
9.855
7.095
16.526
10.487
7.727
16.858
11.150
8.390
17.208
11.846
9.086
17.574
12.577
9.817
17.957
13.345
10.585
2.227
2.975
747
2.133
3.412
1.279
2.041
3.869
1.828
1.950
4.347
2.397
1.861
4.847
2.986
1.774
5.370
3.596
1.689
5.918
4.230
1.605
6.493
4.888
1.523
7.095
5.572
1.443
7.727
6.284
1.364
8.390
7.025
1.287
9.086
7.799
1.212
9.817
8.605
1.138
10.585
9.447
Kingdom of Lesotho
Table 2a: Sheep Rearing model (100 heads); Yields and Inputs WoP
Rearing Sheep and Wool Production Model
WOP SCENARIO
YIELDS AND INPUTS
Items
Starting Stock
F5-6yrs
F4-5yrs
F 3-4yrs
F 2-3yrs
F 1-2yrs
Lambs 0-1yr
M1-2yrs
M2-3yrs
M3-4yrs
M4-5yrs
M5-6yrs
Unit
Number
5
10
16
15
15
20
10
3
3
2
1
100
WOP Hypothesis: The starting flock is composed by 100 sheep subdivided as in the table. Over time, due to mortality and bad land degradation hence bad nutrition, animals flock would reduce and wool
production would be reduced accordingly. The low wool quality is reflected in the wool sales where the majority of the produce falls within the intermediate class (B class). In order to cope with the low
profitability of fiber production every year the farmer would sale part of his/her herd. A close look at the model allows to detect the difficulties in keeping up wool production over time.
WP Hypothesis: The starting flock is composed by 100 sheep subdivided as in the table. Thanks to better nutrition and a proper vaccination programme, healthier sheep would produce a higher wool
quality. To this end farmers would need a complete vaccination treatment especially deworming which should be given 4 times in a year. The big bulk of the benefits are supposed to kick in after the
first four years.
Price LSL
1
Without Project
9
10
2
3
4
5
6
7
8
10
98
11
20
11
96
10
19
11
95
10
19
11
93
10
18
10
91
9
18
10
90
9
17
10
88
9
17
9
87
8
16
9
73
125
30
10
71
123
29
11
70
120
29
11
69
119
29
11
67
116
28
10
66
114
27
10
65
113
27
10
64
110
26
9
98
98
98
98
98
98
1
98
98
98
96
96
96
96
96
96
1
96
96
96
95
95
95
95
95
95
1
95
95
95
93
93
93
93
93
93
1
93
93
93
91
91
91
91
91
91
1
91
91
91
90
90
90
90
90
90
1
90
90
90
88
88
88
88
88
88
1
88
88
88
Stock
Mortality
Birth
Sales
heads
heads
heads
heads
Main Production
Wool
A
B
C
Sheep
kg
kg
kg
heads
70
60
52
650
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
1.5
10
4
3
1.1
100
100
100
100
100
100
1
100
100
100
Labour
Family labour
pers/month
pers/month
450
230
-
100
24
24
24
24
24
182
24
24
11
12
13
14
15
16
17
18
19
20
85
8
16
9
84
8
15
9
83
8
15
8
81
8
14
8
80
7
14
8
79
7
13
8
78
7
13
7
76
7
13
7
75
6
12
7
74
6
12
7
73
6
12
7
63
109
26
9
62
106
26
9
61
105
25
9
60
104
25
8
59
101
24
8
58
100
24
8
57
99
24
8
57
98
23
7
55
95
23
7
54
94
23
7
54
93
22
7
53
91
22
7
87
87
87
87
87
87
1
87
87
87
85
85
85
85
85
85
1
85
85
85
84
84
84
84
84
84
1
84
84
84
83
83
83
83
83
83
1
83
83
83
81
81
81
81
81
81
1
81
81
81
80
80
80
80
80
80
1
80
80
80
24
24
24
24
24
24
79
79
79
79
79
79
1
79
79
79
24
78
78
78
78
78
78
1
78
78
78
24
76
76
76
76
76
76
1
76
76
76
24
75
75
75
75
75
75
1
75
75
75
24
74
74
74
74
74
74
1
74
74
74
24
73
73
73
73
73
73
1
73
73
73
24
24
Kingdom of Lesotho
Table 2b: Sheep Rearing model; Financial Budget WiP
Items
Without Project
9
10
1
2
3
4
5
6
7
8
5 075
7 500
1 560
6 500
20 635
4 974
7 350
1 529
7 355
21 207
4 872
7 200
1 498
7 134
20 704
4 821
7 125
1 482
6 920
20 348
4 720
6 975
1 451
6 712
19 858
4 618
6 825
1 420
6 511
19 374
4 568
6 750
1 404
6 316
19 037
4 466
6 600
1 373
6 126
18 565
4 415
6 525
1 357
5 943
18 240
600
6 000
600
400
300
150
10
400
300
110
8 870
589
5 890
589
393
294
147
10
393
294
108
8 707
578
5 783
578
386
289
145
10
386
289
106
8 550
568
5 680
568
379
284
142
10
379
284
104
8 397
558
5 579
558
372
279
139
10
372
279
102
8 249
548
5 482
548
365
274
137
10
365
274
100
8 105
539
5 387
539
359
269
135
10
359
269
99
7 965
530
5 296
530
353
265
132
10
353
265
97
7 830
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
14 390
11 765
6 245
14 227
12 500
6 980
14 070
12 154
6 634
13 917
11 951
6 431
13 769
11 609
6 089
13 625
11 269
5 749
13 485
11 072
5 552
Revenues
Wool
A
B
C
Sheep
Subtotal revenues
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
183
11
12
13
14
15
16
17
18
19
20
4 314
6 375
1 326
5 764
17 779
4 263
6 300
1 310
5 591
17 465
4 212
6 225
1 295
5 424
17 156
4 111
6 075
1 264
5 261
16 710
4 060
6 000
1 248
5 103
16 411
4 009
5 925
1 232
4 950
16 117
3 959
5 850
1 217
4 801
15 827
3 857
5 700
1 186
4 657
15 400
3 806
5 625
1 170
4 518
15 119
3 756
5 550
1 154
4 382
14 842
3 705
5 475
1 139
4 251
14 569
521
5 207
521
347
260
130
10
347
260
95
7 699
512
5 120
512
341
256
128
10
341
256
94
7 571
504
5 037
504
336
252
126
10
336
252
92
7 448
496
4 956
496
330
248
124
10
330
248
91
7 328
488
4 877
488
325
244
122
10
325
244
89
7 212
480
4 801
480
320
240
120
10
320
240
88
7 099
473
4 727
473
315
236
118
10
315
236
87
6 990
465
4 655
465
310
233
116
10
310
233
85
6 883
459
4 585
459
306
229
115
10
306
229
84
6 781
452
4 517
452
301
226
113
10
301
226
83
6 681
445
4 452
445
297
223
111
10
297
223
82
6 584
439
4 388
439
293
219
110
10
293
219
80
6 490
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
13 350
10 735
5 215
13 219
10 541
5 021
13 091
10 208
4 688
12 968
10 017
4 497
12 848
9 828
4 308
12 732
9 499
3 979
12 619
9 312
3 792
12 510
9 127
3 607
12 403
8 943
3 423
12 301
8 619
3 099
12 201
8 438
2 918
12 104
8 258
2 738
12 010
8 079
2 559
Kingdom of Lesotho
Table 2c: Sheep Rearing model; Yields and Inputs WiP
YIELDS AND INPUTS
Items
Unit
Price LSL
With Project
9
10
11
12
13
14
15
16
17
18
19
20
108
11
24
12
109
11
25
12
110
11
25
13
111
12
26
13
113
12
27
13
114
12
28
14
116
13
29
14
117
13
29
15
119
14
30
15
120
14
31
16
122
14
32
16
123
15
33
17
125
15
34
17
1
2
3
4
5
6
7
8
100
10
101
9
20
10
102
9
21
10
103
10
21
11
104
10
22
11
105
10
23
11
106
10
23
12
Parameters
Stock
Mortality
Birth
Sales
heads
heads
heads
heads
Main Production
Wool
A
B
C
Sheep
kg
kg
kg
heads
70
60
52
650
73
125
30
10
75
126
30
10
80
128
31
10
88
129
31
11
98
106
36
11
112
107
37
11
127
108
37
12
138
110
38
12
139
111
38
12
140
112
38
13
142
113
39
13
144
115
39
13
145
116
40
14
148
118
40
14
149
119
41
15
152
121
41
15
153
122
42
16
156
124
42
16
157
125
43
17
160
127
44
17
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
1.5
10
4
3
1.1
100
100
400
100
100
100
1
100
100
100
101
101
404
101
101
101
1
101
101
101
102
102
408
102
102
102
1
102
102
102
103
103
412
103
103
103
1
103
103
103
104
104
417
104
104
104
1
104
104
104
105
105
421
105
105
105
1
105
105
105
106
106
426
106
106
106
1
106
106
106
108
108
431
108
108
108
1
108
108
108
109
109
436
109
109
109
1
109
109
109
110
110
441
110
110
110
1
110
110
110
111
111
446
111
111
111
1
111
111
111
113
113
451
113
113
113
1
113
113
113
114
114
457
114
114
114
1
114
114
114
116
116
462
116
116
116
1
116
116
116
117
117
468
117
117
117
1
117
117
117
119
119
474
119
119
119
1
119
119
119
120
120
481
120
120
120
1
120
120
120
122
122
487
122
122
122
1
122
122
122
123
123
494
123
123
123
1
123
123
123
125
125
500
125
125
125
1
125
125
125
Labour
Family labour
pers/month
pers/month
450
230
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
24
24
24
24
24
184
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
Kingdom of Lesotho
Table 2d: Sheep Rearing model; Financial Budget WiP
Items
With Project
9
10
1
2
3
4
5
6
7
8
Subtotal revenues
5 075
7 500
1 560
6 500
20 635
5 250
7 575
1 576
6 500
20 901
5 600
7 650
1 591
6 695
21 536
6 160
7 725
1 607
6 896
22 388
6 860
6 334
1 882
7 103
22 178
7 840
6 395
1 900
7 316
23 450
8 890
6 455
1 918
7 535
24 799
9 647
6 577
1 954
7 761
25 939
9 736
6 638
1 972
7 994
26 341
600
6 000
2 400
400
300
150
10
400
300
110
10 670
606
6 060
2 424
404
303
152
10
404
303
111
10 777
612
6 122
2 449
408
306
153
10
408
306
112
10 886
619
6 185
2 474
412
309
155
10
412
309
113
10 999
625
6 251
2 500
417
313
156
10
417
313
115
11 116
632
6 319
2 527
421
316
158
10
421
316
116
11 236
639
6 388
2 555
426
319
160
10
426
319
117
11 360
646
6 460
2 584
431
323
161
10
431
323
118
11 487
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
16 190
9 965
4 445
16 297
10 124
4 604
16 406
10 650
5 130
16 519
11 388
5 868
16 636
11 062
5 542
16 756
12 214
6 694
6 089
5 542
547
5 749
6 694
945
Revenues
Wool
A
B
C
Sheep
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
NPV @ 10% LSL
$
IRR
-
6 245
4 445
1 800 -
6 980
4 604
2 376 -
6 634
5 130
1 504 -
6 431
5 868
563 -
19 455
1 853
28%
185
11
12
13
14
15
16
17
18
19
20
9 825
6 699
1 991
8 234
26 749
9 915
6 760
2 009
8 481
27 164
10 093
6 882
2 045
8 735
27 755
10 182
6 943
2 063
8 998
28 186
10 361
7 064
2 099
9 267
28 792
10 450
7 125
2 117
9 545
29 238
10 629
7 247
2 153
9 832
29 861
10 718
7 308
2 172
10 127
30 325
10 897
7 430
2 208
10 431
30 965
10 986
7 491
2 226
10 744
31 446
11 165
7 613
2 262
11 066
32 105
653
6 534
2 613
436
327
163
10
436
327
120
11 618
661
6 610
2 644
441
330
165
10
441
330
121
11 753
669
6 688
2 675
446
334
167
10
446
334
123
11 892
677
6 768
2 707
451
338
169
10
451
338
124
12 035
685
6 852
2 741
457
343
171
10
457
343
126
12 183
694
6 937
2 775
462
347
173
10
462
347
127
12 335
703
7 025
2 810
468
351
176
10
468
351
129
12 491
712
7 116
2 846
474
356
178
10
474
356
130
12 653
721
7 209
2 884
481
360
180
10
481
360
132
12 819
731
7 306
2 922
487
365
183
10
487
365
134
12 990
740
7 405
2 962
494
370
185
10
494
370
136
13 166
751
7 507
3 003
500
375
188
10
500
375
138
13 347
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
16 880
13 439
7 919
17 007
14 453
8 933
17 138
14 723
9 203
17 273
14 996
9 476
17 412
15 272
9 752
17 555
15 720
10 200
17 703
16 003
10 483
17 855
16 457
10 937
18 011
16 747
11 227
18 173
17 209
11 689
18 339
17 506
11 986
18 510
17 975
12 455
18 686
18 280
12 760
18 867
18 758
13 238
5 552
7 919
2 367
5 215
8 933
3 717
5 021
9 203
4 181
4 688
9 476
4 788
4 497
9 752
5 255
4 308
10 200
5 892
3 979
10 483
6 504
3 792
10 937
7 145
3 607
11 227
7 620
3 423
11 689
8 265
3 099
11 986
8 887
2 918
12 455
9 537
2 738
12 760
10 022
2 559
13 238
10 679
Kingdom of Lesotho
Table 3a: Household model (100 sheep and 100 goats), Yields and Inputs; WoP
LIVESTOCK PARAMETERS
Unit
Adult Mortality rate %
Lamb Mortality rate %
Fertility rate
%
Herd off-take Female %
Herd off-take Male
%
Fibre production
kg
Sheep
WoP
15
47
60
5
30
2.6
Goats
WP
10
20
90
20
60
3
WoP
23
47
70
10
20
0.75
Unit
Price LSL
WP
12
20
95
25
60
1
Rearing Sheep and Goats Production
Model
WOP
SCENARIO
YIELDS AND
INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
heads
heads
heads
heads
heads
heads
heads
heads
Starting
Stock
F5-6yrs
F4-5yrs
F 3-4yrs
F 2-3yrs
F 1-2yrs
Lambs
M1-2yrs
M2-3yrs
M3-4yrs
M4-5yrs
M5-6yrs
Number
Number
6
10
13
20
25
20
2
3
1
0
0
100
5
9
10
22
30
20
2
1
1
0
0
100
WOP Hypothesis: The starting flock is composed by 100 sheep and 100 goats subdivided as in the table. The dynamic within the flock is based on
the livestock parameters presented in the left-hand side table. Over time, due to mortality and bad land degradation hence bad nutrition, animals
flock would reduce and fiber production and quality would be reduced accordingly. The low fiber quality is reflected in the wool and mohair sales
where the majority of the produce falls within the intermediate classes (B and Green class). In order to cope with the low profitability of fiber
production every year the farmer would sale part of his/her herd. A close look at the model allows to detect the difficulties in keeping up quality
wool and mohair production over time.
WP Hypothesis: The starting flock is composed by 100 sheep and 100 goats subdivided as in the table. Thanks to better nutrition and a proper
vaccination programme, healthier sheep and goats would produce a higher fiber quality. To this end farmers would need to complete vaccination
treatment especially deworming which should be given 4 times a year. The dynamic within the flock is computed on the basis of conservative
livestock parameters presented in the left-hand side table. The big bulk of the benefits are supposed to kick-in after the fourth year.
