The outcomes of the costing exercise show that in order to implement the PRS activities in the matrix, the incremental cost to Government will be in the order M1.2 Billion per annum. This represents an increase in total aggregate expenditure of approximately 30%, and would result in Government absorbing economic resources equivalent to over 50% of GDP. As public revenue is expected to decline, this would imply increased deficits, resulting in higher levels of debt and the diversion of resources to debt servicing rather than poverty targeted programmes. Hence, the Government recognises the importance of selecting high priority areas and ensuring the quality of public expenditure through rigorous application of planning and budget procedures.

To some extent, high priority elements of the PRS would be financed through reallocation from lower priority activities which are included within the existing budget ceilings. In addition it may be possible to mobilise additional external sources by presenting the PRS to a donor conference. However, it is vital that public expenditure commitments do not exceed the long term sustainability of the budget by creating maintenance and service obligations which this economy cannot afford.

COSTING METHODOLOGY AND LIMITATIONS

During the initial phase of the PRS a major costing exercise was carried out. All objectives, strategies and activities in the PRS Matrix were costed using a unit cost approach, based on information from different ministries. However, these estimates will require reviewing and revising during PRS implementation, mainly because:

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  The PRS costing was undertaken during 2003/04, and most activities were already ongoing, hence, were budgeted for under 2004/05 and 2005/06. This means that the original incremental costs reflected in this PRS overstates today’s requirements.

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  The PRS costing took place before the prioritisation and ranking of the objectives and strategies. As a result, it covered a wider range of activities, as 755 activities were costed. This proved to be a daunting exercise, as such the outcome should be viewed as indicative.

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  Although the dataset that was compiled provided the basis for the indicative costing of the national priorities, as the PRS evolved and advanced the wording in the implementation matrices changed. Therefore, an investigation was necessary to identify which costing matched activities in these latest matrices.

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  Some of the new activities could not be easily traced, as such do not show related costs (Please note that some activities do not show costs because they do not require additional funds that would justify their costing to be implemented).

Costs are not provided under priorities, ‘Improve Public Service Delivery’ and ‘Scaling up the Fight against HIV and AIDS’. The former is being extensively costed under the three major components of the ongoing Public Sector Improvement and Reform Progamme (PSIRP). HIV and AIDS is a cross cutting issue whose costs have been integrated in other sectors. This priority will be funded through the 2% of the annual recurrent budget earmarked for HIV and AIDS related activities under every ministry. Another source will be the Global Fund, which has awarded Lesotho US$34 Million (US$29 Million for HIV and AIDS, and US$5 Million for Tuberculosis) to be disbursed over a period of five years.

