Lesotho Electricity Authority · vision, mission, goals and objectives. The analysis entails the process of critically examining the factors, both internal and external, that have

Lesotho Electricity (and Water) AuthorityStrategic Plan 2009- 2014

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Version: Final Page 1 of 39

LESOTHO ELECTRICITY (AND WATER) AUTHORITY

STRATEGIC PLAN

2009 – 2014

Lesotho Electricity Authority


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Table of ContentsList of Acronyms..............................................................................................33Executive Summary.........................................................................................44

1. Background..................................................................................................661.1 Purpose of Strategic Plan .................................................................771.2 Methodology......................................................................................771.3 Scope of the Plan..............................................................................88

2. LE(W)A Strategic Direction .........................................................................993. Environmental Scanning (Situational Analysis)........................................1010

3.1. Internal Environment.........................................................................10103.2 External Environment .......................................................................1212

4. Strategic Focus and Objectives ...............................................................16164.1 Implementation Arrangements..........................................................2323

5. Implementation Plan ................................................................................25256. Conclusion ...............................................................................................3939


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List of Acronyms

HIV Human Immunodeficiency VirusAIDS Acquired Immune Deficiency SyndromeLEA Lesotho Electricity AuthorityLE(W)A Lesotho Electricity (and Water) Authority.LEC Lesotho Electricity CompanyPESTEL Political, Economics, Social- cultural, Technological, Environment,

LegislativeTOR Terms of ReferenceSWOT Strength, Weaknesses, Opportunities, Threats


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Executive SummaryThe 2009- 2014 Strategic Plan commenced with a review of relevantdocumentation, interviews and workshop as well as stakeholders interviews.

Key elements of the Strategic Plan are the revised Vision, Mission, Values andStrategic Focus or Thrusts.

Vision

To be a world class utilities regulator that facilitates delivery of affordable,sustainable and quality services.

Mission Statement

To regulate the electricity (and water) services in the interests of all stakeholdersthrough transparency, consistency, professionalism and teamwork.

Values

In line with our commitment to socio-economic development of Lesotho theAuthority commits itself to embrace the following core values;

Consistency

Transparency

Accountability

Professionalism

Teamwork

Strategic Thrust or Focus

Internal Processes – (structure, systems, policies and processes)

Public Awareness, Education and Branding

Advocacy

Facilitating Universal Access (electricity(and water)

Ensuring security of supply (electricity (and water)


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Human Resource Management and Development (including resourcingand capacity building)

In order to realize the objectives of the Strategic Plan, a set of objectives,activities, measures and targets were developed. These appear under section 5of the report.


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1. Background

The Lesotho Electricity Authority (LEA) is the institution set up by the LesothoElectricity Authority Act No. 12 of 2002 to regulate and control electricity supplyin a transparent and efficient manner in the country. Its mandate is expected tobe extended to cover the regulation of the water sector as well.

The specific duties and functions of the Authority as defined in the Act are asfollows;

i) promote the expansion of electricity supply in Lesotho, where this iseconomic and cost-effective.

ii) ensure the operation and development of a safe, efficient andeconomic electricity sector in Lesotho.

iii) ensure the security of the supply of electricity in Lesotho.

iv) ensure the promotion of sustainable and fair competition in theelectricity sector where it is efficient to do so.

v) protect the interests of all classes of consumers of electricity as to theterms and conditions and price of supply.

vi) ensure, so far as it is practicable to do so, the continued availability ofelectricity for use in public hospitals, and centers for the disabled,aged and sick;

vii) ensure the availability of health and safety guidance in relation toelectricity supply to the public.

viii) ensure the financial viability of efficient regulated electricityundertakings’

ix) ensure the collection, publication and dissemination of informationrelating to standards of performance by licensed operators and on theelectricity sector in Lesotho for use by the industry, consumers andprospective investors.

x) participate, in consultation with the Minister, in regional andinternational matters relating to the regulation of electricity in Lesotho,and


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xi) develop annual supply targets for the purpose of ensuring that suchservices are accessible to the widest number of electricity users.