Without Project
10
11
1
2
3
4
5
6
7
8
9
12
13
14
15
16
17
18
19
20
100
18
98
11
20
11
98
11
20
11
96
10
19
11
96
10
19
11
95
10
19
11
94
10
19
11
93
10
18
10
92
10
19
11
91
9
18
10
90
10
18
11
90
9
17
10
88
10
18
10
88
9
17
9
86
9
18
10
87
8
16
9
84
9
17
10
85
8
16
9
82
9
17
10
84
8
15
9
80
9
17
10
83
8
15
8
79
9
16
9
81
8
14
8
77
8
16
9
80
7
14
8
75
8
16
9
79
7
13
8
74
8
15
9
78
7
13
7
72
8
15
9
76
7
13
7
70
8
15
8
75
6
12
7
69
8
14
8
74
6
12
7
67
7
14
8
73
6
12
7
66
7
14
8
10
100
kg
kg
kg
heads
70
60
52
650
73
125
30
10
71
123
29
11
70
120
29
11
69
119
29
11
67
116
28
10
66
114
27
10
65
113
27
10
64
110
26
9
63
109
26
9
62
106
26
9
61
105
25
9
60
104
25
8
59
101
24
8
58
100
24
8
57
99
24
8
57
98
23
7
55
95
23
7
54
94
23
7
54
93
22
7
53
91
22
7
kg
kg
heads
100
85
800
5.6
68
18
5.5
67
11
5.4
65
11
5.3
64
11
5.1
62
11
5.0
61
11
4.9
60
10
4.8
58
10
4.7
57
10
4.6
56
10
4.5
55
10
4.4
54
9
4.3
52
9
4.2
51
9
4.1
50
9
4.0
49
9
3.9
48
8
3.9
47
8
3.8
46
8
3.7
45
8
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Deworming (twice per year)
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
100
100
100
100
100
100
1
100
100
100
100
100
200
100
100
100
1
100
100
100
98
98
98
98
98
98
1
98
98
98
98
98
196
98
98
98
1
98
98
98
96
96
96
96
96
96
1
96
96
96
96
96
192
96
96
96
1
96
96
96
95
95
95
95
95
95
1
95
95
95
94
94
188
94
94
94
1
94
94
94
93
93
93
93
93
93
1
93
93
93
92
92
184
92
92
92
1
92
92
92
91
91
91
91
91
91
1
91
91
91
90
90
180
90
90
90
1
90
90
90
90
90
90
90
90
90
1
90
90
90
88
88
176
88
88
88
1
88
88
88
88
88
88
88
88
88
1
88
88
88
86
86
172
86
86
86
1
86
86
86
87
87
87
87
87
87
1
87
87
87
84
84
168
84
84
84
1
84
84
84
85
85
85
85
85
85
1
85
85
85
82
82
165
82
82
82
1
82
82
82
84
84
84
84
84
84
1
84
84
84
80
80
161
80
80
80
1
80
80
80
83
83
83
83
83
83
1
83
83
83
79
79
157
79
79
79
1
79
79
79
81
81
81
81
81
81
1
81
81
81
77
77
154
77
77
77
1
77
77
77
80
80
80
80
80
80
1
80
80
80
75
75
151
75
75
75
1
75
75
75
79
79
79
79
79
79
1
79
79
79
74
74
147
74
74
74
1
74
74
74
78
78
78
78
78
78
1
78
78
78
72
72
144
72
72
72
1
72
72
72
76
76
76
76
76
76
1
76
76
76
70
70
141
70
70
70
1
70
70
70
75
75
75
75
75
75
1
75
75
75
69
69
138
69
69
69
1
69
69
69
74
74
74
74
74
74
1
74
74
74
67
67
135
67
67
67
1
67
67
67
73
73
73
73
73
73
1
73
73
73
66
66
132
66
66
66
1
66
66
66
Labour
Family labour
pers/month
pers/month
450
230
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
186
Kingdom of Lesotho
Table 3b: Household model; Financial Budget; WoP
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Subtotal revenues
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Deworming (twice per year)
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
2
3
4
5
6
7
8
9
Without Project
10
11
12
13
14
15
16
17
18
19
20
5 075
7 500
1 560
6 500
4 974
7 350
1 529
7 355
4 872
7 200
1 498
7 134
4 821
7 125
1 482
6 920
4 720
6 975
1 451
6 712
4 618
6 825
1 420
6 511
4 568
6 750
1 404
6 316
4 466
6 600
1 373
6 126
4 415
6 525
1 357
5 943
4 314
6 375
1 326
5 764
4 263
6 300
1 310
5 591
4 212
6 225
1 295
5 424
4 111
6 075
1 264
5 261
4 060
6 000
1 248
5 103
4 009
5 925
1 232
4 950
3 959
5 850
1 217
4 801
3 857
5 700
1 186
4 657
3 806
5 625
1 170
4 518
3 756
5 550
1 154
4 382
3 705
5 475
1 139
4 251
560
5 780
14 400
549
5 664
9 052
537
5 542
8 961
525
5 423
8 782
514
5 306
8 607
503
5 191
8 434
492
5 078
8 266
481
4 968
8 100
471
4 860
7 938
461
4 754
7 780
451
4 650
7 624
441
4 549
7 472
431
4 449
7 322
422
4 351
7 176
412
4 256
7 032
403
4 162
6 892
394
4 070
6 754
386
3 980
6 619
377
3 891
6 486
369
3 805
6 357
41 375
36 472
35 745
35 079
34 284
33 502
32 873
32 115
31 509
30 773
30 190
29 617
28 912
28 360
27 817
27 283
26 618
26 103
25 597
25 099
600
6 000
600
400
300
150
10
400
300
110
600
6 000
1 200
400
300
150
10
400
300
110
589
5 890
589
393
294
147
10
393
294
108
588
5 880
1 176
392
294
147
10
392
294
108
578
5 783
578
386
289
145
10
386
289
106
575
5 753
1 151
384
288
144
10
384
288
105
568
5 680
568
379
284
142
10
379
284
104
563
5 629
1 126
375
281
141
10
375
281
103
558
5 579
558
372
279
139
10
372
279
102
551
5 508
1 102
367
275
138
10
367
275
101
548
5 482
548
365
274
137
10
365
274
100
539
5 388
1 078
359
269
135
10
359
269
99
539
5 387
539
359
269
135
10
359
269
99
527
5 272
1 054
351
264
132
10
351
264
97
530
5 296
530
353
265
132
10
353
265
97
516
5 157
1 031
344
258
129
10
344
258
95
521
5 207
521
347
260
130
10
347
260
95
505
5 045
1 009
336
252
126
10
336
252
92
512
5 120
512
341
256
128
10
341
256
94
494
4 935
987
329
247
123
10
329
247
90
504
5 037
504
336
252
126
10
336
252
92
483
4 827
965
322
241
121
10
322
241
89
496
4 956
496
330
248
124
10
330
248
91
472
4 722
944
315
236
118
10
315
236
87
488
4 877
488
325
244
122
10
325
244
89
462
4 618
924
308
231
115
10
308
231
85
480
4 801
480
320
240
120
10
320
240
88
452
4 517
903
301
226
113
10
301
226
83
473
4 727
473
315
236
118
10
315
236
87
442
4 418
884
295
221
110
10
295
221
81
465
4 655
465
310
233
116
10
310
233
85
432
4 320
864
288
216
108
10
288
216
79
459
4 585
459
306
229
115
10
306
229
84
422
4 225
845
282
211
106
10
282
211
77
452
4 517
452
301
226
113
10
301
226
83
413
4 131
826
275
207
103
10
275
207
76
445
4 452
445
297
223
111
10
297
223
82
404
4 040
808
269
202
101
10
269
202
74
439
4 388
439
293
219
110
10
293
219
80
395
3 950
790
263
197
99
10
263
197
72
18 340
17 988
17 631
17 282
16 942
16 611
16 287
15 971
15 663
15 362
15 069
14 783
14 503
14 231
13 964
13 705
13 451
13 204
12 963
12 727
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
23 860
23 035
17 515
23 508
18 484
12 964
23 151
18 114
12 594
22 802
17 796
12 276
22 462
17 342
11 822
22 131
16 892
11 372
21 807
16 587
11 067
21 491
16 144
10 624
21 183
15 846
10 326
20 882
15 411
9 891
20 589
15 121
9 601
20 303
14 834
9 314
20 023
14 409
8 889
19 751
14 129
8 609
19 484
13 852
8 332
19 225
13 578
8 058
18 971
13 166
7 646
18 724
12 899
7 379
18 483
12 634
7 114
18 247
12 372
6 852
187
Kingdom of Lesotho
Table 3c: Household model; Yields and Input; WiP
YIELDS AND INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Parameters
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Unit
Price LSL
heads
heads
heads
heads
heads
heads
heads
heads
With Project
10
11
12
13
14
15
16
17
18
19
20
109
11
25
12
112
10
26
14
110
11
25
13
114
11
27
15
111
12
26
13
116
11
28
16
113
12
27
13
118
11
30
16
114
12
28
14
121
11
31
17
116
13
29
14
123
11
32
18
117
13
29
15
126
12
33
19
119
14
30
15
129
12
35
20
120
14
31
16
132
12
36
21
122
14
32
16
135
12
37
22
123
15
33
17
139
13
39
23
125
15
34
17
142
13
41
24
1
2
3
4
5
6
7
8
9
100
18
101
9
20
10
101
9
20
10
102
9
21
10
102
9
21
11
103
10
21
11
103
9
22
11
104
10
22
11
105
10
22
12
105
10
23
11
106
10
23
12
106
10
23
12
108
10
24
13
108
11
24
12
110
10
25
13
10
100
kg
kg
kg
heads
70
60
52
650
73
125
30
10
75
126
30
10
80
128
31
10
88
129
31
11
98
106
36
11
112
107
37
11
127
108
37
12
138
110
38
12
139
111
38
12
140
112
38
13
142
113
39
13
144
115
39
13
145
116
40
14
148
118
40
14
149
119
41
15
152
121
41
15
153
122
42
16
156
124
42
16
157
125
43
17
160
127
44
17
kg
kg
heads
100
85
800
5.6
68
18
5.7
69
10
5.7
69
11
5.8
70
11
18.4
59
12
18.7
59
12
19.0
60
13
19.3
61
13
19.6
62
14
20.0
64
15
20.4
65
16
20.8
66
16
21.2
68
17
21.7
69
18
22.2
71
19
22.7
72
20
23.3
74
21
23.8
76
22
24.4
78
23
25.1
80
24
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
100
100
400
100
100
100
1
100
100
100
100
100
400
100
100
100
1
100
100
100
101
101
404
101
101
101
1
101
101
101
101
101
404
101
101
101
1
101
101
101
102
102
408
102
102
102
1
102
102
102
102
102
408
102
102
102
1
102
102
102
103
103
412
103
103
103
1
103
103
103
103
103
413
103
103
103
1
103
103
103
104
104
417
104
104
104
1
104
104
104
105
105
419
105
105
105
1
105
105
105
105
105
421
105
105
105
1
105
105
105
106
106
425
106
106
106
1
106
106
106
106
106
426
106
106
106
1
106
106
106
108
108
431
108
108
108
1
108
108
108
108
108
431
108
108
108
1
108
108
108
110
110
439
110
110
110
1
110
110
110
109
109
436
109
109
109
1
109
109
109
112
112
446
112
112
112
1
112
112
112
110
110
441
110
110
110
1
110
110
110
114
114
454
114
114
114
1
114
114
114
111
111
446
111
111
111
1
111
111
111
116
116
463
116
116
116
1
116
116
116
113
113
451
113
113
113
1
113
113
113
118
118
473
118
118
118
1
118
118
118
114
114
457
114
114
114
1
114
114
114
121
121
483
121
121
121
1
121
121
121
116
116
462
116
116
116
1
116
116
116
123
123
493
123
123
123
1
123
123
123
117
117
468
117
117
117
1
117
117
117
126
126
504
126
126
126
1
126
126
126
119
119
474
119
119
119
1
119
119
119
129
129
516
129
129
129
1
129
129
129
120
120
481
120
120
120
1
120
120
120
132
132
529
132
132
132
1
132
132
132
122
122
487
122
122
122
1
122
122
122
135
135
542
135
135
135
1
135
135
135
123
123
494
123
123
123
1
123
123
123
139
139
555
139
139
139
1
139
139
139
125
125
500
125
125
125
1
125
125
125
142
142
570
142
142
142
1
142
142
142
Labour
Family labour
pers/month
pers/month
450
230
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
188
Kingdom of Lesotho
Table 3d: Household model; Financial budget; WiP
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
4
5
6
7
8
9
With Project
10
11
12
13
14
15
16
17
18
19
20
5 250
7 575
1 576
6 500
5 600
7 650
1 591
6 695
6 160
7 725
1 607
6 896
6 860
6 334
1 882
7 103
7 840
6 395
1 900
7 316
8 890
6 455
1 918
7 535
9 647
6 577
1 954
7 761
9 736
6 638
1 972
7 994
9 825
6 699
1 991
8 234
9 915
6 760
2 009
8 481
10 093
6 882
2 045
8 735
10 182
6 943
2 063
8 998
10 361
7 064
2 099
9 267
10 450
7 125
2 117
9 545
10 629
7 247
2 153
9 832
10 718
7 308
2 172
10 127
10 897
7 430
2 208
10 431
10 986
7 491
2 226
10 744
11 165
7 613
2 262
11 066
560
5 780
14 400
566
5 838
8 000
572
5 903
8 400
579
5 974
8 820
1 843
4 985
9 261
1 870
5 057
9 724
1 898
5 134
10 210
1 930
5 219
10 721
1 963
5 310
11 257
1 999
5 407
11 820
2 038
5 512
12 411
2 079
5 623
13 031
2 123
5 742
13 683
2 170
5 868
14 367
2 219
6 002
15 085
2 271
6 143
15 839
2 326
6 291
16 631
2 384
6 447
17 463
2 444
6 610
18 336
2 507
6 782
19 253
41 375
35 304
36 411
37 761
38 268
40 101
42 042
43 809
44 870
45 975
47 125
48 489
49 734
51 197
52 544
54 115
55 573
57 259
58 837
60 647
600
6 000
2 400
400
300
150
10
400
300
110
600
6 000
2 400
400
300
150
10
400
300
110
606
6 060
2 424
404
303
152
10
404
303
111
606
6 060
2 424
404
303
152
10
404
303
111
612
6 122
2 449
408
306
153
10
408
306
112
613
6 127
2 451
408
306
153
10
408
306
112
619
6 185
2 474
412
309
155
10
412
309
113
620
6 202
2 481
413
310
155
10
413
310
114
625
6 251
2 500
417
313
156
10
417
313
115
628
6 284
2 514
419
314
157
10
419
314
115
632
6 319
2 527
421
316
158
10
421
316
116
637
6 374
2 550
425
319
159
10
425
319
117
639
6 388
2 555
426
319
160
10
426
319
117
647
6 472
2 589
431
324
162
10
431
324
119
646
6 460
2 584
431
323
161
10
431
323
118
658
6 578
2 631
439
329
164
10
439
329
121
653
6 534
2 613
436
327
163
10
436
327
120
669
6 693
2 677
446
335
167
10
446
335
123
661
6 610
2 644
441
330
165
10
441
330
121
682
6 816
2 726
454
341
170
10
454
341
125
669
6 688
2 675
446
334
167
10
446
334
123
695
6 948
2 779
463
347
174
10
463
347
127
677
6 768
2 707
451
338
169
10
451
338
124
709
7 088
2 835
473
354
177
10
473
354
130
685
6 852
2 741
457
343
171
10
457
343
126
724
7 238
2 895
483
362
181
10
483
362
133
694
6 937
2 775
462
347
173
10
462
347
127
740
7 397
2 959
493
370
185
10
493
370
136
703
7 025
2 810
468
351
176
10
468
351
129
757
7 565
3 026
504
378
189
10
504
378
139
712
7 116
2 846
474
356
178
10
474
356
130
774
7 743
3 097
516
387
194
10
516
387
142
721
7 209
2 884
481
360
180
10
481
360
132
793
7 930
3 172
529
396
198
10
529
396
145
731
7 306
2 922
487
365
183
10
487
365
134
813
8 126
3 251
542
406
203
10
542
406
149
740
7 405
2 962
494
370
185
10
494
370
136
833
8 332
3 333
555
417
208
10
555
417
153
751
7 507
3 003
500
375
188
10
500
375
138
855
8 548
3 419
570
427
214
10
570
427
157
21 340
21 553
21 782
22 028
22 291
22 570
22 868
23 184
23 519
23 873
24 246
24 639
25 053
25 487
25 942
26 419
26 917
27 437
27 980
28 545
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
5 520
Total cost
26 860
20 035
14 515
27 073
13 751
8 231
27 302
14 628
9 108
27 548
15 733
10 213
27 811
15 977
10 457
28 090
17 530
12 010
28 388
19 174
13 654
28 704
20 624
15 104
29 039
21 351
15 831
29 393
22 102
16 582
29 766
22 879
17 359
30 159
23 850
18 330
30 573
24 681
19 161
31 007
25 710
20 190
31 462
26 602
21 082
31 939
27 696
22 176
32 437
28 656
23 136
32 957
29 821
24 301
33 500
30 857
25 337
34 065
32 103
26 583
LSL
26 941
$
2 566
23%
17 515
14 515
(3 000)
7 733 -
12 964
12 594
8 231
9 108
(4 733)
(3 485)
11 218 - 13 282 -
11 372
12 010
639
11 421 -
11 067
13 654
2 587
6 940 -
10 624
15 104
4 480
1 435
10 326
15 831
5 505
9 891
16 582
6 691
9 601
17 359
7 758
9 314
18 330
9 016
8 889
19 161
10 272
8 609
20 190
11 581
8 332
21 082
12 750
8 058
22 176
14 117
7 646
23 136
15 490
7 379
24 301
16 923
7 114
25 337
18 223
6 852
26 583
19 731
Labour
Family labour
IRR
3
5 075
7 500
1 560
6 500
Subtotal revenues
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
NPV @ 10%
2
12 276
11 822
10 213
10 457
(2 064)
(1 365)
14 647 - 14 008 -
189
Kingdom of Lesotho
Figure 1: Household model (100 sheep 100 goats) Sensitivity analysis
190
Kingdom of Lesotho
Table 4a: Household model (100 sheep 40 goats); Yields and Inputs; WoP
