MALI-SUBNATIONAL GOVERNANCE PROGRAM - PDF Server

OCTOBER 2016

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech/ARD, Inc.

MALI-SUBNATIONAL GOVERNANCE PROGRAM Quarterly Report: October-December 2016

USAID-funded embedded technical advisers received orientation and start up kits from Mali-SNGP

This publication was produced for review by the United States Agency for International Development by Tetra Tech/ARD, Inc, through USAID Contract Number AID-Mali Sub-National Governance Program. This report was prepared by: Tetra Tech/ARD, Inc 159 Bank Street, Suite 300 Burlington, Vermont 05401 USA Telephone: (802) 658-3890 Fax: (802) 495-0282 E-Mail: [email protected] Tetra Tech/ARD, Inc Contacts: Kadidia Dienta, Chief of Party Sarah Leddy, Project Manager 159 Bank Street, Suite 300 P.O. Box 1397 Burlington, VT 05402 Tel: (802) 495-0282 Cover Photo: After hiring seven Malian Technical Assistants who will support Regional

Development Agencies in Mali, Mali SNGP provided them with technical orientation and start up kits prior to their move to join the agencies where they will be embedded.

Photo by: Mali SNGP.

http://ardbtvweb/ardis/ContractDetail.aspx?CID=3385&POT=2&POID=3406

MALI SUB-NATIONAL GOVERNANCE PROGRAM QUARTERLY REPORT: OCTOBER–DECEMBER 2016

JANUARY 2017

DISCLAIMER The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

MALI SNGP: QUARTERLY REPORT (OCTOBER – DECEMBER 2016) I

TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS ............................................................................ 1 EXECUTIVE SUMMARY .................................................................................................. 3 INTRODUCTION .................................................... ERROR! BOOKMARK NOT DEFINED. 1.0 STRENGTHENING NATIONAL AND SUBNATIONAL PUBLIC

FINANCIAL MANAGEMENT……………………………………………… 1.1 PROGRESS TOWARD PERFORMANCE INDICATORS ............................................. 10

1.1.1 Accomplishments This Quarter ............................................................................... 10 1.1.2 Ongoing Key Activities ............................................................................................... 13 1.1.3 Key Activities Completed This Quarter .... Error! Bookmark not defined. 1.1.4 Issues/Problems Encountered ................................................................................... 13

2.0 IMPROVE COORDINATION AND COMMUNICATION BETWEEEN NATIONAL AND SUB-NATIONAL GOVERNMENT AND CIVIL SOCIETY ................................................................................................................................ 14 2.1 PROGRESS TOWARD PERFORMANCE INDICATORS ............................................. 15

2.1.1 Accomplishments This Quarter ............................................................................... 15 2.1.2 Ongoing Key Activities ............................................................................................... 16 2.1.3 Issues/Problems Encountered ................................................................................... 17

3.0 THE CGSP CONDUCTS PERFORMANCE AUDITS THAT MEET INTERNATIONAL STANDARDS AND IS ABLE TO MONITOR SERVICE DELIVERY AT THE NATIONAL AND SUB-NATIONAL LEVELS ................ 18 3.1 PROGRESS TOWARD PERFORMANCE INDICATORS ............................................. 18

3.1.1 Accomplishments This Quarter ............................................................................... 18 3.1.2 Ongoing Key Activities ................................... Error! Bookmark not defined. 3.1.3 Key Activities Completed This Quarter .... Error! Bookmark not defined. 3.1.4 Issues/Problems Encountered ....................... Error! Bookmark not defined.

4.0 GENDER INTEGRATION.................................................................................... 20 4.1 PROGRESS TOWARD PERFORMANCE INDICATORS ............................................. 20

4.1.1 Accomplishments This Quarter ............................................................................... 20 4.1.2 Ongoing Key Activities ............................................................................................... 20 4.1.3 Completed Key Activities This Quarter .... Error! Bookmark not defined. 4.1.4 Issues/Problems Encountered ................................................................................... 23

5.0 OUTREACH AND COMMUNICATIONS ......................................................... 20 5.1 SYNERGY ACTIONS .............................................................................................................. 25

6.0 PLANNING, MONITORING AND EVALUATION AND REPORTING ......... 27

7.0 PROJECT MANAGEMENT .................................................................................. 29 7.1 PERSONNEL .............................................................................................................................. 29 7.2 NON-EXPENDABLE PROPERTY ........................................................................................ 30 7.3 LEGAL ASPECTS ...................................................................................................................... 30 7.4 SUBCONTRACTORS ............................................................................................................. 30 7.5 BUDGET AND EXPENSES .................................................................................................... 30 7.6 CONSULTANTS ...................................................................................................................... 31 7.7 CALENDAR OF ACTIVITIES AND DELIVERABLES ...................................................... 31

ANNEX A. DELIVERABLES ......................................................................................... 32 ANNEX B. CALENDAR OF ACTIVITIES FOR NEXT QUARTER ............................ 33

MALI SNGP: QUARTERLY REPORT (OCTOBER – DECEMBER 2016) 1

ACRONYMS AND ABBREVIATIONS

ACCM Association des Conseils de Cercles du Mali

ADR Agence de Développement Régional

AMM Association des Municipalités du Mali

ANICT Agence Nationale d’Investissement des Collectivités Territoriales

ARM Association des Régions du Mali

CADD Cellule d’Appui à la Décentralisation et à la Déconcentration

CERFIP Cercle d’Etudes et de Recherches en Finances Publiques

CFCT Centre de Formation des Collectivités Territoriales

CGSP Contrôle Général des Services Publics

CROCSAD Comité régional d’Orientation, de Coordination et de Suivi des Actions de Développement

COP Chief of Party

COR Contracting Officer’s Representative

GSB Groupe de Suivi Budgétaire

CSCCA Cours Supérieure des Comptes et des Contentieux Administratifs

CSO Civil Society Organizations

CT Collectivités Territoriales

DCOP Deputy Chief of Party

DGCT Direction Générale des Collectivités Territoriales

DGI Direction Générale des Impôts

FOIA Freedom of Information Act

GOM Government of Mali

M&E Monitoring and Evaluation

MEF Ministère de l’Economie et des Finances

MATDRE Ministère de l’Administration Territoriale, la Décentralisation et de la Réforme de l’Etat

MOU Memorandum of Understanding


MINUSMA Mission des Nations-Unies pour la Stabilisation du Mali

MSHP Ministère de la Santé et de l’Hygiène Publique

PADRE/GIZ Programme d’Appui à la Décentralisation et à la Réforme de l’Etat

PEA Political Economy Analysis

PFM Public Financial Management

PMP Performance Monitoring Plan

PPM Pharmaçie Populaire du Mali

SEDADME Schéma Directeur d’Approvisionnement et de Distribution en Médicaments Essentiels

SNGP Sub National Governance Program

SOW Statement of Work

USAID United States Agency for International Development

WILDAF Women in Law and Development in Africa


INTRODUCTION

The Mali Sub-National Governance Program (Mali-SNGP) is the fourth generation of a decentralization and local governance-support program funded by USAID in Mali. The Shared Governance Program was previously implemented by Management System International (MSI) (PGP and PGP2, 2003-2012), and the Women in Local Governance Project implemented in consortium by Development and Training Services (DTS) and Winrock International (2003-2005).

Mali-SNGP builds on more than two-decade’s worth of local government strengthening programs in Mali. For this reporting period Mali-SNGP combined a focus on a range activities including capacity building of regional elected officers, staff of newly established ADRs; deconcentrated technical services; and providing training and technical assistance to controllers and auditors within the Controle General des Services Publiques (CGSP) and to civil society organizations including women’s groups throughout the regions.

The report is organized to provide information on progress made toward achieving performance indicators in relationship to the program Work Plan approved by USAID. The report isorganized according to activities under each component highlighting major achievements; challenges encountered and planned activities for next quarter.

The report also contains information related to program Administration, finances and annexes on Deliverables, Calendar of Activities for next Quarter and Summary of Financial Costs and Level of Efforts.

LOCAL CONTEXT

Decentralization in Mali became effective following the 1999 first communal elections with the creation of 703 communes. One characteristic of Mali’s decentralization system is the devolution of decision-making powers to local collectivities regarding the planning, budgeting, implementation and management of their development programs/investments. The GOM transferred three major responsibilities for delivery of basic services to municipalities/subnational governments in the areas of education, health and access to potable water. Municipalities are within clear and legally delimitated geographical boundaries where they perform these public functions under the technical oversight of de-concentrated government entities.

The Malian administrative system is composed of three layers of local government: Regional, Circle and Communal. At each level, there is a management body:

• Communal Council: The communal council is under the technical supervision of the prefects to ensure that the communal council proceedings are consistent with government legislation and that they are responsible for endorsing the development plans before the commune could access state funding to implement their proposed investments. The administration and other state technical services support and advise municipal councils according to their competences and opportunities;


• Circle Councils: Communal counsellors elect members of the Circle Council for a five-year mandate. They are mainly responsible for the overall development of the circle (planning, budgeting and implementing) and are consulted by the State and the region for any issue related to the development of the circle. Among their attributes are development of the budgets and accounts of the circle, and policy creation and management of public services especially in the following areas: education, health, some road infrastructure and rural hydraulics. The Circle is also responsible for the institution of remunerative taxes according to the law.

• Regional Councils: Like the circle councils, regional council members are elected by circle councilors for the regional level. Among the mandate of the regional Councils is the overall development and implementation of policies at the sub-national level.