Since inception, LEA has been undertaking its operations based on its 3 –yearrolling business plan which is revised and updated on yearly basis. LEA isdesirous of having a 5- year plan outlining needs, issues and opportunities sothat strategies can be developed to effectively deal with them. This will ensurethat short-term decisions and strategies are consistent with the medium to long-term direction of the Authority.

In addition, the water sector reforms study proposed regulation of the sector. Theresponsibility to carry out the functions of economic and technical regulation willlie with the Authority.

1.1 Purpose of Strategic PlanInternally, strategic planning is a process of reflection and introspection, amanagement tool and a means of communication and internal motivation.

Externally, strategic planning is a process of systematic questioning of theexternal environment in order to understand the trends that have an impact onthe Authority, and as a tool for dialoguing.

The specific objectives of both the process and outcomes of the strategic planare to:

Articulate a realistic vision and values of the future to be embraced by allinternal and external stakeholders.

Engender a common mission to drive strategic performance Provide a framework from which annual operational plans at departmental

and individual levels can be derived. Provide a monitoring and evaluation framework.

LEA intends to use the Strategic Plan as a road map in setting the direction andpace of the Authority over the next 5 years and beyond in a coordinated andfocused manner. The primary objective of the Strategic Plan is to enable theAuthority to effectively regulate the electricity and water sectors..

1.2 MethodologyThe business environment in which the Authority operates is a complex one. Thelinks between energy, environment and sustainable development present adifficult paradox to Governments in the sub region. The extension of energy (andwater) services to people without access is critical to alleviating poverty.


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However, the real challenge lies in meeting the cost of the capital investment andmaintaining “affordable” tariffs to consumers. To be effective the emphasis wasplaced on close consultation with all the key stakeholders. The Strategic Plan isdeveloped based on interactive and participatory method of planning involvingthe Authority senior management and consultations with key stakeholders. Inaddition, key parts involved a two day strategic Planning workshop formanagement and consultation meeting held with major stakeholders.

1.3 Scope of the PlanThe report details the vision, mission, values, environmental analysis (based onthe SWOT analysis) and the strategic focus. The plan provides a framework forthe Authority and therefore gives a context for all decisions and activities over thenext five years


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2. LE(W)A Strategic Direction

Vision

To be a world class utilities regulator that facilitates delivery of affordable,sustainable and quality services.

Mission Statement

To regulate the electricity and water services in the interests of allstakeholders through transparency, consistency, professionalism andteamwork.

Values

In line with our commitment to socio-economic development of Lesotho,the Authority commits itself to embrace the following core values;

ConsistencyThe Authority shall endeavour to act in a consistent and predictablemanner and in line with best practices obtained in similar regulatorysettings.

TransparencyThe Authority shall ensure, at all times that the entire regulationprocess is transparent and meets the expectations of allstakeholders. Its actions and activities shall be open to publicscrutiny.

AccountabilityThe Authority shall recognize its responsibility to clients and thepublic and will ensure accountability at all levels.

ProfessionalismThe Authority shall ensure a competent and committed approach inline with professional ethics and standards.

TeamworkThe Authority shall at all times, embrace teamwork, mutualcooperation, extensive consultation and appreciation of diverseperspectives in the discharge of its functions.


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3. Environmental Scanning (Situational Analysis)

The appreciation of the environment in which an organisation operates isimportant for a better understanding of the challenges with respect to its setvision, mission, goals and objectives. The analysis entails the process of criticallyexamining the factors, both internal and external, that have a direct impact on theoperations of the Authority. The environmental analysis is at two levels namelyinternally (strengths and weaknesses) and externally (opportunities and threats).

3.1. Internal Environment

Organizational Structure

The Authority has a distinct flat structure with roles and responsibilities welldefined. The major weakness is that the Authority is inadequately staffed asreflected by one-man departments. This does not guarantee continuity as well asaddress the envisaged expanded role of the Authority to incorporate theregulation of water services.

GovernanceThe decision making body of the Authority is the Board. The Board is well vestedin regulatory issues and maps out the direction and provides guidance to theadministrative and technical wing of the Authority. The chairperson of the Boardreports directly to the Minister of Natural Resources.