Unit
Fertility rate
%
Herd off-take Male
%
Fibre production
kg
Sheep
WoP
15
47
60
5
30
2.6
WP
10
20
90
20
60
3
Goats
WoP
23
47
70
10
20
0.75
WP
12
20
95
25
60
1
Model
WOP
SCENARIO
YIELDS AND
INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Unit
Starting
Stock
F5-6yrs
F4-5yrs
F 3-4yrs
F 2-3yrs
F 1-2yrs
Lambs
M1-2yrs
M2-3yrs
M3-4yrs
M4-5yrs
M5-6yrs
Number
Number
6
10
13
20
25
20
2
3
1
0
0
100
0
2
8
9
14
4
2
1
0
0
0
40
WOP Hypothesis: The starting flock is composed by 100 sheep and 40 goats subdivided as in the table. The dynamic within the flock is based on the
livestock parameters presented in the left-hand side table. Over time, due to mortality and bad land degradation hence bad nutrition, animals
Price LSL
heads
heads
heads
heads
heads
heads
heads
heads
Without Project
10
11
12
13
14
15
16
17
18
19
20
87
8
16
9
32
4
7
4
85
8
16
9
31
4
7
3
84
8
15
9
30
4
7
3
83
8
15
8
29
4
6
3
81
8
14
8
28
4
6
3
80
7
14
8
27
4
6
3
79
7
13
8
26
4
6
3
78
7
13
7
25
4
6
3
76
7
13
7
24
4
6
3
75
6
12
7
23
4
6
3
74
6
12
7
23
4
6
3
73
6
12
7
22
3
6
3
1
2
3
4
5
6
7
8
9
100
6
98
11
20
11
39
5
8
4
96
10
19
11
38
5
8
4
95
10
19
11
37
5
8
4
93
10
18
10
36
5
7
4
91
9
18
10
35
5
7
4
90
9
17
10
34
5
7
4
88
9
17
9
33
4
7
4
10
40
kg
kg
kg
heads
70
60
52
650
73
125
30
10
71
123
29
11
70
120
29
11
69
119
29
11
67
116
28
10
66
114
27
10
65
113
27
10
64
110
26
9
63
109
26
9
62
106
26
9
61
105
25
9
60
104
25
8
59
101
24
8
58
100
24
8
57
99
24
8
57
98
23
7
55
95
23
7
54
94
23
7
54
93
22
7
53
91
22
7
kg
kg
heads
100
85
800
2.2
27
6
2.2
27
4
2.1
26
4
2.1
25
4
2.0
24
4
1.9
24
4
1.9
23
4
1.8
22
4
1.8
22
4
1.7
21
3
1.7
20
3
1.6
20
3
1.6
19
3
1.5
18
3
1.5
18
3
1.4
17
3
1.4
17
3
1.3
16
3
1.3
15
3
1.2
15
3
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Deworming (three times per year)
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
100
100
100
100
100
100
1
100
100
100
40
40
120
40
40
40
1
40
40
40
98
98
98
98
98
98
1
98
98
98
39
39
117
39
39
39
1
39
39
39
96
96
96
96
96
96
1
96
96
96
38
38
114
38
38
38
1
38
38
38
95
95
95
95
95
95
1
95
95
95
37
37
111
37
37
37
1
37
37
37
93
93
93
93
93
93
1
93
93
93
36
36
108
36
36
36
1
36
36
36
91
91
91
91
91
91
1
91
91
91
35
35
104
35
35
35
1
35
35
35
90
90
90
90
90
90
1
90
90
90
34
34
101
34
34
34
1
34
34
34
88
88
88
88
88
88
1
88
88
88
33
33
98
33
33
33
1
33
33
33
87
87
87
87
87
87
1
87
87
87
32
32
95
32
32
32
1
32
32
32
85
85
85
85
85
85
1
85
85
85
31
31
92
31
31
31
1
31
31
31
84
84
84
84
84
84
1
84
84
84
30
30
90
30
30
30
1
30
30
30
83
83
83
83
83
83
1
83
83
83
29
29
87
29
29
29
1
29
29
29
81
81
81
81
81
81
1
81
81
81
28
28
84
28
28
28
1
28
28
28
80
80
80
80
80
80
1
80
80
80
27
27
81
27
27
27
1
27
27
27
79
79
79
79
79
79
1
79
79
79
26
26
78
26
26
26
1
26
26
26
78
78
78
78
78
78
1
78
78
78
25
25
76
25
25
25
1
25
25
25
76
76
76
76
76
76
1
76
76
76
24
24
73
24
24
24
1
24
24
24
75
75
75
75
75
75
1
75
75
75
23
23
70
23
23
23
1
23
23
23
74
74
74
74
74
74
1
74
74
74
23
23
68
23
23
23
1
23
23
23
73
73
73
73
73
73
1
73
73
73
22
22
65
22
22
22
1
22
22
22
Labour
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
191
Kingdom of Lesotho
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Subtotal revenues
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
2
3
4
5
6
7
8
9
Without Project
10
11
12
13
14
15
16
17
18
19
20
5 075
7 500
1 560
6 500
4 974
7 350
1 529
7 355
4 872
7 200
1 498
7 134
4 821
7 125
1 482
6 920
4 720
6 975
1 451
6 712
4 618
6 825
1 420
6 511
4 568
6 750
1 404
6 316
4 466
6 600
1 373
6 126
4 415
6 525
1 357
5 943
4 314
6 375
1 326
5 764
4 263
6 300
1 310
5 591
4 212
6 225
1 295
5 424
4 111
6 075
1 264
5 261
4 060
6 000
1 248
5 103
4 009
5 925
1 232
4 950
3 959
5 850
1 217
4 801
3 857
5 700
1 186
4 657
3 806
5 625
1 170
4 518
3 756
5 550
1 154
4 382
3 705
5 475
1 139
4 251
224
2 312
4 800
218
2 254
3 200
212
2 192
3 142
207
2 132
3 086
201
2 071
3 030
195
2 012
2 976
189
1 953
2 922
184
1 895
2 870
178
1 838
2 818
173
1 782
2 767
167
1 726
2 717
162
1 671
2 668
157
1 617
2 620
151
1 563
2 573
146
1 510
2 527
141
1 458
2 481
136
1 407
2 437
131
1 356
2 393
127
1 306
2 350
122
1 256
2 308
27 971
26 880
26 251
25 772
25 160
24 557
24 102
23 514
23 074
22 501
22 075
21 657
21 104
20 699
20 300
19 908
19 380
18 999
18 624
18 255
600
6 000
600
400
300
150
10
400
300
110
240
2 400
720
160
120
60
10
160
120
44
589
5 890
589
393
294
147
10
393
294
108
234
2 340
702
156
117
59
10
156
117
43
578
5 783
578
386
289
145
10
386
289
106
228
2 276
683
152
114
57
10
152
114
42
568
5 680
568
379
284
142
10
379
284
104
221
2 213
664
148
111
55
10
148
111
41
558
5 579
558
372
279
139
10
372
279
102
215
2 150
645
143
108
54
10
143
108
39
548
5 482
548
365
274
137
10
365
274
100
209
2 089
627
139
104
52
10
139
104
38
539
5 387
539
359
269
135
10
359
269
99
203
2 028
608
135
101
51
10
135
101
37
530
5 296
530
353
265
132
10
353
265
97
197
1 968
590
131
98
49
10
131
98
36
521
5 207
521
347
260
130
10
347
260
95
191
1 908
572
127
95
48
10
127
95
35
512
5 120
512
341
256
128
10
341
256
94
185
1 850
555
123
92
46
10
123
92
34
504
5 037
504
336
252
126
10
336
252
92
179
1 792
538
119
90
45
10
119
90
33
496
4 956
496
330
248
124
10
330
248
91
173
1 735
520
116
87
43
10
116
87
32
488
4 877
488
325
244
122
10
325
244
89
168
1 678
504
112
84
42
10
112
84
31
480
4 801
480
320
240
120
10
320
240
88
162
1 623
487
108
81
41
10
108
81
30
473
4 727
473
315
236
118
10
315
236
87
157
1 568
470
105
78
39
10
105
78
29
465
4 655
465
310
233
116
10
310
233
85
151
1 514
454
101
76
38
10
101
76
28
459
4 585
459
306
229
115
10
306
229
84
146
1 460
438
97
73
37
10
97
73
27
452
4 517
452
301
226
113
10
301
226
83
141
1 408
422
94
70
35
10
94
70
26
445
4 452
445
297
223
111
10
297
223
82
136
1 356
407
90
68
34
10
90
68
25
439
4 388
439
293
219
110
10
293
219
80
130
1 304
391
87
65
33
10
87
65
24
12 904
12 641
12 376
12 117
11 864
11 617
11 375
11 139
10 908
10 682
10 462
10 246
10 036
9 830
9 628
9 432
9 239
9 051
8 867
8 687
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
15 664
15 067
12 307
15 401
14 239
11 479
15 136
13 875
11 115
14 877
13 655
10 895
14 624
13 297
10 537
14 377
12 940
10 180
14 135
12 727
9 967
13 899
12 375
9 615
13 668
12 166
9 406
13 442
11 818
9 058
13 222
11 613
8 853
13 006
11 411
8 651
12 796
11 068
8 308
12 590
10 869
8 109
12 388
10 672
7 912
12 192
10 476
7 716
11 999
10 141
7 381
11 811
9 948
7 188
11 627
9 758
6 998
11 447
9 568
6 808
192
Kingdom of Lesotho
Table 4c: Household model; Yields and Inputs; WiP
YIELDS AND INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Parameters
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Unit
Price LSL
heads
heads
heads
heads
heads
heads
heads
heads
With Project
10
11
12
13
14
15
16
17
18
19
20
109
11
25
12
33
6
11
6
110
11
25
13
33
6
11
6
111
12
26
13
32
6
11
6
113
12
27
13
31
6
12
7
114
12
28
14
31
6
12
7
116
13
29
14
30
6
13
7
117
13
29
15
29
6
13
8
119
14
30
15
29
7
14
8
120
14
31
16
28
7
15
8
122
14
32
16
28
7
15
9
123
15
33
17
27
7
16
9
125
15
34
17
27
7
16
10
1
2
3
4
5
6
7
8
9
100
6
101
9
20
10
39
5
8
4
102
9
21
10
38
5
8
4
103
10
21
11
37
5
9
4
104
10
22
11
36
5
9
5
105
10
23
11
36
5
9
5
106
10
23
12
35
6
10
5
108
11
24
12
34
6
10
5
10
40
kg
kg
kg
heads
70
60
52
650
73
125
30
10
73
126
30
10
74
128
31
10
75
129
31
11
133
106
36
11
134
107
37
11
135
108
37
12
138
110
38
12
139
111
38
12
140
112
38
13
142
113
39
13
144
115
39
13
145
116
40
14
148
118
40
14
149
119
41
15
152
121
41
15
153
122
42
16
156
124
42
16
157
125
43
17
160
127
44
17
kg
kg
heads
100
85
800
2.2
27
6
2.2
27
4
2.1
26
4
2.1
25
4
6.4
20
5
6.3
20
5
6.1
19
5
6.0
19
5
5.8
19
6
5.7
18
6
5.6
18
6
5.5
17
7
5.4
17
7
5.3
17
7
5.2
16
8
5.1
16
8
5.0
16
8
4.9
16
9
4.8
15
9
4.8
15
10
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
100
100
400
100
100
100
1
100
100
100
40
40
160
40
40
40
1
40
40
40
101
101
404
101
101
101
1
101
101
101
39
39
156
39
39
39
1
39
39
39
102
102
408
102
102
102
1
102
102
102
38
38
152
38
38
38
1
38
38
38
103
103
412
103
103
103
1
103
103
103
37
37
149
37
37
37
1
37
37
37
104
104
417
104
104
104
1
104
104
104
36
36
145
36
36
36
1
36
36
36
105
105
421
105
105
105
1
105
105
105
36
36
142
36
36
36
1
36
36
36
106
106
426
106
106
106
1
106
106
106
35
35
139
35
35
35
1
35
35
35
108
108
431
108
108
108
1
108
108
108
34
34
136
34
34
34
1
34
34
34
109
109
436
109
109
109
1
109
109
109
33
33
133
33
33
33
1
33
33
33
110
110
441
110
110
110
1
110
110
110
33
33
130
33
33
33
1
33
33
33
111
111
446
111
111
111
1
111
111
111
32
32
127
32
32
32
1
32
32
32
113
113
451
113
113
113
1
113
113
113
31
31
125
31
31
31
1
31
31
31
114
114
457
114
114
114
1
114
114
114
31
31
122
31
31
31
1
31
31
31
116
116
462
116
116
116
1
116
116
116
30
30
120
30
30
30
1
30
30
30
117
117
468
117
117
117
1
117
117
117
29
29
118
29
29
29
1
29
29
29
119
119
474
119
119
119
1
119
119
119
29
29
115
29
29
29
1
29
29
29
120
120
481
120
120
120
1
120
120
120
28
28
113
28
28
28
1
28
28
28
122
122
487
122
122
122
1
122
122
122
28
28
112
28
28
28
1
28
28
28
123
123
494
123
123
123
1
123
123
123
27
27
110
27
27
27
1
27
27
27
125
125
500
125
125
125
1
125
125
125
27
27
108
27
27
27
1
27
27
27
Labour
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
193
Kingdom of Lesotho
Table 4d: Household model; Financial budget; WiP
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
4
5
6
7
8
9
With Project
10
11
12
13
14
15
16
17
18
19
20
5 126
7 575
1 576
6 500
5 177
7 650
1 591
6 695
5 227
7 725
1 607
6 896
9 289
6 334
1 882
7 103
9 379
6 395
1 900
7 316
9 468
6 455
1 918
7 535
9 647
6 577
1 954
7 761
9 736
6 638
1 972
7 994
9 825
6 699
1 991
8 234
9 915
6 760
2 009
8 481
10 093
6 882
2 045
8 735
10 182
6 943
2 063
8 998
10 361
7 064
2 099
9 267
10 450
7 125
2 117
9 545
10 629
7 247
2 153
9 832
10 718
7 308
2 172
10 127
10 897
7 430
2 208
10 431
10 986
7 491
2 226
10 744
11 165
7 613
2 262
11 066
224
2 312
4 800
218
2 254
3 200
213
2 202
3 360
208
2 152
3 528
640
1 731
3 704
626
1 692
3 890
612
1 654
4 084
598
1 617
4 288
585
1 582
4 503
572
1 548
4 728
560
1 515
4 964
549
1 484
5 212
538
1 454
5 473
527
1 426
5 747
517
1 399
6 034
508
1 374
6 336
499
1 350
6 653
491
1 328
6 985
483
1 307
7 334
476
1 288
7 701
27 971
26 449
26 888
27 343
30 684
31 196
31 727
32 443
33 010
33 597
34 204
35 001
35 651
36 492
37 189
38 080
38 827
39 770
40 572
41 571
600
6 000
2 400
400
300
150
10
400
300
110
240
2 400
960
160
120
60
10
160
120
44
606
6 060
2 424
404
303
152
10
404
303
111
234
2 340
936
156
117
59
10
156
117
43
612
6 122
2 449
408
306
153
10
408
306
112
229
2 286
914
152
114
57
10
152
114
42
619
6 185
2 474
412
309
155
10
412
309
113
223
2 233
893
149
112
56
10
149
112
41
625
6 251
2 500
417
313
156
10
417
313
115
218
2 182
873
145
109
55
10
145
109
40
632
6 319
2 527
421
316
158
10
421
316
116
213
2 133
853
142
107
53
10
142
107
39
639
6 388
2 555
426
319
160
10
426
319
117
208
2 085
834
139
104
52
10
139
104
38
646
6 460
2 584
431
323
161
10
431
323
118
204
2 039
815
136
102
51
10
136
102
37
653
6 534
2 613
436
327
163
10
436
327
120
199
1 994
798
133
100
50
10
133
100
37
661
6 610
2 644
441
330
165
10
441
330
121
195
1 951
780
130
98
49
10
130
98
36
669
6 688
2 675
446
334
167
10
446
334
123
191
1 910
764
127
96
48
10
127
96
35
677
6 768
2 707
451
338
169
10
451
338
124
187
1 871
748
125
94
47
10
125
94
34
685
6 852
2 741
457
343
171
10
457
343
126
183
1 833
733
122
92
46
10
122
92
34
694
6 937
2 775
462
347
173
10
462
347
127
180
1 798
719
120
90
45
10
120
90
33
703
7 025
2 810
468
351
176
10
468
351
129
176
1 764
706
118
88
44
10
118
88
32
712
7 116
2 846
474
356
178
10
474
356
130
173
1 732
693
115
87
43
10
115
87
32
721
7 209
2 884
481
360
180
10
481
360
132
170
1 702
681
113
85
43
10
113
85
31
731
7 306
2 922
487
365
183
10
487
365
134
167
1 674
670
112
84
42
10
112
84
31
740
7 405
2 962
494
370
185
10
494
370
136
165
1 648
659
110
82
41
10
110
82
30
751
7 507
3 003
500
375
188
10
500
375
138
162
1 624
650
108
81
41
10
108
81
30
14 944
14 944
14 958
14 978
15 003
15 035
15 074
15 119
15 171
15 230
15 296
15 369
15 450
15 539
15 636
15 740
15 853
15 974
16 104
16 242
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
Total cost
17 704
13 027
10 267
17 704
11 505
8 745
17 718
11 930
9 170
17 738
12 365
9 605
17 763
15 680
12 920
17 795
16 161
13 401
17 834
16 653
13 893
17 879
17 324
14 564
17 931
17 840
15 080
17 990
18 367
15 607
18 056
18 908
16 148
18 129
19 631
16 871
18 210
20 201
17 441
18 299
20 954
18 194
18 396
21 554
18 794
18 500
22 339
19 579
18 613
22 974
20 214
18 734
23 795
21 035
18 864
24 468
21 708
19 002
25 329
22 569
12 307 11 479
10 267
8 745
(2 040) (2 734)
11 115
9 170
(1 945)
10 895
9 605
(1 290)
10 537
12 920
2 384
10 180
13 401
3 221
9 967
13 893
3 926
9 615
14 564
4 949
9 406
15 080
5 673
9 058
15 607
6 549
8 853
16 148
7 295
8 651
16 871
8 221
8 308
17 441
9 132
8 109
18 194
10 084
7 912
18 794
10 882
7 716
19 579
11 863
7 381
20 214
12 833
7 188
21 035
13 847
6 998
21 708
14 710
6 808
22 569
15 760
Labour
Family labour
IRR
3
5 075
7 500
1 560
6 500
Subtotal revenues
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
NPV @ 10%
2
LSL
$
31 538
3 004
34%
194
Kingdom of Lesotho
Figure 2: Household model (100 sheep 40 goats) Sensitivity analysis
195
Kingdom of Lesotho
Table 5a: Household model(40 sheep 20 goats);Yields and Inputs; WoP
Unit
Fertility rate
%
Herd off-take Male %
Fibre production
kg
Sheep
WoP
