Government of LesothoReport of the Launch of the Lesotho Utilities Sector Reform Project Maseru, 21-23 May, 2001Privatisation UnitJune, 2001ACRONYMS ADB African Development Bank AGOA African Growth and Opportunity Act IMTF Interim Management Task Fore LEC Lesotho Electricity Corporation LENA Lesotho News Agency LTA Lesotho Telecommunications Authority LURP Lesotho Utilities Reform Project PPF Project Preparation Facility PU Privatisation Unit RFP Request For Proposal SADC Southern African Development Community SAD-ELEC Southern African Development Through Electricity (Pty) Ltd. TA Technical Adviser
DRAFT REPORT OF THE LAUNCH OF THE LESOTHO UTILITIES REFORM PROJECT I. Introduction:1.The Launch of the Lesotho Utilities Reform Project was held at the Lesotho Sun Hotel, Maseru on 21st to 23rd May, 2001. The objective of the Launch was to brief all stakeholders on the objectives of the Project, its major components, costs, time frame for implementation and its likely impact on the economy. The launch was attended by senior officials from key government ministries, parastatals, The Central Bank of Lesotho as well as representatives from Lesotho Chamber of Commerce an Industry, Lesotho Electrical Contractors Association, the trade unions, the press and the donor community. II. Summary of the Proceedings:2. The Deputy Prime Minister 2.1 The launch was formally opened by the Right Honourable K.A.Maope, the Deputy Prime and Minister of Finance and Planning. In his address the Deputy Prime Minister extended a word of appreciation on behalf of the Government of Lesotho to the three institutions which are devoted toward making the Project a success, namely the African Development Bank, the World Bank and the European Union. He drew the participants’ attention to the fact that even though the Lesotho Utilities Reform Project may on the surface appear to be a new project, it is an integral part of an on-going programme to restructure Lesotho’s economy, which began more than five years ago. He pointed out that economic restructuring emphasised an increasing role of the private sector in moving the economy forward, and the decreasing role of the government in the ownership and management of business. 2.2 In discussing the role of the Project, the Deputy Prime Minister stressed that all enterprises, whether small or large, require efficient and affordable utility services in the form of water, electricity and telecommunications. To this end, the Lesotho Utilities Reform Project is primarily geared towards providing efficient and affordable utilities services to investors and to the general population, on the realisation that these services are basic needs for employment generation and poverty reduction. 2.3 The Deputy Minister went on to state that the lion’s share of the Project resources will be to finance the Interim Management Task Team, whose responsibility is to enhance the management of the Lesotho Electricity Corporation and to improve its service delivery. To ensure high standards and credibility of the regulatory institutions, a portion of resources availed will be used to acquire technical advisory services and to provide additional training to local staff. 2.4 The Deputy Minister reminded those present that for a long time Basotho were promised a mechanism for acquiring shares in the parastatals through a stock market. This idea was abandoned as there were a limited number of profitable enterprises to sustain a local stock market. The establishment of the Lesotho Privatisation Unit Trust, which is provided for in the Lesotho Utilities Reform Project, is an alternative option. In conclusion, he pointed out that the Project could not have been launched at a more opportune moment, at a time when Lesotho is rising from the ashes of the civil strive of 1998, and at a time when Lesotho’s partners are demonstrating their renewed confidence and trust in the people of this country. Minister of Natural Resources: 3.1 The Honourable Minister of Natural Resources, Mr. M. Moleleki followed with an overview of the Energy Policy of the Government of Lesotho. In his introductory remarks, he emphasized the importance of energy as an essential input to economic development of any society. He pointed out that even though Lesotho does not have reserves for petroleum fuels and coal, a closer examination of the energy sources available indicated that Lesotho should focus on its potential of other energy sources such as water, solar energy and to a lesser extent bio-mass. He mentioned that the potential for expansion of electricity generation is currently being investigated. 3.2 Discussing the policy environment in Lesotho, the Honourable Minister noted that the first and current Energy Policy, which was approved by Government in 1988, was focused on self-sufficiency and supply-driven as that was the norm at the time. In the wake of global and regional developments, the sector decided to revisit its energy policy and to cross-examine its validity. The output of the whole exercise led to preparation of an energy policy framework including a plan of action to translate the policy objectives into activities. He enumerated the main policy objectives as well as the problems resulting in the low electricity coverage. He went on to outline the recommendations and amendments that emanated from the subsequent Lesotho Electricity Masterplan Study. 3.3 In conclusion, he discussed activities that have already commenced including the preparation of the Electricity Bill; the recruitment of the Interim Management Team for Lesotho Electricity Corporation as well as that of the Sales Advisory Group which is in process; and the consultant who will propose the best options of operating the ‘Muela Hydropower Plant. 