Lesotho

Overall objective of the project is to enhance the effectiveness and efficiency of the “Inclusive Lesotho” Action’s implementation by setting up a tailored monitoring & evaluation framework for the programme. The “Inclusive Lesotho” Action aims to achieve systemic, participatory improvements in the way elections are conducted by promoting targeted civic education, enhancing transparency measures, and supporting broad-based participation, particularly among underrepresented groups such as women, youth, people with disabilities, and those experiencing multidimensional poverty, as well as to improve the voter registry and to enhance the capacity of the Independent Electoral Commission to administer fair, transparent, and inclusive elections through targeted capacity building.

Specific objectives of the monitoring & evaluation assignment are as follows:

• To design and implement a monitoring system at action level, based on the action’s logical framework, on the basis of the agreed data and information collected in collaboration with the project implementers (International IDEA and UNDP);
• To set up a learning mechanism that provides feedback to involved stakeholders at regular intervals, and allows progressive adjustments of the programme when needed;
• To provide a mid-term review of the programme, including support to the implementing partners in the definition of a sustainability/exit strategy.

The overall objective of the contract is to enhance the capacity of civil society organisations in Lesotho to act as a link between the State and its society, by promoting and conveying citizens’ participation and engagement in the social and democratic life of the country, and by contributing to decision-making as development actors, including by monitoring policies and holding government accountable.

The contract will support the strengthening of CSOs’ technical skills and capacities to play their role as development actors towards the MIP's priorities and achieving Sustainable Development Goal 16.

The specific objectives are:

• To support CSOs to build sustainable (a) organisational and (b) collective capacity, in terms of: Project management, M&E, financial capacity development, institutional strengthening, mainstreaming of cross-cutting issues, sustainability of results, and in terms of Coalition/networking/collective advocacy strategies, collaboration tools and shared resources, dissemination of best practices and circulation of information.
• To support the implementation of a structured dialogue between civil society organisations and the EU in Lesotho.

The overall objective of the project "Strengthening the national regional linkages in SADC (SNRL)" is to support the Southern African Development Community (SADC) in its efforts to promote regional integration in the member states (MS) for the benefit of the population in the SADC region.

The project is aligned with SADC's regional strategy (the Regional Indicative Strategic Development Plan 2020-30, RISDP) and supports its implementation.

In particular, it supports SADC and its MS on implementing Chapter 5 of the RISDP focusing on the strategic management objectives of the RISDP. By strengthening SADC as a regional organization and by supporting the implementation of the regional agenda RISDP, the SNRL project aims to facilitate the regional integration in the SADC region.

The objective of this contract is the provision of high-quality short-term expert (STE) advice in various topics relevant for enhancing the capacities of national stakeholders to vigorously and effectively pursue in their respective countries the regional integration protocols, policies and strategies of SADC.

The individual consultancy assignments are developed between GIZ and its partners and are based on a joint process and methodology aimed at identifying the needs in the SADC region and within individual member states.

The assignments focus on the scaling-up of best practices and should aim to share experiences and knowledge throughout the region (for example by aiming to standardize products developed as part of the assignment).

The following outputs are expected as a result of project implementation:

• Output 1: The institutional framework for the implementation of regional integration in the SADC region has improved in the member states;
• Output 2: Monitoring and evaluation systems for the implementation of regional integration are in place in selected member states;
• Output 3: The strategic communication capacities of SADC and member states for high profile communication around SADC activities and operations are strengthened.