The partnership between the state and the three levels of Local Government is based on various sets of terms to regulate the collaboration. However, despite the existence of many decrees and orders regarding the regulation of the relationship between the central and local Governments in the management of basic health, education, and potable water, the transfer of technical and financial resources has been slow and is still not fully effective.

Therefore, for more than two decades, decentralization remained plagued by significant structural weaknesses. The GOM promulgated many laws and decrees that unfortunately in practice are not implemented effectively. Local collectivities could not achieve their full autonomy with inadequate financial capacities limiting their ability to provide basic social services in the areas of health and education, two of the competences transferred to them under the decentralization law. There remains a persistent “disconnect” between decentralization reform and Public Financial Management (PFM) reform. It is this disconnect that the GOM is seeking to overcome to realize the best potential of the Peace Accord. Mali-SNGP supports that policy to enhance the efficiency, transparency, and accountability of the PFM systems at the national and regional levels; from budget approval to actual obligation and transfer of funds (for both the investment and operational budget) to both central ministries and sub-national governments (the new regions, circles, and communes).

Still, the Government remains highly centralized and the deconcentrated services remain underserved due to limited availability of financial resources at the subnational levels. Public financial management systems need major improvements at both the national and regional levels as heavy administrative structures have always hampered opportunities for transparency and accountability. Local collectivities’ fiscal autonomy remains unsuccessful. Legally, their financial resources are from two sources: the finances transferred from the Central Government and internal resources. Almost all local collectivities have very limited capacity to mobilize internal resources and are not able to manage the fiscal tools given to them by law. Moreover, because of lack of trust in the central government, citizens have the tendency not to participate in the regional development programming and implementation processes.

Following the 2012 Military Coup and the occupation of the Northern Regions by a group of Jihadists, the Republic of Mali experienced an unprecedented chaotic political and security situation. Mali is no longer referred to as the poster child for a successful democracy in West


Africa. Since then, the absence of local authorities and administration (deconcentrated services) in many cities in the Northern regions, and particularly in Kidal, has seriously undermined Mali’s Decentralization process.

On June 15, 2015, a Peace and National Reconciliation Agreement for Mali was signed in Bamako. Many of the provisions of this agreement are in line with USAID/Mali’s Country Development Cooperation Strategy (CDCS) that states that if responsive and accountable service delivery is increased and the rule of law is respected in Mali, then public trust in government will be improved. In that context, Mali Sub-National Governance Program aims to “advance Mali’s decentralization process by creating and institutionalizing effective financial and asset management procedures, containing corruption and improving overall operational efficiency in the management of Mali’s financial resources between Bamako and the regions, thus ensuring that public funds intended for decentralized services are delivered effectively and transparently.”

Currently, several developments signal that the current political environment is opportune to move Mali’s public financial management and accountability reforms forward. The Government of Mali adopted a series of laws and policies to guide decentralization process:

• ’’Ordonance No. 2015-017/P-RM of April 2, 2015 related to the creation of the Agences de Développement Régional (ADR) - Regional Development Agencies”

o Article 1: The decree outlines the organization and the operational modalities of the Regional Development Agencies;

o Article 2: The Regional Development Agencies are under the authority of the Ministry in charge of Territorial Collectivities;

o Regarding Funding and Resources to Local Collectivities: Article 14 under Chapter 6 of the Peace and National Reconciliation Agreement, provides that ‘’the Government vows to put in place by 2018 a mechanism under which it will transfer 30% of government budget to subnational governments with a special focus on the northern regions based on criteria to be worked out.’’

• Le Document Cadre de Politique Nationale de Décentralisation (2015-2024) (National Policy for Decentralization Strategy Paper.)

• Decree No. 06-436/P-RM of October 16, 2006 that defines the terms and conditions of cooperation between Territorial Collectivities within the Republic of Mali.

• Decree No. 2014-049 of September 19, 2014 related to the creation, organization and control of public services;

• Decree No. 2013-028 of July 11, 2013 related the Finance Bill - Loi des Finances. The focus of Mali SNGP is to improve Public Financial Management (PFM) with special concentration on health and education systems.

• Under Chapter 2 of the Peace and National Reconciliation Agreement, actions to be taken to ensure a better governance include ‘’putting in place an institutional architecture based on subnational government elected at the universal suffrage and with extended powers.’’ SNGP will support elected officials at the regional level once they take office after the


elections. Under gender integration activities, SNGP will work with CSOs to reinforce their advocacy and lobbying capacities to ensure the application of the 30% quota.

Regarding Gender Integration, some notable efforts are made to accelerate the integration of women in development, within the government and with civil society. However, socio-cultural issues such as early marriages, illiteracy, the influence of traditions, and multiple pregnancies and pregnancies at close intervals continue to hamper this integration. Therefore, much remains to be done to integrate Malian women fully into the country’s development processes, particularly regarding formal decision-making.

Mali SNGP program is in line with USAID’s 2012 Gender Equality and Female Empowerment Policy that is to improve the lives of citizens around the world by advancing equality between women and girls to participate fully in and benefit from the development of their societies. Looking at Mali’s current political, social, economic, and cultural environment all of the seven principles of the women empowerment policy apply.

Throughout the implementation process of program activities, SNGP will consider these principles to address Mali’s gender imbalances at the policy, institutional, and technical levels. SNGP, in collaboration with WILDAF, will systematically work to integrate and address gender issues related to public financial management and local development, and increase gender participation in regional-level development planning, implementation, and monitoring.

PROJECT SCOPE AND PURPOSE

Mali Sub-National Governance Project is a five-year, US $ 21-million program with a two-year option during the third year of successful implementation of activities toward achieving program objectives. The overall goal of Mali-SNGP is “to advance Mali’s decentralization process by creating and institutionalizing effective financial and asset management procedures, containing corruption, and improving overall operational efficiency in the management of Mali’s financial resources between Bamako and the regions, thus ensuring that public funds intended for decentralized services are delivered effectively and transparently.”

Mali-SNGP is in support of many of the Government of Mali’s new initiatives and policies. To this end, the program focuses on Public Financial Management (PFM) as a catalyzing theme and consists of three major interrelated components and a crosscutting issue of gender integration throughout all three components:

1. Strengthen national and regional PFM systems; 2. Improve coordination and communication between national and sub-national governments

and civil society; 3. Improve the capacity of the Contrôle Général des Services Publics (CGSP) to conduct

performance audits that meet international standards and to monitor public spending and service delivery at the national and sub national levels, and;

4. Gender Integration.


The program implementation approach is based on the Theory of Change that identifies the key barriers to decentralization within Mali’s political environment, including the lack of capacity and accountability, a poor intergovernmental coordination, weak communications between both national and sub-national government and civil society, and equity deficits. Secondly the approach incorporates USAID’s new DRG Strategy – that is to “Support the establishment and consolidation of inclusive and accountable democracies to advance freedom, dignity, and development.”

Table: SNGP Theory of change

Indeed, and compared to other countries in the sub-region, Mali has, on paper at least, very good rules, systems, and regulations regarding PFM. However, these rules and regulations are not always followed or enforced. Since 2001, Mali has put in place (with the assistance of international donors) one of the most efficient “fiscal transfer systems” for local investment needs in the region, with the creation of the Agence Nationale d’Investissement des Collectivités Territoriales (ANICT), which facilitated the transfer of 189 billion CFA to local governments between 2001 and 2010.

Local governments and civil society alike, however, argue otherwise. For them, the key barrier is not technical, but rather of a political nature. Some central level agencies have opposed the decentralization reforms due to the reforms’ implications for their interests in terms of public


procurement which has been a source of all types of illicit enrichment. Finally, there are also the “hurdles” of the “expenditures chain” (from allocation to actual obligation) of already allocated funds for each level by the Loi des Finances after its approval by the Parliament, that create additional obstacles. This paradox has continued to hinder Mali’s decentralization despite two decades of reform.1 With the new regionalization policy, Mali can no longer wait for the perfect PFM system to be developed before moving forward the decentralization reform agenda. The still fragile peace in the North can be derailed again and further undermine the equally fragile national unity of the country.

Yet, prior to delving into the problems that SNGP is designed to mitigate, it must be acknowledged that despite the incomplete nature of Mali’s ambitious decentralization vision, considerable progress has been made in establishing a legal and regulatory environment in principle conducive to effective deconcentrated and decentralized entities.

This deliverable (Quarter 1 Report) summarizes major activities and progresses made during the period from October 01 to December 31, 2016 in year 2 of the USAID/Mali SNGP program.

1 Mali decentralization laws, especially the “Code des Collectivités Territoriales,” which was revised several times, have always insisted, “No transfer of service mandates to local governments will occur without a commensurate transfer of resources.” The reality, though, has been different up until the recent new opening.


1.0 STRENGTHENING NATIONAL AND SUBNATIONAL PUBLIC FINANCIAL MANAGEMENT

Theory of Change: The theory of change for this component is as follows: IF national and sub-national public financial management systems and administrative systems are strengthened, and sub-national government institutions show improved understanding and skills on how to manage the resources they are given, THEN the central government will have more confidence in sub-national systems and will be more willing to transfer resources. IF decentralization occurs, THEN service delivery will be increasingly responsive and accountability to citizens and public trust in government will improve. In Mali, budget allocation and preparation remain highly centralized. Despite the long-stated commitment of the GOM to decentralization, the transfer of resources to the three levels of territorial collectivities remains highly unpredictable and uncoordinated with the budget cycles of the regions, circles, and communes.