4. Minister of Industry, Trade and Marketing: 4.1 The Honourable Minister of Industry, Trade and Marketing, Mr. Mpho Malie, drew the attention of the participants to the fact that Lesotho’s industrial development is largely export oriented and dominated by foreign direct investment. The implication of this dominance by foreign investment is that support services to industries must be at least as efficient and as reliable as other investment destinations, as judged by investors. He then discussed the importance of offering efficient and reliable supply of electricity, especially to automated industries. 4.2 The Honourable Minister related the implications of the recently signed African Growth and Opportunity Act (AGOA) in April this year with United States of America on electricity demand. He also cited the spin-offs that will result from the agreement. Turning his attention to the telecommunications sector, he outlined the impact of telecommunications on an average entrepreneur. In conclusion, he expressed his hopes that much of the ills in the utilities sector will be reduced through removal of extensive bureaucratic procedures associated with government operations, since in business speed is of the essence. World Bank: 5.1 Mr. Fayez Omar, the World Bank Country Director for Lesotho, observed that the government’s policy reform in the utilities sector is being undertaken in an environment of the pressing need to improve the quality of service and expansion of coverage at a time when Government resources are limited. He reiterated that to attract a strategic partner in the energy sector, Government realises the fundamental importance of having an independent regulatory body in order to give confidence to the private which is putting resources to do business and increase electricity coverage. 5.2 Congratulating the Government of Lesotho for the substantial progress made thus far, Mr. Omar observed that a draft Electricity Bill, to update the Electricity act of 1969, is shortly to be submitted to Parliament. He cited examples of countries which followed the model of Privatisation that Lesotho is taking. He then went on to indicate the effectiveness of the restructuring process in bringing down the wholesale price of electricity. In his concluding remarks, he expressed his hopes that improved efficiency and coverage of the utilities sector could facilitate rapid growth and development, thus contributing to poverty reduction. 6. African Development Bank: 6.1 Dr. Urua, from the African Development Bank, initiated his presentation by explaining that the objective of the procurement of goods and works is to enable the acquisition of high quality goods and works at the most favourable price compatible with the conditions governing the loan from the Bank Group. Procurement of services is aimed at achieving economy and efficiency in the acquisition of services. To illustrate the methods used to procure goods and works, he listed the modes of bidding procedures and shopping depending on the goods sought. Turning his attention on the types of bidding documents, he stressed the importance of specification, the language of bid and the clarity of bids to avoid delaying the procurement process. He expressed his delight that the submission of the Lesotho Electricity Bill has been expedited so that disbursement can start. 6.2 Dr. Urua enumerated on the methods used to maintain the Special Account. He described the procedures for opening the Special Account, its duration and steps to be followed to replenish it. To clarify the auditing of Project accounts, he pointed out that the audit report must be prepared clearly to summarise all financial transactions undertaken for the project. He further emphasised that the written opinion of the auditors indicates the extent to which the financial statements give a true and fair view of the performance of the Project. To conclude, Dr Urua informed the seminar that the African Development Bank regularly holds seminar for participants from its member countries who are involved in disbursement of Project Funds. 7. Lesotho Electricity Corporation: 7.1 Mr. Mhaville, the Managing director of Lesotho Electricity Corporation (LEC) explained that the main objectives of the Interim Management Task Force (IMTF) are to reverse the deteriorating performance on in LEC, in particular with regard to limited access to electricity; financial losses; operating inefficiency and recovery of outstanding electricity arrears. Specifying the tasks that are to be undertaken by the IMTF, he pointed out that in addition to installing new electricity connections, the IMTF will identify non-core activities that could be outsourced or sub-contracted to the private sector. 7.2 Mr. Mhaville mentioned that so far a skills audit of the LEC staff which proves that there are large deficiencies between skill required and skills available. Addressing these skills shortages will be a major challenge for the continued planning in human resources. To give an insight into the envisaged workplan, he disclosed that after an initial phase of defining procurement processes and prioriting target areas, new connections will soon start in the Maseru south area. To conclude, he indicated that the meter survey is coming close to completion and will provide important information on the customer base and for the meter conversion programme. 8. Privatisation Unit: Mrs. Ntšeli, the Senior Economist from the Privatisation Unit delivered a presentation of the formulation, effectiveness and implementation of the Lesotho Utilities Reform Project. She explained that the Project, whose duration is 4 years, has as its key objectives the improvement of the performance of the utilities sector; provision of wider access to basic utility services; implementation of an effective regulatory framework for improved performance in the sector. She indicated that the Project has seven components with the LEC Divestiture and Electricity Expansion component taking more than 50 percent of the resources allocated. She elaborated on the sub-components and pointed out that thus far the Interim Management Task Force is already in place in the day-to-day management of LEC. The Sales Advisory Group on the other hand, is already in the process of being recruited. 