Implemented projects include the following (project number and title):

• P1/2023 Consultancy to Support the SADC Secretariat to Develop and Pilot the Protocol Compliance Mechanism and Monitoring of the Trade Protocol;
• P2/2023 Perception Survey on the status of SADC regional integration in the Member States;
• P3/2023 Facilitator/Presenter and Group Work Moderators for Two Regional Workshops Supported by SNRL;
• P4/2023 Development of Model Law for the Establishment of SADC National Committees in Member States;
• P5/2023 Consultancy to develop communication products for publication purposes from the deliberations of SADC Member States at the Regional Learning and Exchange Symposium in Lesotho;
• P6/2023 Consultancy to develop presentation on the Status of SADC National Structures and their Financing at the Regional Learning and Exchange Symposium in Lesotho;
• P7/2023 Facilitation Operational Planning SNRL;
• P8/2023 Consultancy Services to Support the Publicity Products of The SADC Summit Public Lecture- Angola;
• P9/2023 Consultancy Services to Provide Rapporteuring of the Proceedings of The SADC Summit Public Lecture- Angola;
• P10/2023 Development of Peer Learning & Review Mechanism for national SADC coordination;
• P11/2023 Shadow monitoring on the extent of implementation of the SADC RAIP 2017 – 2022;
• P12/2023 Editing & Design of Eswatini’s New Industrial Policy;
• P13/2023 Capacity Building on SADC Regional Integration and Project Management for SADC National Contact Points Junior and Middle Staff;
• P14/2023 Updating and Finalising the Status of the SADC National Committees Desk Review Report;
• P15/2023 Consultancy Services to Support the Documentation of Proceedings at the SADC Integrated Regional Electronic Settlement System 10th Anniversary Celebrations;
• P16/2023 Consultancy Services to Support the Publicity Products of the SADC Integrated Regional Electronic Settlement Systems 10-year anniversary;
• P17/2023 Consultancy Services to Support the Rapporteuring of the SADC Integrated Regional Electronic Settlement Systems 10-year anniversary;
• P18/2023 Scoping Studies South Africa and Zimbabwe;
• P19/2023 Scoping Study Madagascar;
• P20/2023 SNRL II Operational Planning Workshop.
• P21 Team Retreat Facilitatior
• P22 Communication Guidelines
• P23 Lesotho National Policy on Regional Economic Integration
• P24 Scoping study and development of SA documentary
• P25 Production of SADC video podcasts
• P27 Development of a Resource Mobilisation Plan for the SNC of the Kingdom of Eswatini
• P28 Ops Manual, OP & Capacity Building Training on RI & PM - Eswatini
• P29 Communications Capacity Building in Botswana
• P30 SNRL II Team Retreat Refresher
• P31 CB& Strengthening Lesotho's SNCs - Project Management
• P33 Establishment of South Africa’s SADC National Committee
• P34 Graphic Design for Promotional Material - SADC Public Lecture in Zimbabwe
• P35 Rapportuering of the SADC Public Lecture Zimbabwe
• P36 Madagascar National Policy on SADC RI
• P37 Capacity Building & Strengthening SNC in Madagascar
• P38 CB & Training on SADC RI & PM for Zambia’s SNC staff
• P39 CB on Resource Mobilisation & Development of Resource Mobilisation Strategy in Zambia
• P40 Regional CB on Resource Mobilisation
• P41 Model Law on the Establishment of SNCs
• P42 Policy briefs on SADC-RTGS; role/significance of the SADC public lectures in promoting regional cooperation and integration in the SADC region.
• P43 Fact Sheets on SADC Protocols
• P44 Communications Strategy and Social Media Dissemination Plan for BGCIS in Botswana
• P46 RI Orientation & Induction for the SNC in Eswatini
• P47 SNRL II Operational Planning Workshop 2025
• P48 Rapporteur for Tanzania Event on SADC RAIP 2017-2022 Shadow Monitoring Report
• P49 Rapporteur for Malawi Event on SADC RAIP 2017-2022 Shadow Monitoring Report
• P50 Policy Brief, Factsheet & Press Release On he AML (Anti-Money Laundering) & CFT
• P51 Madagascar Resource Mobilisation Strategy and Action Plan
• P52 Piloting SNC Peer Learning and Review Mechanism (S-PLRM)
• P53 Establish Baseline Values on SADC Parliamentary Forum’s Operational Efficiency
• P54 Revise SADC Draft Communication, Awareness and Visibility Strategy
• P55 NSA Baseline Indicators
• P56 Interpretation Assignments
• P57 Facilitation of Consultation Workshop SNRL
• P58 Endline Perception Survey
• P60 Piloting M&E Framework for the SADC Protocol on Trade
• P61 SADC Parliamentary Forum M&E on Gender
• P62 Photography, Videography and Livestreaming _ Launch of SA's SNC
• P63 SADC PRU Comms Strategy Launch
• P64 Status of SNCs in the Member States
• P65 Training of Botswana SNC
• P69 Facilitation of SPLRM 1st Cycle
• P70 SPRLM Budget and Finance Plan
• P71 CfP Support
• P72 Facilitation of SNC Guidelines
• P73 SADC PF Publication and Dissemination
• P74 SADC PF Gender Assessment
• P75 SADC PF Mid-Term Evaluation
• P77 Review of Public Hearing
• P81 Communication Documentary Launch

