MALI SUB-NATIONAL GOVERNANCE PROJECT
Revised Year 4/Option Period Work Plan (2018-2020)
SNGP
MALI
MAY 2019
This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech.
Approved By the COR Moussa Bambara June 12, 2019
This publication was produced for review by the United States Agency for International Development by Tetra Tech, through USAID Contract Number AID- Mali Sub-National Governance Program.
This report was prepared by: Tetra Tech 159 Bank Street, Suite 300 Burlington, Vermont 05401 USA Telephone: (802) 658-3890 Fax: (802) 495-0282 E-Mail: [email protected]
Tetra Tech Contacts: Kadidia Dienta, Chief of Party Nigel Thomson, Project Manager Erica Goldberg, Deputy Project Manager
159 Bank Street, Suite 300 P.O. Box 1397 Burlington, VT 05402 Tel: (802) 495-0282
Cover Photos Front and Back: Discussion Group during Year 4 Work Plan the Validation Workshop, October 22, 2018 (credit: USAID Mali SNGP)
USAID MALI SUB-NATIONAL GOVERNANCE PROJECT
Revised Year 4 /Option Period Work Plan (2018-2020)
May 2019
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.
TABLE OF CONTENTS
TABLE OF CONTENTS ...... I PREFACE ...... III ACRONYMS AND ABBREVIATIONS ...... IV 1.0 INTRODUCTION ...... 1 1.1 YEAR 3 PROGRESS — CONTEXT FOR OPTION PERIOD ACTIVITIES ...... 1 1.2 WORK PLAN DEVELOPMENT METHODOLOGY ...... 2 2.0 OPTION PERIOD YEAR 1 WORK PLAN ...... 2 2.1 IMPLEMENTATION STRATEGY ...... 2 2.1.1 IMPLEMENTING REGIONAL APPROACHES ...... 2 2.1.2 TARGETING TECHNICAL ASSISTANCE ...... 3 2.1.3 COORDINATING WITH KEY ACTORS AND PROGRAMS ...... 3 2.1.4 ANTICIPATING NEEDS BASED ON THE ELECTORAL CALENDAR ...... 4 2.1.5 CONTINUING THE FOCUS ON WOMEN, YOUTH, AND DISADVANTAGED GROUPS ...... 4 2.1.6 SUMMARY ...... 4 2.2 COMPONENT ONE ACTIVITIES: STRENGTHENING NATIONAL AND SUB-NATIONAL PUBLIC FINANCIAL MANAGEMENT ...... 5 2.3.1 ACTIVITY 1: RE-EVALUATE & REVISE THE PROJECT THEORY OF CHANGE & KEY PROJECT INDICATORS ...... 6 2.3.2 ACTIVITY 2: SUPPORT WORKSHOP ON REGIONALIZATION STRATEGY ...... 6 2.3.3 ACTIVITY 3: RECRUITMENT OF FIELD AGENTS FOR TARGETED REGIONAL COUNCILS/CERCLES ...... 7 2.3.4 ACTIVITY 4: STUDY ON AVAILABILITY OF RESOURCES IN EDUCATION AND HEALTH ...... 7 2.3.5 ACTIVITY 5: TECHNICAL ASSISTANCE TO THE STAFF OF CADD WITHIN THE MOE, MOH AND MEF TO IMPROVE THEIR BUDGETING PROCESSES – PROGRAM-BASED BUDGETING ...... 8 2.3.6 ACTIVITY 6: TECHNICAL ASSISTANCE TO THE MEF, MOE, MOH TO IDENTIFY AND EVALUATE THE EFFECTIVENESS OF HUMAN AND FINANCIAL RESOURCES TRANSFER TO THE REGIONAL LEVEL ...... 8 2.3.7 ACTIVITY 7: TRAIN KEY REGIONAL ACTORS IN RESULTS-BASED BUDGET PLANNING/IMPLEMENTATION: ...... 10 2.3.8 ACTIVITY 8: TECHNICAL ASSISTANCE TO CADD/HEALTH TO TRAIN LOCAL COLLECTIVITIES, ASACOS, THEIR FEDERATIONS, AND HEALTH MANAGEMENT COMMITTEES ON PFM AND LAWS GOVERNING HEALTH MANAGEMENT IN A DECENTRALIZED SYSTEM ...... 10 2.3.9 ACTIVITY 9: STRENGTHEN THE CAPACITY OF TERRITORIAL COLLECTIVITIES, ADRS AND DECONCENTRATED TECHNICAL SERVICES IN REGIONAL DEVELOPMENT PLANNING ...... 11 2.3.10 ACTIVITY 10: TEST AND SUPPORT THE ESTABLISHMENT OF AN ACCOUNTS TRACKING SYSTEM FOR REGIONAL COUNCILS AND LOCAL COLLECTIVITIES 12 2.3.11 ACTIVITY 11: INCREASE LOCAL COLLECTIVITIES DOMESTIC RESOURCES MOBILIZATION CAPACITY ...... 13 2.3.13 ACTIVITY 12: ASSESSMENT OF PROPERTY TAX SYSTEMS FOR IMPROVED REVENUE GENERATION IN BAMAKO ...... 13
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 i
2.3.14 ACTIVITY 13: ASSESSMENT OF REVENUE GENERATING OPPORTUNITIES IN THE MINING SECTOR ...... 14 2.3.15 ACTIVITY 14: EXPAND TRAINING TO DECISION-MAKING WOMEN IN THE MALIAN CIVIL SERVICE...... 14 2.4 COMPONENT TWO ACTIVITIES: IMPROVE COORDINATION AND COMMUNICATION BETWEEN NATIONAL AND SUB-NATIONAL GOVERNMENT AND CIVIL SOCIETY ...... 15 2.4.1 ACTIVITY 15: REGIONAL PLANNING FOR SUSTAINABLE WEBSITE DEVELOPMENT AND MANAGEMENT ...... 16 2.4.2 ACTIVITY 16: UPDATE/DEVELOP COMMUNICATIONS STRATEGY ...... 16 2.4.3 ACTIVITY 17: BUILD CAPACITY AND PROMOTE COMMUNICATION AMONG ACTORS ON PUBLIC FINANCE MANAGEMENT ...... 16 2.4.4 ACTIVITY 18: DEVELOP AND DISSEMINATE CITIZEN’S BUDGETS ...... 18 2.4.4 ACTIVITY 19: PROVIDE ORIENTATION FOR NEWLY ELECTED OFFICIALS ...... 18 2.4.5 ACTIVITY 20: SUPPORT TO CROCSADS, CROCEPS AND REGIONAL DEVELOPMENT CONSULTING BOARD (RDCB) ...... 19 2.4.6 ACTIVITY 21: CONDUCT PFM BEST PRACTICES, LESSONS LEARNED WORKSHOP, AND INTERNATIONAL CONFERENCE ...... 19 2.4.7 ACTIVITY 22: ADVOCACY TO INCREASE CITIZENS’ UNDERSTANDING OF THEMES RELATED TO PFM, GENDER RESPONSIVE BUDGETING AND LEADERSHIP, RESOURCE MOBILIZATION, AND AUDITS ...... 20 2.5 COMPONENT THREE ACTIVITIES: THE “CONTROLE GENERAL DES SERVICES PUBLIC” (CGSP) CONDUCTS PERFORMANCE AUDITS THAT MEET INTERNATIONAL STANDARDS AND IS ABLE TO MONITOR PUBLIC SPENDING AND SERVICE DELIVERY AT THE NATIONAL AND SUB-NATIONAL LEVELS ...... 21 2.5.1 ACTIVITY 23: TRAINING IN PERFORMANCE AND COMPLIANCE AUDITS ...... 22 2.5.2 ACTIVITY 24: ASSISTANCE TO THE COORDINATION BOARD (BVG, CGSP, AND SCCS) ...... 23 2.5.3 ACTIVITY 25: COMMUNICATION ABOUT AUDIT/AUDIT FINDINGS ...... 23 2.5.4 ACTIVITY 26: PILOT AUDIT MISSIONS TO IMPLEMENT LESSONS LEARNED ...... 24 2.6 GENDER INTEGRATION ...... 25 2.6.1 ACTIVITY 27: INTEGRATION OF LESSONS LEARNED FROM THE WILDAF GENDER-RESPONSIVE BUDGETING TRAINING SESSIONS ...... 25 2.6.2 ACTIVITY 28: PROVIDE CAPACITY-BUILDING OF NEWLY ELECTED WOMEN, YOUTH AND PERSONS WITH DISABILITIES ON ADMINISTRATION AND FINANCIAL SYSTEMS OF COLLECTIVITIES ...... 26 2.6.3 ACTIVITY 29: SNGP GENDER ANALYSIS ...... 26 2.6.4 ACTIVITY 30: WOMEN’S LEADERSHIP TRAINING ...... 26 2.6.5 ACTIVITY 31: CAPACITY BUILDING OF SELECTED SCHOOL MANAGEMENT COMMITTEE AND ASSOCIATION OF STUDENTS’ MOTHERS ON THEIR ROLES AND RESPONSIBILITIES...... 27 3.0 INDICATIVE TIMELINE FOR OPTION PERIOD ACTIVITIES ...... 28 4.0 MANAGEMENT PLAN ...... 39 4.1 OPTION PERIOD STAFFING...... 39 SUBCONTRACTORS ...... 39 HOME OFFICE SUPPORT ...... 39 4.2 SECURITY AND SAFETY ...... 40
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 ii
PREFACE
The Mali Sub National Governance Project (SNGP) is the fourth generation of a decentralization and local governance support project funded by the United States Agency for International Development (USAID) in Mali. SNGP follows the Shared Governance Projects, called PGP and PGP2 (2003–2012), implemented by Management Systems International (MSI) and the Women in Local Governance Project, implemented by a consortium of Development & Training Services (DTS) now referred to as Palladium and Winrock International (2003–2005). Mali SNGP is a five-year, US $22 million project (based on successful implementation of activities achieving project objectives after the third year, a two-year option period may be exercised). 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.” The project focuses on public financial management (PFM) as a catalyzing theme, and consists of three major interrelated components with crosscutting encouragement and implementation 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 (Union Economic Monetaire Ouest Africaine [UEMOA]), and to monitor public spending and service delivery at national and sub-national levels. Since February 9, 2016, when USAID/Mali awarded Tetra Tech the three-year contract, Mali SNGP engaged in laying a strong foundation of collaboration with the then-Ministry of Decentralization and State Reform1 through its Direction Générale des Collectivités Territoriales (DGCT) and senior staff within sectoral ministries, such as the Ministry of Health; Ministry of Education; Ministry for Family; Ministry for Children and Women’s Promotion; Ministry of Economy and Finance; CARFIP; CGSP; Agences de Développement Régional (ADRs); and Conseils Régionaux in Bamako, Sikasso, Kayes, Kidal, Mopti, Koulikoro, Gao, Tombouctou, and Ségou. An Option Period of 2 additional years for the implementation of Project activities was awarded on 28 March 2019. The approach to project implementation is based on the Theory of Change that identifies key barriers to decentralization. Several factors characterize Mali’s political environment, such as lack of capacity and accountability, poor intergovernmental coordination, weak communications between national and sub- national governments and civil society, and equity deficits. To overcome these shortcomings, Mali SNGP supports USAID’s Democracy, Human Rights, and Governance (DRG) Strategy to “Support the establishment and consolidation of inclusive and accountable democracies to advance freedom, dignity, and development.”