9. Discussion: The presentations were followed by lively discussions with comments and questions which centred around the following: 9.1 How will the new management handle the problem of fraudulent connections? The survey of meters is already been carried out. Where fraudulent installations are discovered, the management has the right to prosecute as this is viewed as a very serious offense (fraudulent connections account for 13 percent loss to the Corporation). 9.2 What sort of improvement does the 8,000 new connections represent on their subscriber base? The survey which is being conducted will provide the actual database. But the customer base is estimated at around 20,000 customers at the moment. 9.3 In the past, there was lack of private sector participation. How will LEC handle this lack? This question can best be answered by the private sector. The Privatisation Sector Advisory Committee is represented by members from the private sector mainly to address the concerns of the private sector. In addition, shares held by the Government from Lesotho Flour Mills and Lesotho Bank 1999 can be purchased by the local private investors. But it is important for the investor to source the necessary information before investing. Arrangements are underway to form unit trust where small investors can buy shares in large companies outside Lesotho. The Privatisation Unit encourages local investors to form linkages with foreign consultants who have the knowledge in drafting proposals. Proposals are submitted to indicate ability to undertake the tasks specified. 9.4 Any private sector impact assessment on the reduction of the unemployment rate? The Sales agreement with LTC provides for massive expansion of telephone installations and these will translate into recruitment of more staff in installation and maintenance sections. Even in the case of the 8,000 connection in LEC more staff will have to be hired to meet the deadline in 18 months. 9.5 Exact date of the effectiveness of the Project?Disbursement of the World Bank fund amounting to SDR 22.2 million was effective from 17th May, 2001. Funds from the African Development Bank will be disbursed upon submission of the Lesotho Electricity Bill to Parliament.
9.6 Elaborate more on Component D – Private Sector Development.
Assistance will be for a consultancy assignment that will involve all the major steps required to establish a unit trust which includes incorporation and finalisation of the legislation; marketing and operation of the unit trust; establishing of a warehousing facility and capacity building of the unit trust staff at the Central Bank of Lesotho.
A Study will be carried out to determine whether bank transactions and air reservation facilities which will depend on reliable telecommunication infrastructure could be set up. The Study will also look at the possibility of exporting surplus electricity to other SADC countries.
10. To close the day’s session Mr. Mashologu, the Director of Privatisatin Unit thanked all presenters and participants as their presence indicated their interest in the Project. He pointed out that one of the key issues is the time-frame between now and the divestiture of LEC. He explained that the main objective of the Launch was to clarify to the stakeholders objectives and strategies to be adopted in implementing the Project. In inviting all those present for the following day, he informed them that technical aspects of the Project will be addressed.
Day two
1. Project Implementation and Procurement Procedures
Day two of the launch started with the presentation on Project Implementation and Procurement and Disbursement Procedures by Mr. KrishnaKumar, a representative from the World Bank. In his introductory remarks he explained the project cycle detailing the various stages of each component. Then he proceeded to discuss the responsibilities of the World Bank in relation to those of the borrower and the contractor. He further continued with the clarification on procurement guidelines, the process of bid opening and the subsequent evaluation of bids. The representative then advised the participants on the various selection methods when engaging consultants before turning his attention to the types of contracts with regard to their advantages and disadvantages. He finalised his presentation by outlining the sources of information available on the internet.
2. Disbursement Procedures
Mr. Pumfrey, representing the Privatisation Unit, presented disbursement procedures, rules and regulation that have to be applied when drawing down funds from the World Bank. He outlined the categories of items to be financed out of the proceeds of the credit, including the allocations of the amounts in each category. He clarified that the Project Preparation Facility (PPF) is meant to enable expenditure to be incurred prior to project effectiveness and this was USD 1.8 million in the case of the Lesotho Utility Reform Project. Elaborating on the withdrawal methods, he said that the withdrawal procedure is reimbursement of payments already made by the borrower from its own resources as well as an advance to a special account. The Special Commitment on the other hand, is provided by the World Bank when a commercial bank is unwilling to open a letter of credit for a borrower without some guarantee. He described to the seminar that the primary objective of the Special Account is to overcome cash flow problems and speed disbursements through giving borrower greater control over payment information. In conclusion, Mr. Pumfrey expounded on the two documents issued by the World Bank to assist borrowers to update their records namely the payment advice and the monthly disbursement summary.