The ultimate objectives of this component are to enhance the budget process, from preparation to monitoring, to strengthen linkages in budget preparation at all levels and to improve the transparency of financial management (disbursement chain) and procurement of goods and services. Therefore, our technical strategy involves building on USAID’s long history of support to promote decentralization and local governance in Mali, linking with other USAID development programs as well as its donors’ programs, and involving stakeholders in strategic review and consultation sessions to align SNGP with the GOM’s priorities to render the technical support and results obtained more sustainable.

Throughout this reporting period, the program has worked with government technical services at both the national and regional levels to build their capacities, integrate new tools for successful and sustainable public financial management, and improve the reliability and consistency of the transmission of financial information among different stakeholders involved in fiscal decentralization. SNGP has completed the hiring process for seven technical assistants who are now embedded in the Agence de Développement Régionale (ADR) (Bamako, Kayes, Segou, Koulikoro, Sikasso, Tombouctou, Mopti) and the CADD of the Ministry of Economy and Finance. One pillar of the Peace and National Reconciliation Agreement - Accord pour la Paix et la Reconciliation Nationale - is the creation of the ADRs. As new regional entities, the role of the ADRs is to provide technical assistance and guidance to elected bodies at the regional, circle and communal levels in order to help them effectively play their roles and responsibilities as key actors in the development of their respective jurisdictions. Although the staff of the ADR are technically qualified, they are limited in numbers and need assistance to ensure effective accomplishment of their mandate to promote participatory sustainable regional development. The embedded TA will closely work with the ADRs to provide technical assistance in various areas based on the MoU signed between SNGP and the ADRs.

On December 15, SNGP conducted a daylong orientation for the hired technical assistants and provided them with startup kits for their deployment with their host agencies. Once on board, the embedded technical assistants will provide hands-on technical assistance to subnational entities in executing their budgets in a timely fashion to enable better implementation of sector plans; and


align the regional budget planning process with the central level budget planning cycle. SNGP is currently working on identifying and hiring embedded technical assistants for Gao and Kidal and the CADDs for the Ministries of Health and Education.

1.1 PROGRESS TOWARD PERFORMANCE INDICATORS

1.1.1 MAJOR ACCOMPLISHMENTS THIS QUARTER

Activities completed during this reporting period include organization of regional workshops to inform regional development stakeholders and raise their awareness on the roles and responsibilities of the ADRs, thus assisting the latter in their establishment. These activities involved representatives of deconcentrated technical services and other regional development stakeholders.

Support the Establishment of ADRs: In this respect, SNGP initiated and supported the following activities:

SNGP Presence in the Northern region of Gao: Since its start, SNGP has been expanding its presence in the northern regions, either directly or through its local implementing partners. During this reporting period, Mali-SNGP has further spread its wings to the northern region of Gao, supporting four major events from December 20-23. These events were: (1) public debates on budget allocation process with the regional council of Gao; (2) presentation of findings from a fact-finding tour of subnational entities in the region of Gao by the ADR to identify development programs in the region; (3) holding of the Comité régional d’Orientation, de Coordination et de Suivi des Actions de Développement (CROCSAD); and (4) an information-sharing workshop with community leaders in the region of Gao on

the ADR and the regional development plans/programs. Mali-SNGP Components 1 and 2 along with a gender presentation synergistically implemented all four activities. For three days, under the lead of the Governor of Gao, Gao regional development stakeholders, including the ADR and its partners, the regional council, the mayor, community leaders, civil society organizations, local and foreign NGOs, and MINUSMA got together and were presented the first ever development plan for the region.

Information Sharing and Awareness Raising workshop on the roles and responsibilities of the ADR of Sikasso, November 17-18, 2016: Chaired by the Governor of the Region of Sikasso, the workshop shared information with subnational entities, the administration, technical services, NGOs, civil society organizations, and the media on the roles and responsibilities of the ADR of Sikasso. The workshop also endorsed the ADR’s Strategic Plan

Good turnout by Communities leaders and GOM officials of Gao at SNGP- supported information sharing meeting with the regional ADR.


of Support to decentralization stakeholders in the region. SNGP also combined this activity with a public debate on budget allocation processes of the regional council of Sikasso for FY 2017. Participants in the opening ceremony included the Governor of Sikasso, the President of the Regional Council, and the representative of the mayor.

Information sharing and awareness raising workshop on the roles and responsibilities of the ADR of Ségou, November 1, 2016: The Governor of Ségou kicked off the one-day workshop along with SNGP Chief of Party, the President of the Regional Council of Ségou, the Mayor of Ségou and the Director of the ADR of Ségou. The objective of the workshop was to inform participants on the roles and responsibilities of the ADR in regional development and identify windows of opportunities for collaboration with other regional development stakeholders (decentralized technical services, projects, programs and NGOs working in the region as well as civil society organizations and the media.)

Information sharing and awareness raising workshop on the roles and responsibilities of the ADR of Kayes in regional development, Kayes, October 5-6: As part of its

support to the establishment and operation of the ADR of Kayes, SNGP supported a two-day information sharing and awareness-raising workshop in partnership with ADR of Kayes. The purpose of the workshop was twofold: (1) to discuss and share information on the roles and responsibilities of the newly established ADR with other regional development stakeholders; and (2) to come up with a better approach to facilitate collaboration between the ADR and other stakeholders, including local NGOs and donors in the region. More importantly, SNGP was honored with the presence of the U.S. Ambassador at the opening ceremony of the workshop where he gave a speech that emphasized the long-term friendship

between the U.S. and Mali Governments, and reiterated the USG’s support to Mali’s development efforts through USAID. The over 100 attendees included regional officials, representatives of deconcentrated technical services, and local development professionals and stakeholders in Kayes.

The U.S. Ambassador joined regional development stakeholders in Kayes to kick off the information-sharing workshop with the ADR. Photo: Mali SNGP


Recruitment of Embedded Technical Assistants: During this reporting period, SNGP completed the recruitment process of seven Technical Assistants to be embedded in the ADRs of the District of Bamako and in in six regions (Kayes, Koulikoro, Sikasso, Ségou, Mopti and Timbuktu) and the CADD of the Ministry of Economy and Finance. SNGP is currently recruiting for qualified candidates for the ADRs of Gao and Kidal. SNGP and the Ministry of Health are also working on the profile of a technical assistant that best suits their CADD. Out of the applicants, three women were selected for the ADRs of Ségou, Koulikoro and Mopti. For the selection process, SNGP set up a Technical Evaluation and Selection Committee to lead the participatory process, which included, the DGCT, and representatives of the ADRs and CADD. The committee met on October 21, 2016 and shortlisted thirty applicants out of 174 applications received followed by interviewed and final selection. Assessment of resources/assets available in the Health and Education Sectors at central & regional levels: Mali-SNGP has worked closely with the ADR of Bamako and at the regional levels to define the scope of an assessment to identify potential resources and assets available in the health and education sectors in these subnational entities. The findings of the assessment will inform decision makers at the subnational level in their approaches to resource mobilization. On October 19, SNGP and the ADR of Bamako discussed the assessment as a follow-on to an earlier meeting held on September 5, 2016, in which both parties agreed to review documentation on education and health systems mapping conducted by UNICEF in 2014. Mali-SNGP’s assessment will build on this additional information to address areas not covered by previous assessments.

Support to education & health-related governance structures: On October 13, 2016, Mali SNGP met with the CADD of the Ministry of Education to discuss the signing of the MoU that formalizes SNGP’s partnership with and support to the Ministry of Education through its CADD. Discussions culminated in the signing of the Partnership MoU with the CADD early in January.

Increase Local Collectivities’ resource mobilization capacities: Planning to provide support to local collectivities is ongoing. Mali SNGP and the ADR of Bamako have held a series of meetings to map resources available. SNGP is building on a mapping of resources available in education and health sectors which UNICEF and WHO jointly conducted in 2014. Tax collection tools will be developed by the program to assist the District of Bamako to improve their capacities to levy more taxes in the area of sanitation and waste management. During the same period, Mali SNGP also met with the Finance Director of the District of Bamako to discuss ways

Group photo with newly hired embedded TAs during their orientation session, December 15, 2016. Photo: Mali SNGP.


to improve resource mobilization strategies and mechanisms. One major takeaway from this meeting is the need to train financial staff of the District in subnational budget development processes. Prior to this training, Mali-SNGP and the District are taking stock of the tools available.

Provide assistance to Sub-National entities to improve their performance: Mali SNGP met with the Head of the Division of the Direction Nationale du Trésor et de la Comptabilité Publique (DNTCP) to discuss windows of partnership. Areas identified included the roll out training on an accounting software for agents at the regional level. Two partners were involved in the training on the software in the regions of Ségou, Mopti and Kayes. DNTCP also requested Mali SNGP's support to scale up the training to the northern regions of Timbuktu, Gao, Kidal, Taoudeni and Menaka. DNTCP has submitted the Scope of work of the training to Mali SNGP for consideration, given that Mali is switching to the WAEMU financial system.

Technical Assistance to Implementing Partners at National and Regional Level: During this reporting period, Mali SNGP completed the recruitment process of Technical Assistants for the ADRs of the District of Bamako and the regions of Kayes, Koulikoro, Sikasso, Ségou, Mopti and the CADD of the Ministry of Economy and Finance. The hired technical assistants completed an orientation session on December 15 and received start up kits. All of the TAs are now ready to join their respective ADRs before they are officially introduced to the GOM during Mali-SNGP Annual review in February. Recruitment of the technical assistant for the CADD of the Ministry of Education is on hold until the signing of a partnership MOU with the Ministry. SNGP is collecting applications for the recruitment of technical assistants for the ADRs of Gao and Kidal and the CAAD of the Ministry of Health.