1 The name of the project’s line ministry counterpart has changed following repeated cabinet shakeups. The project’s current anchor ministry is the Ministry of Territorial Collectivities, created following the last cabinet reshuffle. The other new ministry, the Ministry of Local Development, is the anchor of the ADR. The project continues to work with the DGCT, which reports to the Ministry of Territorial Collectivities.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 iii
ACRONYMS AND ABBREVIATIONS
ACIAM Association of Comptrollers, Inspectors, and Auditors of Mali ARCADE Association de Recherche, Communication, Animation pour un Développement lié à l’Environnement ADR Agence de Développement Régional (Regional Development Agencies) AIR Activités à Impact Rapide (Rapid Impact Activities) ANICT Agence Nationale d’Investissement des Collectivités Territoriales ASACO Community Health Associations BOOST Logiciel de Comptabilité des Collectivités Territoriales BVG Bureau du Vérificateur General (Office of Inspector General) CADD Cellule d’Appui à la Décentralisation et à la Déconcentration CARFIP Cellule d’Appui à la Réforme des Finances Publiques CDCS Country Development Cooperation Strategy CEP Centre d’Education Pédagogique CFCT Centre de Formation des Collectivités Territoirales (Center of Training for Territorial Collectivities) CGS Comité de Gestion Scolaire (School Management Committee) CGSP Contrôle Général des Services Publics COLLOC Logiciel de Comptabilité des Collectivités Territoriales COR Contracting Officer’s Representative CPER Contrat Plan Etat Région CREDD Cadre Stratégique de Relance Économique pour un Développement Durable CROCEP Comité Régional de d’Orientation et de Coordination et d'Évaluation du Programme Développement du Secteur de la Santé (Regional Orientation, Coordination, and Evaluation Committee) CROCSAD Comité Régional d’Orientation de Coordination et de Suivi des Actions de Développement CSCOM Centre de Santé Communautaire (Community Health Center) CSO Civil Society Organization DCOP Deputy Chief of Party DCPND Document Cadre de Politique Nationale de Décentralisation (Framework Document of the National Policy on Decentralization) DGB Direction General du Budget DGCT Direction Générale des Collectivités Territoriales DRG Democracy, Human Rights, and Governance DTS Deconcentrated Technical Services EMERG Empowering Malians Through Elections, Reforms, and Governance Efforts Project EPP Evaluation of Public Policies GBV Gender-Based Violence GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (German International Technical Cooperation Agency) GM2i Accounting and Budget Execution Monitoring System GOM Government of Mali GSB Groupe de Suivi Budgétaire ICT Information and Communications Technology IFMIS Integrated Financial Management Information System
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 iv
IKMS Information and Knowledge Management System INTOSAI International Organization of Supreme Audit Institutions IP Implementing Partner IR Intermediate Result ISC Supreme Institutes of Control M&E Monitoring and Evaluation MEF Ministère de l’Economie et des Finances (Ministry of Economy and Finance) MMI Mesures de Modernisation Institutionnelle (Institutional Modernization Measures) MoE Ministry of Education NDI National Democratic Institute NGO Nongovernmental Organizations PAGAM/GFF Improvement and Modernization of Public Finance Management in Mali PDER Programme de Développement de l’Education au Niveau Régional PDESC Programme de Développement Economique, Social et Culturel PDG Peace, Democracy, and Governance PEA Political Economy Analysis PEDC Programme de Développement de l’Education au Niveau Cercle PEDECOM Programme de Développement de l’Education au Niveau des Communes PFM Public Financial Management PGP Shared Governance Projects PJR Paix Justice et Reconciliation PMP Performance Monitoring Plan PPP Public-Private Partnership PREM/GFP Programme pour la Reforme en Gestion des Finances Publiques Management in Mali PRODESS Programme de Développement Economique, Social et Sanitaire PSDR Plan Stratégique de Développement Régional PS&R Peace, Security and Reconciliation RC Regional Council RDCB Regional Development Consulting Board SAI Supreme Audit Institution SCCS Section des Comptes de la Cours Suprême SIRA Selective Integrated Reading Activity SNGP Sub-National Governance Program STTA Short-Term Technical Assistance TA Technical Advisor TOR Terms of Reference TOT Training of Trainers UEMOA Union Economic Monétaire Ouest Africaine USAID United States Agency for International Development WILDAF Women in Law and Development in Africa
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 v
1.0 INTRODUCTION
1.1 YEAR 3 PROGRESS — CONTEXT FOR OPTION PERIOD ACTIVITIES During Year 3 of project implementation, Mali SNGP made significant accomplishments including the following: 10 public hearings on budget disbursement processes and developed presentations to help facilitate discussions on subnational entities administrative accounts (previous and upcoming year) at both the regional and national levels. Leadership Training to 441 government and elected officials including 202 women. 1260 days of Technical Assistance to Partners at national and sub-national level (GSB, WILDAF, ADR, CR, Technical services) 19 public awareness raising activities on sub-national planning and budgeting across the country 15 activities designed and implemented to retain and/or recruit women into positions within the national and local government 534 women trained on Public Financial Management 44 hours of total programmed radio outreach activities across the country concerning decentralization and budgeting 20,000 copies of legal texts related to competences distributed to CTs; 5,000 copies of the School Management Committee M&E Guide; 5,000 copies on Education Development Plan Guide Technical assistance to Regional Councils in four target regions (Sikasso, Ségou, Gao and Koulikoro) in the development of their preliminary budgets for 2018. Associated workshops comprised 368 participants (including 64 women). Technical assistance to the technical staff of the Cellule d’Appui à la Décentralisation et à la Déconcentration (CADD)/MEF in strategic planning and drafting their 2018 Action Plan. As a result, the MEF significantly increased its 2018 CADD budget - from 20 million CFA ($40,000 US) to more than 200 million CFA ($400,000 US), an increase of more than10 times the original budget allocated to the CADD. Training to 8 local collectivities (comprising 208 participants with 29 women) in Programme de Développement Economique, Social et Culturel (PDESC) development techniques and processes. Technical Assistance to the CADD of the Ministry of Education and its partners to validate the Comité de Gestion Scolaire (School Management Committee [CGS]) Performance Monitoring and Evaluation Guide. Supported the review of the Educational Program Development Guide (Programme de Développement de l’Education au niveau Régional (PDER), Programme de Développement de l’Education au niveau Cercle [PEDC], and Programme de Développement de l’Education au niveau des Communes [PEDECOM]).
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 1
Technical assistance to the two northern regions of Gao and Tombouctou, and Mopti to develop their Emergency Action Plans (Programmes d’Actions Prioritaires). Supported the revision process of existing training modules on Public Financial Management. Six training modules for local actors in PFM have been revised and updated. Trained 30 civil servants from the Treasury of the northern regions of Mali on the Accounting Software of the Territorial Collectivities (COLLOC-Version 2). Trained 740 local elected officials, including 142 women on financial resource mobilization. Organized a Press Caravan (“A la Découverte des ADR’’) to increase citizens’ knowledge of the newly established regional entities and to promote the ADRs visibility regarding their roles and responsibilities in regional development. Study tour to Washington DC that included 10 Controllers from CGSP. Conducted performance audits of local government entities in Kayes, Koulikoro, Mopti, Segou and Sikasso. The performance audit reviewed 1) the efficiency and effectiveness of two regional hospitals in Segou and Sikasso; 2) the efficiency and effectiveness of girls’ education in Kayes and Koulikoro; and 3) the effectiveness of the transfer of resources in the education and health sector in Mopti. Risk Mapping and Audit of the Secretary General and 35 sections of six ministries (with 82 participants 7 of whom were women) led to recommendations on how to improve services, internal management practices, and build the capacity of 50 controllers from CGSP. All audits will be made available to the audited public services. Supported the development and official launch of the CGSP website. Completed the Directory on Women in Leadership in six Ministries (Health, Education, Women’s Promotion, Economy and Finance, Employment, and Rural Development). These accomplishments laid the groundwork for the Option Period Implementation Strategy and Component activities set out below. The process for arriving at this Work Plan is set out in the Work Plan Development Methodology in Section 1.2.