The evaluation focuses on the African Development Bank’s Regional Integration Strategy for Southern Africa (SA-RISP) 2020–2026, with coverage of the period 2020–2024. Its primary purpose is to assess how far the strategy has progressed towards achieving its intended results and to provide lessons and recommendations for the design of the next regional integration strategy. The evaluation will review both lending operations, sovereign and non-sovereign, and non-lending activities such as policy dialogue, analytical work, and technical assistance.

Key objectives include examining the relevance and design of the SA-RISP as a framework for advancing regional integration, its coherence with regional and continental frameworks such as SADC, COMESA, and the AfCFTA, and its effectiveness, efficiency, impact, and sustainability. The evaluation will also analyse factors that have enabled or constrained implementation, including operational, institutional, and policy challenges, as well as cross-cutting issues. Ultimately, it aims to draw out lessons learned and practical recommendations to strengthen AfDB’s future engagement in supporting regional integration in Southern Africa.

The purpose of the Exploratory Mission was to collect factual information concerning this election process, in line with the criteria contained in the Commission Communication on Electoral Assistance and Observation [COM(2000)191]. The experts have also in particular:

• Assessed the pre-election situation in the light of international standards for democratic elections and national legislation. The assessment will cover: (i) Political situation, (ii) Legal and Electoral framework, (iii) election administration, (iv) voter registration, (v) party and candidate registration, (vi) human rights and fundamental freedoms, (vii) potential for electoral violence, (viii) traditional and online media, as well as social media, (ix) security aspects, (x) logistics and operational matters, (xi) use of electoral ICT and (xii) any other relevant issues relating to the elections and possible deployment of an EU EOM.
• Assessed, when relevant, the state of implementation of recommendations of previous EU election missions (both EU EOMs and EEMs).
• Made necessary preliminary logistics related enquiries and provide advice on how to organise the operational component of a possible EU EOM.
• Assessed the security situation in the country, in particular in connection with the possible deployment of an EU EOM.
• Advised on the composition, number and length of stay of the Core Team members and long and short-term observers of the EU EOM.
• Drafted tentative specifications and Terms of Reference of a possible EU EOM and related estimated costs and budget breakdown.
• Assessed the relevance of providing support to domestic observer organisations.
• Acquired updated information on EU election support (both EU and Member States) and other major partners (Canada, Norway and Switzerland) and possible other major actors plans in this field, including in the area of electoral assistance.
• Liaised closely with domestic and international election observation organisations that may be present on the ground regarding the preparation of elections.
• Prepared a number of specific reports as outlined in section 'VI. Output' of these ToR.
• If necessary, participated in the briefing of the EU EOM Core Team should the deployment of an EU EOM be decided.

Integrated water resource management is of utmost importance to the Orange Senqu River Basin and the SADC region at large. Lesotho is the “water tower” of the region. All water related interventions in Lesotho are therefore transboundary in nature and have an immediate impact downstream.

