Government of Mali, Cadre Strategique de Lutte contre la Pauvreté, May 2002.
The 11 thematic groups covered the following: (i) the macroeconomic framework, growth, and competitiveness; (ii) governance, institutions, and democracy; (iii) revenue-generating activities, solidarity, and social security; (iv) basic infrastructure for development; (v) rural development and natural resources; (vi) education and literacy; (vii) health and population; (viii) environment and living conditions; (ix) jobs and training; (x) culture, religion, harmony, and security; and (xi) analysis and monitoring of poverty and gender.
The regional consultations took place in each of the eight regions and the district of Bamako between December 2001 and March 2002.
Mali has four levels of administrative entities: the central government, the region, the cercle, and the commune. Committees created at the level of the region are chaired by high commissioners, those at the level of the cercle are chaired by prefects, and those at the commune are chaired by mayors. The committees are permanent entities comprising the technical departments, representatives of the decentralized communities, local elected representatives, civil society, the private sector, and external development partners. Secretariat functions for each committee are provided by the staff of the government planning and statistical units.
Income or monetary poverty is manifested as a low level of income, while potential poverty is identified as a lack of access to capital or the means for generating income (land, equipment, credit, employment, etc.).
See Annex 3 of the PRSP for the definition of these objectives. The PRSP refers to International Development Goals, the previous name for the MDGs.
External financial support would need to be in the form of grants, or loans with a grant element of at least 50 percent, for Mali to maintain its debt ratio indicators at sustainable levels after reaching the completion point under the enhanced HIPC Initiative (see Enhanced HIPC Completion Point Document – EBS/03/15 (2/14/03) and IDA/R2003-0021 (2/13/03), Section D).
For the health sector, this is reflected in inadequate numbers of personnel owing to supply constraints in the training institutes and an incentive structure for personnel that inadvertently favors assignments in the capital. The authorities are implementing a program to modify the incentive structure and decentralize the training of nurses to attract local candidates into the profession. Facing similar supply constraints, the education sector aims at decentralizing schooling administration further to ensure that local schools have adequate resources. Additionally, for both sectors, the authorities intend to work with development partners to harmonize the various donor procurement procedures.