3. Discussions:
The concerns raised from participants were the following:
3.1 Can the bidder who lost be allowed to see the evaluation report to determine how he lost?
The Evaluation Report cannot be disclosed to the bidders. What can be disclosed however, is the report of the bidder’s own shortcomings but the entire evaluation report must be kept confidential.
3.2 What happens in cases where there are savings on the Project?
A request can be made by Government to use the savings to aspects related to the Project itself.
3.3 If a bid arrives a bit late delivered by a courier, should it be disqualified?
Yes it has to be disqualified as it is still late. It is the responsibility of the bidder to make sure that it is delivered on time otherwise the whole bidding process could be jeopadised by that incident.
3.4 During evaluation can the bidders talk to evaluators regarding time foot delivery?
It is forbidden to seek such clarification during evaluation. However, as part of the pre-contract discussion, delivery time can be discussed.
3.5 In cases where there is a preferred bidder on price, who is found to be wanting on delivery time, how is the situation resolved?
One of the conditions of evaluation is to stipulate the delivery time, meaning that the bidder whose delivery time is for a longer duration will score less.
3.6 What are the ADB requirements regarding pre-qualifications?
Any consultancy contract above US$10 million requires pre-qualification. For this Project there is nothing to stop one from qualifying, so it would be wise for interested consultants to start making preparations.
3.7 After specifying that a bid should arrive with a bid bond, will a bid submitted without a bid bond be disqualified?
Yes they will be disqualified during evaluation. It is mandatory to submit the bid security because it protects the interests of the client as it eliminates the fly-by-night companies who will deliberately start bidding
3.8 Is there any limit to sub-contracting?
For this Project there is no specified percentage even though normally there should be a limit of about 25 percent.
3.9 Elaborate on the No Objection to training that you mentioned?
Communicate to us the selected training programme so that funds can be disbursed for training.
Mr. Mashologu from the Privatisation Unit urged all agencies with a training component from the project to submit a tentative training plan so as to provide an idea of how the resources under the project will be utilised.
3.10 According to your experience, what are your feelings about engagement of local contractors in the Project?
Advise local contractors to start preparing themselves to take advantage of opportunities that will be offered. If LEC does not have adequate resources in place, the expectation is it will connect the first 1,200 connections and the rest will be sub-contracted.
3.11 Should we specify that sub-contractors be sourced from local labour?
Bidding documents cannot stipulate such conditionalities as this is International Competitive Bidding. It is up to the contractor to make the decision but the most logical step will be to use local labour.
4. In his concluding remarks for the day, Mr. Mashologu admitted that projects tax the wisdom of implementers in a number of ways taking into consideration the amount of energy an resources that must be utilised. He pointed out that a project is being implemented in a certain social, political and cultural environment. Therefore there is need to be sensitive to these project environment otherwise security becomes a problem because equipment will be vandalised. He expressed his hope that wise contractors will address these issues in the implementation process. He therefore stressed the importance of public awareness and the sensitivity to political and social millieus. Involvement of the local community is thus crucial as the Project could be jeopardised.
5. Ms Mukherjee from the World Bank added that once the service territory has been defined, those communities falling outside the defined area should be conscientised about preparing the local labour which will be utilised in the Project.
Day Three
1. Bid Evaluation:
Mr. Krishnakumar‘s presentation touched on the following:
· A record of the Bid Opening should be kept and a copy sent immediately to the Task Manager at the World Bank so that when evaluation reports are submitted for the prior review, the information should already be in possession of the Bank.
· Bid Examination or clarification should always be in writing. Non-verbal communication is forbidden.
· Omission of a signature on the bid form results the bid being declared unresponsive.
· During bid opening the bid cannot be declared responsive or non-responsive.
· Bids received late will not be opened and the envelopes will be returned unopened to the sender.
· The delivery date should be used as a critical criteria in evaluation.
· Performance bond should be submitted if so stated in the bidding document.
· The sub-contractor cannot participate as another major bidder because this is regarded as collusion. · Evaluation criteria should be stated in the bidding documents and should not be changed after opening of documents.
· Re-bidding is not allowed as it means that the borrower is not interested in placing the bid with the lowest evaluated bidder.