15
47
60
5
30
2.6
WP
10
20
90
20
60
3
Goats
WoP
23
47
70
10
20
0.75
WP
12
20
95
25
60
1
Model
WOP
SCENARIO
YIELDS AND
INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Unit
Starting
Stock
F5-6yrs
F4-5yrs
F 3-4yrs
F 2-3yrs
F 1-2yrs
Lambs
M1-2yrs
M2-3yrs
M3-4yrs
M4-5yrs
M5-6yrs
Number
Number
0
3
5
6
12
10
2
1
1
0
0
40
0
0
1
3
6
8
2
0
0
0
0
20
WOP Hypothesis: The starting flock is composed by 40 sheep and 20 goats subdivided as in the table. The dynamic within the flock is based on the
livestock parameters presented in the left-hand side table. Over time, due to mortality and bad land degradation hence bad nutrition, animals
Price LSL
heads
heads
heads
heads
heads
heads
heads
heads
Without Project
10
11
12
13
14
15
16
17
18
19
20
31
3
5
3
13
3
3
2
29
3
4
3
12
3
3
2
27
3
4
3
11
3
3
2
24
3
3
3
11
2
3
1
21
3
3
3
10
2
3
1
18
3
3
3
9
2
3
1
16
2
2
2
9
2
3
1
14
2
2
2
8
2
3
1
13
2
2
1
8
2
3
1
12
2
2
1
7
2
3
1
11
1
2
2
7
2
3
1
11
0
1
1
6
2
3
1
1
2
3
4
5
6
7
8
9
40
3
40
4
9
5
19
3
4
2
39
4
8
5
18
3
4
2
38
4
8
5
17
3
4
2
36
4
7
5
16
3
4
2
35
3
7
5
15
3
4
2
34
3
6
4
14
3
4
2
32
3
5
4
14
3
4
2
5
20
kg
kg
kg
heads
70
60
52
650
29
50
12
5
29
50
12
5
28
49
12
5
28
48
11
5
26
45
11
5
25
44
11
5
25
43
10
4
23
40
10
4
22
39
9
3
21
36
9
3
20
34
8
3
17
30
7
3
15
26
6
3
13
23
5
3
12
20
5
2
10
18
4
2
9
16
4
1
9
15
4
1
8
14
3
2
8
14
3
1
kg
kg
heads
100
85
800
1.1
12.8
3
1.0
12.1
2
0.9
11.5
2
0.9
10.9
2
0.8
10.3
2
0.8
9.7
2
0.8
9.2
2
0.7
8.6
2
0.7
8.1
2
0.6
7.7
2
0.6
7.2
2
0.6
6.8
1
0.5
6.3
1
0.5
5.9
1
0.5
5.6
1
0.4
5.2
1
0.4
4.8
1
0.4
4.5
1
0.3
4.2
1
0.3
3.8
1
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
40
40
40
40
40
40
1
40
40
40
20
20
40
20
20
20
1
20
20
20
40
40
40
40
40
40
1
40
40
40
19
19
38
19
19
19
1
19
19
19
39
39
39
39
39
39
1
39
39
39
18
18
36
18
18
18
1
18
18
18
38
38
38
38
38
38
1
38
38
38
17
17
34
17
17
17
1
17
17
17
36
36
36
36
36
36
1
36
36
36
16
16
32
16
16
16
1
16
16
16
35
35
35
35
35
35
1
35
35
35
15
15
30
15
15
15
1
15
15
15
34
34
34
34
34
34
1
34
34
34
14
14
29
14
14
14
1
14
14
14
32
32
32
32
32
32
1
32
32
32
14
14
27
14
14
14
1
14
14
14
31
31
31
31
31
31
1
31
31
31
13
13
26
13
13
13
1
13
13
13
29
29
29
29
29
29
1
29
29
29
12
12
24
12
12
12
1
12
12
12
27
27
27
27
27
27
1
27
27
27
11
11
23
11
11
11
1
11
11
11
24
24
24
24
24
24
1
24
24
24
11
11
21
11
11
11
1
11
11
11
21
21
21
21
21
21
1
21
21
21
10
10
20
10
10
10
1
10
10
10
18
18
18
18
18
18
1
18
18
18
9
9
19
9
9
9
1
9
9
9
16
16
16
16
16
16
1
16
16
16
9
9
17
9
9
9
1
9
9
9
14
14
14
14
14
14
1
14
14
14
8
8
16
8
8
8
1
8
8
8
13
13
13
13
13
13
1
13
13
13
8
8
15
8
8
8
1
8
8
8
12
12
12
12
12
12
1
12
12
12
7
7
14
7
7
7
1
7
7
7
11
11
11
11
11
11
1
11
11
11
7
7
13
7
7
7
1
7
7
7
11
11
11
11
11
11
1
11
11
11
6
6
12
6
6
6
1
6
6
6
Labour
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
196
Kingdom of Lesotho
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
2
3
4
5
6
7
8
9
Without Project
10
11
12
13
14
15
16
17
18
19
20
2 030
3 000
624
3 250
2 030
3 000
624
3 029
1 979
2 925
608
3 250
1 929
2 850
593
3 250
1 827
2 700
562
3 250
1 776
2 625
546
3 250
1 726
2 550
530
2 600
1 624
2 400
499
2 600
1 573
2 325
484
1 788
1 472
2 175
452
1 950
1 370
2 025
421
1 950
1 218
1 800
374
1 950
1 066
1 575
328
1 950
914
1 350
281
1 950
812
1 200
250
1 300
711
1 050
218
1 300
660
975
203
720
609
900
187
645
558
825
172
1 300
558
825
172
517
105
1 084
2 400
100
1 030
1 600
95
975
1 552
89
923
1 505
85
873
1 460
80
825
1 416
75
779
1 374
71
735
1 333
67
693
1 293
63
652
1 254
59
613
1 216
56
575
1 180
52
539
1 144
49
505
1 110
46
472
1 077
43
440
1 045
40
410
1 013
37
381
983
34
354
953
32
327
925
12 493
11 412
11 385
11 140
10 757
10 519
9 635
9 262
8 223
8 018
7 655
7 153
6 655
6 158
5 156
4 807
4 021
3 743
4 196
3 355
240
2 400
240
160
120
60
10
160
120
44
120
1 200
240
80
60
30
10
80
60
22
240
2 400
240
160
120
60
10
160
120
44
114
1 140
228
76
57
29
10
76
57
21
234
2 340
234
156
117
59
10
156
117
43
108
1 080
216
72
54
27
10
72
54
20
228
2 280
228
152
114
57
10
152
114
42
102
1 022
204
68
51
26
10
68
51
19
216
2 160
216
144
108
54
10
144
108
40
97
967
193
64
48
24
10
64
48
18
210
2 100
210
140
105
53
10
140
105
39
91
914
183
61
46
23
10
61
46
17
204
2 040
204
136
102
51
10
136
102
37
86
863
173
58
43
22
10
58
43
16
192
1 920
192
128
96
48
10
128
96
35
81
814
163
54
41
20
10
54
41
15
186
1 860
186
124
93
47
10
124
93
34
77
767
153
51
38
19
10
51
38
14
174
1 740
174
116
87
44
10
116
87
32
72
722
144
48
36
18
10
48
36
13
162
1 620
162
108
81
41
10
108
81
30
68
679
136
45
34
17
10
45
34
12
144
1 440
144
96
72
36
10
96
72
26
64
637
127
42
32
16
10
42
32
12
126
1 260
126
84
63
32
10
84
63
23
60
597
119
40
30
15
10
40
30
11
108
1 080
108
72
54
27
10
72
54
20
56
559
112
37
28
14
10
37
28
10
96
960
96
64
48
24
10
64
48
18
52
523
105
35
26
13
10
35
26
10
84
840
84
56
42
21
10
56
42
15
49
488
98
33
24
12
10
33
24
9
78
780
78
52
39
20
10
52
39
14
45
454
91
30
23
11
10
30
23
8
72
720
72
48
36
18
10
48
36
13
42
422
84
28
21
11
10
28
21
8
66
660
66
44
33
17
10
44
33
12
39
392
78
26
20
10
10
26
20
7
66
660
66
44
33
17
10
44
33
12
36
362
72
24
18
9
10
24
18
7
5 456
5 361
5 178
4 999
4 734
4 562
4 393
4 138
3 976
3 727
3 482
3 151
2 822
2 496
2 262
2 029
1 888
1 749
1 612
1 566
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
8 216
7 037
4 277
8 121
6 051
3 291
7 938
6 206
3 446
7 759
6 141
3 381
7 494
6 023
3 263
7 322
5 957
3 197
7 153
5 242
2 482
6 898
5 124
2 364
6 736
4 247
1 487
6 487
4 291
1 531
6 242
4 173
1 413
5 911
4 003
1 243
5 582
3 832
1 072
5 256
3 662
902
5 022
2 895
135
4 789
2 777
17 -
4 648
2 133
627 -
4 509
1 994
766 -
4 372
2 584
176 -
4 326
1 789
971
Subtotal revenues
Operating Inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Labour
Family labour
Total cost
197
Kingdom of Lesotho
Table 5c: Household Model; Yields and Inputs; WiP
YIELDS AND INPUTS
Items
S
H
E
E
P
G
O
A
T
S
Parameters
Stock
Mortality
Birth
Sales
Stock
Mortality
Birth
Sales
Main Production
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
Unit
Price LSL
heads
heads
heads
heads
heads
heads
heads
heads
1
2
3
4
5
6
7
8
9
With Project
10
11
12
13
14
15
16
17
18
19
20
40
0
0
5
20
0
0
3
42
5
12
5
19
3
4
2
44
5
12
5
18
3
4
2
45
6
12
5
17
3
5
2
45
6
12
6
17
3
5
2
46
6
12
5
16
3
5
3
47
6
13
6
15
3
5
3
49
6
13
5
15
3
6
3
51
6
13
5
15
3
6
3
52
7
13
5
15
4
7
3
52
7
13
6
15
4
7
3
52
7
13
6
15
4
8
4
54
7
14
6
16
4
8
4
55
7
14
6
16
4
9
4
56
7
14
6
17
4
9
4
56
8
14
6
18
4
10
5
56
8
14
6
20
4
10
5
56
8
14
6
22
4
11
5
56
8
15
6
24
4
12
5
56
8
15
6
26
4
12
6
kg
kg
kg
heads
70
60
52
650
29
50
12
5
30
53
13
5
32
55
13
5
33
56
14
5
57
46
16
6
59
47
16
5
60
48
16
6
63
50
17
5
65
52
18
5
66
53
18
5
66
53
18
6
66
53
18
6
69
55
19
6
70
56
19
6
71
57
19
6
71
57
19
6
71
57
19
6
71
57
19
6
71
57
19
6
71
57
19
6
kg
kg
heads
100
85
800
1.1
13.6
3
1.1
12.9
2
1.0
12.3
2
1.0
11.7
2
2.9
9.2
2
2.8
8.9
3
2.7
8.6
3
2.6
8.4
3
2.6
8.3
3
2.6
8.2
3
2.6
8.3
3
2.6
8.4
4
2.7
8.7
4
2.9
9.1
4
3.0
9.6
4
3.2
10.2
5
3.5
11.1
5
3.8
12.0
5
4.2
13.2
5
4.6
14.6
6
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
heads
heads
heads
heads
pers/sheep
pers/sheep
lumpsum
heads
heads
heads
6
60
6
4
3
2
10
4
3
1
6
60
6
4
3
2
10
4
3
1
40
40
160
40
40
40
1
40
40
40
20
20
80
20
20
20
1
20
20
20
42
42
168
42
42
42
1
42
42
42
19
19
76
19
19
19
1
19
19
19
44
44
176
44
44
44
1
44
44
44
18
18
72
18
18
18
1
18
18
18
45
45
180
45
45
45
1
45
45
45
17
17
69
17
17
17
1
17
17
17
45
45
180
45
45
45
1
45
45
45
17
17
66
17
17
17
1
17
17
17
46
46
184
46
46
46
1
46
46
46
16
16
64
16
16
16
1
16
16
16
47
47
188
47
47
47
1
47
47
47
15
15
62
15
15
15
1
15
15
15
49
49
196
49
49
49
1
49
49
49
15
15
60
15
15
15
1
15
15
15
51
51
204
51
51
51
1
51
51
51
15
15
59
15
15
15
1
15
15
15
52
52
208
52
52
52
1
52
52
52
15
15
59
15
15
15
1
15
15
15
52
52
208
52
52
52
1
52
52
52
15
15
59
15
15
15
1
15
15
15
52
52
208
52
52
52
1
52
52
52
15
15
60
15
15
15
1
15
15
15
54
54
216
54
54
54
1
54
54
54
16
16
62
16
16
16
1
16
16
16
55
55
220
55
55
55
1
55
55
55
16
16
65
16
16
16
1
16
16
16
56
56
224
56
56
56
1
56
56
56
17
17
68
17
17
17
1
17
17
17
56
56
224
56
56
56
1
56
56
56
18
18
73
18
18
18
1
18
18
18
56
56
224
56
56
56
1
56
56
56
20
20
79
20
20
20
1
20
20
20
56
56
224
56
56
56
1
56
56
56
22
22
86
22
22
22
1
22
22
22
56
56
224
56
56
56
1
56
56
56
24
24
94
24
24
24
1
24
24
24
56
56
224
56
56
56
1
56
56
56
26
26
104
26
26
26
1
26
26
26
Labour
Family labour
pers/month
pers/month
450
230
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
198
Kingdom of Lesotho
Table 5d: Household Model; Financial Budget; WiP
Items
1
Revenues
Wool
A
B
C
Sheep
Mohair
Red
Green
Goats
S
H
E
E
P
G
O
A
T
S
4
5
6
7
8
9
With Project
10
11
12
13
14
15
16
17
18
19
20
2 132
3 150
655
3 258
2 233
3 300
686
3 250
2 284
3 375
702
3 250
4 019
2 741
814
3 900
4 109
2 801
832
3 250
4 198
2 862
851
3 900
4 377
2 984
887
3 250
4 555
3 106
923
3 250
4 645
3 167
941
3 250
4 645
3 167
941
3 900
4 645
3 167
941
3 900
4 823
3 289
977
3 900
4 913
3 350
995
3 900
5 002
3 410
1 013
3 900
5 002
3 410
1 013
3 900
5 002
3 410
1 013
3 900
5 002
3 410
1 013
3 900
5 002
3 410
1 013
3 900
5 002
3 410
1 013
3 900
112
1 156
2 400
106
1 098
1 600
101
1 045
1 696
97
997
1 798
291
786
1 906
280
756
2 020
271
732
2 141
264
714
2 270
260
703
2 406
258
699
2 550
260
703
2 703
265
716
2 865
273
738
3 037
285
771
3 220
301
815
3 413
322
871
3 617
348
940
3 834
379
1 024
4 065
415
1 123
4 308
458
1 239
4 567
12 572
11 999
12 312
12 502
14 457
14 048
14 955
14 745
15 203
15 510
16 318
16 498
17 037
17 433
17 854
18 136
18 448
18 793
19 172
19 589
240
2 400
960
160
120
60
10
160
120
44
120
1 200
480
80
60
30
10
80
60
22
252
2 520
1 008
168
126
63
10
168
126
46
114
1 140
456
76
57
29
10
76
57
21
264
2 640
1 056
176
132
66
10
176
132
48
108
1 085
434
72
54
27
10
72
54
20
270
2 700
1 080
180
135
68
10
180
135
50
103
1 035
414
69
52
26
10
69
52
19
270
2 700
1 080
180
135
68
10
180
135
50
99
991
396
66
50
25
10
66
50
18
276
2 760
1 104
184
138
69
10
184
138
51
95
953
381
64
48
24
10
64
48
17
282
2 820
1 128
188
141
71
10
188
141
52
92
923
369
62
46
23
10
62
46
17
294
2 940
1 176
196
147
74
10
196
147
54
90
900
360
60
45
23
10
60
45
17
306
3 060
1 224
204
153
77
10
204
153
56
89
886
354
59
44
22
10
59
44
16
312
3 120
1 248
208
156
78
10
208
156
57
88
881
352
59
44
22
10
59
44
16
312
3 120
1 248
208
156
78
10
208
156
57
89
886
354
59
44
22
10
59
44
16
312
3 120
1 248
208
156
78
10
208
156
57
90
902
361
60
45
23
10
60
45
17
324
3 240
1 296
216
162
81
10
216
162
59
93
930
372
62
47
23
10
62
47
17
330
3 300
1 320
220
165
83
10
220
165
61
97
972
389
65
49
24
10
65
49
18
336
3 360
1 344
224
168
84
10
224
168
62
103
1 027
411
68
51
26
10
68
51
19
336
3 360
1 344
224
168
84
10
224
168
62
110
1 098
439
73
55
27
10
73
55
20
336
3 360
1 344
224
168
84
10
224
168
62
119
1 185
474
79
59
30
10
79
59
22
336
3 360
1 344
224
168
84
10
224
168
62
129
1 291
516
86
65
32
10
86
65
24
336
3 360
1 344
224
168
84
10
224
168
62
142
1 416
566
94
71
35
10
94
71
26
336
3 360
1 344
224
168
84
10
224
168
62
156
1 562
625
104
78
39
10
104
78
29
6 416
6 523
6 638
6 656
6 577
6 617
6 670
6 843
7 030
7 128
7 137
7 166
7 429
7 609
7 814
7 940
8 095
8 283
8 505
8 764
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
2 760
Total cost
9 176
6 156
3 396
9 283
5 477
2 717
9 398
5 674
2 914
9 416
5 846
3 086
9 337
7 879
5 119
9 377
7 431
4 671
9 430
8 285
5 525
9 603
7 903
5 143
9 790
8 172
5 412
9 888
8 382
5 622
9 897
9 181
6 421
9 926
9 332
6 572
10 189
9 608
6 848
10 369
9 823
7 063
10 574
10 040
7 280
10 700
10 196
7 436
10 855
10 353
7 593
11 043
10 510
7 750
11 265
10 668
7 908
11 524
10 826
8 066
4 277
3 396
(881)
3 291
2 717
(574)
3 446
2 914
(532)
3 381
3 086
(294)
3 263
5 119
1 857
3 197
4 671
1 474
2 482
5 525
3 043
2 364
5 143
2 779
1 487
5 412
3 925
1 531
5 622
4 091
1 413
6 421
5 008
1 243
6 572
5 330
1 072
6 848
5 776
902
7 063
6 162
135
7 280
7 146
17
7 436
7 419
Labour
Family labour
IRR
3
2 030
3 000
624
3 250
Subtotal revenues
Operating inputs
Vaccines
Dipping
Deworming
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
Vaccines
Dipping
Membership fee
Shearer
Weighing
Bailing
Fees and taxes
NPV @ 10%
2
LSL
$
22 105
2 105
49%
199
(627)
7 593
8 220
(766)
7 750
8 516
(176)
7 908
8 084
(971)
8 066
9 036
Kingdom of Lesotho
Figure 3: Household Model (40 sheep 20 goats); Sensitivity Analysis
200
Kingdom of Lesotho
SHEARING SHEDS MODELS
Table 6: Shearing Shed Renovation Model
WP Hypothesis: thanks to better nutrition and vaccination sheep and goats would produce a higher wool and mohair quality. Accordingly to that the Shearing Shed would increase
its revenues for service provision. Further, through a better bale pressing technology bale weight will shift from 140 kg to 160 kg reducing costs for transports, loading and bailing.
Accordingly, even bailing and loading revenues would be partially reduced.
Model: Already operating shearing shed
YIELDS AND INPUTS
Items
Unit
Price LSL
Main Production
Memberships
Classing, transport bales(1LSL/kg)
Bailing
Loading
Wool Lox and spit
Mohair Lox and spit
no.
kg
kg
kg
kg
kg
50
1
0,08
0,06
20
25
Investment inputs
Bale press
set
4000
kg
kg
kg
lumpsum
%
lumpsum
?
lumpsum
0,43
0,07
0,04
1
0,04
43
400
250
pers/month
pers/month
700
600
Operating inputs
Transport (per bale)
Baling
Loading
O & M (3%)
Brokerage on Loks and Spit
Fixed Fee on Lox
District 12 per year by 2 part.