1.1.2 ONGOING KEY ACTIVITIES

The key ongoing activity is the assessment of potential resources available in the health and education sectors and potential resources that subnational entities can tap into to leverage more resources.

1.1.4 ISSUES/PROBLEMS ENCOUNTERED

Mali SNGP team did not face any particular problems during this reporting period. However, due to the volatile security situation in the northern regions, movements and trips in the Timbuktu and Gao regions have been limited and restricted for the region of Kidal.

A couple of major events occurred that might affect the program implementation process:

- The recent communal elections and the upcoming regional elections;

- The creation of two new administrative regions in the North (Taoudéni and Ménaka);

- The deployment of interim authorities in the regions of Tombouctou, Gao, Kidal) and provisional authorities in the newly created regions of Taoudéni and Ménaka);

- The development of the procedure handbooks/manuals for the ADR with the support of PAIR, a project funded by the European Union and implemented by the Belgian Technical Cooperation.


I.I.5 PLANNED ACTIVITIES FOR NEXT QUARTER

Activities planned for the next quarter include:

- Assessment of resources available in health and education sectors and potential resources for subnational entities ;

- Training of Financial staff of the treasury departments in the regions of Tombouctou, Gao, and Kidal on accounting software ;

- Development of plans to support the ADRs and CADDs ;

- Assistance to the ADR of Bamako for the mapping of health and education resources.

2.0 IMPROVE COORDINATION AND COMMUNICATION BETWEEEN NATIONAL AND SUB-NATIONAL GOVERNMENT AND CIVIL SOCIETY

Theory of Change: The theory of change for component 2 is: that IF coordination and communication processes between the national and sub-national government levels and civil society are improved, THEN budget planning /execution will be harmonized and civil society will have an increased capacity to undertake its watchdog and advocacy roles effectively. If both of these things happen, THEN the central government will have more confidence in sub-national systems and will be more willing to transfer resources. If decentralization occurs, THEN service delivery will be increasingly responsive, accountable to citizens and public trust in the government will increase. Mali’s governance system remains strongly centralized and characterized by a deficit of effective collaboration and lack of fluid communications among different stakeholders. The lack of communications and poor intergovernmental coordination between the deconcentrated services and the sub-national collectivities is somehow a critical constraint to sustaining a democratic decentralized local governance system (lack of transparency and accountability), and in many ways has contributed to establishing mistrust between the government and the Malian citizens. This results in a lack of coordinated planning between central authorities and sub-national administrations. The inadequate functioning of accountability mechanisms has also hindered the implementation of many elements of decentralization that already exist under the law but not in practice. Under component 2, Mali SNGP aims to undertake activities toward increasing citizens’ access to transparent budgetary information that will allow informal social accountability mechanisms to lead to greater civil society advocacy for fiscal decentralization to proceed apace. The program aims to connect Bamako based line Ministries (particularly Ministry of Health and Education) with the Ministry of Finance and Sub-National Entities, with a focus on the regional level. The program will find innovative ways to work with targeted line ministries in Bamako and sub national entities be


more “open,” that is to make information available to the public so that civil society can easily obtain information to effectively undertake its watchdog role and participate in the decentralization process.


2.1.1 ACCOMPLISHMENTS THIS QUARTER

Under Component 2 “Coordination and Communication between National and Sub national governments and Civil Society are improved”, SNGP implemented public awareness raising activities on budget planning cycles and allocation processes at the subnational level. In partnership with its local implementing partner (GSB), SNGP organized public debate sessions in the District of Bamako and the regions of Kayes, Koulikoro, Sikasso, Ségou, Mopti, Timbuktu and Gao. The objective of these public debates is to inform and get all stakeholders to take ownership of the budget preparation and implementation processes and secure their participation (influences) in decision-making on budget allocation and to strengthen their capacity as citizen watchdogs. As a way of making information available to a broader public, SNGP engaged national television and local print media and radio stations to cover the events and amplified coverage on its social media platforms.

Public Debates in Tombouctou and Gao, October 7, 2016: SNGP, through its implementing partner, the Groupe de Suivi Budgétaire, organized public debates on the simplified version of the national budget commonly referred to as the ‘’Citizens’ Budget. The debates provided citizens with a forum to understand their regional budget. Due to the security situation in Kidal and the fact that government officials and technical services are still absent from that region, the public debate session for Kidal was held in Gao.

Workshop to strengthen Mali parliament members in the formulation of key questions toward the national budget 2017 validation process. October 27, 2016: Under the lead of the Economy and Finance Commission of the National Assembly, SNGP brought members of five of the National Assembly’s Commissions and civil society organizations together to discuss budget allocation and prepare the MPs for the National Assembly’s planned Q&A session on the 2017 budget bill. This workshop also covered budget planning cycle and allocation processes for participants like CSOs to understand different opportunities for their advocacy work. Overall, SNGP engaged 38 participants, which included nine MPs, five parliament

USAID supports debate on national budget allocation process with Mali National Assembly. Photo: Mali SNGP


assistants, representatives of the Directorate General of Budget, civil society organizations, and USAID Economic Growth, Education and Health Offices. Public debates on budget allocation processes in Kayes, Koulikoro, Sikasso, and Ségou regions and in the District of Bamako: Throughout the week of November 15 through 28, SNGP and its local partner, the Groupe de Suivi Budgétaire, organized public debates on budget planning cycle and allocation processes in the District of Bamako and in Kayes, Ségou, Sikasso and Koulikoro. The objective of these public debates is to get all stakeholders to take ownership of the budget preparation and implementation processes and secure their participation (influences) in decision-making on budget allocation and to strengthen their capacity as budget “watchdogs’’.

Civil Society Organizations participation in the budgeting process: SNGP engaged civil society organizations to participate in budget planning process through public debates organized on budget development and allocation processes. Apart from Kidal, SNGP organized the debates in all program target regions as well as in the District of Bamako in partnership with its local implementing partner, GSB. Civil society members including community leaders, NGOs, youth and women associations, as well as government technical offices at the regional level were all involved in the debates.


During this reporting period, Mali SNGP initiated a series of activities some of which are still underway:

Public debate on Resource allocation at the Malian Parliament: Initially, as part of its effort to improve coordination and communication between National and Sub National governments and Civil Society, SNGP had planned to organize with the National Assembly of Mali a public debate session on national budget allocation. Due to conflict of calendar and engagement of many National Assembly staff in municipal elections preparation and conduct, the event could not be held at the time the National Assembly was still in session to discuss the 2017 budget allocation. SNGP is now exploring opportunities for holding a public debate at the National Assembly on budget-related matters.

Assessments of resources/assets mobilization at central & regional levels: For cost effectiveness and comparative advantages, Mali-SNGP decided to merge the two assessments related to local collectivities internal and external resources mobilization capacities: the first one focuses on health and education resources and the second one on potential resources in target regions and the district Bamako. Both assessments are part of Mali-SNGP strategies to build the capacities of local governments in increasing their level in both internal and external resources mobilization processes.

USAID supports public debate on budget allocation in Kayes. Photo: Adama Berthé


2.1.3 PLANNED ACTIVITIES FOR NEXT QUARTER

Mali-SNGP advocacy strategies: Mali-SNGP has developed a draft advocacy strategy and plan to be implemented throughout the life of the program. Main advocacy themes were identified and the advocacy strategy was shared internally. The strategy will be reviewed and vetted by the technical staff before launching its implementation process.

Assessments of resources/assets mobilization at central & regional levels: Conduct and completion of the Assessment on Collectivities internal and external resources management capacities.


The insecure context is limiting the production and implementation of initiatives, which could affect citizens’ access to reliable information. Consequently, this may affect the public’s ability to reclaim and advocate for basic human rights, therefore negatively affecting Mali SNGP activities. For example, SNGP did not conduct any activity in Kidal due to the insecurity and the fact that the Malian administration is still absent from this part of the country.

In addition, there continues to be ongoing misunderstandings between key actors who signed the Peace and National Reconciliation Agreement, which has delayed its implementation. It is also important to highlight the challenges that confronted the organization of regional and local elections, which are key for Mali SNGP to support the new regionalization policy.


3.0 THE CGSP CONDUCTS PERFORMANCE AUDITS THAT MEET INTERNATIONAL STANDARDS AND IS ABLE TO MONITOR SERVICE DELIVERY AT THE NATIONAL AND SUB-NATIONAL LEVELS

THEORY OF CHANGE: The Theory of Change for this component is as follows: IF CGSP’s capacity to conduct performance audits and monitor public spending and service delivery at the national and sub-national levels is improved, THEN the central government will have more confidence in sub-national systems and will be more willing to transfer financial resources. IF decentralization occurs, THEN service delivery will be increasingly responsive and accountable to citizens, and public trust in government will improve. The overall goal of USAID’s Mali Sub-National Governance Program (SNGP) is to promote targeted changes in regional/local systems that will increase Bamako’s confidence in subnational authorities and, therefore, their desire to devote and transfer more resources and to provide a more specialized technical support. This financial decentralization will allow provision of better quality services and in return strengthen the citizens’ confidence in the Government.



Conduct Performance Audit of Local Government Entities: A major accomplishment under Component 3, Mali SNGP conducted two pilot field trips in Ségou and Sikasso from November 20 to December 19, 2016.

The pilot missions were a follow on to the practical audit performance training conducted in September 2016 by Mali SNGP through Management System International (MSI). The visits covered the regional hospitals in Ségou and Sikasso. The audit performance mission checked the efficiency and effectiveness of both hospitals in the following areas:

- Procurement procedures of hospital supply, conservation, and distribution of essential medicines according to the Procédures du Schéma Directeur d’Approvisionnement et de Distribution en Médicaments Essentiels (SEDADME);

- Respect of essential medicine conservation and monitoring norms; - Effectiveness of the application of the GOM policy regarding health care provision to

pregnant women and children aged 0-5 years, mainly regarding delivery by C-section and treatment of malaria.