Human Resources (Staffing)

The Authority boasts of competent and technically skilled staff. However, theknowledge, skills and experience in water regulation is lacking. In addition theabsence of middle management cadre poses a major challenge to efficientmonitoring and the carrying out of the day to day functions of the variousdirectorates or line functions.

The existing staff compliment is shown in the table below.


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Table 1: Staff ComplimentDepartment Directors

LevelNon-ManagementLevel

Total

Chief Executive 1 1 2Finance and Administration 1 5 6Technical 1 0 1Legal 1 0 1Consumer Affairs 1 0 1Economics 1 0 1Total 6 6 12

The non management level includes the accounts, secretarial and administrativesupport staff. The weakness is that they feel alienated partly because apart fromtheir departmental meetings, general staff meetings with the other Directors arerare. Consequently, the work attitude in relation to providing a back up to otherline functions is not fully appreciated since there is a perception of “they” and “us”climate.

Systems, Policies and Procedures

The existence of internal systems, policies and procedures are vital to proficientmanagement. The reporting procedures and lines of authority do exist. Thefinancial and general management are guided by a Corporate GovernanceHandbook.

Physical Resources

The Authority does have physical resources. However, the current officepremises or space is limited and does not have enough space for expansion.Moreover, its accessibility and visibility is limited. The issue of identity and imagenormally associated with landmarks is submerged.

Financial Resources

In relation to the revenue generation capability of the Authority, it collectsrevenue directly from licensees in the form of license fees and customer levies. Amajor challenge is the size of the market in the local economy.


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3.2 External Environment

These are discussed using PESTEL technique namely, the political, economic,socio-cultural, technological, environment and legislative frameworks.

Political Context

Governments provide the framework for any meaningful development. One of thekey issues is regulation and institutional autonomy. Evidence suggests that thevirtual supervision of the licensees by Government encourages inefficiency onthe part of licensees, e.g. Lesotho Electricity Company (LEC) and results withineffective regulation1.

Government support (political will) to the regulator is therefore crucial to theapplication of quality standards, enforcement of standards and economicregulation: i.e. prices and quality of service.

Economic Context

The overall performance of the economy has direct and indirect effect on theAuthority. The global economic recession, increasing unemployment andhousehold income insecurity will result in reduced income from license fees andlevies. If the reduced demand continues the revenue base of the Authority islikely to be negatively affected.

However should Government projects and house hold incomes increase, there islikely to be a greater demand for electricity and water services and an increasedimportance of the regulator.

Socio- Cultural Context

Given that regulation in the electricity (and water) services is relatively new inLesotho, the expectation of the stakeholders is high and varied. This poses achallenge to the Authority in its effort to win the trust and confidence of the public.

In addition, the impact of HIV and Aids remains a major challenge. HIV andAIDS is not simply a health issue but a substantial threat to socio-economicdevelopment, imposing a heavy burden on families, communities and economies.It is becoming clear that interventions designed to support employment, oreconomic policy or a national HIV and AIDS strategy cannot be implemented

1 This is partly due to the role of the Ministry as the custodian of the national policy, the finaldecision maker and the arbitrator in relation to LEA, WASA, LEC and LHDA as manifested in thestructure and the reporting relationship with the Boards.


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without considering the particular impact HIV and AIDS are having on theeconomically active population. It has resulted in increased absenteeism, a risein the number of households headed by children and women, increased labourcosts for employers and the bankrupting of social security services.

On a positive note, the increasing urban population and the changes in lifestylesis likely to lead to more demand for utilities including electricity and water. Inaddition the communities are likely to be more informed and empowered abouttheir consumer rights and standards. This will be supportive of the role of theregulator.

Technological Context

Technology has brought about the possibility of global communications, theworld-wide development of businesses and the increased speed and quality ofproducts and services. The automation and mechanization of procedures hasengendered beneficial results. Increased use of alternative sources of energy isanother opportunity. Emanating from this scenario is the need for continuousinnovation and development by organizations for which the Authority is noexception.

Environmental Context

Environmental issues and sustainable development are crucial to the overallattainment of the Authority’s mandate. They have a strong impact on futureplanning and development decisions in the supply of electricity and waterservices as well as on present everyday life.