Membership of DWMGA
Labour
Classer
Book-keper
Price LSL
with
project
0,075
0,05
1
2
3
4
5
6
7
8
9
375
57.379
57.379
57.379
4.635
461
375
59.215
59.215
59.215
4.774
475
375
61.110
61.110
61.110
4.917
490
375
63.065
63.065
63.065
5.065
504
375
63.940
63.940
63.940
5.175
515
375
63.940
63.940
63.940
5.175
515
375
63.940
63.940
63.940
5.175
515
375
63.940
63.940
63.940
5.175
515
375
63.940
63.940
63.940
5.175
515
375
63.940
63.940
63.940
5.175
515
1
0
0
0
0
1
0
0
0
0
55.600
55.600
55.600
27.000
101.200
35
24
1
57.379
57.379
57.379
0
104.236
36
24
1
59.215
59.215
59.215
27.000
107.363
37
24
1
61.110
61.110
61.110
27.000
110.584
38
24
1
63.065
63.065
63.065
27.000
113.901
39
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
63.940
63.940
63.940
27.000
116.380
41
24
1
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
1
2
3
4
5
6
7
8
9
18.750
57.379
4.303
2.869
92.700
11.536
187.537
18.750
59.215
4.441
2.961
95.481
11.882
192.730
18.750
61.110
4.583
3.055
98.345
12.239
198.082
18.750
63.065
4.730
3.153
101.296
12.606
203.600
18.750
63.940
4.796
3.197
103.500
12.875
207.058
18.750
63.940
4.796
3.197
103.500
12.875
207.058
18.750
63.940
4.796
3.197
103.500
12.875
207.058
18.750
63.940
4.796
3.197
103.500
12.875
207.058
18.750
63.940
4.796
3.197
103.500
12.875
207.058
18.750
63.940
4.796
3.197
103.500
12.875
207.058
4000
4000
0
0
0
0
0
0
0
0
4000
4000
0
0
0
0
0
0
0
0
23.908
3.892
2.224
27.000
50.000
4.048
1.505
9.600
250
122.427
21.517
3.586
2.152
50.000
4.169
1.550
9.600
250
92.825
22.206
3.701
2.221
27.000
50.000
4.295
1.597
9.600
250
120.868
22.916
3.819
2.292
27.000
50.000
4.423
1.645
9.600
250
121.945
23.649
3.942
2.365
27.000
50.000
4.556
1.694
9.600
250
123.056
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
23.978
3.996
2.398
27.000
50.000
4.655
1.763
9.600
250
123.640
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
146.427
120.825
144.868
145.945
147.056
147.640
151.640
147.640
147.640
147.640
147.640
60.907
36.907
90.713
66.713
71.862
47.862
76.137
52.137
80.544
56.544
83.418
59.418
79.418
55.418
83.418
59.418
83.418
59.418
83.418
59.418
83.418
59.418
29.806
10.955
15.231
19.637
22.511
18.511
22.511
22.511
22.511
22.511
375
55.600
55.600
55.600
4.500
448
-
0,38
0,06
0,038
With Project
Without
project
10 - 20
without
project
Items
Revenues
Memberships (sheep and goat)
Bailing
Loading
Wool Lox and spit
Mohair Lox and spit
Subtotal revenues
Investment costs
Bale press
Subtotal investment costs
Operating inputs
Baling
Loading
O & M (3%)
Water supply
Fixed Fee on Lox
Membership of DWMGA
Labour
Classer
Book-keper
Total cost
Incremental Income
NPV @ 10% LSL
$
18.750
55.600
4.448
3.336
90.000
11.200
183.334
-
With Project
176.756
17.676
201
10 - 20
Kingdom of Lesotho
Figure 4: Shearing Shed Renovation Model Sensitivity Analysis
202
Kingdom of Lesotho
Table 7: New Shearing Shed Model
The construction of new sheds with characterized by new designe templated, bale pressing and handling facilities, water supply and sanitation and access road is here
below presented. Considering the above features it is supoosed that the new shearing sheds would have a higher service provision capacity reflected in the higher number
of customers served.
New Shearing Shed Model
YIELDS AND INPUTS
Items
Unit
Price LSL
without
project
1
Main Production
Memberships
Bailing
Loading
Wool Lox and spit
Mohair Lox and spit
no.
kg
kg
kg
kg
kg
50
1
0,075
0,05
20
25
-
235
37.812
37.812
37.812
3.467
240
Investment inputs
Building Construction
Operational equipment
Miscellaneous equipment
Bale press
Building
set
set
set
800.000
70.000
30.000
4.000
-
1
1
1
1
Operating inputs
Transport
Baling
Loading
O & M (3%)
Water Supply
Fixed Fee on Lox
Membership of DWMGA
kg
kg
kg
lumpsum
lumpsum
%
lumpsum
?
lumpsum
0,38
0,06
0,038
1
1
0,04
43
400
250
-
41.519
41.519
41.519
0
50.000
75.334
26
24
1
pers/month
pers/month
700
600
-
Labour
Classer
Book-keper
-
24
12
2
295
46.399
46.399
46.399
4.161
376
3
325
50.691
50.691
50.691
4.507
445
0
4
375
58.490
58.490
58.490
5.201
513
0
With Project
5
400
62.872
62.872
62.872
5.634
513
0
6
430
67.165
67.165
67.165
5.981
581
0
7
430
67.165
67.165
67.165
5.981
581
1
8
430
67.165
67.165
67.165
5.981
581
0
9
430
67.165
67.165
67.165
5.981
581
0
10 - 20
430
67.165
67.165
67.165
5.981
581
0
0
50.936
50.936
50.936
27.000
50.000
92.626
32
24
1
55.643
55.643
55.643
27.000
50.000
101.271
35
24
1
64.204
64.204
64.204
27.000
50.000
116.852
41
24
1
69.019
69.019
69.019
27.000
50.000
125.520
44
24
1
73.727
73.727
73.727
27.000
50.000
134.165
47
24
1
73.727
73.727
73.727
27.000
50.000
134.165
47
24
1
73.727
73.727
73.727
27.000
50.000
134.165
47
24
1
73.727
73.727
73.727
27.000
50.000
134.165
47
24
1
73.727
73.727
73.727
27.000
50.000
134.165
47
24
1
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
24
12
without
project
Items
1
Revenues
Memberships
Bailing
Loading
Wool Lox and spit
Mohair Lox and spit
Total revenues
Investment costs
Building Construction
Operational equipment
Miscellaneous equipment
Bale press
Total Investment costs
Operating inputs
Baling
Loading
O & M (3%)
Water supply
Fixed Fee on Lox
Membership of DWMGA
Total Operating costs
Labour
Classer
Book-keper
Total Labour costs
Total cost
Gross Income before labour (before financing)
Gross Income after labour (before financing)
2
20.866
3.478
2.087
27.000
50.000
4.051
1.521
9.600
250
118.852
24.077
4.013
2.408
27.000
50.000
4.674
1.754
9.600
250
123.775
25.882
4.314
2.588
27.000
50.000
5.021
1.888
9.600
250
126.543
27.648
4.608
2.765
27.000
50.000
5.367
2.015
9.600
250
129.252
27.648
4.608
2.765
27.000
50.000
5.367
2.015
9.600
250
129.252
27.648
4.608
2.765
27.000
50.000
5.367
2.015
9.600
250
129.252
27.648
4.608
2.765
27.000
50.000
5.367
2.015
9.600
250
129.252
27.648
4.608
2.765
27.000
50.000
5.367
2.015
9.600
250
129.252
-
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
16.800
7.200
24.000
-
1.007.720
854.092
878.092
140.143
43.426
19.426
142.852
55.690
31.690
147.775
77.621
53.621
150.543
89.693
65.693
157.252
97.953
73.953
153.252
101.953
77.953
153.252
101.953
77.953
153.252
101.953
77.953
153.252
101.953
77.953
-
878.092
19.426
31.690
53.621
65.693
73.953
77.953
77.953
77.953
77.953
-
-
21.500
67.165
5.037
3.358
119.620
14.525
231.206
10 - 20
19.101
3.184
1.910
27.000
50.000
3.705
1.393
9.600
250
116.143
4.000
4000
21.500
67.165
5.037
3.358
119.620
14.525
231.206
9
15.570
2.595
1.557
50.000
3.013
1.135
9.600
250
83.720
-
21.500
67.165
5.037
3.358
119.620
14.525
231.206
8
-
Incremental Income (before financing)
21.500
67.165
5.037
3.358
119.620
14.525
231.206
7
800.000
70.000
26.000
4.000
900.000
-
20.000
62.872
4.715
3.144
112.680
12.825
216.236
6
-
-
18.750
58.490
4.387
2.925
104.020
12.825
201.396
With Project
5
11.750
37.812
2.836
1.891
69.340
6.000
129.629
-
16.250
50.691
3.802
2.535
90.140
11.125
174.542
4
-
-
14.750
46.399
3.480
2.320
83.220
9.400
159.569
3
-
21.500
67.165
5.037
3.358
119.620
14.525
231.206
-
Financing Analysis (LSL)
Unit
Amount
Production investment Grant
LSL
Beneficiaries' Contribution for
construction
%
30
Government Grant
%
70
900.000
CASH FLOW ANALYSIS (LSL)
without
project
Items
1
Inflows
Production revenues
Beneficiaries' contribution
Government grant
Total Inflows
Outflows
Production costs
Construction costs
Bale press
Net Income After Financing
NPV @ 10%
LSL
$
3
4
With Project
5
6
7
8
9
10 - 20
-
129.629
270.000
630.000
1.029.629
159.569
159.569
174.542
174.542
201.396
201.396
216.236
216.236
231.206
231.206
231.206
231.206
231.206
231.206
231.206
231.206
231.206
231.206
-
107.720
900.000
1.007.720
140.143
142.852
147.775
150.543
153.252
153.252
153.252
153.252
153.252
140.143
142.852
147.775
150.543
4.000
157.252
153.252
153.252
153.252
153.252
21.908
19.426
31.690
53.621
65.693
73.953
77.953
77.953
77.953
77.953
Total Outflows
2
500.821
50.082
203
Kingdom of Lesotho
Figure 5: New Shearing Shed Model Sensitivity Analysis
204
Kingdom of Lesotho
LIVESTOCK BREEDING CENTRE MODEL
Table 8a: Quthing Breeding Centre Rehabilitation model; Yields and Inputs
Quthing breeding center rehabilitation model
YIELDS AND INPUTS
Items
Unit
Price LSL
0
2
3
4
5
6
7
8
80
1000
1200
4000
1 389
60
1
2510
18
8
3510
37
34
3846
68
49
82
3806
67
56
109
4042
20
56
114
4277
38
51
113
4324
42
54
108
4406
47
57
119
400
15
400
15
-
-
-
-
-
-
Main Production
Mohair
Meat Sale
Dams sales
Bucks sales
kg
heads
heads
heads
Investment inputs
Dams acquisition
Bucks acquisition
Renovation cost
Tractor
Trailer
Ploughs
Disk arrow
Planter
Baler
4x4 Van
heads
heads
lumpsum
no.
no.
no.
no.
no.
no.
lumpsum
1 800
8 000
750 000
247 720
56 465
22 065
32 250
115 523
83 600
260 000
Operating inputs
Drugs
Supplementary Nutrition
Rent
O&M
head
head
lumpsum
lumpsum
10
15
10000
22500
415
415
1
1
1 169
1 169
1
1
1 703
1 703
1
1
2 165
2 165
1
1
2 513
2 513
1
1
2 534
2 534
1
1
2 529
2 529
1
1
pers/month
pers/month
pers/month
5000
2917
1300
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
Labour
Manager
Security guards
Herders/ Workers
With Project
9
10
1
11
12
13
14
15
16
17
18
19
20
4570
47
86
135
4719
43
143
125
4494
55
128
117
4227
43
125
107
3980
40
119
105
3816
40
114
101
3649
34
109
95
3473
35
103
91
3298
34
98
86
3140
31
94
82
2991
30
89
78
-
-
-
-
-
-
-
-
-
-
-
-
2 619
2 619
1
1
-
2 691
2 691
1
1
2 818
2 818
1
1
2 865
2 865
1
1
2 905
2 905
1
1
2 808
2 808
1
1
2 664
2 664
1
1
2 524
2 524
1
1
2 409
2 409
1
1
2 291
2 291
1
1
2 185
2 185
1
1
2 081
2 081
1
1
1 980
1 980
1
1
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
1
1
1
1
1
1
1
1
205
Kingdom of Lesotho
Table 8b: Quthing Breeding Centre Rehabilitation model; financial budget and Financing analysis
Items
0
Revenues
Mohair
Meat Sale
Dams sales
Bucks sales
111 100
72 000
5 700
188 800
Subtotal revenues
Investment costs
Dams acquisition
Bucks acquisition
Renovation cost
Tractor
Trailer
Ploughs
Disk arrow
Planter
Baler
4x4 Van
Labour costs
Manager
Security guards
Herders/Workers
Total cost
FIRR
LSL
$
3
4
5
6
7
With Project
9
10
8
11
12
13
14
15
16
17
18
19
20
365 572
377 484
359 497
47 409
43 188
54 620
102 978
171 775
153 031
541 940
498 330
469 657
######## ######## ########
338 179
43 253
150 591
426 784
958 807
318 385
39 784
143 162
418 362
919 692
305 272
40 312
136 784
403 463
885 830
291 925
34 156
130 403
380 138
836 623
277 850
34 918
123 303
362 046
798 117
263 863
33 631
117 791
343 455
758 740
251 185
31 342
112 292
328 423
723 243
239 307
30 082
106 921
312 925
689 235
200 828
21 060
33 660
255 548
280 817
43 805
136 769
461 390
307 693
67 654
59 305
327 413
762 065
304 485
67 146
67 135
434 081
872 847
323 342
20 065
67 357
455 407
866 171
342 200
38 298
61 746
452 611
894 856
345 958
41 835
64 812
432 466
885 071
352 498
46 957
68 711
476 804
944 969
4 150
6 225
10 000
22 500
42 875
11 685
17 528
10 000
22 500
61 713
17 027
25 540
10 000
22 500
75 066
21 647
32 470
10 000
22 500
86 617
25 135
37 702
10 000
22 500
95 336
25 336
38 004
10 000
22 500
95 841
25 292
37 939
10 000
22 500
95 731
26 190
39 284
10 000
22 500
97 974
26 907
40 361
10 000
22 500
99 768
28 177
42 266
10 000
22 500
102 944
28 654
42 981
10 000
22 500
104 135
29 052
43 578
10 000
22 500
105 130
28 076
42 113
10 000
22 500
102 689
26 638
39 956
10 000
22 500
99 094
25 243
37 865
10 000
22 500
95 608
24 088
36 132
10 000
22 500
92 720
22 912
34 368
10 000
22 500
89 779
21 852
32 778
10 000
22 500
87 130
20 807
31 210
10 000
22 500
84 517
19 799
29 699
10 000
22 500
81 998
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
60 000
105 000
78 000
243 000
1 567 623
(1 567 623)
(1 567 623)
1 125 875
(694 075)
(937 075)
304 713
193 836
(49 165)
318 066
386 324
143 324
329 617
675 448
432 448
338 336
777 510
534 510
338 841
770 330
527 330
338 731
799 125
556 125
340 974
787 097
544 097
342 768
845 201
602 201
345 944
954 955
711 955
347 135
986 642
743 642
348 130
931 675
688 675
345 689
856 118
613 118
342 094
820 598
577 598
338 608
790 222
547 222
335 720
743 903
500 903
332 779
708 338
465 338
330 130
671 610
428 610
327 517
638 726
395 726
324 998
607 237
364 237
10
11
12
13
14
15
16
17
18
19
20
840 000
890 301
84 791
14%
FINANCING ANALYSIS (LSL)
Working capital from OFID (LSL)
Initial animal stock from IFAD (LSL)
Labour financed by IFAD at start (LSL)
Operating cost (LSL)
Totals
Working capital loan (LSL)
Annual interest rate (%)
Loan repayment period (yrs)
2
720 000
120 000
750 000
247 720
56 465
22 065
32 250
115 523
83 600
260 000
1 567 623
Operating costs
Drugs
Rent
O & M (3%)
NPV @ 10%
1
410 498
10%
10
Financial
support
WAMPP
1 200 000
840 000
243 000
0
2 283 000
Costs
1 567 623
840 000
243 000
42 875
2 693 498
LNWMGA
financing gap
(367 623)
0
0
(42 875)
(410 498)
1
2
3
4
Interest payment (LSL)
Payment of principal (LSL)
Total payment (LSL)
(41 050)
(25 757)
66 807
(38 474)
(28 333)
66 807
(35 641)
(31 166)
66 807
(32 524)
(34 282)
66 807
(29 096)
(37 711)
66 807
5
(25 325)
(41 482)
66 807
6
(21 177)
(45 630)
66 807
7
(16 614)
(50 193)
66 807
(11 595)
(55 212)
66 807
(6 073)
(60 733)
66 807
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Cash Flow after financing
121 993
(115 971)
76 517
365 641
467 704
460 523
489 318
477 290
535 394
645 148
743 642
688 675
613 118
577 598
547 222
500 903
465 338
428 610
395 726
364 237
206
8
9
Kingdom of Lesotho
Figure 6: Breeding Centre Rehabilitation model Sensitivity Analysis
207
Kingdom of Lesotho
Table 9a: Mokhotlong Breeding centre rehabilitation model; Yields and Inputs
Mokhotlong breeding center rehabilitation model
YIELDS AND INPUTS
Items
Unit
Price LSL
0
Main Production
Wool
Meat Sale
Ewes sales
Rams sales
kg
heads
heads
heads
Investment inputs
Ewes acquisition
Rams acquisition
Renovation cost
Tractor
Trailer
Ploughs
Disk arrow
Planter
Baler
4x4 Van
Operating inputs
Drugs
Rent
O&M
Labour
Manager
Security guards
Herders/ Workers
1
2
3
4
5
6
7
8
With Project
10
9
11
12
13
14
15
16
17
18
19
20
60
1000
1200
3000
3 513
-
5846
494
33
5060
237
67
5421
80
93
82
6278
67
88
96
7230
126
48
49
7668
213
49
48
7570
258
48
46
7446
214
49
48
7610
210
99
98
7479
202
97
95
7314
207
95
92
7112
214
93
88
6891
194
92
86
6771
183
90
85
6674
186
89
84
6553
181
87
82
6442
178
86
81
6333
175
84
80
6226
172
83
78
heads
heads
lumpsum
no.
no.
no.
no.
no.
no.