1.2 WORK PLAN DEVELOPMENT METHODOLOGY The work planning process for the development of the Year 4 Work Plan was inclusive and collaborative. The process began by having embedded Technical Advisors (TAs) work closely with their respective ADR partners to develop what was referred to as “Plan d’Appui,” highlighting key activities to support these partners to effectively address the needs of the collectivities within their jurisdictions. Then, organizing a five-day workshop by bringing together all of Mali SNGP technical staff members (Team Leaders, monitoring and evaluation [M&E], Gender) from the Bamako-based office, the embedded TAs from the regions, and all ADR and CADD Directors in Bamako. With support from the Chief of Party, the group accomplished the following during the workshop: 1) reviewed implementation status of Year 3 programmatic activities; 2) analyzed needs identified at both national and regional levels by TAs in collaboration with their host institutions; 3) selected and prioritized programmatic activities for Year 4; and 4) discussed implementation approaches, techniques timeline, and synergies internally and externally with other implementing partners. During the first three days, the staff worked in small groups to determine what each component and the crosscutting sectors accomplished to date and what needed reprogramming for Year 4. Focused conversations in plenary revealed areas of concern and lessons learned throughout the implementation
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 2
process of Year 3 planned activities. As an important exercise, the team brainstormed Year 4 plans per component and per sectors, and discussed overlap and synergy between components and crosscutting sectors, and between Mali SNGP and other USAID or donor implementing partners (IPs) such as Selective Integrated Reading Activity (SIRA) , Civic Engagement Project (CEP), National Democracy Institute (NDI), and Peace, Security and Reconciliation (PS&R)—acknowledging that without overlap and communication between components and crosscutting sectors and IP, some efforts would be duplicated. In fact, for cost-effectiveness and to maximize project outcomes, SNGP aims to promote coordination and synergy between the maximum of development partners working at both national and regional levels. On the fourth day of the workshop, Mali SNGP technical staff meet with all ADR and CADD Directors to share the draft list of priority activities resulting from the preliminary discussions they had with the embedded TAs to get their last buy-ins. For Mali SNGP, this consultation meeting with the directors was the sure mechanism to ensure that project planned activities are directly relevant to beneficiaries’ needs and concerns. At the end of the week of discussions and planning sessions, the Team Leaders and other technical staff were tasked to continue work on activities and to determine outputs for each activity. The Deputy Chief of Party (DCOP) of Operations was tasked to develop activity budgets for the effective completion of the Year 4 Work Plan. A validation workshop wrapped up the week of work planning in Bamako on October 22, 2018. The project again invited stakeholders from both the national and regional levels to review planned activities and ensure that those activities were feasible and responded to their needs. The result was a stakeholder commitment to support the implementation of this work plan. Taking place in parallel to technical staff meetings, Mali SNGP held conversations with other partners to discuss synergies and implementation strategies throughout Year 4 and into the Option Period. To ensure the Work Plan continues to be relevant, the project technical team will convene at the end of each quarter to make any necessary adjustments to the plan. Any adjustments will be reported in the quarterly reports. In terms of this document (revised April 2019), the terms contained in it represent revisions agreed with USAID taking into account the project’s Mid-term Evaluation, the mini-PEA conducted in September 2018, and discussions with USAID in the context of the award of the Option Period under the Contract. The Work Plan that follows comprises the following primary sections: Implementation Strategy, and Component activities. The Implementation Strategy section briefly outlines SNGP’s general approach to implementation of project activities for the first Option Period Year. During the Base Period, project approaches were grounded in the Theory of Change that is set out in Figure 1.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 3
Figure 1. Theory of Change
During the Mid-term Evaluation, a question-mark was raised as to whether the Theory of Change remained relevant for SNGP programming. As a result, the Project revised the Theory of change model as set out below in Figure 2.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 4
Figure 2. Theory of Change (Revised April 2019)
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 1
The Component sections, below, identify specific activities, and anticipated outputs during the first year of the Option Period. Anticipated timelines for activities are set out in Section 3 below.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) REVISED MAY 2019 1
2.0 OPTION PERIOD YEAR 1 WORK PLAN
2.1 IMPLEMENTATION STRATEGY SNGP’s strategy for project implementation during the first year of the Option Period2 is based on the application of implementation lessons learned from the base period and shaped by the general progress of decentralization in Mali since project inception. In broad terms this means that SNGP will implement activities by: Applying regional approaches to activities (including a dedicated approach for the north); Expanding and targeting technical assistance at a regional level to focus on regional priorities; Coordinating with key actors and programs, drawing on like interests and goals of government, donors, project implementers, and other stakeholders to create synergies that further the decentralization process and its ultimate goals; Recognizing and anticipating regional needs based on the electoral calendar; and Paying particular attention to the support of women, youth, and disadvantaged groups in terms of participation in sub-national governance as well as ensuring that they benefit from the results of targeted project activities. The application of these broad implementation themes will advance Mali’s decentralization process and thus ensure that public funds intended for decentralized services are delivered more effectively and transparently. Ultimately, data collected by SNGP in this process, along with documented project successes and challenges, will be analyzed, interpreted, and communicated in a way that clearly tells the “story of decentralization” in Mali.
2.1.1 IMPLEMENTING REGIONAL APPROACHES Mali SNGP’s strategy for project implementation in the Option Period is based on the application of lessons learned from the Base Period and shaped by the progress that has been made in enacting decentralization reforms in Mali since project inception. Mali SNGP will incorporate the following adaptations into its Implementation Approach for the Option Period by: Applying an adaptive regional approach that takes into account the context, opportunities, and priorities of each of Mali SNGP’s partner regions, including those in the north. Core activities will continue to be implemented in all partner regions, and demonstration activities that pilot advanced systems or procedures to expand decentralization reforms will be piloted in the four newly identified demonstration regions of Mopti, Sikasso, Ségou, and Kayes, and the District of Bamako; Expanding and targeting technical assistance at the regional level to focus more on regional priorities; Increasing engagement with key actors and programs, drawing on like interests and goals of government, donors, project implementers, and other stakeholders to create synergies that further the decentralization process and its ultimate goals; Recognizing and anticipating regional needs based on the upcoming electoral calendar and the ongoing administrative reforms being undertaken by the GOM; and
2 Note that because the Option Period was exercised in March 2019 and the earlier version of this Work Plan (a “Year 4” Work Plan) started in October 2018, the Work Plan covers the period ending on 31 March 2020 (i.e. the end of the second quarter in the FY 2019/2020). Nevertheless, this Work Plan remains a living document and may be further updated before the end of the first year of the Option Period.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 2
Paying particular attention to the support of women, youth, and disadvantaged groups in terms of participation in sub-national governance as well as ensuring that they benefit from the results of targeted project activities. Improved data-gathering procedures and tools (e.g., the Regional Assessment Tool) will enable more effective and timely gathering and interpretation of data. Improved data analysis and periodic reporting will translate into more effective regional approaches that can anticipate and respond to changing regional priorities. Expanded staffing recourses focused on regional needs (at the Bamako Office and in the field; see 2.1.2) will enable more effective regional management of activity implementation. The application of these broad implementation themes will advance Mali’s decentralization process and thus ensure that public funds intended for decentralized services are delivered more effectively and transparently. Ultimately, data collected by Mali SNGP in this process, along with documented project successes and challenges, will be analyzed, interpreted, and communicated in a way that clearly tells the story of decentralization in Mali, and demonstrates the impact these reforms are having on the lives of all citizens.
2.1.2 TARGETING TECHNICAL ASSISTANCE SNGP will more effectively TA assistance to complement a significant ramping up of project activities through Year 4 and in to the Option Period. To that end, a cadre of eight Field Agents (FAs) is proposed to be added to SNGP staff as embedded staff in the cercle councils, communal councils and/or ADRs in the Demonstration Regions (Kayes, Ségou, Sikasso, and Mopti3). The focus of FA activities will be to support the work of cercle-level councils, and communes, especially in the demonstration regions for domestic resource mobilization (see Activity 11 below) but not exclusively.4
2.1.3 COORDINATING WITH KEY ACTORS AND PROGRAMS Following the ministerial reshuffle after the presidential elections concluded in September 2018, SNGP project management will require USAID assistance to reach out to establish new relationships within the new ministries as required, in addition to affirming existing relationships. As a result of the recent elections, a number of Government of Mali (GOM) institutions either changed or have been relocated within different ministries. The Ministry of Territorial Collectivities, the project’s previous anchor, and the Ministry of Local Development, the supervisory body of the ADRs, no longer exist. Their powers and responsibilities have been transferred to the Ministry of Territorial Administration and Decentralization, which has now become Mali-SNGP project’s primary counterpart. However, the project’s entry point to the government remains the Direction Générale des Collectivités Territoriales (DGCT), which reports now to the Ministry of Territorial Administration and Decentralization. In addition, following Decree No. 2018-0748 PM-RM of September 24, 2018 relating to the distribution of public services between the Prime Minister’s Office and ministerial departments, the reporting line of the CGSP has changed. Previously anchored to the Prime Minister’s Office, the CGSP reports now to the Ministry of State Reforms and Transparency of Public Life, as a central service. This change technically affects INTOSAI's (International Organization of Supreme Audit Institutions) international auditing standards, which advocate that a supreme audit institution should be independent and/or
3 Demonstration Regions include the District of Bamako but Field Agents will not be provided here. 4 It is also anticipated that Field Agents will provide -Assistance de proximité- to elected officials in communal management that include (PDSEC development, budget planning, resources mobilization). As set out below, FAs will also support local level CSOs as well as ASACO, CGS, Youth and women’s groups, etc.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 3
attached to the highest level within the government. Reporting to a ministry puts the CGSP at the same level as a government inspectorate and, may make monitoring the implementation of audit recommendations more difficult. However, its missions remain unchanged. Establishing or reestablishing connections with these new institutions in the post-election context may pose challenges for coordination and programming of SNGP activities. Any necessary changes to project implementation due to these new circumstances will be undertaken in consultation with USAID and GOM stakeholders. In terms of project implementation activities, SNGP will coordinate closely with donors and project implementers of decentralization and local governance programs, and in particular, in the context of regional elections (e.g., USAID-funded Empowering Malians Through Elections, Reforms, and Governance Efforts (EMERGE) project implemented by NDI) see 2.1.4 and Activity 28, Provide capacity building of newly elected women, youth, and persons with disabilities on administration and financial management of collectivities in each region; and PDESC development and implementation (Creative Associates under the Mali Peace Building, Stabilization and Reconciliation project), in addition to related programs such as the USAID Mali Justice Project and Civic Engagement Project (CEP). In this regard, at the start of the Option Period, SNGP will conduct a series of “synergy meetings” with relevant implementing partners to develop individualized coordination strategies that harmonize with both SNGP and implementing partner project goals. These coordination strategies will constitute addendums to this Work Plan and their implementation will be coordinated through an SNGP focal point.
2.1.4 ANTICIPATING NEEDS BASED ON THE ELECTORAL CALENDAR Drawing on relationships established with coordination partners (see 2.1.3), SNGP will collaborate to 1) develop key messages to encourage and/or increase women and youth participation in governance, and 2) work with newly elected officials to orient them in their roles and responsibilities in the management of their respective collectivities in the context of regionalization and decentralization. Focus will also be on resource mobilization, both domestic and national-level transferred resources. Based on the findings and key recommendation of the study on potential resources in the regions (being finalized at the time of writing), Mali SNGP will continue to develop user-friendly tools for local collectivities to increase their resource mobilization capacities. This will help to minimize disruption to the progress of implementing decentralization initiatives.
2.1.5 CONTINUING THE FOCUS ON WOMEN, YOUTH, AND DISADVANTAGED GROUPS During the Option Period, Mali SNGP will continue to work through subcontractors, Banyan Global and WILDAF, to increase the participation of civil society organizations (CSOs) to focus on women and youth—especially in the areas of in PFM and the local budgeting process of PDESC. Through this approach, regional and commune budgets can reflect their specific needs and priorities. Mali SNGP’s leadership training sessions will also aim to promote women and youth to participate in their communities as agents for positive change. Part of this will be achieved by: Providing capacity-building for newly elected women and youth on the administration and financial management of collectivities in each region; Training (senior-level women decision makers in the Malian civil service5; and Providing technical support for the development of appropriate gender, health, and education metrics to the Ministry of Education and Ministry of Health.
