Publication: Kingdom of Lesotho Local Governance, Decentralization, and Demand-Driven Service Delivery, Volume 2. Annexes
Loading...
Date
2007-06-27
ISSN
Published
2007-06-27
Author(s)
Editor(s)
Abstract
After more than 35 years, the elected local government system in Lesotho was reestablished in 2005 through the election of the Local Authorities, i.e. the Community and District Councils (CCs and DCs). Across the political spectrum, the political will to move forward was at its peak. An exemplary campaign to educate the entire population as to the purposes and functioning of the new Local Authorities, and the electoral process preceded the election. The purposes of the new system are the improvement in services and access to government, broad participation of the local population in their own development combined with enhanced accountability to them, and promotion of equitable development in all parts of the country. The establishment of the Local Authorities and their election was received by even the remotest populations with great enthusiasm, and the elected Councilors have taken up their job with energy and commitment. The objectives of this report derive from the general priorities of the Poverty Reduction Strategy (PRS) of Lesotho which emphasizes pro-poor growth, community empowerment, improved governance and public sector performance. The specific priorities of the PRS have been set as employment creation, food security, and infrastructure development, deepening of democracy, governance, safety and security, access to health services, increasing human resource capacity, managing and conserving the environment, and improving public service delivery. Cross cutting priorities include combating HIV and AIDS, and addressing gender inequalities as well as issues related to children and youth. From among all the possible sectors, agriculture and natural resources were selected because: (i) the local authorities have a mandate for the promotion of economic development and the management of natural resources; (ii) improvements in these areas are necessary for economic development, poverty reduction, and for improving the tax base and revenue generation capacity; and (iii) improvements require collaboration between local authorities, communities, sector institutions, and the private sector, a collaboration in which the Local Authorities sit at the center of the network of co-producers.
Link to Data Set
Citation
“World Bank. 2007. Kingdom of Lesotho Local Governance, Decentralization, and Demand-Driven Service Delivery, Volume 2. Annexes. © http://hdl.handle.net/10986/19246 License: CC BY 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication Kingdom of Lesotho Local Governance, Decentralization, and Demand-Driven Service Delivery, Volume 1. Main Report(Washington, DC, 2007-06-27)After more than 35 years, the elected local government system in Lesotho was reestablished in 2005 through the election of the Local Authorities, i.e. the Community and District Councils (CCs and DCs). Across the political spectrum, the political will to move forward was at its peak. An exemplary campaign to educate the entire population as to the purposes and functioning of the new Local Authorities, and the electoral process preceded the election. The purposes of the new system are the improvement in services and access to government, broad participation of the local population in their own development combined with enhanced accountability to them, and promotion of equitable development in all parts of the country. The establishment of the Local Authorities and their election was received by even the remotest populations with great enthusiasm, and the elected Councilors have taken up their job with energy and commitment. The objectives of this report derive from the general priorities of the Poverty Reduction Strategy (PRS) of Lesotho which emphasizes pro-poor growth, community empowerment, improved governance and public sector performance. The specific priorities of the PRS have been set as employment creation, food security, and infrastructure development, deepening of democracy, governance, safety and security, access to health services, increasing human resource capacity, managing and conserving the environment, and improving public service delivery. Cross cutting priorities include combating HIV and AIDS, and addressing gender inequalities as well as issues related to children and youth. From among all the possible sectors, agriculture and natural resources were selected because: (i) the local authorities have a mandate for the promotion of economic development and the management of natural resources; (ii) improvements in these areas are necessary for economic development, poverty reduction, and for improving the tax base and revenue generation capacity; and (iii) improvements require collaboration between local authorities, communities, sector institutions, and the private sector, a collaboration in which the Local Authorities sit at the center of the network of co-producers.Publication Accelerating Health Reforms through Collective Action : Experiences from East Africa(2014-10-08)The roots signify the origins and initial steps taken to build a coalition and the associated teething problems; the trunk represents efforts toward sustaining the organization s existence and growth; and the branches highlight the collective actions undertaken by the coalition in fulfillment of its aims and objectives. In preparing this book, and based on their unique experiences, Tanzania, Kenya, and Uganda respectively focus their chapters on the roots, trunk, and