lumpsum
2 000
10 000
750 000
247 720
56 465
22 065
32 250
115 523
83 600
260 000
750
15
750
15
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
head
head
lumpsum
lumpsum
10
15
10000
22500
765
765
1
1
2 054
2 054
1
1
2 928
2 928
1
1
2 838
2 838
1
1
2 685
2 685
1
1
2 715
2 715
1
1
2 807
2 807
1
1
2 929
2 929
1
1
-
2 956
2 956
1
1
2 967
2 967
1
1
3 007
3 007
1
1
2 953
2 953
1
1
2 894
2 894
1
1
2 832
2 832
1
1
2 763
2 763
1
1
2 714
2 714
1
1
2 673
2 673
1
1
2 626
2 626
1
1
2 582
2 582
1
1
2 538
2 538
1
1
pers/month
pers/month
pers/month
5000
2917
1350
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
12
36
60
1
1
1
1
1
1
1
1
208
Kingdom of Lesotho
Table 9b: Mokhotlong Breeding centre rehabilitation model; Financial Budget
Items
0
1
Revenues
Wool
Meat sale
Ewes sales
Rams sales
2
Labour costs
Manager
Security guards
Herders/Workers
Total cost
LSL
$
7
8
9
With Project
10
11
12
13
14
15
16
17
18
19
20
325 268
80 008
111 762
246 222
763 260
376 668
66 582
105 804
289 134
838 188
433 781
126 144
57 390
145 563
762 879
460 057
213 408
58 776
142 923
875 163
454 190
258 411
57 446
137 990
908 037
446 780
213 595
58 268
144 740
863 383
456 596
210 270
119 044
294 482
1 080 393
448 733
202 233
115 853
284 295
1 051 114
438 867
206 700
114 061
276 236
1 035 865
426 718
213 841
112 046
264 403
1 017 008
413 438
194 270
109 860
259 042
976 611
406 262
182 620
108 484
255 915
953 282
400 420
185 727
106 436
251 050
943 631
393 193
181 061
104 650
246 858
925 762
386 512
178 194
102 877
242 673
910 256
379 953
175 080
101 134
238 548
894 716
373 558
171 817
99 447
234 576
879 397
7 650
11 475
10 000
22 500
51 625
20 535
30 803
10 000
22 500
83 838
29 282
43 922
10 000
22 500
105 704
28 375
42 563
10 000
22 500
103 438
26 853
40 279
10 000
22 500
99 632
27 155
40 732
10 000
22 500
100 387
28 070
42 106
10 000
22 500
102 676
29 290
43 935
10 000
22 500
105 725
29 562
44 343
10 000
22 500
106 406
29 673
44 509
10 000
22 500
106 682
30 074
45 111
10 000
22 500
107 685
29 528
44 292
10 000
28 945
43 417
10 000
28 324
42 487
10 000
27 627
41 441
10 000
27 145
40 717
10 000
26 726
40 089
10 000
26 261
39 391
10 000
25 816
38 724
10 000
25 378
38 066
10 000
83 821
82 362
80 811
79 069
77 862
76 815
75 652
74 540
73 444
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
60 000
105 000
81 000
246 000
1 567 623
(1 567 623)
(1 567 623)
1 947 625
(1 701 625)
(1 947 625)
329 838
957 868
711 868
351 704
684 818
438 818
349 438
659 822
413 822
345 632
738 556
492 556
346 387
662 493
416 493
348 676
772 488
526 488
351 725
802 312
556 312
352 406
756 978
510 978
352 682
973 710
727 710
353 685
943 429
697 429
329 821
952 044
706 044
328 362
934 646
688 646
326 811
895 800
649 800
325 069
874 213
628 213
323 862
865 769
619 769
322 815
848 947
602 947
321 652
834 604
588 604
320 540
820 176
574 176
319 444
805 954
559 954
16
17
18
19
20
1 650 000
870 825
82 936
14%
FINANCING ANALYSIS (LSL)
Working capital from OFID (LSL)
Initial animal stock from IFAD (LSL)
Labour financed by IFAD at start (LSL)
Operating cost (LSL)
Totals
Working capital loan (LSL)
Annual interest rate (%)
Loan repayment period (yrs)
6
1 500 000
150 000
750 000
247 720
56 465
22 065
32 250
115 523
83 600
260 000
1 567 623
Operating costs
Drugs
Rent
O & M (3%)
FIRR
5
303 611
284 850
202 061
790 522
-
NPV @ 10%
4
350 775
592 200
98 730
1 041 705
Subtotal revenues
Investment costs
Ewes acquisition
Rams acquisition
Renovation cost
Tractor
Trailer
Ploughs
Disk arrow
Planter
Baler
4x4 Van
3
419 248
10%
10
Financial
support
WAMPP
1 200 000
1 650 000
246 000
0
3 096 000
Costs
LNWMGA
financing
gap
1 567 623
1 650 000
246 000
51 625
3 515 248
(367 623)
0
0
(51 625)
(419 248)
1
Interest payment (LSL)
Payment of principal (LSL)
Total payment (LSL)
Cash Flow after financing
2
0
0
0
0
3
4
5
6
7
8
9
10
11
12
13
14
15
(41 925)
(26 306)
68 231
(39 294)
(28 936)
68 231
(36 401)
(31 830)
68 231
(33 218)
(35 013)
68 231
(29 716)
(38 514)
68 231
(25 865)
(42 366)
68 231
(21 628)
(46 602)
68 231
(16 968)
(51 263)
68 231
(11 842)
(56 389)
68 231
(6 203)
(62 028)
68 231
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
643 637
370 587
345 591
424 325
348 262
458 257
488 082
442 747
659 480
629 198
706 044
688 646
649 800
628 213
619 769
602 947
588 604
574 176
559 954
209
Kingdom of Lesotho
Figure 7: Mokhotlong Breeding centre rehabilitation model; Sensitivity analysis
210
Kingdom of Lesotho
EARLY WARNING SYSTEM
Table 10a: Early Warning System evaluation
Event
Date
Flood- heavy rains
2-16 Feb
2011
Where
HHs
pp affected
affected
dec 2010 nationwide
feb 2011
Heavy rains- floods
dec 2010 nationwide
Jan 2011
Value
Source
Estimated
19634 sq km affected. 60% of crops destroyed and at
bugdet for
Global risk
least 4700 sheeps and goats died. Roads washed away reconstruction
data platform
and facilities destroyed.
of 68.5 million
USD
ThabaTseka
Heavy rains- floods
Damages
20002500
580.000
252 houses completely destoyed, 100 with walls
damaged, 162 with roof damaged, 505 that have flood
damaged. Tot damaged estimates : 22 million maloti,
of which 11.7 for fully destoyed houses , 5 mil for
damaged walls, 2.9 mil for damaged roofs, 2.6 mil for
damaged foundations.
PDNA
Total damages estimates: 34.4 million USD
Total losses estimates: 31.6 million USD
PDNA
Table 10b: Early Warning System damage coefficients and estimates
DAMAGES REDUCTION COEFFICIENTS
Item
Household Items
Livestock
Agriculture
Commerce
Lead time Damage Reduction (%)
Description of damages reduction
24 hrs
20
Removal of some household Items (Jewellery, TV, Radio, Clothes &
Kitchen items, chair, table, mattress, Canvas)
48 hrs
80
Removal of additional possession ( Stored crops, Jewellery, TV,
Radio, Clothes & Kitchen items, Chair, Table, Mattress)
up to 7 days
90
Removal of all possible possession including stored crops (all the
stored Crops, Jewellery, TV, Radio, Clothes & Kitchen items, Chair,
Table, Mattress)
24 hrs
10
40% Livestock moved to safety (horses, sheep, goats, cows)
48 hrs
40
100% Livestock moved to safety (horses, sheep, goats, cows)
up to 7 days
45
100% Livestock (horses, sheep, goats, cows), forages, straw moved
to safety
24 hrs
10
Agricultural implements and equipments removed (ladder, spade,
plough, axe, leveler, weeder)
48 hrs
30
Nurseries, seed beds saved, 50% of crop harvested, agricultural
implements and equipment removed (ladder, spade, plough, axe,
leveler, weeder)
up to 7 days
70
Nurseries, seed beds saved, fruit trees harvested, 100% of crop
harvested, agricultural implements and equipment removed
(ladder, spade, plough, axe, leveler, weeder)
24 hrs
5
Money, some shops equipment saved
48 hrs
10
Money, most shops equipment saved
up to 7 days
15
Money, all shops equipment saved
Damages and losses estimates
in 2011 (Maloti)
TOTAL
Source: Damage reduction coefficients have been taken from a Wolrd Bank study on the Economics behind Early Warning Systems
211
Damage reduction
with the EWS
(Maloti)
25.176.000
20.140.800
74.623.000
29.849.200
109.207.000
32.762.100
39.507.000
3.950.700
248.513.000
86.702.800
Kingdom of Lesotho
Table 10c: Early Warning System damage reduction
Benefit for damage reduction (USD)
2016
86.702.800
Benefits over 20 years (Maloti)
Benefits over 20 years (Mil.USD)
352.048.136
35,2
Figure 8: Early Warning System Sensitivity analysis
212
2021
87.569.828
2026
88.445.526
2031
89.329.982
Kingdom of Lesotho
ECONOMIC ANALYSIS
Table 11: Beneficiaries Matrix
Unit
PY1
PY2
PY3
PY4
PY5
PY6
PY7
PY8
Total
Farmers
no.
2 800
4 500
6 000
7 000
5 700
26 000
no.
2 300
2 800
3 000
3 400
2 500
14 000
no.
1 500
2 000
2 200
2 500
1 800
10 000
Sub-total
50 000
no.
-
1
1
no.
-
4
6
no.
-
no.
-
6
6
8
6
10
-
-
10
-
-
-
-
2
-
-
-
22
12
1
-
-
-
46
-
-
1
Table 12: Calculation of the overall NPV and EIRR for WAMPP programme
PY1
PY2
PY3
PY4
PY5
PY6
PY7
PY8
PY9
PY10
PY11
PY12
PY13
PY14
PY15
PY16
PY17
PY18
PY19
PY20
0
(10 628)
(26 300)
(39 209)
(46 370)
(44 946)
(20 295)
18 538
61 370
181 929
143 960
182 145
213 136
244 373
273 644
304 931
335 139
367 380
400 469
508 913
21 554
33 078
32 573
36 823
32 840
22 472
13 180
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
15 035
(21 554)
(43 705)
(58 872)
(76 032)
(79 210)
(67 418)
(33 475)
3 503
46 335
166 894
128 925
167 110
198 101
229 338
258 609
289 896
320 104
352 345
385 434
493 878
NPV ('000 Maloti)
NPV ('000 USD)
IRR
433 679
41 303
21%
Total Incremental Benefits ('000 Maloti)
Total Incremental Costs ('000 Maloti)
Cash Flow ('000 Maloti)
213
Kingdom of Lesotho
31.
In the following base case Scenario Analysis the benefits stream was associated with a Minimum
Extreme distribution (benefits are underestimated) while the cost steam is distributed with a triangular
distribution (cost are assumed to be less volatile). The results show that the programme remains economically
viable in all the possible costs and benefits’ variations occurring following the above mentioned probability
functions.
Figure 9: Sensitivity Analysis for the base case scenario
214
Kingdom of Lesotho
32.
Here below another scenario with a benefits underestimation (Minimum Extreme distribution) and a
delay of 2 years in the implementation of the production activities. Simultaneously costs are overestimated
(Maximum extreme distribution). Notwithstanding the economic viability of the programme remains
unaffected preserving positive NPV and IRR.
Figure 10: Sensitivity analysis for benefits delay scenario
215
Kingdom of Lesotho
Appendix 11: Draft project implementation manual
I.
Introduction
1. Presentation of the WAMPP Project
2. Objective of the Project
3. Description of the Project Components
4. Cost and financing
5. Organisation and management
6. Institutional and Implementation arrangements
7. Organizational charts of MAFS and PCU
II.
Administrative Procedures
1. Human Resources management
2. Correspondence and Communication Organisation
3. Logistics
4. Asset and stock management
III.
Financial and Disbursements Procedures
1. Financial Arrangements and Flow of funds
2. IFAD Disbursements procedures
3. WAMPP Disbursements procedures
4. Accounting system and procedures
5. Planning and budgeting
IV.
Procurement Procedures
1. IFAD basic procurement principles
2. National rules and regulations
3. Main methods of procurement for goods and works
4. Main methods of selection of consultants and services providers
5. Specific procurement arrangements
V.
Monitoring and Evaluation Procedures
1. Planning of M&E
2. AWPB Preparation, including annual targets (RIMS+MPAT)
3. Follow-up of outputs
4. Evaluation of results
5. Evaluation of Impact
6. Elaboration of progress reports
Annexes:
Annex 1: Annual Work Plan and Budget for Year 1 in IFAD format
Annex 2: Procurement Plan for first 18 months in IFAD format
Annex 3: Organizational Chart of WAMPP PCU
Annex 4: TOR of key Project Staff
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Annex 5: Flow of Funds chart
Annex 6: TOR for Auditors,
Annex 7: Baseline Survey
Annex 8: Monitoring & Evaluation Matrix
Annex 9: Reporting formats
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Appendix 12: Compliance with IFAD policies
1. This appendix describes how the Wool and Mohair Promotion Project (WAMPP) is aligned with
the relevant IFAD strategies, procedures and policies. These include: (i) Project Design, Targeting
and Sustainability Policies; (ii) Operational Policies; and (ii) Innovation and Knowledge
Management Policies. It briefly describes how the Project complies with each, and provides
references to particular sections of the main Project design report and its related appendices.
IFAD’S STRATEGIC FRAMEWORK 2011-2015
2. The goal of IFAD’s Strategic Framework 2011-2015 is that poor rural women and men in
developing countries are enabled to improve their food security, raise their incomes and
strengthen their resilience. This goal is underpinned by five strategic objectives:
 A natural resource and economic asset base for poor rural women and men that is more
resilient to climate change, environmental degradation and market transformation;
 Access for poor rural women and men to services to reduce poverty raise incomes and build
resilience in a changing environment;
 Poor rural women and men and their organizations able to manage profitable, sustainable
and resilient farm and non-farm enterprises or take advantage of decent work opportunities;
 Poor rural women and men and their organizations able to influence policies and institutions
that affect their livelihoods; and
 Enabling institutional and policy environments to support agricultural production and the full
range of related non-farm activities.
3. Generally WAMPP fits solidly within the overall IFAD strategic framework. The project’s goal:
will be to boost the economic and climate resilience of poor wool and mohair producers in
the Mountain and Foothill Regions of Lesotho. The project intends to work with local
communities (Shearing Shed Associations) and enhance their capacities and resilience to
economic and climate shocks. The project’s expected outcomes are: (a) improved management
and increased fodder production and groundcover in Lesotho’s rangelands; (b) increased
production of higher quality wool and mohair and increased off-take of unproductive animals for
meat production; (c) higher returns to producers through improved shearing, classing and
handling of wool and mohair; (d) an expansion of cottage industries adding value and engaging
with the higher end of the wool and mohair value chain; and (e) a smallholder agricultural
production system that is better adapted to climate change. Achievement of these outcomes will
contribute to each of the five strategic objectives of IFAD’s Strategic Framework.
CLIMATE CHANGE STRATEGY
4. The goal of IFAD’s climate change strategy is to ensure a systematic focus on the implications of
climate change for its investment activities at country level. The design and implementation of
WAMPP will contribute to achieving this goal. The significant amount of climate finance mobilised
(IFAD-ASAP) is a clear demonstration that the project’s overall concept and approach is one well
aligned with climate concerns in Lesotho. These are outlined in the NAPA (2007) and the Second
National Communication (June, 2013). The WAMPP design has identified a lack of capacity in the
Lesotho Metrological Services to play the coordinating role they have been mandated to do on
climate adaptation. Further, there is a recognised need to revisit community rangeland
management approaches to provide an enabling frame work for the promotion of an integrated
approach to the challenge of an over-exploited and climatically vulnerable Mountain eco-system.
5. WAMPP, through its ASAP grant will promote both immediate and longer term risk reduction and
adaptation measures in Zone A (Mountains) and Zone B and C (Lowlands and Foothills) of
Lesotho. Specific adaptation activities will be implemented to sustainably improve the national
management of rangelands and pastures and climate resilience of the Wool and Mohair Value
Chain. This will include community agreed stocking rates, rangeland rehabilitation, animal
productivity and health, sheds and marketing of wool and mohair. The WAMPP proposal
responds constructively to the NAPA (2007) and is directly related to 4 priorities:

Priority 1: Improve Resilience of Livestock Production Systems Under Extreme Climatic
Conditions in Various Livelihood Zones in Lesotho;
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


Priority 3: Capacity Building and Policy Reform to Integrate Climate Change in Sectoral
Development Plans;
Priority 4: Improvement of an Early Warning System Against Climate Induced Disasters and
Hazards;
Option 11: Stabilizing Community Livelihoods which are Adversely Affected by Climate
Change Through Improvement of Small Scale Industries
ENVIRONMENTAL AND SOCIAL ASSESSMENT PROCEDURES
6. Environment and Natural Resource Management Policy. The goal of IFAD’s ENRM policy is: to
enable poor rural people to escape from and remain out of poverty through more-productive and
resilient livelihoods and ecosystems. The ten core principles of the ENRM policy have helped
focus the design of WAMPP to ensure that the projects investments contribute directly to
Lesotho’s development strategies outlined in the National Strategic Development Plan 2012/13 to
2016/17, and priorities identified in its NAPA. Table 1.
Core Principles of IFAD ENRM Policy
WAMPP Response
1.
Scaled-up investment in multiple-benefit
approaches for sustainable agricultural
intensification
1. WAMPP’s investment in the climate resilient rangeland
management will provide major benefits to agricultural
production, livestock production and disaster management
2.
Recognition and greater awareness of the
economic, social and cultural value of
natural assets
2. WAMPP will reinforce awareness of the economic and social
benefits of Lesotho’s most important natural resource – its
rangelands. It will raise awareness of the need to use this
resource in a sustainable manner and to adapt its management in
order to protect the agricultural system to a changing climate
3.
‘Climate-smart’
development
rural
3. The project design and targeting is driven by the outcomes of
studies on climate risk in Lesotho to ensure climate risks and
opportunities are considered.
4.