POVERTY REDUCTION STRATEGY PAPER COST MATRIX, 2004/5 TO 2006/7

PRSP NATIONAL PRIORITY ONE: EMPLOYMENT CREATION AND INCOME GENERATION

PRSP NATIONAL PRIORITY ONE: EMPLOYMENT CREATION AND INCOME GENERATION

OBJECTIVES	STRATEGIES	ACTIVITIES	Year 1	Year 2	Year 3	Total	Comments
1.1 Attract foreign direct investment (FDI) and domestic investment	1.1.1 Reduce administrative procedures to speed up the licensing processes.	1.1.1.1 Establish a legal framework for setting up a one stop shop by 2005	50,000	-	-	50,000
		1.1.1.2 Establish a One Stop Shop for speeding up the licensing process	186,000	50,000	50,000	286,000
	1.1.2 Improve and speed up the process of application and issuance of travel documents	1.1.2.1 Computerise the passport issuance system
		1.1.2.2 Undertake stringent supervision to curb corruption.
		1.1.2.3 Decentralise most functions of the department to district immigration offices throughout the country
		1.1.2.4 Improve the capacity of the personnel of the department through training.
		1.1.2.5 Increase the staff complement to cover the increased work load of the district offices
	1.1.3 Provide basic infrastructure that is critical for investment	1.1.3.1 Construct industrial infrastructure in the form of water, electricity, telecommunications, sewer lines, effluent treatment plants and reservoirs at Tikoe, Mohale’s Hoek, Mafeteng and Botha- Bothe.	14,900,940	28,801,880	4,966,980	48,669,800	Costs for transferring 132 kV electricity from Mafeteng to M/Hoek.
		1.1.3.2 Provide factory shells on the above industrial estates, when needed.					TBC
		1.1.3.3 Improve the state of the Maseru Terminal Depot.					To be undertaken by the Private Sector.
	1.1.4 Improve efficiency in attracting foreign and local investment.	1.1.4.1 Preparation of investment promotion materials including an investment code.	200,000	-	-	200,000	For the formulation of the investment code
		1.1.4.2 Define and strengthen role of overseas missions.	996,000	996,000	996,000	2,988,000
		1.1.4.3 Strengthen the Investment Promotion Centre of LNDC.					TBC
	1.1.5 Facilitate International Trade	1.1.5.1 Strengthen capacity to negotiate beneficial trade agreements e.g. AGOA	2,435,400	2,435,400	25,509,200	30,380,000
		1.1.5.2 Promote regional integration of Lesotho’s industrial and commercial activities into the supply chain	684,293	705,029	2,073,615	3,462,937
		1.1.5.2 Improve Customs efficiency					TBC
	1.1.6. Improve labour stability	1.1.6.1 Strengthen tripartite industrial relationships through the establishment of an economic forum or a National Employment Council.	100,000	-	-	100,000	For the establishment of the National Employment Council
		1.1.6.2 Promote labour union development and stability.					TBC
		1.1.6.3 Review current policies and legislation pertaining to labour.	136,250	-	-	136,250	For finalisation of National Employment Policy
		1.1.6.4 Decentralise dispute resolution mechanisms to key districts where major industrial development is planned.					TBC
	1.1.7 Establish a comprehensive social security scheme.	1.1.7.1 Explore the possibility of establishing a comprehensive social security scheme for the formal and informal sectors.					TBC
		1.1.7.2 Introduce old age pension scheme for those aged 70 years and above in 2004/05.					TBC
	1.1.8 Encourage better gender balance in recruitment.	1.1.8.1 Hold negotiations with industrialists to study underlying factors behind the existing gender imbalance in industrial recruitment and to promote gender equality into the work force.					TBC
		1.1.8.2 Promote the acquisition of life skills in order to overcome gender and development problems.					TBC
		1.1.8.3 Strengthen the capacity of gender coordinating structures and establish gender focal points at national and district levels.					TBC
1.2. Support to local Business	1.2.1 Build the skills of entrepreneurs and the local workforce so as to increase their productivity.	1.2.1.1 Formulate a demand based skills development policy framework					TBC
		1.2.1.2 Train entrepreneurs, including retailers, small-scale industries, SMMEs and service operators in business management programmes.	200,000	-	-	200,000	For conducting a training/ manpower needs assessment for entrepreneurs