· In cases where the borrower refuses to award the bid to the lowest evaluated bidder the Bank will not finance that particular portion from the loan amount.
· Repeated non-performance of the project will result in suspension of the loan.
2. Selection of Consultants:
Turning his attention to the selection of consultants, Mr. Krishnakumar indicated that the objectives of selection are to obtain high quality service and to encourage transparency in the selection process. On the types of consulting services, he mentioned that services are primarily related to the pre-investment stage; the project preparation stage; the implementation and the technical assistance stage. The implementation stage involves procurement, project management, construction and inspection as well as accounting and auditing of records. Describing the project preparation stage he pointed out that the consultant would be focusing on detailed studies on the subject at hand as well as preparation of bidding documents. He added that the World Bank has a database of consultants called DACON where borrower countries can make a shortlist from the long list available.
3. Discussions:
After the Presentation by Mr. Krishnakumar the discussions focused on the following issues:
3.1 In some evaluations the evaluators agonised between very highly qualified key staff but poor methodology or exceptionally good methodology but poor staff.
The evaluators should thoroughly understand the terms of reference and the RFP as well as the proposals. They should be able to justify their marks based on their analysis based on the strengths and weaknesses of the proposals which are explicit. Vast inconsistencies in marks is also an indication that evaluators were not proficient.
3.2 What about the high turnover of key staff after awarding the contract which ultimately results in poor performance?
This is a contract management issue. It will depend on the stipulations on the contract agreed upon. And if need be, the contract can be cancelled as the awarding of the contract weighted heavily upon the experience and qualifications of the key staff.
3.3 Since the Project will have so many advisors in various government agencies, how do we provide facilities for them such that the facilities are standard?
This is part of the RFP for the consultant as to what the obligations of the consultant are and what are those of the consultant. The basic minimum requirements such as desks and office can be provided by the recipient. Housing and computers can be provided for in the contract. But it is timely for PU to sensitise other recipients and agree on a common understanding. It is also important to keep an updated file on candidates who indicated expression of interest so that when procurement notices come out they are notified. PU has the right to insist that all discussions regarding office furniture, computers and so on takes place before the TA is in place because once he is in place, the PU will be responsible for his monthly cheque. The PU should also consult with the World Bank for No Objection for financing of the airfare for the candidate to be interviewed.
3.4 Is submission of one bid qualification for lack of competition?
One bid is not a qualification for rebidding. If one bid that was submitted is substantially responsive to the requirements, the contract should be awarded to it.
3.5 Give examples of exceptional cases where the shortlist is prepared by the Bank.
For any shortlist given, the Bank does not take responsibility for expertise. Exceptional cases may be in the case of an emergency as in the floods which recently occurred in Mozambique.
3.6 In the case of local sub-contractors would they be paid by the main contractor?
The responsibility for payment lies with the main contractor who invoices the employer based on the contractual terms and conditions. However, the quality of performance rests with the main contractor.
3.7 Is the letter of credit the responsibility of the Privatisation Unit?
All matters of disbursements such as sending letters of credit, seeking No Objection from the Bank, sending withdrawal applications, sending application for special commitment, are the responsibility of the Privatisation Unit.
3.8 In other words the purchaser does not have a say on the selection of the contractor?
If the credibility of the sub-contractor is dubious, the employer can always ask the main contractor to change the sub-contractor.
3.9 Can the employer have a say on where the sub-contractors should be sought, that is locals as opposed to those from South Africa?
The employer cannot impose this. However, at this stage it would be a good exercise to develop a database of capabilities of local contractors, track record, references, on whether they have their own transportation or not, and the largest jobs done and so on. This will also help to determine how and where they may best market themselves.
3.10 According to the report, there is US$4.3 million allocated to the telecommunication sector, can we have the breakdown in regard to the share of LTA?
The US$4.3 million is assistance to the regulator, the equipment, the resident TA, short-term consultancies, training and study tours and operating costs. It does not include Ministry of Communications.
3.11 The Project will fund LTA for 2 years, when do we start calculating the 2 years?
The 2 year period starts from the effectiveness of the Project. The staffing and the set-up has to be such it is sustainable after two years from licence revenues.
3.12 In the case of the World Bank, is there need to obtain a No Objection for training?
It would be suitable to see them in the form of an annual training plan, possibly updated every quarter. But this is not necessary for someone going to a seminar in the region, even though disbursement records will have to be kept with the PU. In the case of ADB, the budget for training is US$250,000 and the procedures are more or less the same as those of the World Bank.