Legislative Context

The legislative framework for the Authority includes policy, operations, andappeal components. Transforming the Authority into a multi-sector calls for aspeedy implementation of the legislative framework.. However, bureaucracy oradministrative delays in finalizing the legislative framework remains a challenge.

A consolidated SWOT matrix is presented in the table below:


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Strengths Qualified and trained Board and

staff in electricity regulatoryissues

Good comprehensive regulatorylegislative framework.

Reliable sources of revenue viz.customer levies and licensefees.

Good corporate governanceframework

Existence of an IT policy.

Weaknesses Structure (too flat) Staffing (one man

departments) Limited experience in

regulation Inadequate physical

infrastructure ( limited officespaces)

Low public awareness No experience in water

regulation

Opportunities Government support Multi sector regulation e.g. water Alternative sources of revenue. Conducive regional cooperation

among SADC Increasing urban population and

demand for electricity and waterservices.

Threats Challenging working

relationship with Licensees. Virtual supervision of

Licensees by the Ministry Environmental degradation Lack of private sector investor

interest. Absence of appropriate

institutions and capacity ofthe local councils.

Rapid increasing cost of bulksupply.

Security of supply.

The consolidated SWOT matrices bring to focus the following areas of strategic

focus or thrusts.

1. Internal Processes, - (operations management processes, regulatoryand social processes and business processes.),

2. Public Awareness, Education and Branding

3. Advocacy

4. Facilitating Universal Access ( electricity , water and sanitation)

5. Ensuring security of supply ( electricity and water)


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6. Human Resource Management and Development ( includingresourcing and capacity building)

The above identified strategic focuses were taken on board in developing the

overall strategic objectives and activities.2

2 A Balance Score Card (BSC) framework is adopted to ease the integration of the StrategicObjectives with HR and other management systems e.g. Performance management System


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4. Strategic Focus and ObjectivesThe overall strategic objectives for 2009- 2014 represent directions, where the

Authority will focus in order to realize the effective and efficient

implementation of its mission statement.

Strategic Focus 1- Internal Processes (operations management processes,

regulatory and social processes and business processes),

Output: Efficient and effective processes to ensure quality electricity (and

water) service delivery

Strategic Objectives;

To review the organisational structure and staffing levels in line with

the strategy and the regulation of water services

To develop a comprehensive pricing system for electricity and water

To establish complaints and disputes resolution handling system and

best practice

To develop electricity and water pricing system3

To improve service delivery processes and systems.

To monitor licensees’ compliance and performance

To establish an efficient records management system

Strategies (Activities)

Review the organisational structure

Develop regulatory and licensing framework

Develop and implement electricity pricing system

Develop and implement water pricing system

Improve the amount and quality of the technical regulation or work.

Establish and resource a records management system

3 Specifically new pricing regime however, existing pricing system need to be reviewed in line withthe changing environment.


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Strategic Focus 2- Public Awareness, Education and Branding

Output; Sustainable public empowerment on electricity (and water)

regulation issues.

Strategic Objectives

To build alliances with local, regional and international stakeholders to

actively promote awareness of the Authority

To promote public and stakeholders participation in regulatory issues

and practices.

To facilitate the sharing of high quality relevant and timely information

on regulatory issues of concern to stakeholders.

To improve the communication and information strategies of the

Authority and the materials available to publicise the Authority

effectively and efficiently

To promote civic education on regulation i.e. quality standards, prices

and quality of service and community obligations.

To develop a communications strategy for the Authority


Develop and implement a communication strategy

Facilitate the establishment of a stakeholders’ forum and calendar for

meetings.

Provide a regular and relevant information relating to the Authority and

its progress ( internal Magazines/ Newsletter)

Develop stakeholder communications map

Conduct workshops for stakeholders.

Disseminate information through the media and other networks.

Develop templates for the Authority


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Strategic Focus 3- Advocacy4

Output: Improved public image, networking and collaboration with key

stakeholders.


To advise Government on the establishment of relevant institutional

regulatory framework for increasing access to electricity and water

To ensure that electricity and water resources contribute to socio-

economic development and sustainable growth.

To reduce undue delays associated with regulatory instruments

To improve the confidence of license holders that the Authority has a

consistent and high quality regulatory regime.