2.1.6 SUMMARY
5 This group of women was formerly known as “Cadre A.”
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 4
In summary, the Option Period Implementation Strategy is one that provides a nuanced approach to SNGP’s regional engagement, targets expanded technical assistance to where it is likely to be most effective, takes a collaborative approach with key actors (regional officials, and CSOs focusing on women, youth, and disadvantaged groups) to develop synergy from our mutual goals, and anticipates risks in the decentralization process by working directly with newly elected officials. The project will continue to implement activities in a participatory way in response to the needs of regional partners (ADRs, regional councils [RCs], deconcentrated technical services [DTS], and CSOs). By applying these implementation strategies, SNGP plans increasingly improved activity implementation over Year 4 and into the Option Period in furtherance of the project goals. For the purposes of this revised Work Plan document, the proposed activities below are presented in general terms. While project activities during the Option Period will be focused on the demonstration regions (but also considering the special needs of the North), some details will not be finalized until the completion of the Theory of Change Validation process (see Activity 1), and the Mini-Work Plan exercise for the North. Other activities set out below will be tailored to individual regional circumstances over the course of the year. Therefore, this work plan will remain a ‘living document’ that enables SNGP to adapt to varying circumstances on the ground.
2.2 COMPONENT ONE ACTIVITIES: STRENGTHENING NATIONAL AND SUB-NATIONAL PUBLIC FINANCIAL MANAGEMENT Mali is adopting the UEMOA guidelines to modernize PFM. The financial system of the state and local authorities is based on the principles of budgetary law, defined in the guidelines on the code of transparency, financial laws, and general regulation on public accounting within the UEMOA. The Government of Mali is also implementing the following development and decentralization policies: 1) the Action Plan of the Cadre Stratégique pour la Relance Economique et le Développement Durable (CREDD) 2016-2018. The CREDD Action Plan is based on the application of the « Budget Programme » focusing on the implementation of two main priorities: Mesures de Modernisation Institutionnelle-Institutional Modernization Measures (MMI). These initiatives aim to improve the overall performance and transparency within the sector, the quality of goods and social services, and responsiveness of the administration to the people; and Activités à Impact Rapide – Rapid Impact Activities (AIR). 2) Document Cadre de Politique Nationale de Décentralisation (DCPND) – National Decentralization Policy Framework. The following objectives of DCPND are in direct line with Mali SNGP project goals: Regionalization and the establishment/operationalization of ADRs, Identification of competences and resources transferred to the sub-national entities, Standardization of collectivities planning tools, and Promotion of public-private partnerships (PPPs) at the regional level. To implement the guidelines and policies, public finance management agents need to be trained to efficiently undertake their roles and responsibilities. Under Component 1, SNGP aims to strengthen PFM systems at both the national and regional levels by providing technical assistance to strengthen the budgetary processes and the management of public funds incorporating ongoing reforms. SNGP will provide its technical assistance to the decentralized technical services for finance, education, health, as well as to local authorities, through strengthening of budget cycles with an aim to improve basic social services. Mali SNGP’s Work Plan activities will contribute to the achievement of the government’s objectives regarding financial decentralization (Plan d’Action d'Amélioration de la Gestion des Finances Pulbiques Locales) and improved regional development mechanism by 2021. We will reinforce the
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 5
effective implementation of decentralization through regionalization, as our program embedded TAs continue to work with the ADRs and other regional actors, to improve local governance through technical assistance and training. SNGP will also work with both national and regional actors to trigger effective partnerships between the central state and local collectivities.
2.3.1 ACTIVITY 1: RE-EVALUATE & REVISE THE PROJECT THEORY OF CHANGE & KEY PROJECT INDICATORS6 During the third Quarter of Year 4, an international consultant will be engaged to work with regional SNGP Technical Advisors and ADRs to re-evaluate the Theory of Change to ensure that it illustrates a causal pathway of specific actions that Mali SNGP and stakeholders will take to overcome key barriers to decentralization. Mali’s political environment relating to decentralization, regionalization, and Public finance Management, underscores a need for increased capacity and accountability, improved intergovernmental coordination, improved communications between national and sub-national governments and civil society, and a reduction in equity deficits. These contextual issues will be reflected in Mali SNGP’s validated TOC to best support USAID Mali’s Democracy, Human Rights, and Governance (DRG) objectives. While the main purpose of the validation workshop is to reconsider a causal pathway for decentralization, an ancillary benefit is that the meeting will discuss how political will is fostered at national, regional, and local levels, as well as the different accountabilities these levels have in ensuring that decentralization efforts progress. Further to the mini-PEA conducted in 2018, a second mini-PEA will be conducted at the end of Year 4 project implementation to update the project team and partners on the context and any developments or changes in the operational environment stemming from the elections, that may affect the interests of the primary actors in the reform process, or the rules in use in each of decentralization’s three arenas (national, sub-national, and civil society). Mali SNGP will subcontract with a local organization to conduct this second mini-PEA and provide technical support to help build local capacity to conduct PEAs in the future. Output 1.1: Theory of Change Validation process and revised Project Indicators, as necessary. Output 1.2: Mini-PEA to update the project team and partners on the progress of Mali’s decentralization.
2.3.2 ACTIVITY 2: SUPPORT WORKSHOP ON REGIONALIZATION STRATEGY Mali SNGP will work closely with DGCT and CFCT to organize a three-day workshop on Implementation of the Regionalization Strategy in Bamako. Stakeholders from both the national and regional level will be invited to discuss the findings from the regional assessment and identify priority actions for advancing implementation of the regionalization strategy in the coming period. The main objectives of the workshop are three-fold: 1) Discuss Mali’s Regionalization Strategy and evaluate progress made regarding its implementation to date; 2) Analyze strengths, weaknesses, the challenges and/or obstacles to advancing Mali’s regionalization process; and 3) Make recommendations that are practical and realistic to push forward regionalization.
6 An initial PEA was completed in June 2016 and a follow-up “Mini-PEA” was conducted at the end of Year 3. This activity speaks, in part, to Section C.4 (Component 1)(a) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 6
The outcomes of the workshop will serve as a roadmap for the advancement of the GOM’s regionalization strategy and will guide Mali SNGP’s efforts to support the implementation of this strategy over the remaining life of project. Participants in the workshop will include thinktanks and researchers; decentralization and local governance experts; representative of CSOs; as well as GOM and sub-national officials; and donors supporting Mali’s decentralization process. The list will be discussed and agreed upon with DCGT, who will lead and host the event. Additionally, During the first month of the Option Period, Mali SNGP will meet key stakeholders (governmental and non-governmental) in all five northern regions to draw on the project’s experience from the Base Period (including established relationships) and deploy project resources in the most cost-effective way possible. In particular, the process will: Reevaluate and prioritize their key service delivery needs, drawing (as the project has from the start) on their Regional Action Plans; Identify the most effective delivery of Mali SNGP support to those regions and institutions (e.g. through individual region or joint regional training/support, or local subcontractors); and In the new regions of Taoudéni and Ménaka, continue to help establish and make operational their ADRs. This exercise will result in a mini-Work Plan for the north that incorporates the relevant priorities from the Action Plans of the five northern regions. Output 2.1: Three-day workshop on Implementation of the Regionalization Strategy Output 2.2: Mini-Work Plan for the northern regions.
2.3.3 ACTIVITY 3: RECRUITMENT OF FIELD AGENTS FOR TARGETED REGIONAL COUNCILS/CERCLES7 In quarter three of Year 4, the project will recruit additional embedded technical advisors (Field Agents - FAs) for ADRs in the demonstration regions of Mopti, Ségou, Kayes, and Sikasso. Field Agents, working under their respective TAs will provide technical assistance to RCs/cercles to ensure that they can effectively undertake their responsibilities in accordance with decentralization laws. These newly embedded FAs will otherwise provide support to their respective institutions in accordance with the relevant Activities listed below. Output 2.1: Up to 8 additional FAs embedded within ADRs, Cercles Councils or communes of Mopti, Ségou, Kayes, and Sikasso.
2.3.4 ACTIVITY 4: STUDY ON AVAILABILITY OF RESOURCES IN EDUCATION AND HEALTH This activity is carried-over from the Year 3 Work Plan. While the transfer of general budget resources to decentralized sectors, health and education may be reasonable, the amount transferred remains insufficient and, in many cases, regional and local actors do not have adequate information about the availability of resources and how to access the resources in their sectors. Therefore, in the third quarter of Year 4, Mali SNGP will engage an international consultant to pair with local national sector specialists in the Health and Education sectors to study the availability of resources in the Health and Education sectors in a sample of five regions including two of the northern regions. Regions under consideration are Mopti, Sikasso, Kayes, Gao, and Tombouctou. The findings will orient the program in identifying and/or initiating approaches to support local collectivities’ resource mobilization capacities.
7 This activity speaks to Section C.4 (Component 1)(b) and (f) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 7
The Study will map the flow of resources in the education and health sectors and analyze the respective budgets, identify key actors and management entities, as well as the process of funds transfer to the regional level. The Study will provide recommendations and strategy for improving resource mobilization and service delivery in the Health and Education Sectors at the regional level. In addition to the Study, the Consultants will work with the SNGP communications team and the CADDs for education and health, the direction nationale du budget, CARFIP, to develop a user-friendly booklet on the process of transferring funds from the Central Government to the Subnational level. . The booklet will cover basic information on budget planning, development and management processes; and the actors involved and their roles and responsibilities. . This booklet will help Health and Education practitioners and service providers understand the entry points into the formal budget planning processes for the improvement of service delivery. The findings of the study will be confirmed through a Validation Workshop. Output 4.1: Health and Education Sectors Resource Flow and Mapping Study (with recommendations and associated Strategy); Output 4.2: Booklet on Budgeting Process (program-based budgeting) in the Health and Education Sectors; and Output 4.3: Validation Workshop to test the findings of the Health and Education Study.
2.3.5 ACTIVITY 5: TECHNICAL ASSISTANCE TO THE STAFF OF CADD WITHIN THE MOE, MOH AND MEF TO IMPROVE THEIR BUDGETING PROCESSES – PROGRAM-BASED BUDGETING In addition to on the job technical assistance that the TA will provide to their colleagues within the MOE, MOH and MEF in budget planning and execution, Regional TAs will also support the regular regional related PFM activities such as: Annual budget planning, Expenditure monitoring, and The preparation of budget projections. SNGP will conduct quarterly regional support visits (at least three spot check visits per CADD per year) to determine the effectiveness of CADD activities noted above, including the reporting and posting PFM information on their respective websites. Part of this process will include providing technical assistance to CADD staff to develop a monitoring and evaluation plan to better assess the performance of affiliated local entities (i.e. technical staff at local level, members of School Management Committees, and Community Health Associations and their federations). Output 5.1: 15 CADD spot checks focusing on budget planning and execution, budget projections, and reporting and posting PFM information on their respective websites; Output 5.2 Technical Assistance provided to the CADD staff to develop a Monitoring and Evaluation Plan to assess performance of local entities.