3.13 In the case of evaluation, what happens when there is a tie?
In the case of a technical proposals financial proposals will be opened and these will determine the winner of the contract.
4. Final Comments and Observations:
Ms Mukherjee thanked the PU for organising the Launch so spendidly and acknowledged that the presence of the three Honourable Ministers signalled its success at the highest level of Government. She reminded members of the implementing agencies that the Privatisation Unit is the overall agency even though its responsibilities do not include the actual selection of consultants nor procurement of equipment. She concluded her comments by expressing hope that all implementing agencies will enthusiastically devote their efforts in the execution of the Project.
5. Dr Urua expressed his pleasure to be taking part in launching the Project and added that it was his belief that some basic issues that usually delay project implementation were clarified. He voiced his hope that the benefits of the Project will certainly filter through to the Basotho nation. On behalf of the African Development Bank, he thanked the Privatisation Unit for organising the seminar and extended his gratitude to the Government of Lesotho for its highest level of support.
6. Mr. Mashologu thanked the guests who are also partners in the Project, the World Bank and the African Development Bank. He acknowledged that the discussions were helpful and illuminating as many issues which were not clear before the presentations were addressed. He further expressed his gratitude to the presenters for shedding light and especially on their assurances that assistance is at hand whenever needed. In thanking the Lesotho Electrical Contractors Association for their participation, he mentioned that the Privatisation Unit recognises that they are ready and willing to participate in the Project. He voiced his hope that opportunities will arise to continue for exchange of learning experiences and mutual support. He assured the private sector that the Privatisation Unit will strive to keep channels of communications between themselves and the Lesotho Electricity Corporation open. He pointed out that the Government of Lesotho very much wants to provide opportunities for the private sector to play a leading role in the country’s development, and in this regard, the Privatisation Unit understands the message very much.
Annex I
Programme for Launch of Lesotho Utilities Sector Reform Project
Day One
Monday 21 May - Public Awareness
Morning
9.00 a.m. Opening remarks by Principal Secretary for Finance - Welcome to Honourable Ministers, Partners, Participants - Introduction of Programme
9.10 a.m. Opening Address by the Honourable Deputy Prime Minister and Minister of Finance.
Focus: The Economic Restructuring Policy of the Government of Lesotho.
9.40 a.m. Address by the Honourable Minister of Natural Resources.
Focus: The Energy Policy of the Government of Lesotho
10.05 a.m. Address by the Honourable Minister of Industry, Trade and Marketing
Focus: Improving the Business Climate for Commerce and Industry: Electricity and Telecommunications.
10.30 a.m. Tea/Coffee Break
10.45 a.m. Address by World Bank Representative
11.15 a.m. Address by Representative of African Development Bank.
11.45 a.m. Address by Chairman of the Board of Lesotho Electricity Corporation.
Focus: Management Objectives of the Lesotho Electricity Corporation.
12.15 p.m. Questions and Clarifications
12.45 p.m. Lunch
Afternoon
2.15 p.m. Questions and Clarifications (Continued)
2.45 p.m. Presentation by the Privatisation Unit
Focus: Lesotho Utilities Sector Reform Project: Formulation, Effectiveness and Implementation.
3.05 p.m. Questions and Clarifications (Privatisation Unit/World Bank/ADB/LEC)
3.30 p.m. Tea/Coffee Break
3.45 p.m. Questions and Clarifications (Continued) (Privatisation Unit/World Bank/ADB/LEC)
4.15 p.m. Adjournment for the Day
Day Two
Tuesday 22 May - Technical Issues
Participants: Privatisation Unit Ministry of Communications IMTF/LEC Ministry of Finance Department of Energy Ministry of Natural Resources Lesotho Telecommunications Authority Ministry of Planning Lesotho Chamber of Commerce and Industry Ministry of Trade Lesotho Electrical Contractors
Morning
9:00 a.m. Project Implementation (World Bank): § Project Work Plans, Reporting and Monitoring § Procurement/Disbursement Procedures § Financial records keeping and reporting
10.30 a.m. Tea/Coffee Break
10.45 a.m. Project Implementation (World Bank) – (Continued)
12.30 p.m. Lunch
Afternoon
2.15 p.m. Project Implementation (African Development Bank): § Project Work Plans, Reporting and Monitoring § Procurement/Disbursement Procedures § Financial records keeping and reporting
3.30 p.m. Tea/Coffee Break
3.45 p.m. Project Implementation (African Development Bank) – (Continued) |