Lesotho PVO/NGO assessment : the potential for an increased role in USAID/Lesotho's transition strategy

PVOs and indigenous NGOs in Lesotho to expand participation in the USAID/L program. The evaluation is based on interviews with nearly 40 U.S. PVOs, 25 Lesotho NGOs, major donors, international volunteer organizations, and several consulting firms and training institutes. Like their counterparts in most developing countries, most Lesotho NGOs -- including many "modernized" church-related groups -- are new and inexperienced organizations, functioning largely through volunteer members, and working in development areas in which they have great interest but limited experience. Institutional strength in management, technical, and absorptive capacity is understandably low in these institutions; consequently, their potential outreach and developmental capacity are limited. The environment within which Lesotho NGO's operate consists of three institutional forces -- the Government of Lesotho (GOL), the donor community, and U.S. PVOs. The GOL is supportive of NGO and PVO programs, making it easy for NGOs to register, obtain tax exempt status (something which is difficult in other countries), and set up programs. While there has been some tension between the GOL and a number of the progressive NGOs, especially those with agendas of social transformation and change, these are still permitted to operate. Due to the failure to GOL and other traditional means of reaching the grassroots level, donors have also shown strong support for Lesotho NGOs. This support, which comes largely from multilateral rather than bilateral agencies, has focused on NGOs with a proven track record and has generally neglected building up NGO institutional capacity. There are only five U.S. PVOs operating in Lesotho, each with a long-term focus and significant private funding. These PVOs have traditionally developed their own country programs, unconcerned with donor funding or collaboration with other members of the development community. They expressed interest in the objectives of the present study and felt that with additional funding they could expand their development programs, though these do not necessarily correspond to USAID/L's development priorities. In contrast, U.S. PVOs not established in Lesotho are a newer breed, specialized providers of management and technical assistance to public and private sector institutions, and, increasingly, to their counterparts in the developing world. These PVOs have significant experience with USAID and in South Africa, and see their role as supporting Lesotho's NGO programs, not as establishing their own. The assessment concludes that partnerships between those U.S. PVOs without Lesotho programs and Lesotho NGOs would have the greatest long-term developmental impact. Also, while some PVOs merit support for establishing or maintaining programs, the most effective role for a U.S. PVO would be to support Lesotho NGOs. The assessment also finds that donor funding for PVOs/NGOs in Lesotho will increase over the next 3-5 years, though still neglecting PVO/NGO institutional development and sustainability issues. It is recommended that USAID/L make a commitment to strengthening indigenous NGOs, including assistance in new sectoral focus areas such as agricultural/natural resource management, AIDS and family planning, enterprise development, and democratization, with U.S. PVOs working as partners with Lesotho NGOs. USAID/L should channel its support through an umbrella intermediary. Finally, political and social divisions, and tensions arising from religious affiliation, are a reality in Lesotho, and must be taken into account when considering grant support to religious development institutions.