		1.2.1.3 Establish a skills development fund to finance training of the workforce.					TBC
		1.2.1.4 Develop a skills transfer policy to ensure imparting of skills to the local workforce.					TBC
		1.2.1.5 Undertake post training monitoring and evaluation.					TBC
	1.2.2. Develop sustainable market opportunities.	1.2.2.1 Train negotiators from MTICM, MOFDP, MOFA and the Private Sector in negotiation and analytical skills to enhance their competitiveness in negotiating for market opportunities for locally produced products.					Costed under Activity 1.1.4.1
		1.2.2.2. Train entrepreneurs and the local workforce on quality control and introduce quality assurance procedures.	3,116,667	1,666,667	1,666,667	6,450,001	For establishment of the National Standards Body for standards and quality management.
		1.2.2.3 Organise local entrepreneurs to build horizontal partnerships amongst themselves in order to reduce production costs and supply common markets collectively and meet market requirements.	50,000	-	-	50,000
	1.2.3 Support adoption of appropriate technology.	1.2.3.1 Expand the Bethel Business Community Development project1 (as an ideal model for a technological multi disciplinary skill development centre) to strategic areas in the country.					TBC
		1.2.3.2 Facilitate the adoption of appropriate technology and where necessary link it to a subsidy or credit scheme.					TBC
1.3 Increase support to SMMEs2	1.3.1. Provide comprehensive support that is critical for the development of the SMMEs in the form of training, infrastructure, credit and market opportunities.	1.3.1.1 Complete and approve the SMMEs policy					TBC
		1.3.1.2 Complete micro-lending policy and legislation
		1.3.1.3 Review Government procurement policy to give preference to SMMEs and local indigenous contractors (e.g. through preference margin, joint ventures and sub contracting).
		1.3.1.4 Undertake a comprehensive study on the developmental constraints of the Informal Sector	50,000	-	-	50,000
		1.3.1.5 Identify possible viable backward and forward linkages between SMMEs and large-scale enterprises, and create them.
		1.3.1.6 Introduce Rural Savings and Credit Groups (RSCGs) Scheme that will guarantee loans extended to groups by commercial banks.
		1.3.1.7 Implement the new Export Finance and Insurance Scheme.
		1.3.1.8 Establish new/ Upgrade existing industrial estates in each district, to include District Entrepreneurship Development Centre, which will contain business information centre, training facilities as well as production and marketing outlets.					TBC
		1.3.1.9 Establish Trade points for easy access to information on what Lesotho can sell to or buy from other markets, as well as on available joint venture opportunities.	50,000	0	0	50,000	For conducting a feasibility study for conducting a trade point
		1.3.1.10 Expand and decentralise the following services relevant to the SMMEs needs - business incubation, mentoring, training and counselling.					TBC
		1.3.1.11 Develop and adopt appropriate technologies that meet the needs of SMMEs.
		1.3.1.12 Increase the capacity of Business Development Support (BDS) institutions to deliver quality services relevant to SMME needs.	50,000			50,000	Provide information and support to local SMME Business Councils and LCCI
		1.3.1.13 Provide sites, market shells, display areas, sanitation and water systems in market places and key areas where licensed street vendors operate in urban areas.	50,000			50,000	To promote public private sector dialogue to improve policy and strategies.
		1.3.1.14 Pilot rotational markets that combine provision of mobile basic services (e.g. post, bank, health and telecommunications) with marketing opportunities.
1.4 Make optimal use of natural resources	1.4.1 Develop Agri-Business	1.4.1.1 Identify and promote high value agricultural crops and bi-products that can be marketable.	171,600	171,600	176,800	520,000
			1,188,000	1,188,000	1,224,000	3,600,000	Establish a processing plant for spices, in particular paprika