This choice is motivated by the importance both the Government and Mali-SNGP attribute to health as a basic social service for both women and children, thus reflecting the program’s emphasis on gender. Despite efforts made by the Government of Mali through the Ministry of Health, the drug supply mechanisms and procedures of the regional hospital in Ségou are still poorly managed. The hospital lacks an updated list of approved essential medicines. As a result,

orders of drugs often contain a significant portion of unapproved drugs. Moreover, the frequent depletion of stocks at the Pharmaçie Populaire du Mali (PPM) and unsolicited orders of drugs that are about to expire, negatively impact on free treatment for some vulnerable and low-income groups like pregnant women (delivery kits and malaria prevention and treatment), and children below five years old (malaria prevention and treatment). In the case of the treatment of malaria, there is also a shortfall in the follow-up of patients suffering from malaria. Free treatment of malaria for both pregnant women and children from zero to five years old is only partially respected. Moreover, storage and conservation conditions of drugs at both regional hospitals in Ségou and Sikasso are inefficient. A comprehensive report on the regional audits will be shared with USAID.

Three other steering missions are scheduled to be conducted during 2017 in Kayes, Mopti and Koulikoro. During these steering missions, CGSP controllers will validate tools, review the performance audit manual and the compliance audit manual, and make recommendations. CGSP will then create a committee to implement the recommendations.

Monitor CGSP communication activities on audit/audit findings: During the reporting period, Mali SNGP worked very closely with CGSP to complete the risk mapping and audits of the Secretariates General and 35 sections of six key ministries. Among the services covered are:

- Direction Nationale de la Protection Sociale et de l’Economie Solidaire (DNPSES) ; - Fonds d’Autonomisation de la Femme (FAFE) ; - Agence Nationale pour la Promotion de l’Emploi (ANPE) ; - Centre pour le Développement de l’Artisanat et des Textiles (CDAT) ; - Direction Nationale des Productions et des Industries Animales (DNPIA) ; - Direction Nationale du Commerce et de la Concurrence (DNCC).

Through the technical assistance provided, Mali SNGP made recommendations to each audited service to improve their internal management practices. The program also provided training on performance auditing to 50 controllers from CGSP including 10 female controllers. In addition to the performance audits that CGSP planned, Mali SNGP assisted in conducting two additional regional audits in Ségou and Sikasso. The reports of all these audits conducted at both national and regional levels will be made available to the audited public services.


Key ongoing activities include the following:

A mother sitting in the waiting areas to see a doctor with her baby sick with Malaria. Photo: Zeinabou Diarra.


- Preparation of the « Mission Tests » on performance audits in the regions of Kayes, and Koulikoro for practical application of the new tools and mechanism learned during the Bamako auditors’ on performance audits.

- Complete draft SOW related to CGSP web site development.

- Validation of the performance audit report following the filed visits in Sikasso and Segou.


- Conduct of the Gender training for the CGSP staff.

- Performance Audit of regional government institutions. Mali SNGP will target education sectors.

- Development of CGSP five year technical assistance plan


No major issues encountered this reporting period.

4.0 GENDER INTEGRATION


Although some delays were noted in the implementation process of planned activities, SNGP achieved notable progress with regards to gender integration during the reporting period. All SNGP component team leaders are working in close collaboration with a solid understanding of gender concerns and needs to be integrating into activities. At the end of this reporting period, WILDAF was fully staffed with respect to their responsibilities to SNGP. SNGP expects this to indicate a marked improvement in the design and implementation of WILDAF gender activities in the following reporting period. Security, especially in the north of the country, remains a notable concern for all SNGP staff and implementing partners. Activities in the north have previously been moved to different dates and/or locations due to such concerns. SNGP has a country-specific security plan and continues to monitor the situation to ensure the safety and security of all SNGP team members and partners.


Following the research and recommendations compiled from the SNGP Gender Analysis, conducted in May – July of 2016, a Gender Integration Plan (GIP) was finalized in the last reporting period. The GIP was written by Banyan Global staff in both Bamako and Washington DC and was approved on December 2, 2016. It has been translated into French and shared with local partner WILDAF as well as SNGP technical team members. The GIP reflects the USAID 2011-2015 Policy Framework to “Promote Gender Equality and Female Empowerment” centered on the following principles: i) ensure that USAID programs


explicitly and deliberately seek to eliminate gaps between the status of males and females; ii) make sure that the difference roles, responsibilities, and expertise of women and men are reflected in project design, implementation, and evaluation; iii) ensure that women and men are full and equal partners in, planning, program and project design, and implementation, and evaluation, and; vi) leveraging the expertise and leadership skills of women and girls. Gender Integration Plan: The development of the Mali SNGP Gender Integration plan was completed. The plan provides guidance to SNGP staff and implementing partners (WILDAF and GSB) on how to integrate gender in public financial management and local governance program design and implementation. Mali SNGP believes that the participation of both women and men as equal citizens in national and local level decision making is essential to achieving sustainable development.

The Mali SNGP Gender Integration plan relies on strategic partnership with the GOM (key Ministries of Health, Education and Economy), civil society organizations, and international organizations. SNGP’s Gender Integration activities therefore focus on the following key areas:

• Technical assistance to implementing partners GSB and WILDAF and embedded technical assistants within ADR and CADD so they can integrate gender in their daily activities.

• Capacity building of GOM and civil society in public finance management with training on gender responsive budgeting.

• Advocacy: Raising awareness and promoting the importance of women’s civic engagement in national and regional budgetary planning process, including engagement with PDSECs, decentralization, and regionalization; and advancing the quota law (Law No. 2015-052) and the opportunities it offers to women and men.

Public Awareness Raising activities on women in governance: The campaign period before the November 20 local elections was a good opportunity to raise awareness on women’s representation in elected local government bodies (municipal councils) in furtherance of Law 052 regarding the 30% quota. SNGP originally planned an awareness raising campaign on the issue, however, due to time constraints and in order to maximize the impact of such a campaign, Mali SNGP put the event on hold until after the municipal elections. SNGP will focus on providing leadership trainings to the elected women to address their new mandates and familiarize them with the electoral law, and include other male and female leaders in the training to further advance the 30% quota law. Terms of reference have been drafted to conduct an awareness raising and information campaign related to Law 052 detailing a 30% quota of women to elected andappointed political positions. Mali- SNGP is currently exploring partnerships with other organizations, such as the National Democratic Institute and/or the Direction Nationale de la Promotion de la Femme, to increase the outreach impact and maintain cost effectiveness. Training Women on Public Finance Management : During this reporting period, SNGP organized a regional training in Mopti and a workshop in Gao. SNGP Mali has worked closely with WILDAF, our local partner, to organize the following gender-based events:

- Gender-sensitive Budgeting Training in Mopti, October 18-20: SNGP, in collaboration with its local implementing partner, WILDAF, SGNP supported a three-day gender-responsive budgeting training in Mopti. Thirty-five participants attended. The objective of this training was to build the capacity of regional partners in gender responsive budgeting so they may integrate gender


considerations in the preparation, implementation and monitoring and evaluation of their programming. It was merged other modules such as the roles of ADR in the regionalization, presented by the Director of ADR in Mopti. Key participants included: members from the deconcentrated technical services, ADR, the Regional Councils, civil society organizations, representatives from the office of the Governor of Mopti, the Mayor of Mopti, and the Regional Department for Women, Children and Family Promotion. Local media (TV, radio and print press and social media) covered the event and clips can be found either here (https://youtu.be/kpkrbfQg-LA) or here on the SNGP Facebook page: (https://www.facebook.com/sngpmali).

- Gao Regional Workshop on « Appui au plan de régionalisation de GAO » December 20-21, 2016 : SNGP Gender team prepared and made a presentation on Gender participation in regional Development during a workshop organized by the program on ‘’Appui au plan de régionalisation de Gao’’ held in Gao. About 48 people participated in the workshop including unfortunately only five women. Audiences included local authorities, civil servants of deconcentrated services, ADR technical staff, mayors, members of the regional council, and representatives of NGOs, women and youth associations, and representative of other implementing partners.

WILDAF Capacity Building: As part of its effort to enhance the capacities of its partners to enhance performance, Mali SNGP introduced WILDAF staff to data collection tools, scorecards, and trained them on their use. This exercise helped to prepare WILDAF for their participation in the baseline studies Mali SNGP conducted in Kayes, Sikasso and Ségou regions. Moreover, WILDAF received training on SNGP Performance indicators so they can be more familiar with SNGP’s M&E system and collect information during various field activities. Finally, the program held several work sessions with WILDAF finance staff to train them on USAID and SNGP financial procedures to assist in their budget preparation and management. Directory of Women in Decision Making Positions within the Government: As part of the activities to advocate for Gender Integration, SNGP, through WILDAF, embarked on developing a Directory of Malian women in decision-making positions in key government Ministries. The Directory will cover women in the ministries of Women Promotion, Health, Education, Economy and Finance, and Administration and Decentralization. The work is still in progress. SNGP and its local implementing partner are collecting additional data and information from various sources to supplement what they have secured so far. The Directory will be finalized by the next reporting period.

Technical Support to the GOM: Regarding providing technical support to Government entities, Mali SNGP noted some delays in implementing due to conflictual period and the non-availability of the government counterparts. Mali SNGP worked with WILDAF the local partners to reschedule and provide technical support to the Ministry of Women’s promotion and other technical services during the next reporting period.