2.3.6 ACTIVITY 6: TECHNICAL ASSISTANCE TO THE MEF, MOE, MOH TO IDENTIFY AND EVALUATE THE EFFECTIVENESS OF HUMAN AND FINANCIAL RESOURCES TRANSFER TO THE REGIONAL LEVEL8
8 Activities 6-9 speak to Section C.4 (Component 1) (e) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 8
The technical capacity of local collectivities remains weak in terms of the effective preparation of planning and budgeting for local development initiatives, including provision of basic services like health and education. Despite SNGP efforts, in many cases regional bodies and local collectivities have insufficient knowledge and capacity in respect of the development and budget planning process as they relate to PDESCs. They lack training on prioritizing local development, and lack of data around development needs in health and education, as well as the funding sources that exist. The legal norms and regulations that govern the development of the five-year PDESC are unclear for many administrative bodies within local collectivities. The PDESC and the supporting budget should facilitate local collectivities’ access to the ANICT - jointly funded by the GOM and bilateral donors supporting Mali’s Decentralization. SNGP is increasing its support to the ADRs (in particular, in the area of participatory approaches in respect of the engagement of collectivities) to address the communication deficiencies that exist between citizens and the local collectivities, including to help ADRs facilitate collectivities’ access to and mobilization of resources. Because the GOM was able to transfer only about 19% of the national budget to local collectivities versus 30% as planned by March 2018, it has decided, through the MEF, to assess the monetary value of the technical competences transferred. Mali SNGP will support this initiative through its embedded TAs by participating in proposed MEF regional field visits and assisting the MEF to develop findings designed to improve the PDESC.9 Following the regional assessment, the findings will be shared with project target CSOs to develop key advocacy messages to increase the level of transfer of both financial and human resources to the regional level In order to monitor the overall country context in addition to the effectiveness of activities, Mali SNGP will conduct bi-annual “pause and reflect” events with key counterparts. These events will be an opportunity for the project to stay abreast of developments in the operating environment, including any emerging priorities and trends within the various counterpart institutions. They will also serve as an opportunity to inform Mali counterparts about Mali SNGP activities, including challenges and successes, and to confirm planned activities for the coming six months Recently, the GOM enacted a new decree (Decree n ° 2019-0258 / P-RM of March 27, 2019) to determine the modalities of transferring deconcentrated services of the State to Territorial Collectivities based on the different fields of responsibilities. This transfer aims to ensure the permanent provision of these services to the Territorial Collectivities with the related resources to enable them to effectively undertake their mandate. The transfer is conditional on 1) the missions exercised by the institution fall within the exclusive responsibilities of Territorial Collectivities; 2) the missions carried out are of an operational nature; 3) the local and regional authorities demonstrate that there is the need; and 4) the transfer does not result in a financial deficit to the State. Mali SNGP, throughout the optional years, will train elected officials on the content of the Decree during regional training sessions on PFM and will continue not only to monitor progress made on the transfer process but will also develop key messages to be publicly shared during our advocacy campaigns to inform and raise CT awareness of their responsibilities set out in the new Decree. This will enable CTs to hold the State accountable for the transfer set out in the new Decree. Additionally, the GOM has sought assistance from Mali SNGP to revise Decree 02-314/PRM of June 4, 2002: This Decree sets out the competencies transferred from the State to the Territorial Collectivities in the Health Sector at the Commune and Cercles levels. The revision of this Decree will allow the regional level to be taken into account in setting the powers/responsibilities transferred from the State to the TCs in the Health Sector. Furthermore, it is anticipated that the revised Decree will be accompanied by an implementing decree and a financial evaluation. SNGP anticipates using a team of
9 Mali SNGP’s TAs will be a learning resource for decentralized entities (ADR, Conseils Regional, Conseil de Cercles and Communes).
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 9
three local consultants: a decentralization expert, a legal expert, and a public finance expert to carry out this activity. . Output 6.1: At least three regional assessments of the effectiveness of transfer of both financial and human resources conducted; and Output 6.2: Advocacy messages to increase the level of transfer of both financial and human resources to the regional level. Output 6.3: Bi-annual “pause and reflect” sessions with counterpart institutions Output 6.4: Support revision of Decree decentralizing the Health Sector
2.3.7 ACTIVITY 7: TRAIN KEY REGIONAL ACTORS IN RESULTS-BASED BUDGET PLANNING/IMPLEMENTATION: SNGP will provide training to regional actors in the management of public finances and the UEMOA Guidelines that are being adopted by the GOM. The transparency code has been approved by the National Assembly and its implementation decree is currently being prepared. Participants to be trained are agents of the DGB, CARFIP, DGCT, ADR, and CADDs’ embedded Technical Advisors, and agents of financial services within the RCs. The main purpose of these regional trainings is to strengthen participants’ capacities on results- based budgeting and planning (“budget program”). The first session will be a TOT organized at the National level targeting trainers from the Centre de Formation des Collectivités Territoriales (CFCT), project imbedded TA, one representative from each ADR, members of the Parliament who are members of the legislative Finance, Health, and Education Committees. Following completion of the TOT, project will then launch three training sessions of three days each will be conducted in three selected regions. At each regional level, project will invite participants such as members of RC, ADR department heads in charge of budgets elaboration, and representatives of deconcentrated technical services (Treasury, Finance departments, Health, Education, Water and Sanitation, to cite some). The trainings will be carried out by the national consultant in collaboration with trainers from CFCT. The embedded TA will otherwise support the local collectivities (mayors, communal and cercle level councils, and representative of local level civil society organizations) to ensure that the results of this Activity are achieved. Output 7.1: TOT on results-based budget planning/implementation;
Output 7.2: 3 Workshops in 3 locations grouping all regions (Bamako, Mopti, Gao) in results-based budget planning/implementation;
Output 7.3: 9 Joint TA, CADD MOE, MOF, MOH field visits to strengthen local collectivities and DTS regional development planning and budgeting.
2.3.8 ACTIVITY 8: TECHNICAL ASSISTANCE TO CADD/HEALTH TO TRAIN LOCAL COLLECTIVITIES, ASACOS, THEIR FEDERATIONS, AND HEALTH MANAGEMENT COMMITTEES ON PFM AND LAWS GOVERNING HEALTH MANAGEMENT IN A DECENTRALIZED SYSTEM
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 10
The roles and responsibilities of sub-national entities including local level CSOs are well outlined in the Local Governments Code10, and recently amended in 2016 to create transition bodies at the local level. To increase communities’ access to basic health services, community health associations (ASACO) were put in place. However, many of the members of the ASACO are unaware of their legal roles and responsibilities. During the Option Period SNGP, will provide assistance to the CADD health to train ASACO and Health Management Committee (CSCOM – Comité de Gestion des Centre de Santé Communautaire) to help them better carry out their roles and responsibilities in providing health services to their communities. Focusing on targeted regions (refer to Activity 1, above), SNGP will draw from existing GOM and Project training materials (including results-based budgeting products) to conduct training at the Local Collectivties and ASACOS level on roles and responsibilities under decentralization laws. These training sessions will focus, in particular, on health sector roles and responsibilities. Additionally, Mali SNGP will work with FERASCOM (regional level), FELASCOM (cercle level), and ASACO and Health Management Committees (commune level) in the demonstration regions to build their internal governance practices (such as consultative processes, how decisions are made, election of leadership, and roles and responsibilities), as well as strengthen their advocacy capacities to improve delivery of basic health services for their communities. Output 8.1: Conduct up to 5 Health Sector Roles and Responsibility training sessions (in the demonstration regions and the District of Bamako) with the aim of training at least 350 participants. Output 8.2: Provide training to ASACOs and their associated FELASCOMs and FERASCOMs in the demonstration regions on internal good governance and sound management practices.
2.3.9 ACTIVITY 9: STRENGTHEN THE CAPACITY OF TERRITORIAL COLLECTIVITIES, ADRS AND DECONCENTRATED TECHNICAL SERVICES IN REGIONAL DEVELOPMENT PLANNING Mali SNGP will use the UEMOA guidelines as the lens for technical assistance to agents of deconcentrated technical services and accountant and financial officers from local collectivities to ensure better implementation of sector plans and boost regional development programming. The project, while building the capacity of these local actors around Results-Based Management, will also closely monitor the competences of deconcentrated Technical Services to the extent to which their activities comply with existing laws and regulations. Mali, like many other African countries has adopted decentralized approach to governance. However, these are at different places in term of the advancement of their decentralization agenda; Mali being earlier in the decentralization process than a number of others. To help local actors to learn from other countries’ experiences, SNGP plans to organize a study tour to Rwanda - an emerging country - that has demonstrated significant progress in regional development planning, application of PFM reforms, fighting against corruption and provision of quality and quantity service delivery. About 15 participants will be selected from project partner institutions (ADRs, DTS, and CTs) to observe best practices that may be adapted to the Malian context. For the second phase, SNGP, in collaboration with DGCT will organize 3 Regional Workshops on preliminary budget development to be facilitated by a national consultant and/or an international consultant. The results of this workshop will help territorial collectivities better prepare and manage their budgets. Output 9.1: Organize 3 regional workshops to train 150 key regional actors/Stakeholders on
10 Law n°2015-047, 2015 as amended.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 11
decentralization and regionalization concepts; and Output 9.2: At least one public hearing per region and the District of Bamako on the simplified budget 2019. Output 9.3: Support local collectivities in the PDESC design process based on the revised National PDESC Development Guide. Output 9.4: Support ADR in the effective implementation of their mandate (i.e. assistance to CT in mastering their projects implementation processes (maîrise d’ouvrage), resource mobilization, etc.) Output 9.5: Study tour to Rwanda to observe best practices on regional development planning, budgeting and program implementation.
2.3.10 ACTIVITY 10: TEST AND SUPPORT THE ESTABLISHMENT OF AN ACCOUNTS TRACKING SYSTEM FOR REGIONAL COUNCILS11 AND LOCAL COLLECTIVITIES The GOM of Mali has a new accounting system (COLLOC – Version 2) in place to advance and improve the application of the IFMIS. For the last two years, Mali SNGP has supported the application of the system at the national level through training of public accountants in its use. The purpose was to support them build their capacity to monitor PFM information. Local and regional authorities are by law required to put their management of public funds into the public domain. In order to do this, the chairman of the legislative body must keep administrative records which require regular monitoring of the financial operations carried out by the community. The aim of Activity 10 is to set up such a monitoring system so that the community can provide real-time information on budget implementation. As the project continuously monitors GOM reforms, we will closely work with agents from the treasury to organize trainings (TOT) on new systems and legislations on PFM. At the regional level, as there is no specific accounting system set for local collectivities, the project worked closely with the ADR of Sikasso to test a simplified accounting system created by ARCADE (Association de Recherche, Communication, Animation pour un Développement lié à l’Environnement) a French NGO based in the region. The system is known as GM2i (Interface de Gestion Municipale Integrée) and has been used by four rural communes (Dembela, Blendio, Benkadi and Tela) in the region. Upon observation we were able to see that using the tool could help communal authorities to monitor their expenses and draft their financial reports in a more effective manner. In consultation with the NGO Mali SNGP will apply the tool in Sikasso and test it in other collectivities and evaluate its usefulness. The tool will be reformulated based on this testing and adapted to apply to a larger amount of data. After upgrading the tool Mali SNGP will provide a two sessions training (five days each) to local elected officials at regional, cercle and communal levels and invite project embedded TA from other regions to attend for future expansion purposes. Estimate number of participants in each of the session is about 60 people. Through our Information and Knowledge Management System (IKMS) and in collaboration with Association de Recherche, Communication, Animation pour un Développement lié à l’Environnement (ARCADE), we will design and implement a training for regional financial advisors, throughout the Option Period. Training sessions will be jointly organized by project and the French NGO. After the training, embedded TAs will be responsible for helping local collectivities apply GM2i (accounting and budget execution monitoring system).