			36,383	36,383	36,383	109,149	Train staff and farmers
			94,833	94,833	94,833	284,499	Procure transport and equipment
			200,000	-	200,000	400,000	Identify temperate deciduous fruit tree species and screen for adaptability in various agro-ecological zones.
		1.4.1.2. Promote and support market linkages for the use of agricultural products.
		1.4.1.3 Develop irrigation techniques/scheme where appropriate.	568,425	568,425	585,650	1,722,500	Water and irrigation development
		1.4.1.4. Increase quality control at production and processing stages to take advantage of local, regional and international market opportunities.
		1.4.1.5. Develop marketing infrastructure e.g. at Ha Foso exhibition site).
	1.4.2 Develop and diversify the tourism product and encourage community based income generating activities on the tourism sites.	1.4.2.1. Select priority tourism sites for infrastructure development through Public Private Partnership.	2,946,500	3,596,500	65,000	6,608,000	Establish at least 2 pony centres
			72,000	-	-	72,000	Landscape Thaba Boisu
			324,472	324,472	334,560	983,504	Construct pony trails
			2,800,570	-	-	2,800,570	Construct visitors centres and handicraft stalls
			113,896	-	-	113,896	Increase awareness of tourism opportunities (solicit private sector participation)
		1.4.2.2 Encourage income generating activities (e.g. pony trekking, tour guiding, handicrafts, etc.) on tourism sites.
		1.4.2.3 Conduct research into new and additional products to diversify and complement the traditional product range with a view to extend the length of stay and increase average expenditure by tourists in Lesotho.	200,000	-	-	200,000	Analyse market demand by 2004
			50,000	-	-	50,000	Situational analysis for pony project
		1.4.2.5. Develop an information dissemination strategy (e.g. a joint tourist promotional package with the Republic South Africa or linking with travel agencies abroad) to attract tourists to Lesotho.	350,000	-	-	350,000	Inventory on existing attractions
			1,655,333	725,333	725,333	3,105,999	Establish regional, national and local information centres
			250,000	50,000	50,000	350,000	Develop and operationalise a tourism website
		1.4.2.6. Undertake community awareness campaigns for the marketing and preservation of major tourist attractions in the country.	92,000	-	-	92,000	Mobilise communities
			401,452	401,452	413,617	1,216,521	Community education and training on environmental awareness
		1.4.2.7. Participate effectively and meaningfully in major regional and international tourism exhibitions	60,465	60,465	60,465	181,395	Hold annual marketing workshops for the travel trade
			297,588	297,588	297,588	892,764	Attend at least three regional and international tourism fairs every year
		1.4.2.8. Introduce a tourism levy to finance activities of the LTDC and the setting up of a tourism fund, which will fund income-generating activities.	4,901,490	4,901,490	5,050,020	14,853,000	Establish community fund and provide technical support
			50,124,000	-	-	50,124,000	Establish rural eco-tourism enterprise
			200,000	-	-	200,000	Establish code of conduct for tourism
		1.4.2.9 Outsource management contracts for chalets at Mohale by 2004.
	1.4.3 Develop the Mining Industry.	1.4.3.1 Undertake an evaluation of the sandstone reserves in the country.	524,750	-	-	524,750	524,750
		1.4.3.2 Based on the above study, develop the sandstone industry by providing local miners with access to: credit; market and training in business management and quality control.	0	1,219,667	1,224,098	2,443,765	0
		1.4.3.3 Implement the new Mines and Minerals Act 2005.
		1.4.3.4 Explore and exploit additional dolerite quarries to increase local aggregate production.	148,794	1,014,257	1,014,257	2,177,308
			104,000	104,000	104,000	312,000	EIA for clay mining projects.
		1.4.3.5 Explore and exploit additional diamond mines to increase local production.
		1.4.3.6 Undertake Monitoring of mining resources to ensure safety, health and environment.	646,764	-	-	646,764	Strengthen monitoring capacity of DMG
Total			92,756,890	49,970,191	46,919,066	189,646,147