The Gender Consultant facilitating a session during the Gender Sensitive Budgeting in Mopti. Photo A. Berthé

https://youtu.be/kpkrbfQg-LA

https://www.facebook.com/sngpmali



Key ongoing activities include the following:

- Translation of Gender Integration Plan in French for sharing with WILDAF and SNGP;

- Development of Directory of Women in Higher Positions within the ministries of Health, Education, Economy and Finance, and Women Promotion of the GOM;

- Training on gender-sensitive budgeting at regional levels: Gao, Tombouctou and Kidal regions; Target audiences include the technical deconcentrated services, CSOs, ADRs, and regional councils. Each training is expected to attract approximately 35 participants.

- Ongoing and continued technical and operational assistance to WILDAF. This will continue to take place via scheduled, weekly meetings with WILDAF technical staff.

- Ongoing external collaboration and coordination with relevant local and international organizations.


- Support WILDAF’s design and implementation of a February workshop titled «Elaboration du plan d’appui au Développement de la Région de Gao pour la période 2017-2020». During this workshop WILDAF will lead the session on SNGP gender activities as well as present recommendations on how to more fully integrate gender in the programming of civil society organizations in Gao.

- Planning of campaign on the 30% quota law;

- Identification of elected female candidates during the 2016 communal elections and woman leaders in preparation for their incoming training in leadership and electoral law to prepare them for their new roles and mandates.

- Gender training for CGSP female auditors.

- Participation in SNGP-supported workshop on development of the Gao region’s 2017-

2020 Strategic Development Plan to ensure gender is fully integrated in the plan


Under Gender, the main issue encountered is the delays noted in implementing some of the planned activities. Actions are being taken to address these during the upcoming quarter.

5.0 OUTREACH AND COMMUNICATIONS

Over this reporting period, Communications and Outreach activities have elevated SNGP communications and helped to highlight the program’s visibility by engaging the media and utilizing


social media in the planning and implementation of a myriad of high profile events. These include the following with links either to the TV coverage or to the Facebook post:

Workshop with the National Assembly, October 27: Mali-SNGP Communications and Production Team arranged media coverage of the event. Thirteen media outlets including three TV, three radios and seven print press covered the event. Selected links to TV and newspaper coverage are below:

• TV: https://www.youtube.com/watch?v=aUFysyHv7TM

• https://www.maliweb.net/economie/loi-finances-2017-echanges-preoccupations-citoyennes-1857542.html

• http://malijet.com/a_la_une_du_mali/169439-loi-des-finances-2017-echanges-sur-les-preoccupations-citoyennes.html

Gender-sensitive budget training, Mopti, October 18-21: Mali SNGP facilitated media coverage of the event (TV, radio and print media outlets and Facebook).

• TV coverage https://youtu.be/kpkrbfQg-LAFacebook post :


Information sharing and awareness raising workshop with the ADR of Kayes, October 5-6:

• Link to TV coverage : ORTM KAYES MUTUALISATION DES ACTEURS DEVELOPPEMENT ADR),

• KayesInfo, an online paper, (http://kayesinfo.net/2016/10/05/atelier-de-mutualisation-et-federation-des-interventions-des-acteurs-de-developpement-de-la-region-de-kayes)

• Facebook post: https://www.facebook.com/sngpmali)

Public Debates on budget planning cycles and allocation processes in Kayes, Ségou, Sikasso, Mopti:

• TV link: Information Sharing and awareness raising of the role and responsibilities of the ADR and public debate on budget allocation in Sikasso: https://youtu.be/SLDMQMlJYOM

• TV link: Public debate on budget allocation in KAYES: https://youtu.be/XF0e2h6PS7U • Public debate on budget allocation in SEGOU: https://youtu.be/B1mZidw8AC4 • Facebook post: www.facebook.com/sngpmali

USAID/Mali Communications Partners’ Meeting, November 29: Mali SNGP hosted the coveted, but challenging quarterly meeting of USAID/Mali Communications Officer’s Partners. This meeting is an opportunity for communications professionals to discuss communications best practices, tools and strategies to better tell USAID Story through various channels. Hosting the event also served an opportunity to showcase SNGP to the other programs, as the Communications and Production Teams made SNGP handouts available. The event was also amplified on SNGP Facebook page: (https://www.facebook.com/sngpmali).

https://www.youtube.com/watch?v=aUFysyHv7TM

https://www.maliweb.net/economie/loi-finances-2017-echanges-preoccupations-citoyennes-1857542.html

https://www.maliweb.net/economie/loi-finances-2017-echanges-preoccupations-citoyennes-1857542.html

http://malijet.com/a_la_une_du_mali/169439-loi-des-finances-2017-echanges-sur-les-preoccupations-citoyennes.html

http://malijet.com/a_la_une_du_mali/169439-loi-des-finances-2017-echanges-sur-les-preoccupations-citoyennes.html

https://youtu.be/kpkrbfQg-LA

https://www.youtube.com/watch?v=C5JunVEmKjg&feature=youtu.be

https://www.youtube.com/watch?v=C5JunVEmKjg&feature=youtu.be

http://kayesinfo.net/2016/10/05/atelier-de-mutualisation-et-federation-des-interventions-des-acteurs-de-developpement-de-la-region-de-kayes

http://kayesinfo.net/2016/10/05/atelier-de-mutualisation-et-federation-des-interventions-des-acteurs-de-developpement-de-la-region-de-kayes


https://youtu.be/SLDMQMlJYOM

https://youtu.be/XF0e2h6PS7U

https://youtu.be/B1mZidw8AC4

http://www.facebook.com/sngpmali



Weekly and Monthly Press summaries: As an innovation in facilitating Mali SNGP staff’s timely access to information on day-to-day developments in Mali, the Production Specialist at every SNGP weekly meeting leads the Weekly and Monthly Press Summaries. The summaries provide links to major breaking news (security, development, political, etc.…) in Mali that may affect SNGP program implementation as well comments among the staff. Mali SNGP Communication Strategy: During the reporting period, Mali SNGP completed the development of a draft Communications and Outreach Strategy for the program. The final strategy will be ready by early January and shared with USAID.

5.1 SYNERGY ACTIONS

During this reporting, SNGP undertook notable synergy actions:

Internal synergy: From November 17 through 18, SNGP Components 1 and 2 merged the information sharing and

awareness raising activity for the ADR of Sikasso with the public debate on budget allocation. Public debate on regional council budget allocation was also merged with three other activities under Component 1 in Gao on December 20. The purpose of these mergers was to be more efficient and cost effective with our activities. . These activities not only demonstrated synergy within SNGP, but also with GSB and the ADRs of Sikasso and Gao.

Synergy with others:

• DCGT Partners Meeting: On November 11, the “Comité National des Finances Locales” invited SNGP to participate in a meeting on decentralization funding mechanisms at DGCT and discuss the Decentralization Global Funding Strategy funded by European Union.

• SNGP hosted a MINUSMA Team on November 23 and MUNISMA reciprocated on November 30 to discuss synergy opportunities: The meetings discussed opportunities for synergy between SNGP and MINUSMA. Areas identified include capacity building

(resources mobilization, advocacy and lobbying); support to women and youth associations; support to peace building actions; gender integration; training of subnational elected officers; support to

USAID/Mali Director (left) and Program Office Director kicked off the meeting with SNGP Chief of

Party (middle) USAID-funded programs Communicators in work session

SNGP staff posing with the Regional Authorities during the Gao


the implementation of the peace agreement and of interim authorities; communications and outreach; and access to MINUSMA flights by SNGP staff.

• SNGP and DGCT discussed partnership, November 23: SNGP and the DGCT met to discuss areas of collaboration. The meeting focused mainly on reviewing the guide for developing subnational entities Economic, Social and Cultural Development Plan (PDESC), update on the process for hiring embedded technical advisers, and an update on SNGP implementation.


6.0 PLANNING, MONITORING AND EVALUATION AND REPORTING

Under Monitoring and Evaluation, SNGP conducted the following activities during this reporting period:

Indicator Baseline Establishment: To complete the baseline data for some key indicators, SNGP, through its M&E Specialist, conducted field trips in three (Kayes, Sikasso, Mopti) of the four selected regions on October 5. The trip in Gao is planned for January 2017. SNGP’s two local partners (WILDAF and GSB) were involved in the trips to familiarize them with the use of the citizens’ scorecard as a data collection tool. During the trips, SNGP targeted Government Technical Services, Civil Society Organizations, and Regional Council members. The activity covered three key indicators:

Percent of citizen groups supported by USAID rating the regional budget formulation process as transparent and inclusive

Number of sub-national entities receiving USG assistance that improve their performance Number of Civil Society Organizations participating in budgeting process.

The first two indicators were tracked through the Community Scorecard and the third one through a questionnaire developed for that purpose. All the planned focus group discussions were held within the three regions covered by the activity. Turnout to all focus groups was quite impressive.

Data Quality Assessment: SNGP hosted USAID to conduct its initial DQA since the program started. The activity covered five of the PMP indicators selected by USAID for the activity. Given that SNGP activities started in the second semester of 2016, there was no data available for the selected indicators. The DQA session then focused on the monitoring & evaluation system in place. The recommendation from the meeting was for SNGP to review its monitoring & evaluation plan and suggest a date for an actual DQA,. Development of data monitoring tools, Test of KOBO Collect: KoBo Collect is used as part of ePORT (Electronic Program Observation, Reporting and Tracking) to electronically fill out SNGP databases. This electronic data collection and analysis tool is a package of technological solutions that facilitate field-based real time reporting on activities and results to support a high quality, GIS based M&E system. Both the Activity Tracking Form and the Community Score card were developed electronically in this application for data collection purpose. The baseline

Participant in Baseline Establishment Meeting at SNGP Office, Photo SNGP


establishment activity in Sikasso and Mopti served as a good opportunity to test the functionality of the tools developed. The test was successful, as all focus group reports were entered with pictures and GPS coordinates. The completed forms were also successfully sent out to the remote server. The tools were designed in collaboration with Tetra Tech Home Office in September 2016.