Establish and resource a dynamic public relations function.

Reduce or minimize the undue delays associated regulatory

instruments.

Promote teamwork and collaboration among stakeholders

Undertake regular meetings with the Principal Secretary (PS)

Lobby key stakeholders for support relating to regulatory instruments.

4 Advocacy is expected to be at a higher policy making level hence the responsibility rests withthe Board and CEO.


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Strategic Focus 4 – Facilitating Universal AccessOutput; Accessible and affordable electricity and water for all


To raise funds for electrification

To create a supportive environment for private sector involvement in

the electricity and water sectors.

To raise funds for portable water supply

To develop water tariffs according to social equity considerations.

To operationalize the universal access fund.


Raise funds for universal access fund

Develop criteria for universal access fund

Monitor compliance to technical standards of both water and electricity

Carry out regular inspections and audits.

Enforce electricity supply and piped water standards

Establish universal access fund operational modalities.

Monitor the project implementation.


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Strategic Focus 5 – Ensuring Security of Supply

Output; Water and electricity supply efficiency and sufficiency


To identify and facilitate implementation of efficient use of electricity

programmes

To determine generation options

To set guidelines for contracting of water service providers

To facilitate raw water monitoring and compliance and balance the

interest of various stakeholders.

To establish dispute resolution system

To license new generators and suppliers..


Set guidelines for contracting of water service providers

Determine generation options

Hold seminars on efficient use of electricity

Hold seminars on wise use of water

Participate in activities to attract private sector investors


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Strategic Focus 6- Human Resource Management and DevelopmentOutput; Improved employee productivity and performance at the work

place


To recruit and retain competent, qualified and experienced staff

To train and develop staff (formal and informal)

To redesign tasks to be challenging and interesting in line with the

strategy and the regulation of water service.

To create a supportive work environment and team spirit

To encourage a learning culture in the Authority

To reward good performance and desired behaviour and attitude


Establish an effective recruitment, selection and retention systems

Establish collaborate communication systems

Implement change management and team development programs

Develop candidate profiles for senior management positions

Equip supervisors with the requisite management and supervisory

skills.

Develop a comprehensive training and development plan incorporating

Continuous Professional Development (CPD).

Review performance and reward high performance.


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A Strategy Map

VisionTo be a world class utilities regulator that facilitates delivery of affordable,

sustainable and quality services

Customer Perspective________________________________________________________________

Financial Perspective_______________________________________________________________

Internal Processes________________________________________________________________

Learning & Growth(Organisational

Capacity)

Affordable,sustainable quality

Service

The adapted Balance Score Card (BSC) approach reinforces the integrated andinterdependence of the Authority’s activities which cut across the existingadministrative structures. A holistic approach is required in the implementation of thestrategic focus for example addressing both the internal and learning and growthperspectives is deemed to be a prerequisite for the realization of financial andcustomer goals and objectives.

Reading the strategy map starts with Learning & Growth i.e. the Organisationalcapacity, - if we improve knowledge, skills and abilities and provide appropriate toolsand technology, then the Internal Processes- efficiency and professional servicesimprove, and financial/ stewardship i.e. more cost effective resourcing, and revenueimproves, then customers and stakeholders are better served and satisfied i.e.customer perspective.

Recruit anddevelop neededwork force

ComprehensiveTraining andDevelopmentprogramme(CPD)

Fosterstakeholderpartnership

ReviewStructureSystems,policies &processes

EstablishLicensingframework &M&E

EnsureEquitabletariffs

Build a positivereward systemand workenvironment

Operationaliseuniversalaccess fund

ExpandRevenuesources

Facilitatelegal &regulatoryrequirements

Facilitateinfrastructuredevelopment

Set Qualitystandards andprices


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4.1 Implementation Arrangements

Implementing the Strategic Plan is essential to ensure the success and

fulfilment of the Authority’s mandate. For all the objectives, strategies and

specific indications and assumptions to be realised, there are several cross-

cutting key critical assumptions which ought to be in place as a way forward.

The following are particularly noteworthy.

Authority and Government support at all levels is essential.Continued support and commitment on the part of central government to

uphold the principles of regulating the electricity and water sectors is an

important precondition. The Authority is new and the only multi sector

utilities regulator in Lesotho. It therefore faces a number of challenges.