View Table

PRSP NATIONAL PRIORITY ONE: EMPLOYMENT CREATION AND INCOME GENERATION

OBJECTIVES	STRATEGIES	ACTIVITIES	Year 1	Year 2	Year 3	Total	Comments
1.1 Attract foreign direct investment (FDI) and domestic investment	1.1.1 Reduce administrative procedures to speed up the licensing processes.	1.1.1.1 Establish a legal framework for setting up a one stop shop by 2005	50,000	-	-	50,000
		1.1.1.2 Establish a One Stop Shop for speeding up the licensing process	186,000	50,000	50,000	286,000
	1.1.2 Improve and speed up the process of application and issuance of travel documents	1.1.2.1 Computerise the passport issuance system
		1.1.2.2 Undertake stringent supervision to curb corruption.
		1.1.2.3 Decentralise most functions of the department to district immigration offices throughout the country
		1.1.2.4 Improve the capacity of the personnel of the department through training.
		1.1.2.5 Increase the staff complement to cover the increased work load of the district offices
	1.1.3 Provide basic infrastructure that is critical for investment	1.1.3.1 Construct industrial infrastructure in the form of water, electricity, telecommunications, sewer lines, effluent treatment plants and reservoirs at Tikoe, Mohale’s Hoek, Mafeteng and Botha- Bothe.	14,900,940	28,801,880	4,966,980	48,669,800	Costs for transferring 132 kV electricity from Mafeteng to M/Hoek.
		1.1.3.2 Provide factory shells on the above industrial estates, when needed.					TBC
		1.1.3.3 Improve the state of the Maseru Terminal Depot.					To be undertaken by the Private Sector.
	1.1.4 Improve efficiency in attracting foreign and local investment.	1.1.4.1 Preparation of investment promotion materials including an investment code.	200,000	-	-	200,000	For the formulation of the investment code
		1.1.4.2 Define and strengthen role of overseas missions.	996,000	996,000	996,000	2,988,000
		1.1.4.3 Strengthen the Investment Promotion Centre of LNDC.					TBC
	1.1.5 Facilitate International Trade	1.1.5.1 Strengthen capacity to negotiate beneficial trade agreements e.g. AGOA	2,435,400	2,435,400	25,509,200	30,380,000
		1.1.5.2 Promote regional integration of Lesotho’s industrial and commercial activities into the supply chain	684,293	705,029	2,073,615	3,462,937
		1.1.5.2 Improve Customs efficiency					TBC
	1.1.6. Improve labour stability	1.1.6.1 Strengthen tripartite industrial relationships through the establishment of an economic forum or a National Employment Council.	100,000	-	-	100,000	For the establishment of the National Employment Council
		1.1.6.2 Promote labour union development and stability.					TBC
		1.1.6.3 Review current policies and legislation pertaining to labour.	136,250	-	-	136,250	For finalisation of National Employment Policy
		1.1.6.4 Decentralise dispute resolution mechanisms to key districts where major industrial development is planned.					TBC
	1.1.7 Establish a comprehensive social security scheme.	1.1.7.1 Explore the possibility of establishing a comprehensive social security scheme for the formal and informal sectors.					TBC
		1.1.7.2 Introduce old age pension scheme for those aged 70 years and above in 2004/05.					TBC
	1.1.8 Encourage better gender balance in recruitment.	1.1.8.1 Hold negotiations with industrialists to study underlying factors behind the existing gender imbalance in industrial recruitment and to promote gender equality into the work force.					TBC
		1.1.8.2 Promote the acquisition of life skills in order to overcome gender and development problems.					TBC
		1.1.8.3 Strengthen the capacity of gender coordinating structures and establish gender focal points at national and district levels.					TBC
1.2. Support to local Business	1.2.1 Build the skills of entrepreneurs and the local workforce so as to increase their productivity.	1.2.1.1 Formulate a demand based skills development policy framework					TBC
		1.2.1.2 Train entrepreneurs, including retailers, small-scale industries, SMMEs and service operators in business management programmes.	200,000	-	-	200,000	For conducting a training/ manpower needs assessment for entrepreneurs
		1.2.1.3 Establish a skills development fund to finance training of the workforce.					TBC
		1.2.1.4 Develop a skills transfer policy to ensure imparting of skills to the local workforce.					TBC
		1.2.1.5 Undertake post training monitoring and evaluation.					TBC
	1.2.2. Develop sustainable market opportunities.	1.2.2.1 Train negotiators from MTICM, MOFDP, MOFA and the Private Sector in negotiation and analytical skills to enhance their competitiveness in negotiating for market opportunities for locally produced products.					Costed under Activity 1.1.4.1
		1.2.2.2. Train entrepreneurs and the local workforce on quality control and introduce quality assurance procedures.	3,116,667	1,666,667	1,666,667	6,450,001	For establishment of the National Standards Body for standards and quality management.
		1.2.2.3 Organise local entrepreneurs to build horizontal partnerships amongst themselves in order to reduce production costs and supply common markets collectively and meet market requirements.	50,000	-	-	50,000
	1.2.3 Support adoption of appropriate technology.	1.2.3.1 Expand the Bethel Business Community Development project1 (as an ideal model for a technological multi disciplinary skill development centre) to strategic areas in the country.					TBC
		1.2.3.2 Facilitate the adoption of appropriate technology and where necessary link it to a subsidy or credit scheme.					TBC
1.3 Increase support to SMMEs2	1.3.1. Provide comprehensive support that is critical for the development of the SMMEs in the form of training, infrastructure, credit and market opportunities.	1.3.1.1 Complete and approve the SMMEs policy					TBC
		1.3.1.2 Complete micro-lending policy and legislation
		1.3.1.3 Review Government procurement policy to give preference to SMMEs and local indigenous contractors (e.g. through preference margin, joint ventures and sub contracting).
		1.3.1.4 Undertake a comprehensive study on the developmental constraints of the Informal Sector	50,000	-	-	50,000
