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T21 supports development of national poverty reduction strategy in Mali

© MI
Mali, with a population of 12 million, is one of the poorest nations in the world. It ranks 174 of 177 according to the UNDP’s human development index (HDI).  This is inspite of the higher economic growth rate it has experienced since 1994.

In 2004, MI began a partnership with The Carter Center to support the Development and Cooperation Initiative (DACI), which aims to assist Mali with comprehensive and long-term planning, improved bureaucratic efficiency, utilization of foreign economic assistance, and better overall cooperation among the government, donors, civil society, and the private sector.  MI supported these goals in the following areas:

  • Strengthening Mali’s institutional capacity to effectively and efficiently drive and coordinate its national development.
  • Strengthening the identification of priority poverty reduction policies and resource needs.
  • Pursuing and extending efforts to improve the coherency and harmonization of donor procedures.

During Phase I of the project, MI worked with Mali’s Forecasting and Modeling Committee (CPM) and civil society groups to customize the T21 model to their needs. Priority was given to issues that had been identified as important to Mali’s development during consultations that were held with different stakeholder groups. These issues were poverty, cotton and gold mining industries, and deforestation and desertification.  Eight technicians from the CPM were also trained to use and adapt the model to changing needs.

Phase II of the project focused on institutionalizing T21-Mali and supporting the preparation of the national poverty reduction strategy (CSLP II).  While donors and other national actors have given Mali’s poverty reduction strategy an overall positive assessment, they asked that the government prioritize its objective and minimize the implementation cost within the planned expenditure.  To meet this demand, background scenarios for the CSLP were generated with the model.  These provided a series of policy alternatives which were used in stakeholder consultations, and helped to set priorities for the CSLP.

Extensive training was also conducted for a core 4-member team of “T21 administrators”, who have primary responsibility for conducting analyses with the model, and a larger 20-member support group. The trainees all became increasingly enthusiastic and confident with using the model, often times working over night and during the weekend.

The CSLP II has been approved by the government and has been submitted to the World Bank.

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