Training of SNGP and implementing partners’ staff on Monitoring & Evaluation, December 1-2: The two-day orientation workshop sought to engage all SNGP staff and program implementing partners (GSB and WILDAF) and familiarize them with the SNGP Monitoring and Evaluation system. The orientation helped participants to gain a common understanding of the program indicators, their definitions, targets and results that the program can realistically achieve as well as program staff roles in data collection.

SNGP provided IT Training to the ADR of Koulikoro, November 29-December 2: In response to a request for assistance from the ADR of Koulikoro, SNGP deployed its IKLMS and Production Specialists to conduct an IT training for the ADR of Koulikoro. Throughout the four-day training, the 15 staff members of the ADR received top-notched training on the basics of computer use and PowerPoint presentations skills.

The following table gives a list of the type trainings and participants disaggregated by gender.

7.0 PROJECT MANAGEMENT

7.1 PERSONNEL

Expatriate Mobilization

Ms. Zyck Baggett, the SNGP long term Deputy Chief of Party (DCOP), has finally been mobilized and joined the team on October 8, 2016.

Local staff recruitment

During this reporting period, SNGP hired the Change Managerwho started on December 1. SNGP also completed the hiring process of seven Technical Assistants to be embedded in the ADRs of the District of Bamako and in six regions (Kayes, Koulikoro, Sikasso, Segou, Mopti and Timbuktu) and the CADD of the Ministry of Economy and Finance. SNGP is still looking for qualified candidates for the ADRs of Gao and Kidal. SNGP and the Ministry of Health are also working on the profile the technical assistant for the Education Minstry’s CADD. In addition, the Program Manager and Assistant Program Manager positions with WILDAF are now filled.

A candidate is identified for the Training Manager position following the resignation of the previous holder of the position under a MSI contract. The position of program assistant under MSI is still vacant.

Participants receiving their certificate of completion following the IT training in

Koulikoro.


Table: The up-dated list of local staff under full time contract is as follows: Names Positions

Moussa Diarra Leader Component 1 Mahamadou Cheick Diarra Leader Component 2 Mrs. Diarra Zeinabou NDiaye Leader Component 3 MRs. Coulibaly Mafoune Koné Director of Administration Adama Berthé Decentralization Specialist Moussa Doumbia Communication & Outreach Specialist Moussa Coulibaly Information & Knowledge &Learning Management Specialist Mrs. Marie Yvone Traoré Administrative Assistant Abdoulaye Sissoko Logistics and Procurement Specialist Abdoul Kassim Fomba Production Specialist Solimane Coulibaly Monitoring and Evaluation Specialist Mrs. Hadji Diakité Gender Specialist Imhasse Issa Change Manager Mrs. Marie Togo Janitor Mrs. Kanouté Aissata Dienta Janitor Allassane Touré Driver Lassine Simaga Driver Zumah Yahiya Driver Mrs. Diallo Fatoumata Dicko Technical Assistant (TA), ADR Mopti Almahady Yattara TA, ADR Timbuktu

Mahamadou Doumbia TA, ADR Sikasso

Mamadou Soumboro TA, ADR Bamako

Sariabé Evariste Sanou TA, ADR Kayes

Mrs. Diori Diarra TA, ADR Koulikoro

Mrs. Mariam Traoré TA, ADR Ségou

7.2 NON-EXPENDABLE PROPERTY

Details of non-expendable property procured or delivered to SNGP over this reporting period are as follows:

Equipment and Office furniture

SNGP procured one 66 Kva generator and one three-seater sofa for the COP’s residence and office respectively. During the same reporting period, SNGP procured a range of office equipment and furniture, which include a video projector, a CANON printer, DVD burners and standing fans, SAMSUNG tablets, wooden and steel file cabinets, security ladders, stationaries, and cleaning materials.

Office interphone


Wiring for an office interphone is underway and an intercom device will be installed soon to connect all offices.

7.3 LEGAL ASPECTS

SNGP has been legally registered in Mali since April 2016.

7.4 SUBCONTRACTORS

Mali SNGP is implementing program activities in partnership with two international subcontractors, Management Systems International, which implements Component 3 with local partner CGSP, and Banyan Global focusing on Gender Integration, and two local subcontractors, Groupe de Suivi Budgetaire (GSB) and WILDAF.

SNGP staff is working closely with the local partners to build their capacities to understand both USAID and Tetra Tech, ARD regulations and procedures, and how they can effectively and efficiently meet their contractual requirements. In addition, due to their limited funding sources, SNGP is working with them to develop a strategies to ensure that program activities are implemented on a timely manner based on the projections of the annual work plan.

7.5 BUDGET AND EXPENSES

Actual project cumulative expenditures from October up to December are presented in Annex E. This Annex also includes projections for the next quarter.

Expenses during October – December were on average lower than projected. This situation is mainly explained by the slowdown of activities of our Component with MSI due to the unavailability of consultants to kick off activities properly.

7.6 CONSULTANTS

During this reporting period, especially from October through December, SNGP hosted two international consultants. Marene E. Valdivia helped with the setup of the M&E platform from September 20 to October 2 and Meaghan Elizabeth McKenna provided training and assistance to Administration and Finance with particular focus on the onboarding of the Technical Advisors from November 5 to 20, 2016.

7.7 CALENDAR OF ACTIVITIES AND DELIVERABLES

The performance indicators table is given in Annex A, the status of deliverables in Annex B and calendar of activities in Annex C.


ANNEX A. PERFORMANCE INDICATOR TABLE

PERFORMANCE INDICATOR TABLE

Targets

Performance Indicators Baseline Y2 (2017)

Target Actual PERF.

(%) Comments

1.1 Number of studies conducted on PFM and resources/assets mobilization at central & regional levels

TDRs of the joint study on potential resources in regions and in Bamako District and Potential resources in Education and Health have been already elaborated and validated. The process of recruitment of a consultant is going on.

0 1 0 0%

1.2 Number of education & health related governance structures supported for an efficient supervision (disaggregated by region; service delivery type) (Output)

0 11 2 18%

Following the workshop on audit of performance and audit of conformity, the CGSP (Controle Général des Services Publiques) organized two pilot missions in Ségou and Sikasso to ensure the efficiency and the compliance of the supply, the monitoring, distribution and the conservation chain of medicines within both Regional Hospitals. The choice of these structures is motivated by the fact that they are priority axes of basic social services for both Malian government and SNGP since children and women are targeted.

1.3 Number of days of Technical assistance provided at sub-national level for budgetary cycle alignment on the national system (disaggregated by region; service delivery type)

The process of recruitment of Technical Advisors, who will represent the program at sub-national level, is going on. In the following months, the implementation of activities concerning this indicator will start.

0 264 0 0%

1.4 Number of sub-national entities receiving USG assistance that improve their performance (Outcome) (FACTS 2.2.3-5) (USAID/Mali PMP Indicator 4)

Real activities targeting sub-national entities will start with the recruitment of Technical Advisors. So for the time being, the concern is the establishment of the baseline. 0 5 0 0

1.5 Number of public awareness raising activities on women on governance (law on quota, gender sensitive budget, participation of women in decision making positions, leadership)

In this quarter, any public awareness making activity was undertaken in matter of women in governance. 0 6 0 0%

1.6 Percentage difference between the value of funds budgeted for Education and value transferred for this service (disaggregated by region; service delivery type)

2.3% TBD This is a context indicator. Arrangements will be taken to dispose of latest information on the matter and monitor them.

1.7 Percentage difference between the value of funds budgeted for Health and value transferred for these services (disaggregated by region; service delivery type)

This is a context indicator. Arrangements will be taken to dispose of latest information on the matter and monitor them. 63.05% TBD


1.8 Percentage difference between the value of education funds transferred and regional expenditures on education (Impact) (disaggregated by region; service delivery type)


1.9 Percentage difference between the value of health funds transferred and regional expenditures on health (Impact) (disaggregated by region; service delivery type)


1.10 Number of Civil Society Organisations participating in the budgeting process (disaggregated by Region)

3 TBD 0 0%

This indicator too, is a context indicator; because the involvement of Civil Society Organizations will result from the implementation of the various awareness making activities throughout the intervention area. For the time being, the concern is the establishment of the baseline.

1.11 Number of regional governments who disburse funds on time 0 0 0 0%

This is a context indicator. Once the Regionalization will be effective, the outcome of program achievements on behalf of governance structures in budget issues will be monitored. The mechanism of transfer in place doesn’t provide information on the indicator.

1.12 Number of women benefiting trainings on PFM (disaggregated by Region)

0 220 98 45%

45% is the performance of the quarter. In fact women participated in various work sessions aiming at reinforcing their capacities in PFM during this quarter. Below are the activities: • Workshop on behalf of five Commissions at National Assembly: 10 women • Support to the establishment of ADRs in Bamako, Kayes, Sikasso, Ségou, Mopti and Gao: 51 women

• Baseline study in focus groups: 32 women

• IT training on behalf of the Koulikoro ADR: 5 women

1.13 Number of days of Technical assistance on behalf of development partners at national and regional level (GSB, WILDAF, ADR, National Assembly, ) (disaggregated by region; service delivery type)

• A workshop was organized by the Monitoring & Evaluation Specialist to reinforce capacities of the technical staff in the monitoring & evaluation system of SNGP. Both GSB and WILDAF took part in the workshop for six days.