Hence without government support, the Strategic Plan could be adversely

compromised.

Effective Institutional and Organisational Structure is MandatoryThe objectives of the strategic plan cannot be meaningfully realised in the

absence of an effective institutional and organisational structure. This

involves reviewing the organisational structure. This should entail

equipping the directorates with sufficient human and technical resources

that would enable them to facilitate the implementation of the Plan.

Equally important is the strengthening of the capacity of all staff.


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Human and Financial Resources is vitalIt is vital to the success of this strategic plan that adequate human and

financial resources are available to ensure service delivery. The constraint

on action is arguably capacity rather than funding. It will be necessary to

review job descriptions and specifications and introduce performance

management system.

Communication and Stakeholder Participation is importantDuring the strategic planning workshops and in meetings, participants

recognised that stakeholders involvement is important. The strategic plan

can only be a helpful tool if it is largely accepted as a product of the public

it serves and it is well understood by all both the internal and external

stakeholders.

All avenues and media could be explored and deployed to continuously

win the support, trust and confidence of the stakeholders.

Monitoring and Evaluation is crucialMonitoring will ensure that activities are being implemented according to

the plan. M&E should be seen as mutually beneficial for the directorates to

assess their performance and seek corrective measures. Effective

monitoring and evaluation draws from the formulation of implementation or

action plans by the directorates. The format of such a plan in line with

logical framework is shown in the section below.


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5. Implementation PlanThe Logical Framework for the plan is based on a prioritised list of strategic focus that would ensure the attainment

of the stated targets. It attempts to indicate the relationship between the objectives, activities, KPIs and targets.

The time frame indicates the priority activity plan

Strategic Focus 1: Internal Processes (Business Systems)Output Specific

Objectives

Selected Strategies

(Activities)

Indicators

KPIs (Measures)

Targets Sources of Funding/

Budget

Responsible Officer

or (By whom)

Efficient

and

effective

processe

s to

ensure

quality

electricity

and water

service

delivery

To review the

organizational

structure and

staffing levels

in line with

strategy and

regulation of

water

services.

___________

To develop a

comprehensiv

e pricing

Review the

Organizational

structure

Establish staffing levels

Develop staff profiles

(job descriptions

specifications)

________________

Develop pricing system

for electricity and water

Organizational

Structure

Positions and

levels

Staff profiles

(incorporating

competency

profiles)

_____________

A Pricing

system in place

August 2009

August 2009

August 2009

______________

2009-2010

LEA/M150,000.00

________________

PPIAF&LEA/US$327,175.

00

CEO &

Director Finance &

Admin

Director Finance &

Admin

Director Finance &

Admin

________________

Director Economics


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system for

electricity and

water.

___________

To develop

regulatory and

licensing

framework for

electricity and

water

___________

To improve

service

delivery

processes and

________________

Develop regulatory and

licensing framework for

water

Develop complaints

and disputes resolution

handling system

Implement complaints

and disputes resolution

handling system

________________

Establish standards for

services

a) approval of

licenses

_____________

Legislative and

regulatory

instruments for

water

Complaints

handling system

in place

Disputes

resolution

handling system

in place

Customer

Satisfaction

surveys reports

___________

Timeliness of

service delivery

______________

2010-2011

2010-2011

___________

Annually

a) 3 months

maximum

________________

World Bank & LEA

LEA/M5,000.00

________________

LEA

___________

Director Legal

Directors Customer

Affairs and Legal

___________

All Directors


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systems.

___________

To monitor

licensees’

compliance

and

performance

___________

To collect

Lesotho ESI

data

b) tariff approval

c) complaints

handling

d) disputes

handling

e) publications of

annual reports

f) verification of

connections

________________

Hold consultation

meetings with key ESI

stakeholders

Carry out technical

audits of licensee’

systems

________________

Carry out ESI data

survey

_____________

Increased level

of compliance

and improved

performance by

licensees

Technical audits

reports

_____________

ESI data survey

report

b) 1 month

c) 2 weeks

maximum

d) 3 months

maximum

e) 6 months

f) 30 days

______________

2009 -2010

______________

2009 -2010

________________

________________

LEA/M400,000.00

All Directors

________________

Directors Technical,

Economics and

Legal

________________

Director Technical


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To establish

an efficient

records

management

system

Develop a records

management system

An established

registry

Efficient filling

system

Retrieval rates of

records

August 2009

15 minutes

maximum

LEA/ M50,000.00 Director Finance &

Admin


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Strategic Focus 2: Public Awareness, Education and BrandingSustainable

public

empowerment

on electricity

and water

regulation

issues.