branches. To further the tree analogy, each country s chapter draws parallels or makes comparisons with what pertains in the other two countries, to show how they benefit from each other in an ongoing knowledge exchange. Chapter two (Putting Down Roots, Tanzania) has three main sections: an overview of the country context and health reform agenda; a discussion of the experiences of MSG-Pharma, Tanzania s multi-stakeholder body, in setting up a coalition, and lessons learned. These outline the reasons leading to the establishment of the multi-stakeholder group and describe how challenges met during its formation stages were overcome. Chapter three (growing a strong trunk, Kenya) provides insights into the approaches employed by Kenya s multi-stakeholder coalition, the Forum for Transparency and Accountability in Pharmaceutical Procurement (FoTAPP), in order to sustain the interest and commitment of key stakeholders. It presents a brief description of the Kenyan context in relation to the pharmaceutical sector, highlighting challenges in the sector, and the importance of a multi-stakeholder coalition amid other reform platforms. Chapter four (branching out and bearing fruits, Uganda) describes the opportunities, challenges, and rewards associated with designing and implementing a joint intervention in furtherance of the goals of the Medicines Transparency Alliance (MeTA), the coalition in Uganda. It also illustrates how the coalition has been Able to inform policy dialogue and reform efforts in the health sector.Publication Vietnam Development Report 2010 : Modern Institutions(World Bank, 2009-12-04)Institutions are not buildings or organizations, they are the rules by which citizens, firms, and the state interact. The photographs that grace the cover of this Vietnam Development Report (VDR) 2010 epitomize modern institutions. The settings may not appear modern, but the activities they represent are cutting edge, and are transforming Vietnam. Local level planning with the active engagement of citizens. Monitoring of public works by citizens groups. Efficient administrative services with the citizen as the client. Legal advice being provided to citizens. Professional media coverage of important events. These are the roots which feed the growth of a modern, open, and high-performing society. This VDR focuses on devolution and accountability, two aspects of modern institutions that are the essence of Vietnam's experience in the past two decades. At the risk of over-simplifying, this VDR distinguishes between two types of accountability, upward accountability focusing on compliance with rules, dictates, and instructions coming from within the hierarchy, and downward accountability focusing on the results that the person or body is entrusted to deliver. A person or body concerned with upward accountability emphasizes adherence to rules. Those concerned with downward accountability serve their clients. Both forms of accountability are needed. Vietnam's devolution has shown many positive results. Competition among the provinces is driving them to improve their business environments. Eased entry for non-state providers of services and greater autonomy for the management of state facilities are supporting innovation and increasing the variety of services.Publication Local Service Delivery in Nepal(Washington, DC, 2014-06)The effectiveness of public service delivery depends in large part on the capability, resources and inputs, and the motivation of frontline service providers at the local level. In Nepal a combination of de-concentrated line agencies and local bodies at the district, municipal, and village level provides inputs which are translated into delivery of service outputs and outcomes. Yet the relationships between line agencies and local bodies in service delivery are not well understood. The purpose of this report is to examine in detail the current dynamics of frontline service delivery to identify institutional limitations and present approaches to addressing them. This study seeks to map out the dynamics of service delivery at the local level through analysis of the institutional framework and actual practices in service delivery in 14 jurisdictions in the two districts of Dhankuta and Dhanusa. The study includes a detailed review of the provision of local roads networks and primary and lower secondary education. In this context, the report is divided into four parts: part one gives introduction; part two presents institutional framework for local service delivery; part three focuses on sub-national service delivery: local roads and primary education; and part four presents conclusions and recommendations to improve frontline service delivery.Publication Regulatory Capacity Review of Rwanda(Washington, DC, 2010)Regulatory reform has emerged as an important policy area in developing countries. For reforms to be beneficial, regulatory regimes need to be transparent, coherent, and comprehensive. They must establish appropriate institutional frameworks and liberalized business regulations; enforce competition policy and law; and open external and internal markets to trade and investment. This report analyses the institutional set-up and use of regulatory policy instruments in Rwanda. It is one of five reports prepared on countries in East and Southern Africa (the others are on Kenya, Uganda, Tanzania and Zambia), and represents an attempt to apply assessment tools and the framework developed by the Organization for Economic Cooperation and Development (OECD) in its work on regulatory capacity and performance to developing countries.