Greater attention to risk and resilience in
order to manage environment- and
natural-resource related-shocks
4. Increased climate resilience is a key part of the WAMPP goal
ensuring that it will be a focus of decision makers throughout
implementation.
5.
Engagement in value chains to drive green
growth
5. WAMPP through the rehabilitation of the rangelands will make a
major contribution to carbon sequestration by capturing CO2
increasing plant growth and soil carbon
6.
Improved governance of natural assets for
poor rural people by strengthening land
tenure and community-led empowerment
6. The project will support the establishment of effective user
associations for natural assets exploited by the target groups. It
will assist in the registration of grazing and land use rights and
equity in the use of natural resources by save-guarding the rights
of the poor.
7.
Livelihood diversification to reduce
vulnerability and build resilience for
sustainable natural resource management
7. The project supports income diversification as an explicit part of
its strategy to reduce vulnerability and build resilience.
8.
Equality and empowerment for women
and indigenous peoples in managing
natural resources
8. Women will be included in decision making positions in all natural
resource management bodies.
9.
Increased access by poor rural
communities to environment and climate
finance
9. Through the project the targeted poor rural communities will
benefit from environment and climate finance (ASAP, GEF-LDCF)
approaches
10. Environmental commitment
changing its own behaviour
to
through
10. WAMPP is focused on the establishment of a culture of
sustainable land use management based on users accepting
responsibility for the rangeland environment both collectively
and as individuals
7. The project through its three key components will promote a reduction in poverty of poor rural
dwellers in the Mountainous areas of Lesotho in the face of an increasingly variable climate. The
project will develop community grazing management plans based on various participatory
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approaches that will be used to assess the vulnerability of rangeland communities’ assets to an
increasingly variable climate and target interventions that will improve rangeland management
and overall productivity of the Wool and Mohair Value Chains and the incomes of the rural poor.
GENDER POLICY
8. The IFAD strategy for gender mainstreaming and women’s empowerment focuses on a threepronged strategy: (i) expand women’s economic empowerment through access to and control
over key assets; (ii) strengthen women’s decision-making role in community affairs and
representation in local institutions; and (iii) improve the knowledge and well-being of women and
ease women’s workloads by facilitating women’s access to basic rural services and
infrastructures. The WAMPP will approach gender mainstreaming and women’s empowerment
using each of these strategies. More detail on this, together with information on how IFAD’s
Prerequisites for Gender Sensitive Design have been taken into account in the WAMPP design, is
provided below.
TARGETING POLICY
9. The broad target group for WAMPP are resource-poor wool and mohair producers, who depend
on degraded pastures in the highlands for their subsistence. It is expected that the project support
those farmers who most want to add value to their current wool and mohair production or can
participate in cottage industry development. The Project will have a poverty focus and is
estimated to target 50,000 direct beneficiaries’ households. The specific target groups will be: a)
Small-scale women and men wool and mohair producers who graze their sheep and goats on
rangelands which are most exposed to climate-hazards; b) Poor women and men rural dwellers
that can access the value chain through value adding activities or have the potential to become
producers; c) Poor, especially women, rural dwellers whose skills can be increased for textile /
garment production for niche markets. Within these specific target groups, men tend to be more
involved in wool and mohair production than women but women tend to be more involved in value
addition activities and also in textile and garment production. However, given the large number of
women headed household in rural Lesotho it is estimated the between 25% and 30% of the
primary wool and mohair producers are women – i.e. about 12,000 to 15,000.
10. The project’s targeting strategy will support the Government’s economic growth, poverty
reduction, employment creation and climate change adaptation policies and strategies. While the
project will have national coverage, as all districts produce wool and mohair, targeting the poorer
districts will be a priority, in line with IFAD’s mandate to reduce rural poverty. A range of
empowerment, capacity-building, direct and self-targeting measures will be introduced to reach
the target group including the use of remote sensing to identify the most vulnerable rangelands.
The project will actively work with the traditional authorities who control access to and the use of
the degraded rangelands, to establish equitable and controlled use of the rangelands.
PREVENTING FRAUD AND CORRUPTION
11. Anticorruption measures will include (a) undertake necessary measures to create and sustain a
corruption-free environment for activities under the Project; (b) institute, maintain and ensure
compliance with internal procedures and controls for activities under the Project, following
international best practice standards for the purpose of preventing corruption, money laundering
activities, and the financing of terrorists, and shall require all relevant ministries and agencies to
refrain from engaging in any such activities; (c) comply with requirements of IFAD’s Policy on
Preventing Fraud and Corruption in Its Activities and Operations (2005, as amended to date); (d)
ensure that the Good Governance Framework is implemented in a timely manner. The Borrower
shall also ensure that: (i) it is actively engaged to allow potential Project beneficiaries and other
stakeholders to channel and address any complaints they may have on the implementation of the
Project; and (ii) after conducting any necessary investigation, the Borrower shall immediately
report to the Fund any malfeasance or maladministration occurred under the Project. A good
governance framework will be provided in the final design report.
12. Project design includes specific measures to ensure transparency: (i) institutional arrangements:
the project will be coordinated by a PCU and managed by IPs based on principles of good
governance, transparency, and accountability; (ii) business ethics: a code of business ethics will
be applicable to, and signed by PCU and IPs managers and employees; (iii) internal audit:
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(iv) independent audit: the PCU and PMUs will be audited annually by a competitively-selected
independent auditor, in line with international auditing standards, and (v) supervision: IFAD’s
direct supervision includes modules on fiduciary compliance and the responsibility and
accountability framework. Communities will be involved in all phases of decision-making,
planning, implementation and evaluation, as documented in this report and enshrined in the
operational modalities of the project. Evaluation and impact assessment will be outsourced to
independent institutions to ensure analytical objectivity.
PROCUREMENT GUIDELINES
13. Procurement procedures are detailed in the Main Report and in Appendix 8. They are in line with
IFAD Procurement Guidelines. Opportunities to encourage community based contracting will be
pursued during the project. The project will be subject to annual audits and review of procurement
procedures and documentation will be a core focus of all supervision missions.
SUPERVISION AND IMPLEMENTATION SUPPORT POLICY
14. In line with IFAD policy and criteria for selection of supervision approaches the WAMPP will be
directly supervised by IFAD. This will enable the country team to provide implementation support
with focus on: (i) providing direct support to the Project management in terms of continuous
guidance for maintain the Project on the right track for the achievement of the Project objectives;
(ii) adapting Project interventions to changes which may be dictated by exogenous factors of
natural, political or financial nature; (iii) resolving problems of technical nature pertaining to
Project operations; and (iv) providing knowledge-based support about best practices and success
stories, from other interventions in Lesotho, in the region or elsewhere.
INNOVATION
15. The project does not aim to be technically innovative, but it is innovative in the approach it takes
to scaling up proven successful approaches and activities of several different projects within one
larger project. Technical innovations are primarily restricted to: (i) the project’s approach to
mainstreaming the promotion of climate resilience in design and implementation through use of
climate modelling and GIS; (ii) the application of sound rangeland management, fodder crop and
livestock husbandries (iii) the investigation, for future investment, of improved stock off-take
management and facilities (abattoirs and small slaughter facilities).
KNOWLEDGE MANAGEMENT
16. The Project intends to promote: (i) in-country knowledge networking through periodic
seminars/workshops; (ii) national and regional learning, and (iii) regional research networks
including those supported by IFAD grants. The IFAD country team will contribute to in-house
knowledge sharing and networking.
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A12 APPENDIX 1 ENVIRONMENTAL AND SOCIAL REVIEW NOTE
INTRODUCTION
1.
This Environmental and Social Review Note (ESRN) has been prepared in line with IFAD’s
Procedures for Environmental Assessment in the Project Cycle (EB 2009/96/R.7) using
information gathered on site during the design processes in June 2013, September 2013 and
May 2014. The environmental classification for the project is “B”. No further information is
deemed necessary to complete the ESRN and no formal Environmental Impact Assessment
(EIA) is considered necessary for the whole project.
PROJECT DESCRIPTION
2.
The Wool and Mohair Project (WAMPP) has been designed in response to the Government’s
request to provide support to this important aspect of Lesotho’s rural economy on which so many
of its women and men smallholder producers depend. Lesotho is a country that is almost totally
reliant on rain-fed agriculture and recent years the agricultural economy has suffered from
92.
extreme weather conditions – prolonged droughts and very damaging flooding There is an
acute awareness in the Government and within the community, that climate change is already
impacting on the lives of Basotho and threatening their future. It is with this in mind that the
Government is requesting all donors to support the climate proofing of its agricultural production
system .
Figure 1 Vulnerability Assessment to Climate Change (Lesotho Meteorological Services – pers
comm) Three main vulnerability zones have been identified: Zone I (Southern Lowlands across
the Senqu River Valley), Zone II (Mountains) and Zone III (Lowlands and Foothills).
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See Working Paper on ‘Climate and Environment’ for further details of the droughts and floods the country has experienced in recent
year.
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3.
It is in Lesotho’s rangelands where the effects of climate change are likely to be most obvious
(Figures 1) and there is an urgent need to promote climate smart agricultural practices in the
livestock sector, especially in the Wool and Mohair sector, the first priority option identified in
Lesotho’s National Adaptation Plan of Action (NAPA,2007)93. Overgrazing, loss of vegetative
cover, extremely steep slopes and highly erodible soil leaves the rangelands vulnerable to
Lesotho’s highly variable rainfall in all timescales, which is a feature of Lesotho’s climatic
conditions. Under climate change these weather conditions are expected to further intensify
leading to increasing cycles of droughts, intense rainfall events and flash flooding and even
greater loss of agricultural land through erosion. An issue emphasised in Lesotho’s Second
94
National Communication .
4.
The Wool and Mohair Project (WAMPP) is therefore designed to address the issues of rural
poverty and food insecurity in the context of climate change and the vulnerability of poor
livestock producers. The Project is national in scope, however, most of the activities focus on the
poorer mountain regions of the country - this is where the incidence of poverty and food
insecurity is highest and agricultural activity is severely restricted due to the lack of cultivatable
land, the degraded rangelands and the harsh climate. In these areas sheep and goat herding is
the main economic activity and subsistence and food security is essentially derived from the
proceeds of selling animals or wool and mohair. The overall goal of the Project is to boost the
economic and climate resilience of poor wool and mohair producers to the adverse effects of
climate change in the Mountain and Foothill Regions of Lesotho, while generating higher
incomes and sustainable improved livelihoods through:
(a) improved management and increased fodder production and groundcover in Lesotho’s
rangelands;
(b) increased production of higher quality wool and mohair and increased off-take of
unproductive animals for meat production;
(c) higher returns to producers through improved shearing, classing and handling of wool and
mohair;
(d) an expansion of cottage industries adding value and engaging with the higher end of the
wool and mohair value chain; and
(e) a smallholder agricultural production system that is better adapted to climate change
5.
To ensure earmarked climate and environmental finance is channelled to smallholders through
IFAD-supported projects, the ‘Adaptation for Smallholder Agriculture Programme’ (ASAP) was
established in 2012. A USD 7 million grant from this programme has been earmarked to
contribute to the financing of WAMPP with a view to increase the climate resilience and
environmental sustainability of the Wool and Mohair Value Chain
MAJOR SITE CHARACTERISTICS
6.
Lesotho is a small land-locked mountainous country completely surrounded by the Republic of
South Africa. It has a total area of 31 350 km2, spanning 230 km from north to south and having
a maximum width of about 210 km. Lesotho is called the “Mountain Kingdom” and is the only
country in the world that is entirely situated above 1,000 m - altitudes range from 1,500 to 3,482
m. With less than 301,639 ha of cultivable land Lesotho is predominantly a pastoral country with
wool and mohair production making a major contribution to the economy.
7.
The country has been divided into four agro-ecological regions:


The mountain region that covers 18 037 km2 (59 % of the total area) is characterized by the
bare rock outcrops of the Maluti Moutains and deep river valleys, with elevations of 2 000 m
and above;
The foothills region that covers 4 529 km2 (15 % of the total area) lies at elevations from
1 800 m to 2 000 m between the lowlands and the Maluti Mountains;
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NAPA Option 1: Improve resilience of livestock production systems under extreme climatic conditions in various livelihood zones in
Lesotho
94 Lesothos’s Second National Communication to the Conference of the Parties of the United Nations Framework Convention on Climate
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

The lowland region that covers 5 094 km2 (17% of the total area) is situated along the
western border and consists of a narrow belt of land with elevation of 1 800 m or less and
width between 10 and 65 km;
The Senqu Valley that covers 2 690 km2 (9 % of the total area) forms a narrow strip of land
flanking the Senqu (Orange) River and penetrating deep into the Maluti Mountains –
constituting the lowlands but extending to the mountains .
8.
Lesotho experiences a subtropical temperate climate with four distinct seasons of summer,
autumn, winter and spring. The average temperature ranges between -2oC in winter and 28oC in
summer with frequent heavy frost especially in the mountain region which usually determines the
length of the summer growing season. On average, the first and last days of frost occurrence in
the lowlands are respectively 18th May and 6th September, while those for the mountains are
16th February and 19th November. These respectively give a frost risk of 111 days for the
lowlands and 276 days for the mountains. Under extreme conditions, however, the first and last
days of frost occurrence are respectively 2nd April and 4th October for the lowlands, and 1st
January and 31st December for the mountains, implying a frost risk of 276 days for the former
ecological region and 365 for the latter.
9.
The Senqu River Valley is the driest region in the country receiving an average of 450 mm of
precipitation per year. The southern lowlands constitute the second climatic region and receive
an average of 600 mm of rainfall per year. The mountain foothills and the mountain region to the
north-east form the final two regions which receive the highest rainfall of up to 1300 mm per
annum. The amount of rainfall received in all these regions is highly variable with an inter-annual
variability of 20% in the foothills and mountain regions in the north of the country and 40% in the
lowlands in the south and west.
10.
High intensity rainfall causes floods and low rainfall causes droughts. Snowfalls, which occur
annually over the highlands and less frequently in the lowlands, also add to the total moisture
content in soils especially in the mountain regions of the country. A lack of snowfall over the
winter leads to a lack of soil moisture recharge and can delay early grass growth. Heavy
snowfalls disrupt human activities and restrict movement of the herdsmen in the mountain areas.
As a result of this high variability in weather patterns, Lesotho is prone to a variety of
environmental stresses including droughts, soil erosion that leads to the degradation of both crop
and rangelands, a loss of biodiversity, including the degradation and drying up of the wetlands
and mountain sponges. It is predicted that these environmental stresses will be more
exacerbated under climate change conditions. These are discussed in Working Paper 1 –
Environment and Climate Change Assessments.
ISSUES IN NATURAL RESOURCE MANAGEMENT
11.
The major issue in environmental protection in Lesotho is in the rangelands where overgrazing,
loss of vegetative cover, extremely steep slopes and highly erodible soil leaves them vulnerable
to Lesotho’s highly variable rainfall in all timescales, which is a feature of Lesotho’s climatic
conditions. This evident over most of the country where sheet, rill and gully erosion result in
soil losses in the order of 38,842,399 tonnes or 2 per cent of the country’s top soil per year
(Ministry of Agriculture 1988). At this rate, it is estimated that Lesotho will have lost all its
productive top soil by 2040.
12.
Closely related to soil loss is the loss of biodiversity which plays an important role in the
livelihoods of Basotho. Indigenous plant species are used for medicinal and cultural purposes, as
a tourist attraction and for income generation among others. According to the National
Environmental Secretariat, Lesotho has a total of 4,482 species of animals and plants (NES
1997) of which 3,094 are plant species. Increased soil erosion which is an adjunct to climate
change will lead to increases in the loss of both plant and animal species if not abated through
the promotion of improved land management practices. Indications are that increases in
temperatures over time will lead to rapid environmental changes which most species might not
be able to adapt to.
13.
Under climate change these weather conditions are expected to further intensify leading to
increasing cycles of droughts, intense rainfall events and flash flooding and even greater loss of
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agricultural land through erosion.
95
Communication .
An issue emphasised in Lesotho’s Second National
14.
The second and third sets of factors identified in Lesotho’s Second National Communication are
peculiar to Lesotho, and relate to the system of land tenure and customary practices, which
undermine individual incentives to maintain and improve the natural resource base and to invest
in land improvements and productivity-enhancing technologies. In most cases, there is poor land
management and unsustainable use of land-based resources. It is now recognised that climate
change when combined with edaphic and cultural issues result in the massive land degradation
that dominates the ecosystem of Lesotho. The shrub vegetation that dominates the foot slopes
and mountainous regions is very sparse and so is grassland due to overgrazing. When this is
combined with the characteristic steep slopes, and the semi-arid climate of Lesotho, water and
wind erosion play a significant role in land degradation. The subsequent loss in vegetation plays
a key role in localised climate change as bare land that is more reflective and heats the air
above it and potentially contributes to global warming and facilitates further change.
15.
Vegetation cover, soil stability, type and duration of rainfall are among important factors
responsible for soil erosion - the most significant form of land degradation in Lesotho. The
increased temperatures and precipitation changes highlighted Second National Communication
(2013). See Appendix 1 for examples, all have implications on vegetation growth hence soil
cover. Dry episodes will result in a reduction of soil cover, thus exposing the soil to wind and
rainfall erosion. High temperatures will affect vegetation growth which will result in the reduction
of vegetation cover. High temperatures will also result in loss of soil moisture through evapotranspiration. Some plant species will die due to insufficient water and land degradation will be
aggravated. Even though there are also indications of precipitation that is above normal in some
zones, it must be noted that because of the high variability and extreme events (e.g. hail and
thunder storms) there is a greater likelihood that the above normal occurrences will occur over
short time durations and will be infrequent. The implications of high intensity short duration storm
events are: a) Floods; b) Destruction of biodiversity and c) Soil erosion – land degradation
16.
Unfortunately, the response to climate change by resource poor farmers is often low due to
limited or lack of understanding of climate and land tenure insecurity thus leading to reduced
capacity by farmers to manage risk effectively. Short term adjustments to climate change can
include changes in tillage practices. Longer term measures include adjustment of livestock
breeds; improve water management and building irrigation systems; creating supporting policies
that promote adaptation measures towards more effective implementation (e.g. policies
supporting growth and diversification, strengthening institutions, protecting natural resources,
investing in research and development, improving disaster management and weather
insurance).
17.