0 30 130 433% • IKMS and Production Specialist trained the staff of Koulikoro ADR on basic computer and PowerPoint presentations skills in seven days.

• In the framework of Component 1 activities, four workshops were organized in five different Regions (Kayes, Bamako, Ségou, Sikasso and Gao) in order to support the establishment of ADR (Agence de Développement Régional). Each activity covered six days, which makes a total of thirty days.

• Component 2 Lead organized a workshop on behalf of five parliamentarian commissions of the National Assembly and the Civil Society Organizations. The workshop aimed at reinforcing the collaboration and communication between both structures leading to the inclusion of citizens’ concerns in the national budget. The activity covered five days.


• Component 2 Lead took fifty one days to reinforce the capacity of GSB in various domains such as the knowledge of SNGP and USAID procedures in matter of finance and Administration and branding, assistance in the organization of public debates and the revision of GSB budget in compliance with SNGP budget

• Gender Specialist took thirty one days to reinforce the capacity of WILDAF in domains such as budgeting for 2017, financial and administrative procedures, Scope of work elaboration and activity planning.

2.1 Number of public awareness raising activities on regional planning and budgeting (disaggregated by national & Sub-national, languages)

Seven public debates were organized in November and December 2016. Because of security reasons, it was not possible to organize the activity in Kidal. So out of the ten awareness making activities on budget allocation, the program succeeded in organizing nine in eight different regions. These debates aimed at reinforcing the involvement of actors in the budgetary process and improve their capacities in citizen control.

0 10 9 90%

2.2 Number of days of Technical assistance to build capacity of women and their organizations, Technical Advisors on communication and gender (disaggregated by region and services) (Output)

In this quarter, any activity was conducted in the framework of this indicator. 0 180 0 0%

2.3 Number of laws, policies, or procedures drafted, proposed or adopted to promote gender equality at the regional, national, or local level (Output) (GNDR 1) (disaggregated by type: law/policy/procedure; and stage: drafted/proposed/adopted)

This is context indicator. 0 1 0 0%

2.4 Number of joint actions implemented by CROCSAD to improve coordination/communication (Outcome) (disaggregated by participant sex)

Following the workshop (in December 20th and 21st,) on the synthesis of projects and programs within the Gao region initiated by the ADR in collaboration with Mali SNGP held their CROCSAD on December 22nd during which event the document of synthesis was presented to the Governor of the region. During this activity, a total of 48 projects/programs were identified in the region of Gao. Mali SNGP also worked with the ADR of Kayes to organized their 2nd CROCSAD held in the city of Kayes (December 22nd and 23rd).

0 4 2 50%

2.5 Percent of citizen groups supported by USAID rating the regional budget formulation process as transparent and inclusive (USAID/Mali PMP Indicator 2)

The time being, the concern is the establishment of the baseline.

0 10 0 0%

3.1 Number of studies conducted to reinforce CGSP 0 1 0 0% No study was conducted in the reporting period.

3.2 Number of days of Technical assistance provided to reinforce CGSP in the audit of performance and audit of conformity

Following the workshop on audit of performance and audit of conformity, two pilot missions were launched in Ségou and Sikasso for 60 days. SNGP through its Component 3 Lead assured technical assistance throughout the whole process.

0 90 60 67%


3.3 Number of communication activities organized on audit/audit findings

0 4 0 0% In the reporting period, no activity of communication was conducted

3.4 Percent of women controllers trained in performance audit and conformity audit

0 20% 0 0% No training session was organized in the period covered by the report

3.5 Percentage of local governments audited on an annual basis as reported by the central government auditing body (Outcome) (FACTS 2.2.3-8) (USAID/Mali PMP Indicator 5)

This indicator is a context indicator and SNGP set a target of 5%. Two different audit missions are going on in Kayes and Sikasso regions. Both are financially supported by the budget of CGSP. Out of 40 services planned to be audited in 2016 by CGSP, 27 have been audited at the moment.

0 10% 68%

3.6 Number of mechanisms for external oversight of public resource use supported by USG assistance (Outcome) (FACTS 2.2.4-4) (USAID/Mali PMP Indicator 6)

The following two activities can be considered as mechanism for external oversight of public resource use supported by SNGP:

0 4 2 50% • The pilot missions in Ségou and Sikasso following the workshop on audit of performance and audit of conformity

• The organization of public debates at both national and regional levels

0 10 0 0% No action was conducted in the reporting period


ANNEX B. DELIVERABLES

Deliverables Due Dates/Status Work Plan • Draft Work Plan for life of award with a more

detailed plan for Year 1 – Submitted with proposal. Must include a sustainability plan;

• Final Work Plan for life of award and Year 1-incorporating USAID comments within 60 calendar days of the contract effective date;

• Annual Work Plans beyond Year 1- not later than September 1 prior to start of subsequent year of the contract effective date

Submitted waiting for USAID Approval. Signing of Memoranda of Understanding with the CGSP

May 27, 2016

Revised M&E Plan including baselines and survey results

• Due within 60 calendar days of contract effective date

• Within 90 calendar days of contract effective date establish baseline data and benchmark data

• Final plan – within 100 calendar days of contract effective date

Emergency Preparedness Plan Due for submission to the COR within 90 days of contract effective date

Weekly Meetings Ongoing Rolling Three-Month Schedule of Upcoming Events

Ongoing

Weekly Reports All weekly reports submitted to USAID to date Quarterly Activity Reports Current report Quarterly Financial Reports Included in quarterly activity reports Reports by Short-Term Technical Assistance Providers

None this quarter

Special Reports and Memoranda Ongoing GOM Reporting Ongoing Foreign Assistance Reporting Has not been required by USAID Other Materials Ongoing Draft Annual Reports (followed by stakeholder consultation, see below)

Not later than October 31 each year

Final Annual Reports 30 days after the end of the project year Annual Presentation • Due in English and French with the Annual Report;

• Presentation to the USAID Mission (in English) and the Ministries of Decentralization, Finance, Health, Education and their decentralized entities (French)

Subsequent Annual Work Plans FY2016 Annual Work Plan submitted and waiting for USAID approval

Subsequent Annual Updates of the M&E Plan 60 days prior to the start of the next project year Draft Final Report 60 days before the end of the contract Final Report 90 days after the end of the contract


ANNEX C. CALENDAR OF ACTIVITIES FOR NEXT QUARTER


CALENDAR OF ACTIVITIES, JANUARY- MARCH 2017

COMPONENTS MONTHS

January February March

Component 1

Assessment of/Study on potential resources in health and education sectors in the regions

Assessment of/Study on potential resources in health and education within regions (continued)

Training of Public Treasury staff in the regions (Tombouctou, Gao and Kidal) on the use of the Territorial Collectivities' accounting software

Recruitment and orientation of Technical Assistants (continued)

Development of Work Plan by Technical Assistants

Development of Work Plan by Technical Assistants

SNGP Annual Program Review Training of financial services staff on the new version of the financial audit handbook

Component 2

Assessment of/Study on potential resources in health and education sectors in the regions and in the District of Bamako

Assessment of/Study on potential resources in health and education sectors in the regions and in the District of Bamako

Support for GSB organizational and institutional capacity building

Awareness raising/outreach campaigns on the budget development and allocation process in regions

Awareness raising campaign on the budget development and allocation process in regions

Training of trainers Workshop for civil society organizations on fundraising, budget tracking and advocacy

Follow up of partners' advocacy activities

Component 3

Support for the design of CGSP web site

Three pilot audit performance field trips in Kayes, Mopti and Koulikoro

Three pilot audit performance field trips in Kayes, Mopti and Koulikoro

Support for the design of CGSP web site Launch of CGSP website

Debates in Bamako


Communication

Training of SNGP partners on SNGP Communication &Outreach Strategy and on how to develop one for themselves

Training of SNGP partners on SNGP Communication &Outreach Strategy and on how to develop one for themselves

Guided Press Tour/Caravan: Getting to know the ADRs (A la découverte des ADR)

Gender

Training on gender and gender-sensitive budgeting for sectorial committees/POCs of the Ministries of Health, Education, and Women's Promotion, regional organizations the ADR of Bamako and CSOs

Training of elected women in the eight regions and the District of Bamako on administrative and financial management of the territorial collectivities, leadership and electoral law

Training on gender and gender-sensitive budgeting for gender sectorial committee members/POCs of the Ministries of Health, Education, and Women's Promotion, regional organizations, the ADR of Bamako and CSOs

Develop a toolkit on gender program implementation best practices

Plan and implement an awareness raising campaign on Law 052 regarding the quota of no less than 30% of either sex in elected and appointed positions

M&E

Review of PMP Field visit (Support to Technical Assistants in the ADR)

Field visit (Support to technical Advisors within ADRs)

Workshop on M&E and Data collection tools

IKMS

Support the design of CGSP web site Support to the Public Treasury in establishing an interface between State and Territorial Collectivities' accounts

Support to Government agencies for setting up an information center on national accounts

Support to Government agencies for setting up an information center on national accounts

Building partners' capacity on the use of Office Soft wares

PUBLICATION NAME (FOOTER IS GILL SANS, 9 PT, ALL CAPS) 42

U.S. Agency for International Development/Mali

ACI 2000 Bamako, Mali Phone : (223) 2070-2700

Fax : (223) 2022 3933

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