Users also downloaded
Showing related downloaded files
Publication The Mexican Social Protection System in Health(World Bank, Washington DC, 2013-01)With a population of 113 million and a per-capita Gross Domestic Product, or GDP of US$10,064 (current U.S. dollars), Mexico is one of the largest and highest-income countries in Latin America and the Caribbean (LAC). The country has benefited from sustained economic growth during the last decade, which was temporarily interrupted by the financial and economic crisis. Real GDP is projected to grow 3.8 percent and 3.6 percent in 2012 and 2013, respectively (International Monetary Fund, or IMF 2012). Despite this growth, poverty in the country remains high; with half of the population living below the national poverty line. The country is also highly heterogeneous, with large socioeconomic differences across states and across urban and rural areas. In 2010, while the extreme poverty ratio in the Federal District and the states of Colima and Nuevo Leon was below 3 percent, in Chiapas, Guerrero, and Oaxaca it was 25 percent or higher. These large regional differences are also found in other indicators of well-being, such as years of schooling, housing conditions, and access to social services. This case study assesses key features and achievements of the Social Protection System in Health (Sistema de Proteccion Social en Salud) in Mexico, and particularly of its main pillar, Popular Health Insurance (Seguro Popular, PHI). It analyzes the contribution of this policy to the establishment and implementation of universal health coverage in Mexico. In 2003, with the reform of the General Health Law, the PHI was institutionalized as a subsidized health insurance scheme open to the population not covered by the social security schemes. Today, the PHI covers all of its intended affiliates, about 52 million peoplePublication Europe and Central Asia Economic Update, Fall 2024: Better Education for Stronger Growth(Washington, DC: World Bank, 2024-10-17)Economic growth in Europe and Central Asia (ECA) is likely to moderate from 3.5 percent in 2023 to 3.3 percent this year. This is significantly weaker than the 4.1 percent average growth in 2000-19. Growth this year is driven by expansionary fiscal policies and strong private consumption. External demand is less favorable because of weak economic expansion in major trading partners, like the European Union. Growth is likely to slow further in 2025, mostly because of the easing of expansion in the Russian Federation and Turkiye. This Europe and Central Asia Economic Update calls for a major overhaul of education systems across the region, particularly higher education, to unleash the talent needed to reinvigorate growth and boost convergence with high-income countries. Universities in the region suffer from poor management, outdated curricula, and inadequate funding and infrastructure. A mismatch between graduates' skills and the skills employers are seeking leads to wasted potential and contributes to the region's brain drain. Reversing the decline in the quality of education will require prioritizing improvements in teacher training, updated curricula, and investment in educational infrastructure. In higher education, reforms are needed to consolidate university systems, integrate them with research centers, and provide reskilling opportunities for adult workers.Publication Implementation Know-how Briefs to Support Countries to Prioritize, Connect and Scale for a Digital-in-Health Future(Washington, DC: World Bank, 2023-08-18)Technology and data are integral to daily life. As health systems face increasing demands to deliver new, more, better, and seamless services affordable to all people, data and technology are essential. With the potential and perils of innovations like artificial intelligence the future of health care is expected to be technology-embedded and data-linked. This shift involves expanding the focus from digitization of health data to integrating digital and health as one: Digital-in-Health. The World Bank’s report, Digital-in-Health: Unlocking the Value for Everyone, calls for a new digital-in-health approach where digital technology and data are infused into every aspect of health systems management and health service delivery for better health outcomes. The report proposes ten recommendations across three priority areas for governments to invest in: prioritize, connect and scale. The Implementation Know-How Briefs serve as practical guides for countries as they implement the ten recommendations. Every Implementation Know-How Brief provides practical information to start planning and implementing how to implement the recommendations. It also contains key terminologies for those not familiar with a particular topic, provides key questions to ask, and a general orientation as to typical issues in these sectors. Topics covered are: 1.) Digital health assessments; 2.) Telemedicine and virtual health care; 3.) Private sector involvement in digital health; 4.) Interoperability in health sector; 5.) Data governance for health data; 6.) Cybersecurity for health sector; 7.) Digital health records; 8.) Determining value of digital technology in health; 9.) Certification and regulatory sandboxes for digital technologies in health; 10.) Workflow mapping for digital technology (re)design in health systems.Publication Classroom Assessment to Support Foundational Literacy(Washington, DC: World Bank, 2025-03-21)This document focuses primarily on how classroom assessment activities can measure students’ literacy skills as they progress along a learning trajectory towards reading fluently and with comprehension by the end of primary school grades. The document addresses considerations regarding the design and implementation of early grade reading classroom assessment, provides examples of assessment activities from a variety of countries and contexts, and discusses the importance of incorporating classroom assessment practices into teacher training and professional development opportunities for teachers. The structure of the document is as follows. The first section presents definitions and addresses basic questions on classroom assessment. Section 2 covers the intersection between assessment and early grade reading by discussing how learning assessment can measure early grade reading skills following the reading learning trajectory. Section 3 compares some of the most common early grade literacy assessment tools with respect to the early grade reading skills and developmental phases. Section 4 of the document addresses teacher training considerations in developing, scoring, and using early grade reading assessment. Additional issues in assessing reading skills in the classroom and using assessment results to improve teaching and learning are reviewed in section 5. Throughout the document, country cases are presented to demonstrate how assessment activities can be implemented in the classroom in different contexts.Publication Guide to the Debt Management Performance Assessment Tool(Washington, DC, 2008-02-05)The purpose of this document is to provide guidance and supplemental information to assist with country assessments of debt management performance, using the Debt Management Performance Assessment (DeMPA) tool. The DeMPA is a methodology used for assessing public debt management performance through a comprehensive set of 15 performance indicators spanning the full range of government Debt Management (DeM) functions. It is based on the principles set out in the International Monetary Fund (IMF) and World Bank guidelines for public debt management, initially published in 2001 and updated in 2003. It is modeled after the Public Expenditure and Financial Accountability (PEFA) framework for performance measurement of public financial management. The DeMPA has been designed to be a user-friendly tool to undertake an assessment of the strengths and weaknesses in government DeM practices. This guide provides additional background and supporting information so that a no specialist in the area of debt management may undertake a country assessment effectively. The guide can be used by assessors in preparing for and undertaking an assessment. It is particularly useful for understanding the rationale for the inclusion of the indicators, the scoring methodology, and the list of supporting documents or evidence required, and the questions that could be asked for the assessment.