The disease anthrax is a recurring problem and is a major concern for the wool and mohair
industry when an outbreak occurs, wool and mohair purchasing countries place bans on
importation of wool and mohair from any country where a disease is actively present. This
drastically reduces the price at which it can be sold. There is increasing evidence to suggest that
96
in Lesotho Anthrax is a climate sensitive disease . The occurrence and geographic spread is
thought to be increasing due to increased rain intensity and more dramatic erosion is unearthing
anthrax spores from previously buried anthrax infected carcasses. Drought and wind erosion
may also be having an effect.
18.
The climate and weather related risks on the various stages of the Wool and Mohair Value Chain
have been identified and are summarised in Appendix 1 (table 2) along with possible
interventions that WAMPP will develop.
WAMPP POTENTIAL SOCIAL AND ENVIRONMENTAL IMPACTS AND RISK
19.
Increased use of agrochemicals and drugs: WAMPP will focus on supporting all stages of the
Wool and Mohair Value Chain from primary production on the rangelands and diversification of
95
Lesotho’s Second National Communication to the Conference of the Parties of the United Nations Framework
Convention on Climate Change (UNFCCC). Ministry of Energy, Meteorology and Water Affairs, June 2013.
96
Anthrax and climate change mapped in Kazakhstan
http://www.epi.ufl.edu/?q=node/433http://www.plosone.org/article/info%3Adoi%2F10.1371%2Fjournal.pone.0009596
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cropped areas to include forage crops, through to increased access and timely use of veterinary
products, the project will also address issues brought about by increased use of agricultural
inputs by farmers. These inputs should lead to increased agricultural production by poor farmers
increasing production for subsistence and also to be marketed.
20.
Ensure that the agricultural research agenda addresses climate change issues and generates
recommendations to enhance resilience of the crop and rangelands, including increased water
management and storage for irrigation and livestock watering, introduction of improved drought
resistant seed and forage varieties, improved dual purpose chicken and livestock with tolerance
of climate extremes and climate change adapted cropping patterns
21.
A major activity for agricultural support services and service providers will be to build on the
Early Warning and Climate Information Services Project implemented by UNEP to develop and
implement “climate screening guidelines” for the agriculture sector to identify and mitigate risks
and exploit opportunities posed by climate change. An important use of veterinary products is for
the prevention of pests and diseases on the sheep and goats. If disease outbreaks are
untreated movement restriction orders are imposed and cross boarder markets closed.
22.
Waste Management A high priority will be placed on this area, particularly to ensure the training
of operators in the safe use and disposal of the veterinary products and dipping chemicals.
Agro-processing adds value to wool and mohair and generates additional income. However, the
solid wastes from processing the wool and mohair fleeces, and from can be a source of
environmental pollution and a health hazard to local communities. Large-scale industrial
processors have the capital to invest in waste processing that can add further value to the
residue or to manage waste materials that cannot be further processed into useable products.
However, very small-scale processors can generate too much waste to be absorbed, but cannot
justify the capital investment needed for residue processing or waste management. The current
lack of slaughtering facilities often means that hides and skins that are left to rot. In such cases
the project will explore various options to improve waste management through the promotion of
micro biogas plants and cottage industries.
ENVIRONMENTAL CATEGORY
23.
Pursuant to IFAD’s environmental assessment procedures, WAMPP has been classified as a
Category B in that the potential negative environmental impact of the project is expected to be
of low significance and sensitivity. In fact, in view of the strong focus on climate-smart
investments funded by ASAP, the project is expected to have many positive impacts on the
environment and beneficiaries’ ability to cope with climate change and contribute to Lesotho’s
97
long term development goals, especially Priority Option 1 of the NAPA .
FURTHER INFORMATION REQUIRED TO COMPLETE SCREENING AND SCOPING
24.
No further information required.
FEATURES OF PROJECT DESIGN AND IMPLEMENTATION TO IMPROVE NATURAL
RESOURCE MANAGEMENT AND MITIGATE ENVIRONMENTAL CONCERNS
25.
Since the expected environmental impact of the project will be positive, the following paragraphs
concentrate both on how the project will explore the opportunities to contribute to improve natural
resource management in the development of the wool and mohair value chain, and on measures
for the mitigation of negative impacts.
26.
Land Tenure. WAMPP will work within the existing structures, particularly the Department of
Range Resource Management -MFLR and the traditional Chieftainship structure, to raise
community awareness of: rangeland degradation; overstocking; improved rangeland
management techniques; and, the possible impact of climate change on rangeland productivity
and livestock management. It will take a “learn by doing,” rather than, a “prescriptive” approach.
Grazing entitlement will be established by the communities (Grazing Associations) in
97 Lesotho’s National Adaptation Programme of Action (NAPA) Option 1: Improve resilience of livestock production systems
under extreme climatic conditions in various livelihood zones in Lesotho on Climate Change. Online at:
226
Kingdom of Lesotho
consultation with the Principal Chiefs and the District Administration. Having defined the grazing
entitlement of a particular group it would then be necessary to ensure that the animals of each
98.
individual within the group are legally branded or tattooed with the owner’s registered brand
Only animals carrying a registration mark would be permitted to graze the designated area.
27.
Land use security would be supported for the rangeland areas for which Village Grazing
Schemes (VGS) and Range Management Areas have developed and implemented grazing
management plans and effective procedures for penalizing excessive livestock numbers.
WAMPP will also support the registration of grazing agreements for Grazing Schemes and
explore the opportunities to issue of some form of land titles/Usufruct agreements for shearingshed owned/operated by Shearing Shed Associations.
28.
Policy support. WAMPP in collaboration with the IFAD-LDCF ‘Lesotho Smallholder Agriculture
Adaptation Project’ will provide institutional support to Ministries of Agriculture and Food Security
(MAFs), Ministry of Forestry and Land Reclamation (MFLR), and Ministry of Energy, Meteorology
and Water Affairs (MEMWA) for mainstreaming climate change adaptation in policy instruments
to promote both climate smart and climate resilient grazing area production practices. This
should include training in and exposure to issues related to the broader national and regional
climate change agenda, as well as strengthening the cross sectoral institutional linkages with
relevant institutions such as Lesotho Meteorological Services. Specific support will be provided
MFLR to develop a Range Management Act ready for submission to Parliament.
29.
WAMPP will support a Review of the Policy and Business Environment for Wool and Mohair
Marketing and Operational Safety and Health. This will include: a review of existing policy
instruments and regulations; identifying challenges; and, where necessary, the development of
new or amended legislation. It would cover wool, mohair and the sale and slaughter of animals
(including hides and skins). Included here is the issue of the industry standards recently
promulgated by the International World Trade Organization - it is proposed that Lesotho should
adopt and adhere to these standards. This activity will be implemented by the Ministry of Trade
and Industry, Cooperatives and Marketing in collaboration with the MAFS, Ministry of Forestry
and Land Reclamation (MFLR)
and the Lesotho National Wool and Mohair Growers
Association.
MONITORING
30.
The Project’s M&E system is designed to offer comprehensive and reliable information to
improve planning and decision-making for results-based management. Recognising that
WAMPP impact depends on integrated implementation of rangeland and related feed resources
investments, improved livestock husbandry and breeding, more robust shearing shed enterprise
management and cottage industry and niche marketing competitiveness, the system would be
participatory and decentralised, actively involving target groups and implementing partners. The
logical framework would constitute the basis for results-based M&E, and include an initial list of
indicators to track progress and achievements. All M&E data, analysis, and reporting would be
disaggregated by age and gender. All M&E activities would be inclusive of the IFAD Guide for
Project M&E and RIMS.
COMPONENTS REQUIRING ESIA AND SCOPE OF ASSESSMENT NEEDED
31.
No further information required.
RECORD OF CONSULTATIONS
32.
This note was prepared after consulting Government of the Kingdom of Lesotho staff and
relevant publications from (i) the Ministry of Agriculture and Food Security (MAFS); (ii) Ministry of
Energy, Meteorology and Water Affairs (MEMWA); (iii) the Ministry of Development Planning
(MDP); (iv) Ministry of Finance (MOF); (v)Ministry of Local Government and of Chieftainship
Affairs (MLGC); (vi) Ministry of Forestry and Land Reclamation (MFLR); (vii) Ministry of Home
Affairs (MHA); (viii) Ministry of Trade and Industry, Cooperatives and Marketing (MTICM); (ix)
National Aids Commission (NAC); (x) Non-Governmental Organizations – World Vision, CARE
and Catholic Relief Services; (xi) Lesotho National Development Corporation (FNDC); (xii)
Lesotho National Wool and Mohair Growers Association (NWMGA); (xiii) Lesotho Post Bank
98
The branding and tattooing would be carried out by Officers of the Registrar of Brands.
227
Kingdom of Lesotho
(LPB); (xiv) Least Developed Country Fund Project Design Reports for Lesotho; (xv) The Food
and Agriculture Organization of the United Nations (FAO); (xvi) National University of Lesotho
(NUL); (xvii) Basotho Enterprise Development Corporation (BEDC); (xviii) Central Bank of
Lesotho (CBL); (xix) Rural Financial Intermediation Programme (RUFIP); (xx) Smallholder
Agriculture Development Project (SADP); (xxi) Sustainable Agriculture and Natural Resource
Management Project (SANReMP)
228
Kingdom of Lesotho
Appendix 13: Contents of the Project Life File
Concept Note, 21 April 2013
Terms of Reference
Inception, 15 July – 31 October 2012
Wool and Mohair Value Chain Analysis, 7 June – 31 July 2013
First Design Mission, 17 June – 3 July 2013
Second Design Mission, 10 – 24 September 2013
Design Finalisation Mission, 11 – 24 May 2014
Aide memoires
Inception missions, 11 – 20 October 2013 and 20 – 28 November 2013
First Design Mission, 17 June – 3 July 2013
Second Design Mission, 10 – 24 September 2013
Design Finalisation Mission, 11 – 24 May 2014
Country Programme Management Team
Meeting minutes, 6 December 2012
Meeting minutes, 9 January 2013
Meeting minutes, 11 February 2013
Meeting minutes, 23 July 2013
Meeting minutes, 24 April 2014
Project-generated studies
Global Development Solutions (for IFAD), Value Chain Analysis of the Wool and Mohair Sector in
Lesotho, August 2013
Other documents studies referenced or consulted during design
Anthrax and climate change mapped in Kazakhstan http://www.epi.ufl.edu/?q=node/433
http://www.plosone.org/article/info%3Adoi%2F10.1371%2Fjournal.pone.0009596. AccessedJune
2013.
Bulane, I., (2014).Perspectives of Herders, Councillors and Chiefs from Thaba-Tseka, Mafeteng and
Quthing districts - Sustainable rangeland management through capacity building of range
resources governors and users: Case study of Lesotho. Working Paper, Department of
Range Resources Management, Ministry Forestry and Land Reclamation.
Chapeyama, O. (2004): Report on the Assessment of Needs for the Reintroduction of Grazing Fees in
Lesotho
COMESA, 2012. Programme on Climate Change Adaptation in the Eastern and Southern Africa
(COMESA-EAC-SADC) Region
Government of Lesotho: National Livestock Development Study, Phase 1 Report, 1999
Government of Lesotho, Ministry of Local Government and Chieftainship. National Land Use Policy.
Draft. April, 2011.
Government of Lesotho, Ministry of Local Government and Chieftainship. Technical Manual For Land
Use And Settlement Planning (LUSP) Process. 2009
Government of Lesotho, Ministry of Local Government and Chieftainship, Land Administration
Authority. Systematic Land Regularization and Improvement of Rural Land Allocation Process
in Lesotho: Lessons Learned. June 2011
Government of Lesotho, Ministry of Forestry and Land Reclamation, Sustainable Land Management
Project. Guidelines for Sustainable Land Management Models. Draft. November, 2011
Government of Lesotho, Ministry of Forestry and Land Reclamation: National Range Resources
Policy. Draft. December 2011 Government of Lesotho (2012). National Strategic
Development Plan 2012/13 to 2016/17
IFAD (2012): Climate Change Strategy
IFAD (2013): Lesotho Adaptation of Small-Scale Agricultural Production (LASAP) Project Document.
229
Kingdom of Lesotho
IFPRI (2010) Micro-level Practices to Adapt to Climate Change for African Small-scale Farmers: A
Review of Selected Literature. International Food Policy Research Institute, Washington,
USA.
IPCC, (2007). Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution of Working
Group II to the Fourth Assessment Report of the Intergovernmental Panel on Climate
Change, Parry, M.L., Canziani, O.F., Palutikof, J.P., van der Linden, P.J., Hanson, C.E.
(Eds.), Cambridge University Press: Cambridge, UK, 976 pp
Johnson, Sean. The Lesotho Land Administration Authority: The White Elephant Lives. Paper
Presented at the World Bank’s Annual Conference on Land and Poverty. April 2013
Land Degration Surveillence Framework- http://www.africasoils.net/data/ldsf-description
Lesotho Wetlands Restoration and Conservation Project Millennium Challenge Account Lesotho,
Contract No. WS-F-045-12, Millennium Challenge Corporation
Lesotho’s Second National Communication to the Conference of the Parties of the United Nations
Framework Convention on Climate Change (UNFCCC). Ministry of Energy, Meteorology and
Water Affairs, June 2013.
Libuseng Mpiti-Shakhane, 2000. Sheep and forage responses to different stocking rates and
seasonal variation under rangeland condtions in Lesotho. MSc Thesis, University of Malawi,
Bunda College of Agriculture, August 2000
Mafisa, C.T. (2011): Project proposal for Lesotho Wool and Mohair Development
Maloti Drakensberg Transfrontier Conservation and Development Project. Khomo-Phatšoa Managed
Resource Area Management Plan.November 2007
Maloti Drakensberg Transfrontier Conservation and Development Project. Mokhotlong-Sanqebethu
Managed Resource Area Management Plan. December 2007
Maloti Drakensberg Transfrontier Conservation and Development Project. Mateanong and
Moremoholo Community Council’s Environment Protection and Management By-Laws. 2006
Marake, M, C. Mokuku, M. Majoro, N. Mokitimi (1998): Global Change and Subsistence Rangelands
in Southern Africa: Resource Variability, Access and Use in Relation to Rural Livelihoods and
Welfare: A Preliminary Report and Literature Review for Lesotho.
Millennium Challenge Corporation and the Government Lesotho. Millennium Challenge Compact
between the United States of America Acting Through the Millennium Challenge Corporation
and the Government of the Kingdom of Lesotho. April 2008
Ministry of Forestry and Land Reclamation. Department of Range Resources
Management. Sustainable Land Management Toolkit. SLM Technique Section II. 13pp.
Ministry of Forestry and Land Reclamation. Department of Range Resources Management. Grazing
Associations profile 2011
Ministry of Natural Resources (2000): First National Communication to the Conference of the Parties
to the United Nations Framework Convention on Climate Change
Mokhele Edmond Moeletsi, 2004. Agroclimatic Characterization Of Lesotho For Dryland Maize
Production. Master of Science in Agriculture in Agrometeorology, Department of Soil, Crop
and Climate Sciences, Faculty of Natural and Agricultural Sciences University of the Free
State, Bloemfontein. South Africa.
NAPA (2007) Government of Lesotho (2007): National Adaptation Programme of Action on Climate
Change. Online at: http://unfccc.int/resource/docs/napa/lso01.pdf Accessed August 30, 2013
National Statistical System of Lesotho Statistical Report No 30:2012.
One World Investments, 2010. Baseline report on climate related risks, local vulnerabilities and
perception and coping strategies in three sub-catchments of Lesotho – Strengthening
capacity for climate change adaptation in the Agricultural Sector – Project Number
TCP/LES/3202 (D).FAO
ORASECOM (2013): Protection of the Orange-Senqu Water Sources(Sponge)- Project
Palmer, R.M (May 2013). National monitoring process of landscape change. Review of on-going
national monitoring processes and methodologies for each of the UNCCD indicators. GEFUNDP Project: Capacity Building and Knowledge Management for Sustainable Land
Management in Lesotho
230
Kingdom of Lesotho
Robinson S,Strzepek, K and Cervigni, R (2013): The Cost of Adapting to Climate Change in Ethiopia:
Sector-Wise and Macro-Economic Estimates
Salack,S, Zinyengere, N (2012): Workshop Report: Climate change impacts on agricultural resources
and adaptation strategies in Lesotho
The OFDA/CRED International Disaster Database v12.07 Source: "EM-DAT: www.em-dat.net
Turner, Stephen. Centre for International Co-Operation, Vrije Universiteit Amsterdam. The State,
Legal Reform and Decentralisation: Consequences for the Commons in Lesotho. Paper
Presented at the 11th IASCP Conference, Bali, June 2006
Turner, Stephen. Maloti Drakensberg Transfrontier Conservation and Development Project. Natural
Resource Management and Local Government in the Maloti. June, 2005.
Turner, Stephen. Maloti Drakensberg Transfrontier Conservation and Development Project
Supervision Mission Report. Community-Based Natural Resource Management and Related
Institutional Issues. May 2009 UNDP (2013). Lesotho Sustainable Land and Water
ManagementStrategic Investment Programme 2014-2024. Programme Document. TerrAfrica and UNDP
United Nations Development Programme. Project Document. Capacity Building and Knowledge
Management for Sustainable Land Management in Lesotho. June 2010
UNEP-LMS Improvement of Early Warning System to Reduce Impacts of Climate Change and
Capacity Building to Integrate Climate Change into Development Plans
th
WMO (2012) Guide to Meteorological Instruments and Methods of Observation, 7 edition, 2008,
updated in 2010 and 2012, World Meteorological Organization.
Woodfine, Dr Anne C prepared for UNDP. Lesotho Sustainable Land and Water Management
Strategic Investment Programme 2014-2024. Draft Programme Document. 13 March 2013
FAOSTAT, Profile of the South African Mohair Market Value Chain 2011, Department of Agriculture,
Forestry and Fisheries (DAFF), Republic of South Africa
FAO Slab design http://www.fao.org/docrep/s1250e/S1250EBZ.GIF
GDS 2013: VALUE CHAIN study of Wool and Mohair Sector. (the pdf should be part of the
documentation
Seeiso T.M. and McCrindle C.M. 2009. An investigation of the quality of meat sold in Lesotho. J S Afr
Vet Assoc. 2009 Dec; 80(4):237-42. Faculty of Veterinary Science, University of Pretoria,
South Africa.
231

Wool and Mohair Promotion Project (WAMPP)

Transcription

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