11 Activities 10-11 speak to Sections C.4 (Component 1) (g), (h), (k), and (l) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 12
Output 10.1: Develop training materials for GM2i pilot implementation and provide training to 117 communal councils in Sikasso; Output 10.2: Pilot GM2i software in Sikasso and assess its feasibility for expansion; Output 10.3: Conduct a TOT session for TA and ADRs to expand to other regions.
2.3.11 ACTIVITY 11: INCREASE LOCAL COLLECTIVITIES DOMESTIC RESOURCES MOBILIZATION CAPACITY12 In Year 4 and through the Option Period, Mali SNGP activities will address regional development challenges by implementing activities that will focus on accelerating the transfer of resources at the regional level and improving the ability of regional administrations to raise needed revenues. Based on the recommendations from the Report on Approaches to Regional Resource Mobilization (March 2019) and the Health and Education Study (to be completed in Year 4 – Activity 4), the project will work with local collectivities to help them increase their resource mobilization capacities (both domestic and external). To this end, during the Option Period, Mali SNGP will work in demonstration regions to improve tax/user fee administration processes, revenue forecasting, and revenue collections. Given these disparities in tax collections and the potential for improving those collections, there are opportunities in the context of Mali SNGP activities to focus support efforts, geographically and technically, to facilitate improvements in collections. As such, Mali SNGP will work with two or more ‘demonstration regions’ where the impact is likely to be biggest (starting with Sikasso and Bamako where political will is strongest) to support the improved processes for the collection of the user service fees (e.g. for water supply, electricity supply, garbage collection services etc.). The objective is to improve forecasts and collections associated with the user service fees through improved systems, capacity and monitoring. This work initially be led by a consultant and supported Mali SNGP TAs and/or proposed Field Agents The lessons learned from these pilots will be the basis of (1) expanding pilot exercises in the demonstration regions and (2) sharing the results with other regions and, potentially, expanding the pilots as timing and funding permits. Output 11.1: Conduct at least two (2) pilot activities in two (2) demonstration regions to trial local resource mobilization approaches; Output 11.2: Share lessons learned through pilot activities through a joint workshop.
2.3.13 ACTIVITY 12: ASSESSMENT OF PROPERTY TAX SYSTEMS FOR IMPROVED REVENUE GENERATION IN BAMAKO To support improved revenue generation, during the Option Period, SNGP will work with the MEF to undertake a review of property laws, policies, and tax collection systems in Bamako. SNGP will engage an international Property Tax Expert to work with MEF specialists to identify strengths and weaknesses in the current system applying in Bamako (as one of the fastest growing cities in Africa). SNGP will work with the MEF and relevant institutions in Bamako to implement the assessment recommendations which can serve as a pilot activity for expansion of tax collecting activities with the approval of the MEF. Output 12.1: A “revenue generation” report produced with recommendations on property tax calculation and collection reforms for Bamako; and
12 Activities 12-14 speak to Section C.4 (Component 1)(i) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 13
Output 12.2: Commencement of a pilot program to implement report recommendations.
2.3.14 ACTIVITY 13: ASSESSMENT OF REVENUE GENERATING OPPORTUNITIES IN THE MINING SECTOR SNGP will work with the MEF and Ministry of Territorial Administration and Decentralization in Kayes, Sikasso, and Koulikoro Regions to assess revenue-generation opportunities in the mining sector and the informal and small-scale artisanal gold mining sector. SNGP will engage an international expert with regional experience in the small-scale gold mining sector to identify not only revenue generation opportunities in the mining sector but also approaches to dealing with many of the local negative impacts of small-scale mining that touch upon the governance, health, and education sectors. The assessment may lay the groundwork for a pilot project that can address the range of issues (positive and negative) set out above either under SNGP (time permitting) or through an alternative mechanism. Output 13.1: Assessment report produced with recommendations on revenue generation from licenses, royalties, and taxes from mining activities, especially in the informal and small-scale gold mining sector.
2.3.15 ACTIVITY 14: EXPAND TRAINING TO DECISION-MAKING WOMEN IN THE MALIAN CIVIL SERVICE.13 During the Option Period, Mali SNGP will increase the capacity of women in key ministries, i.e. Health, Education, Women’s Promotion, Territorial Administration/Decentralization, Economy and Finance, and Agriculture. SNGP will specifically target senior women (with at least five years or more of experience in their respective ministry; on average, between 35 and 50 years old; and who have demonstrated leadership) as a way to promote the professional development of women in decision-making roles within key ministries by building a support network for these women, who are relatively few in number at this time in Mali’s civil service. SNGP’s experience shows that there are currently few women that would meet the criteria for women decision-makers in government in the regions and other levels of local administration, and that the experience of women at the subnational level is sufficiently different from the “decision-makers” target group to justify a differentiated approach to training. While the decision-makers group is designed to target a specific cohort of senior women civil servants, Mali SNGP will maintain its focus on building the capacity of women at all levels of government through activities that are best designed to meet their respective needs. The decision-makers group will draw from mid- and senior-level staff from the different ministries that participated in the Validation Workshop for the Women’s Directory under the Base Period, this training will initially target 45 senior-level women from the Malian civil service from across six ministries based in Bamako. The training will then be rolled out to Mali SNGP partner regions, resulting in a cadre of up to 180 women who are well-informed about gender integration concepts, leadership, and management practices and the creation of a peer network. The goal of this training is to provide these senior-level managers with skills that will help them carry out their roles and responsibilities efficiently; influence decision making internally; and increase the number of women or retain more women in decision- making positions so they can influence policies for women’s empowerment at the government level. Ongoing networking opportunities will be explored, including a virtual network, to allow for peer-to- peer learning and sharing of information and experiences. In addition, Mali SNGP will continue to target gender focal points within each ministry to build their capacities (through trainings in leadership, general gender concepts, and advocacy/lobbying capacities to
13 This activity speaks to Section C.4 (Component 1) (j) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 14
advance women’s interests). At the regional level, we will continue to provide training to locally elected women and other disadvantaged women and youth through their community-based groups. The project will also explore the possibility of cooperating with the National Democratic Institute (NDI) to target women candidates for the upcoming elections and organizing orientation for new members of national and regional councils post-election. Finally, WILDAF/SNGP team will carry out a study tour to an African country (Rwanda or Senegal are possibilities) in order to understand and compare good practices with regards to the effective implementation of the Quota Law, and to share, interact, and network with other actors involved in the promotion of women. The recent government reshuffle, where only nine 9 women were appointed as ministers from a total of 38 Ministries, shows that there is a need to work on the Law’s effective implementation. A study tour will help the visitors to learn about best practices in advancing women to occupy decision-making positions in the civil service and to better influence government policies. Under this task, SNGP proposes to invite approximately 6 women from CSOs, GOM and project implementing partners (WILDAF). Output 14.1: Design and implement a needs assessment for Women in Decision-Making Positions; Output 14.2: Design and implement a pilot training program for Women in Decision-Making Positions in Bamako for 6 ministries based on the results of the needs assessment; and Output 14.3: Expand training to 180 Women in Decision-Making positions from 6 Ministries in the project 4 demonstration regions and the District of Bamako. Output 14.4: Design and carry out a Study tour to investigate best practices for the effective application of the Quota Law. The timeline for these Component 1 Activities is set out in Section 3 below.
2.4 COMPONENT TWO ACTIVITIES: IMPROVE COORDINATION AND COMMUNICATION BETWEEN NATIONAL AND SUB-NATIONAL GOVERNMENT AND CIVIL SOCIETY Under Component 2, Mali SNGP will continue to reinforce Malians’ access to reliable and timely information on PFM systems and reinforce consultative spaces with the aim strengthen coordination among government entities and between the GOM and civil society at national and sub-national levels. Mali SNGP will facilitate dialogue between stakeholders with the focus on improving accountability, transparency and public participation. Activities include: Media and CSO trainings on PFM to allow them to advocate for a better PFM system at the sub- national and national levels; Public hearings on regional and national budgeting process including gender sensitivity; Advocacy campaigns; Preparation and dissemination of sub-national simplified budgets development; Supporting the creation/maintenance of MOH, MOE, MEF websites; Identification, documentation and dissemination of best practices in PFM areas within the country; and Simplifying, translating, and disseminating budgets into user friendly formats for citizens.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 15
All these activities will permit Mali SNGP to reinforce communication and coordination between MOH, MOE, MEF (including their deconcentrated services) and Malian citizens to “make information available to the public so that civil society can effectively undertake its watchdog role.
2.4.1 ACTIVITY 15: REGIONAL PLANNING FOR SUSTAINABLE WEBSITE DEVELOPMENT AND MANAGEMENT In the Option Period, Mali SNGP will continue to work toward improving intergovernmental coordination between de-concentrated services (central government) and local collectivities (using the region as the intermediary). At the regional level, the project will provide IT assistance to RC and ADRs in the target regions to improve their information and knowledge management systems. This will include training assistance on the development of their websites on a case-by-case basis. It will be imperative that the ADRs develop sustainable plans to maintain their respective websites beyond the program end before SNGPS initiates support for site development. Working with the SNGP IKMS team, regional TAs will work with the ADRs and RCs to develop sustainable website development and maintenance plans. Output 15.1: Provide up to 6 regional IT training sessions to ADRs and RCs to improve their capacity with respect to IKMS use and management;
Output 15.2: Facilitate the development of up to 12 “Sustainability Plans” across 6 targeted ADRs and RCs;
Output 15.3: Up to 6 updated ADRs, RC, and target DTS websites publishing the latest PFM data; and
Output 15.4: Facilitate the establishment of up to 12 social media accounts for target regional entities established/publishing PFM data in a timely fashion (e.g., annual budgets, administrative accounts, etc.)
2.4.2 ACTIVITY 16: UPDATE/DEVELOP COMMUNICATIONS STRATEGY During the Base Period, Mali SNGP developed and implemented bottom-up advocacy and communications approaches by organizing and facilitating workshops at the sub-national level gathering key stakeholders to develop the regional justifications and rationale behind each advocacy theme. The approach will directly engage local decision makers in discussions with civil society and provides the opportunity for citizen feedback through public hearings. In the Option Period, Mali SNGP (including an international STTA), working with the DGCT and CFCT particularly in the design phase will continue with this advocacy approach but will reinforce the activities with a wider Communications Campaign designed to increase citizens’ understanding of themes related to decentralization, PFM, gender- responsive budgeting and leadership, and resource mobilization and audits using communication strategies that will include print, interpersonal, community oriented, and media channels.