To build

alliances with

local, regional

and

international

stakeholders to

actively

promote

awareness of

the Authority

_____________

To promote

civic education

on regulation

i.e. quality

standards,

prices and

quality of

service and

community

obligations in

order to sustain

Develop stakeholder

communications map

Establish a

stakeholders’ forum

Develop calendar for

meetings

__________________

Provide a regular and

relevant information

relating to the Authority

and its progress (

internal Magazines/

Newsletter)

Disseminate

information through the

media and other

networks.

Communications map

in place

Stakeholders’ forum

in place

Quarterly meetings

and record within 7

days

_________________

Number of

Publications

Yearly

2009-2010

______________

Quarterly

LEA/M75,000.00

____________

LEA/M115,000.00

Director

Consumer Affairs

______________

All Directors


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service delivery

_____________

To develop a

communications

strategy for the

Authority.

i) Local

Councillor

s

ii) Licensees

iii) Media

__________________

Develop a

communication

strategy

Develop a Template

for the Authority &

image

Workshops

Public Forums

Radio Shows

_________________

A communication

Strategy

Template

6 Districts a Year

3 times a Year

Quarterly

______________

2010

June 2009

____________M20,000.00

Director

Consumer Affairs


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Strategic Focus 3: AdvocacyOutput Specific

Objectives

Selected

Strategies

(Activities)

Indicators

KPIs

(Measures)

Targets Sources of Funding/

Budget

Responsible

Officer or (By

whom)

Improved

public image,

networking and

collaboration

with key

stakeholders

To advise

Government on

the

establishment

of relevant

institutional

regulatory

framework for

increasing

access to

electricity and

water

_____________

To reduce

delays

Establish and

resource a

dynamic public

relations

function

Facilitate

regular dialogue

and

consultation

with key

stakeholders for

increased level

of support

E.g.

Government

____________

Undertake

regular

Increased levels of

awareness and

cooperation by key

stakeholders

Meetings and

networking

sessions with

stakeholders

________________

Expedited feedback

from the Ministry

2010 -2012

___________________

2009- 2010

LEA/ M27,000.00 Board & CEO

Board & CEO

______________

Board & CEO


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associated with

regulatory

requirements

_____________

To improve the

confidence of

ESI

stakeholders in

the Authority.

meetings with

the office of the

Principal

Secretary of the

Ministry of

Natural

Resources

_____________

Promote

teamwork and

collaboration

among

stakeholders

________________

Number of

Stakeholders

events per annum.

_________________

2 Events per year

________________

CEO

_____________

Board & CEO


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Strategic Focus 4: Facilitating Universal Access (Electricity and Water)Output Specific

Objectives

Selected

Strategies

(Activities)

Indicators

KPIs

(Measures)

Targets Sources of

Funding/ Budget

Responsible

Officer or (By

whom)

Accessible

and affordable

electricity and

water for all.

To raise funds

for

electrification

To raise funds

for potable

water supply

____________

To develop

electricity and

water tariffs in

line with social

Implement criteria

as set out in the

UAF rules

Develop rules for

universal access

fund for water

Raise funds for

universal access

funds

Operationalize the

fund for water

______________

Establish a social

equity - based

criteria for

determining

Disbursement of

funds within 30

days of project

verification

Existence of

Universal Access

fund rules for water

_______________

Outcomes of

opinion surveys on

tariffs design

2010- 2011

2010- 2011

2011-2012

_________________

2009- 2010

GoL, Donors,

Customers

_______________

LEA/ M30,000.00

Directors

(Technical (W),

Economics, LD

and Fin & Admin)