		1.3.1.5 Identify possible viable backward and forward linkages between SMMEs and large-scale enterprises, and create them.
		1.3.1.6 Introduce Rural Savings and Credit Groups (RSCGs) Scheme that will guarantee loans extended to groups by commercial banks.
		1.3.1.7 Implement the new Export Finance and Insurance Scheme.
		1.3.1.8 Establish new/ Upgrade existing industrial estates in each district, to include District Entrepreneurship Development Centre, which will contain business information centre, training facilities as well as production and marketing outlets.					TBC
		1.3.1.9 Establish Trade points for easy access to information on what Lesotho can sell to or buy from other markets, as well as on available joint venture opportunities.	50,000	0	0	50,000	For conducting a feasibility study for conducting a trade point
		1.3.1.10 Expand and decentralise the following services relevant to the SMMEs needs - business incubation, mentoring, training and counselling.					TBC
		1.3.1.11 Develop and adopt appropriate technologies that meet the needs of SMMEs.
		1.3.1.12 Increase the capacity of Business Development Support (BDS) institutions to deliver quality services relevant to SMME needs.	50,000			50,000	Provide information and support to local SMME Business Councils and LCCI
		1.3.1.13 Provide sites, market shells, display areas, sanitation and water systems in market places and key areas where licensed street vendors operate in urban areas.	50,000			50,000	To promote public private sector dialogue to improve policy and strategies.
		1.3.1.14 Pilot rotational markets that combine provision of mobile basic services (e.g. post, bank, health and telecommunications) with marketing opportunities.
1.4 Make optimal use of natural resources	1.4.1 Develop Agri-Business	1.4.1.1 Identify and promote high value agricultural crops and bi-products that can be marketable.	171,600	171,600	176,800	520,000
			1,188,000	1,188,000	1,224,000	3,600,000	Establish a processing plant for spices, in particular paprika
			36,383	36,383	36,383	109,149	Train staff and farmers
			94,833	94,833	94,833	284,499	Procure transport and equipment
			200,000	-	200,000	400,000	Identify temperate deciduous fruit tree species and screen for adaptability in various agro-ecological zones.
		1.4.1.2. Promote and support market linkages for the use of agricultural products.
		1.4.1.3 Develop irrigation techniques/scheme where appropriate.	568,425	568,425	585,650	1,722,500	Water and irrigation development
		1.4.1.4. Increase quality control at production and processing stages to take advantage of local, regional and international market opportunities.
		1.4.1.5. Develop marketing infrastructure e.g. at Ha Foso exhibition site).
	1.4.2 Develop and diversify the tourism product and encourage community based income generating activities on the tourism sites.	1.4.2.1. Select priority tourism sites for infrastructure development through Public Private Partnership.	2,946,500	3,596,500	65,000	6,608,000	Establish at least 2 pony centres
			72,000	-	-	72,000	Landscape Thaba Boisu
			324,472	324,472	334,560	983,504	Construct pony trails
			2,800,570	-	-	2,800,570	Construct visitors centres and handicraft stalls
			113,896	-	-	113,896	Increase awareness of tourism opportunities (solicit private sector participation)
		1.4.2.2 Encourage income generating activities (e.g. pony trekking, tour guiding, handicrafts, etc.) on tourism sites.
		1.4.2.3 Conduct research into new and additional products to diversify and complement the traditional product range with a view to extend the length of stay and increase average expenditure by tourists in Lesotho.	200,000	-	-	200,000	Analyse market demand by 2004
			50,000	-	-	50,000	Situational analysis for pony project
		1.4.2.5. Develop an information dissemination strategy (e.g. a joint tourist promotional package with the Republic South Africa or linking with travel agencies abroad) to attract tourists to Lesotho.	350,000	-	-	350,000	Inventory on existing attractions
			1,655,333	725,333	725,333	3,105,999	Establish regional, national and local information centres
			250,000	50,000	50,000	350,000	Develop and operationalise a tourism website
		1.4.2.6. Undertake community awareness campaigns for the marketing and preservation of major tourist attractions in the country.	92,000	-	-	92,000	Mobilise communities
			401,452	401,452	413,617	1,216,521	Community education and training on environmental awareness
		1.4.2.7. Participate effectively and meaningfully in major regional and international tourism exhibitions	60,465	60,465	60,465	181,395	Hold annual marketing workshops for the travel trade
			297,588	297,588	297,588	892,764	Attend at least three regional and international tourism fairs every year
		1.4.2.8. Introduce a tourism levy to finance activities of the LTDC and the setting up of a tourism fund, which will fund income-generating activities.	4,901,490	4,901,490	5,050,020	14,853,000	Establish community fund and provide technical support
			50,124,000	-	-	50,124,000	Establish rural eco-tourism enterprise
			200,000	-	-	200,000	Establish code of conduct for tourism
		1.4.2.9 Outsource management contracts for chalets at Mohale by 2004.
	1.4.3 Develop the Mining Industry.	1.4.3.1 Undertake an evaluation of the sandstone reserves in the country.	524,750	-	-	524,750	524,750
		1.4.3.2 Based on the above study, develop the sandstone industry by providing local miners with access to: credit; market and training in business management and quality control.	0	1,219,667	1,224,098	2,443,765	0
		1.4.3.3 Implement the new Mines and Minerals Act 2005.
		1.4.3.4 Explore and exploit additional dolerite quarries to increase local aggregate production.	148,794	1,014,257	1,014,257	2,177,308
			104,000	104,000	104,000	312,000	EIA for clay mining projects.
		1.4.3.5 Explore and exploit additional diamond mines to increase local production.
		1.4.3.6 Undertake Monitoring of mining resources to ensure safety, health and environment.	646,764	-	-	646,764	Strengthen monitoring capacity of DMG
Total			92,756,890	49,970,191	46,919,066	189,646,147