Output 16.1: Working with the DGCT and CFCT, design and implement a Communications Campaign to disseminate key decentralization and PFM information
2.4.3 ACTIVITY 17: BUILD CAPACITY AND PROMOTE COMMUNICATION AMONG ACTORS ON PUBLIC FINANCE MANAGEMENT Over the past three years, Mali SNGP organized a series of public hearings at both the national and regional levels to increase citizens’ access to transparent and timely information on PFM’s cycle, including budgeting process and auditing. The project will continue to collaborate with the DGB to
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 16
produce booklets and/or a simplified version of the national budget (citizen’s budget) to increase citizens’ access to useful information on PFM. The Project will support the production of 2000 copies and disseminate them among stakeholders nation-wide. However, there is still a need to strengthen the technical and operational capacities of the internal and external control staff, institutions, and civil society organizations to help substantially improve the PFM system. Providing stakeholders information on what data is available and how to access it, as well as training them on how to disseminate fiscal information to the public is a good way to promote transparency and accountability. In the Option Period, Mali SNGP will continue to facilitate dialogue about PFM for the GOM and CSOs with the goal of improving accountability and transparency. Activities include: Increase citizens' understanding of and access to reliable information on PFM, decentralization, and regionalization by organizing two regional workshops (Gao and Tombouctou), inviting actors (local elected officials, deconcentrated public finances services, and representatives of CSO) to a five-day training session on PFM, decentralization, and regionalization. About 60 people will be invited for each training session. Improve CSOs’ capacity in networking, advocacy, and writing communication by organizing four regional workshops (two for the northern regions and two in the southern regions) to train members of regional advocacy committees focusing on interim authorities/RC and other local CSO, targeting about 50 participants for each workshop to a total of approximately 200 people. Train media representatives for PFM reporting in four regions: Bamako (for Kayes, Koulikoro, and Bamako); Sikasso (for Mopti, Ségou, Sikasso), Gao (for Gao, Kidal, Ménaka) and Tombouctou (for Tombouctou, Taoudéni). About 50 participants from regional community radio stations, the written press, and other CSO will attend each session. Training traditional communicators and interim authorities in the importance of citizen participation in regional development and peace building processes. In the Malian context, traditional communicators are in the unique position to convey the significance of participation and encourage communities to engage in governance. In the second quarter, SNGP will organize at least two regional workshops (one in Gao and one in Tombouctou) inviting interim authorities from the regions of Tombouctou, Gao, Kidal, Ménaka and Taoudénit and traditional communicators, and representative of CSOs. The project will target about 60 participants per training sessions. Support the national budget process by organizing a two-day workshop in Bamako inviting up to100 participants including parliamentary committees, with national-level CSO organizations, to discuss the national budget allocation process. This activity aims to increase understanding of the budget allocation process by CSOs and to help legislators prepare questions for the ministries related to budget allocation during the national budget session. Output 17.1: Two regional workshops (Gao and Tombouctou) on PFM, decentralization, and regionalization; Output 17.2: Four networking, advocacy and writing communication workshops (two each for the northern and southern regions) for interim authorities/RCs and local CSOs; Output 17.3: Media TOT in four regions: Bamako, Sikasso, Gao and Tombouctou (for Tombouctou, Taoudéni); Output 17.4: Training of traditional communicators and interim authorities in citizen’s participation in regional development process and peace building as referred in the National reconciliation and peace agreement; and
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 17
Output 17.5: Conduct a two-day national budget process workshop in Bamako inviting about 100 participants including Parliamentary committees, with national level CSOs. Output 17.6: Provide technical assistance to the key commissions at the National Assembly in budget analysis and how to develop questions during the budget adoption process Output 17.7: Provide technical assistance to the sub-national councils in budget analysis and how to develop questions during the budget adoption process. Output 17.8: Collaborate with the DGB to support the production of 2000 simplified version of the national budget (citizen’s budgets)
2.4.4 ACTIVITY 18: DEVELOP AND DISSEMINATE CITIZEN’S BUDGETS SNGP will, though national and regional level activities, facilitate increased accountability mechanisms and involvement of civil society organizations to increase citizens’ access to transparent budget information Project will carry out three TOT workshops regrouping target regions: (1) Ségou (Sikasso, Mopti, and Ségou); 2) Gao (Gao, Kidal, Tombouctou, Taoudénit and Ménaka); and 3) Koulikoro (Bamako, Kayes, and Koulikoro) to strengthen the capacity of CSOs to produce simplified “citizen’s budgets.”14 These simplified budgets of our four demonstration regions will be finalized under Component 2’s leadership and will be sent to the National Center of resources for non-formal education for translation into two local languages (Fulfulde and Bambara). The translated versions will be printed as pamphlets and flyers to be disseminated during public debates and accompanying public outreach campaigns in all regions and the District of Bamako. Output 18.1: 3 TOT regional workshops for CSOs to produce regional “citizen’s budgets;” Output 18.2: Translate and print in booklet form simplified citizens’ national and sub-national budgets of the four demonstration regions into Fulfulde and Bambara; Output 18.3: 10 regional diffusion workshops whereby booklets are disseminated, and public officials discuss budget information and otherwise engage with civil society groups about budget development and expenditure; and Output 18.4: Public outreach (radio and social media) campaigns (that include public hearings) in all target regions on RC budget allocations in each region and the District of Bamako.
2.4.4 ACTIVITY 19: PROVIDE ORIENTATION FOR NEWLY ELECTED OFFICIALS The elections expected in 2019 signify the first time that some Regional Councilors will be directly elected, providing an important opportunity for the GOM to improve its legitimacy at the regional level. As such, Mali SNGP will undertake the following tasks targeting newly elected officials. Provide orientation for newly elected officials. In coordination with USAID’s election programming, Mali SNGP, working hand-in-hand with the DGCT and CFCT, will organize an orientation session for newly elected officials to help orient them to their roles, responsibilities, and available resources in the new system of regionalization/decentralization. The goal is to help to minimize the disruption as turnover is expected to be high.
14 Budgets devoid of technical terms, codification and matrix numbering, to allow for easier comprehension. (The National budget document has thousands of pages and the document is reproduced in simple booklets using graphics to show the different budget allocations by sector. The simplified citizen’s budget is less than 15 pages when simplified.)
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 18
Provide targeted orientation to newly elected women, youth, and persons with disabilities. In addition to the general orientation session, Mali SNGP will provide dedicated capacity building support through the DGCT and CFCT for newly elected women, youth and persons with disabilities on the administration and financial systems of collectivities in each region. Drawing where possible on existing Mali SNGP training materials, Mali SNGP (working with Banyan Global and WILDAF) will develop Participant and Trainer/Facilitator Modules on budget management, advocacy for gender-responsive budgets, and how to be an accountable leader. Where new training modules are required, the Banyan Global Program Manager will collaborate with WILDAF to develop them. Output 19.1: Design and implement a series of orientation sessions for newly elected officials (distinguishing general orientation from targeted orientation focusing on women, youth, and persons with disabilities) to help orient them to their roles, responsibilities, and available resources in the context of regionalization/decentralization.
2.4.5 ACTIVITY 20: SUPPORT TO CROCSADS, CROCEPS AND REGIONAL DEVELOPMENT CONSULTING BOARD (RDCB)15 To boost regional development through the implementation of important investment projects, the GOM initiated the financing and signing of a CPER with all regions. Currently, most regions have their CPER in place. A good mechanism of monitoring their implementation process is through CROCSAD. Local collectivities are required by law to organize at least two CROCSADs a year. The CROCSAD is a committee in charge of the orientation, coordination, and monitoring of regional development actions. Major recommendations regarding local development actions are made during the CROCSAD sessions. The CROCSAD also monitors and evaluates the implementation of the Contrat-Plan Etat Région. CROCSAD support. SNGP will support, through local TAs, the organization of at least four regional CROCSADs in Year 4. In most of the target regions, CROCSADs are not happening as required by law. The regions selected for support will be based the region’s performance demonstrated in Mali SNGP’s regional classification tool. SNGP will use the CROCSAD setting to ensure better coordination among regional actors (DTS, local collectivities, and CSOs) for effective implementation of planned development programs, discuss progress made, challenges and make recommendations for the following year. The project will, based on regional development challenges, develop key messages and broadcast them during our advocacy campaigns. CROCEP support. In addition, local communities also organize the CROCEP. Through the CROCEP, key actors in the health sector meet on a yearly basis to share major achievements, challenges encountered during the previous year, and to give recommendations and the implementation of a health action plan for the upcoming year. SNGP will participated to CROCEPs through the TAs in at least six target regions Output 20.1: Through TAs, facilitate two regional CROCSADs, two CLOCSADs (cercle level) and two CCOCSADs (commune level) Output 20.2: Through TAs, participate in 5 regional CROCEPS and make a presentation on Health Governance in each.
2.4.6 ACTIVITY 21: CONDUCT PFM BEST PRACTICES, LESSONS LEARNED WORKSHOP, AND INTERNATIONAL CONFERENCE
15 Activities 20-21 speak to Section C.4 (Component 2)(b) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 19
Mali SNGP, in collaboration with the commission in charge of finances, over the past two years has supported the organization of budget an orientation debate at the National Assembly. In Option Period, SNGP will work with CSOs and partner GOM institutions to identify and document best practices in the budgeting process including gender sensitive budgeting. To facilitate this outcome, SNGP will work with GOM counterparts and other local stakeholders to undertake the following: A national-level PFM lessons learned and best practices workshop. The objective of the workshop will be: 1. To identify best practices and will share with all concerned stakeholders (e.g., ADRs, CGSP, Bureau du Vérificateur General [BVG] and “Section des Comptes,” DCGT, CSOs, CADDs for MOH, MOE, MOF, and relevant line ministries; 2. To ensure that PFM processes are being followed and lessons captured; and 3. To provide transparency in the GOM’s practices and show progress made to the public. An international conference on best practices in PFM. Working with local partner, GSB, this conference will be held in Mali with the participation of international experts and/or organizations doing budget monitoring. In particular, its objectives are to: 1. Identify best PFM practices including gender, advocacy and citizen’s participation in Mali, Burkina Faso, Senegal, Côte d’Ivoire, and Ghana. 2. Develop with our communication team, a framework for the documentation of the selected best practices. Mali SNGP will sponsor the conference, gathering participants from different countries including specialists from USA. Output 21.1: National PFM Best Practices & Lessons Learned Workshop for all stakeholders; Output 21.2: An international (regional) conference in Mali on best practices in PFM; Output 21.3: Published Report distilling PFM Best Practices and Lessons Learned (national and regional) to be published on MOH, MOE, MEF and CGPS websites in addition to hard copy dissemination to the public; and Output 21.4: Report on the international conference highlighting best practices, and key recommendations that could be adoptable to the Malian context.