The German Federal Ministry for Economic Cooperation and Development has been supporting the SADC water sector for several years through the programme “Transboundary Water Management in the SADC region” (TWM) implemented by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ).The fifth phase of TWM ran from 01/2020 to 12/2023 and included a major component co-financed by the European Union in Lesotho, the “Support to Integrated Catchment Management (ICM) in Lesotho”.

The Overall Objective of this programme was: “ICM facilitates socio-economic development and adaptation to climate change in Lesotho”, while the Specific Objective ran: “ICM institutionalised and under full implementation in Lesotho, based on gender equality and climate adaptation principles”.

The envisaged Outputs were as follows:

(1) Effective and efficient, gender sensitive and climate-resilient policy framework for ICM is developed and applied;

(2) Effective and efficient institutions for ICM are established, with equitable representation of women and youth;

(3) Capacity, skills and knowledge of public, private sector and civil society for sustainable ICM is facilitated;

(4) ICM measures are implemented;

(5) Capacity strengthened for coordination, monitoring, supervision and general programme management.

Background:

Water is one of the most important natural resources of Lesotho and the water sector encompass almost all aspects of life, the economy and the natural environment. The unique geographic location, high altitude and pristine natural quality of the mountain areas position Lesotho as the ‘Water Tower’ of southern Africa. The sustainability of water resources is threatened by degradation of the catchment areas. Land and water resources cannot be easily separated or managed independently of one another. This implies that coordinated and integrated planning is required and this can be achieved by instigating Integrated Catchment Management (ICM) approach within the country. The establishment of Integrated Catchment Management is regarded as the most important challenge in relation to water resources management – especially in view of the challenges presented by the changing climate conditions with chances of more prolonged droughts and heavy rains. The complexity of implementing ICM is also exacerbated by multifaceted issues of land use patterns and the varied roles played by stakeholders, communities and government.

Integrated Catchment Management includes measures to guarantee water quantity and quality in the entire catchment, such as protection of sources of water (e.g. wetlands), buffering of run-off (e.g. vegetation cover) and water quality (e.g. effluent control). It also includes measures to satisfy demand, such as water for irrigation, industrial use and household consumption.

Global objective:

contributing towards effective implementation of Integrated Catchment Management in Lesotho through following up on previous operationalisation of the ICM framework, including improved coordination among relevant stakeholders in line with the Long-term Water and Sanitation Strategy.

The specific objectives are to:

- Further support the institutional and legal reforms for operationalising the ICM Framework, both at national level and at catchment level and based on the established ICM organogram

- Decide for each level of the organogram the required expertise needed and formulate key job descriptions. A gap analysis (also for the pilot sub-catchments) and recommendations on training and / or recruitment is to be made

- Contribute to development of catchment management plans for each of the prioritised pilot catchments including watershed improvement plans of action and tentative budgets

- Support the Lesotho Department of Water Affairs (DWA) in undertaking the identification, organisation, initial needs assessment, surveys, and planning cycle with pilot communities

- Support DWA on the development of a holistic nationally accepted and community based participatory watershed planning guideline, to be approved by the National Inter-Ministerial Catchment Committee (NICMC)

- Support DWA in preparing a draft communication strategy guideline

- Identify key capacity needs in the Department of Water Affairs, and support the process of capacitating the Department to enable it to optimally play its role in ICM.

The global objective of this assignment was to contribute towards effective implementation of

Integrated Catchment Management in Lesotho through operationalisation of the ICM framework, including improved coordination among relevant stakeholders in line with the

Long-term Water and Sanitation Strategy.

The specific objectives of this assignment were to:

• Support the institutional and legal reforms for operationalising the ICM Framework, both at national level and at catchment level and based on progress already made in the establishment of the National Inter-Ministerial Catchment Committee - NICMC;
• Support the validation of prioritisation and sequencing as proposed, such through workshops involving all stakeholders based on the identification of the first group of pilot sub-catchments for implementation;
• Contribute to development of catchment management plans for each of the prioritised pilot sub-catchments including annual plans of action and tentative budgets.