_______________

Directors

Economics and

Technical


---------------------------------------------------------------------------------------------------------------------


equity

considerations

---------------------

To monitor

service

providers

compliance and

performance

electricity and

water tariffs

Develop pro- poor

tariffs / subsidies

------------------------

Develop and

implement a

monitoring and

compliance plan

in line with the

activities of the

fund

Lifeline tariffs

--------------------------

Approval of a

monitoring and

compliance plan

Periodic monitoring

reports

Number of projects

to be implemented

2009 – 2010

-----------------------------

2009-2010

Annually

2010 -2011

------------------------

UAF

-------------------------

Directors

Technical &

Economic


---------------------------------------------------------------------------------------------------------------------


Strategic Focus 5: Ensuring Security of SupplyOutput Specific Objectives Selected Strategies

(Activities)

Indicators

KPIs (Measures)

Targets Sources of

Funding/ Budget

Responsible

Officer or (By

whom)

Water and

electricity

supply

efficiency

and

sufficiency

To identify and

facilitate the

implementation of

efficient use of

electricity and water

programmes

_____________

To determine

generation options

______________

To set guidelines for

efficient use of water

services

Identify and

facilitate the

implementation of

efficient use of

electricity and water

programmes

________________

Determine

generation options

________________

Set guidelines for

efficient use of

water service

Guidelines on

efficient use of

electricity

_______________

Short, medium and

long term options

______________

Guidelines on

efficient use of

water

2009 – 2010

______________

2010-2012

______________

2010-2011

LEA/ M20,000.00

______________

______________

Director Technical

_______________

Directors

Technical and

Economics

_______________

Directors

Technical (W)

Directors

Technical (W)


---------------------------------------------------------------------------------------------------------------------


To encourage

distributed/embedded

generation using

renewable resources

Develop renewable

energy feed-in

tariffs

Participate in

activities to attract

private sector

investors

Guidelines and

rules on renewable

energy feed-in

tariffs.

Number of new

service providers

2009 - 2010

2010 - 2011

Directors

Technical &

Economic


---------------------------------------------------------------------------------------------------------------------


Strategic Focus 6: Human Resource Management and DevelopmentOutput Specific

Objectives

Selected

Strategies

(Activities)

Indicators

KPIs (Measures)

Targets Sources of

Funding/ Budget

Responsible

Officer or (By

whom)

Improved

employee

productivity and

performance at

the work place

To recruit and

retain

competent ,

qualified and

experienced

staff

____________

To train and

develop staff

____________

To redesign

tasks to be

challenging and

interesting

____________

To encourage a

learning culture

Establish an

effective

recruitment and

selection and

retention systems.

______________

Develop a

comprehensive

training and

development

programme.

______________

Redesign tasks

Review position

profiles

______________

Facilitate

Continuous

Acceptance of

job offers by

preferred

candidates

______________

Number of

training programs

______________

Improvement in

climate survey

scores

______________

Levels of self

development

2009 – 2010

____________________

Annually

____________________

2009

___________________

Annually

LEA

______________

______________

CEO & Director

Fin. & Admin

_______________

Director Fin &

Admin

______________

“Director Fin &

Admin

______________

Directors


---------------------------------------------------------------------------------------------------------------------


in the Authority

_____________

To reward good

performance

and desired

behaviour and

attitude.

Professional

Development

(CPD)

_______________

Implement

performance

management

system (PRP-

performance rated

pay/ reward)

initiatives among

staff

Membership of

Professional

Bodies

______________

Percentage of

staff turnover

ratio in critical

positions.

Competitive

remuneration and

benefits package

90 percent of staff

____________________

Less than 15 percent

______________

CEO & All

Directors


---------------------------------------------------------------------------------------------------------------------


6. ConclusionThe strategic plan is a living document that will be subjected to regular critical

review. The challenge is to translate these strategic objectives into

implementation plans at the operational level which will spell out in detail the

indicators, targets and responsibilities. Efforts need to be made to ensure that the

initiative does not lose the momentum and fade away. Strategic management is a

challenging but rewarding task.

Documents

Lesotho Electricity Authority · vision, mission, goals and objectives. The analysis entails the process of critically examining the factors, both internal and external, that have