2.4.7 ACTIVITY 22: ADVOCACY TO INCREASE CITIZENS’ UNDERSTANDING OF THEMES RELATED TO PFM, GENDER RESPONSIVE BUDGETING AND LEADERSHIP, RESOURCE MOBILIZATION, AND AUDITS16 Mali SNGP will continue to implement the advocacy on themes of public participation in the budgeting process, gender-sensitive budgeting, the GOM Quota Law, transfer of resources to local collectivities, resource mobilization, and public dissemination of government audit information. During Year 3, Mali SNGP developed and implemented bottom-up advocacy and communications approaches under Component 2. This approach consists in organizing and facilitating workshops at the sub-national level gathering key stakeholders to develop the regional justifications and rationale behind each advocacy theme. The approach also involves directly engaging local decision makers to discuss and to collect their feedback and use them to organize public hearings with government stakeholders, civil society representatives and locally elected officials.
16 This activity speaks to Sections C.4 (Component 2) (c) and (d) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 20
SNGP will take an approach that reaches out to influence higher-level Malian institutions (Parliament, Prime Minister’s Office, Office of the President) and foster directly dialogue between them and CSOs. These activities will be largely covered using TV, radios, print press, social media and traditional communication channels. To determine the best strategy in this regard, SNGP will engage and international STTA to work with the SNGP communications team and Component 2 to revise and update the Project Communications Strategy and articulate a Communications Implementation Plan for the remainder of the Project Option Period. This revised Strategy and Implementation Plan will consider: Mali’s strong oral culture and communities’ receptiveness to theater and music Most effective communications media at national and regional levels (including variable levels of literacy, and different languages at regional levels) Overall project objectives The current state of maturity of the project Output 22.1: Revised SNGP Project Communications Strategy and Implementation Plan; and Output 22.2: Implementation of Communications Strategy in accordance with its terms. The timeline for these Component 2 Activities is set out in Section 3 below.
2.5 COMPONENT THREE ACTIVITIES: THE “CONTROLE GENERAL DES SERVICES PUBLIC” (CGSP) CONDUCTS PERFORMANCE AUDITS THAT MEET INTERNATIONAL STANDARDS AND IS ABLE TO MONITOR PUBLIC SPENDING AND SERVICE DELIVERY AT THE NATIONAL AND SUB-NATIONAL LEVELS As noted above, at the start of the project, CGSP was initially placed under the supervision of the Prime Minister’s Office. However, a recent change has now directed CGSP to report to the newly created Ministry of State Reforms and Transparency of Public Life service. This change complicates the INTOSAI's international auditing standards which advocate that a Supreme Audit Institution should be independent and/or attached to the highest level within the government. Reporting to a Ministry puts the CGSP at the same level as a Government Inspectorate and will make monitoring the implementation of audit recommendations more difficult. However, its missions remain unchanged. Based on Mali SNGP’s Theory of Change under Component 3, requirements for more accurate information on public agency management is becoming more and more pronounced from public authorities, donors and citizens. To adapt to this new vision of management and accountability, Supreme Institutes of Control (ISC) must meet international standards in terms of institutional capacity, organizational, methodological, and human resources. The project supports the orientation of CGSP toward performance audits based on its strategy developed in 2012 with the support of the International Organization of Supreme Audit Institutions. The program contributes to the achievement of the objectives of the Governmental Action Plan related to the Improvement and Modernization of Public Finance Management in Mali (PAGAM17/GFP) which is the “Public Finance" component of the state’s reform efforts. The Cellule d’Appui à la Réforme des Finances Publiques (CARFIP) coordinates all activities related to PAGAM/GFP, based on nine major themes: 1. Adapting and modernizing the general framework of public finances;
17 PAGAM became PREM (Programme pour la Reforme en Gestion des finances publiques) in 2017.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 21
2. Strengthening governance and transparency; 3. Increasing the effectiveness of fiscal and financial administrations; 4. Increasing the quality of budget preparation and implementation; 5. Integrating external financing in national budget procedures; 6. Interconnecting the public expenditures management information system; 7. Increasing the performance of Administrative and Financial Directorates; 8. Increasing the effectiveness of public procurement procedures; and 9. Implementing an ongoing training for financial officers. Audit findings carried out by CGSP cannot be released to the public but can be shared with the audited public services and the Prime Minister’s Office. This remains a challenge for SNGP. Mali SNGP’s strategic approach is based on an interactive collaboration with the CGSP directorate and staff. Through the CGSP, all other inspection and control services including the BVG, the Section des Comptes de la Cours Supreme, and the Finance Committee of the National Assembly will be involved in the project’s training and communication activities. Mali SNGP will continue to work with CGSP toward improving their staff technical skills and capacity. Project activities aim to support CGSP in their efforts to advocate for their own management autonomy in accordance with international auditing standards (SAI). Mali SNGP’s expectation is that public organizations will focus their actions on RBM practices and consider SAI to increase their effectiveness toward providing quality public services. Existing women auditors/controllers will be involved in training sessions and in carrying out audit missions in the field. Through our public conference and dialogue activity (our advocacy campaign) SNGP will reach out to guide more women toward the profession of controller. Also based on the recommendations from the exchange visit of CGSP controllers in the USA, SNGP will work with USAID and the Embassy Public Affairs office to seek for opportunities to give scholarship to women candidates to become auditors.
2.5.1 ACTIVITY 23: TRAINING IN PERFORMANCE AND COMPLIANCE AUDITS18 The need for training in performance auditing is another area of concern. Mali SNGP will help CGSP to conduct 10 days TOT, planned in Year 4, to ensure institutional training capacity over time. Fifteen to twenty comptrollers will be trained first by a French-speaking international audit specialist recruited by SNGP (MSI) in the skill area of performance. They in turn, by cascading training, will train up to 50 other controllers and ministerial inspectors in Bamako. Through this activity, Mali SNGP shows the correlation between the three components. As the GOM is adopting the practical implementation of budget program, the controller will gain practical skills in controlling and monitoring the budget planning and expenditure of public finances to provide public services. During Year 2, SNGP examined the two focused areas of Health and Education while conducting field tests following the theoretical training on performance audits. The findings were shared with the USAID health and education team. As the CGSP is now linked to the Ministry of State Reforms and Transparency, the CGSP will submit their audit reports to them. For Mali SNGP, the findings will help us on a programmatic level to develop key messages related to the access of health and education services by local communities through our advocacy campaign at all levels (national and sub-national).
18 This Activity speaks to Section C.4 (Component 3)(b) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 22
Output 23.1: Two training sessions on performance and compliance audits based on manuals (after the TOT); Output 23.2: Support GOM controller’s services to conduct four performance audit field missions on ASACOs (maternal and children’s health and poverty), Output 23.3: Support five additional training sessions for 16 ministries’ inspectors, the CGSP, and SCCS
2.5.2 ACTIVITY 24: ASSISTANCE TO THE COORDINATION BOARD (BVG, CGSP, AND SCCS)19 In the Option Period, project will support CGSP in the organization of a public debate/dialogue based on auditing with the participation of the Bureau du Verificateur Général (BVG), the Accounts Section and the Finance Commission of the Parliament, ministerial inspections, CARFIP, the Association of Controllers, Inspectors, and Auditors of Mali (ACIAM), and National Association of Forensic Accountants and Chartered Accountants in Mali. One of the debates will be conducted in Gao to reinforce CGSP’s decentralization focus. Mali SNGP will also organize public hearing to broadly disseminate the findings of the EPP missions. Output 24.1: Development of audit recommendation implementation tracking guide (coordination board BVG, CGSP, SCCS) with one pilot mission Output 24.2: Support CGSP's website and data base system management for the implementation of audit recommendations and ministries responses Output 24.3: Support coordination and organization of Board Council meetings Output 24.4: Develop a public policy Monitoring Guide Output 24.5: Two Supreme Court Accounts Dept. Training sessions (1) Evaluation of annual financial reports of government agencies; and (2) Management procedures for the Disciplinary Chamber of Finance and Budget.
2.5.3 ACTIVITY 25: COMMUNICATION ABOUT AUDIT/AUDIT FINDINGS The increasing public interest to the topic of audit motivates Mali SNGP to assist the three audit agencies that constitute the Coordination Board (BVG, CGSP, and SCCS) and to organize communication activities (public hearings and townhall meetings) about audit findings. That will increase public interest to play the role of watchdog in the management of public finance. 20 In Year 4, two townhall meetings with a press conference will be organized in March 2019 and September 2019 to explain the audits and results and increase the citizen participation by the target audience.
19 Activities 24-26 speak to Section C.4 (Component 3)(d) and (e) of the Contract. 20 The main purpose of these public hearings is to establish a sustainable culture of transparency and overall good governance. Also, (as noted under Component 1 Activities, above) Mali SNGP aims to increase citizens’ participation in the budgeting processes; promote transparency in the management of public funds and local elected leaders’ accountability in their management of local development projects. Mali SNGP conducts a regional assessment/survey on a regular basis to measure/evaluate the effects of project activities on the advancement of decentralization. That assessment is conducted twice a year and a summary analysis of key achievements per region is shared with USAID quarterly.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 23
It is important to note that the content of the CGSP's audit reports will not be publicly available, but general topics will be posted on the site and hearings and conferences will be held with the public to discuss findings. Five debates will be organized this year with the participation of the BVG, the Section des Comptes, the ministerial inspections, the decentralized technical services, the CSOs, in 4 regions and in Bamako. The debates on radio or TV shows will be in the form of an information campaign of the actors (Technical Service and Collectivities) of each target region on the role and missions of the control structures and the importance of the Audit in the operation of an agency. The annual reports of the BVG, the CGSP and the Section des Comptes will be presented in addition to information on their roles and responsibilities. The debates are scheduled for November 2018 and August-September 2019. Output 25.1: Organize two information-sharing workshops on findings of recommendations follow-up missions; Output 25.2: Five debates and presentation of annual audit reports by CGSP, BVG, and the “Section des Comptes;” and Output 25.3: Two townhall-type meetings on audit findings.
2.5.4 ACTIVITY 26: PILOT AUDIT MISSIONS TO IMPLEMENT LESSONS LEARNED21 Following the training on performance audits conducted in Year 3, Mali SNGP in collaboration with CGSP will conduct a field visit to a selected region (likely to be one northern region) to apply the new auditing methodology in selected deconcentrated technical services and hospitals and or schools. Controllers and auditors will travel to this pilot activity between June and August 2019 and will collaborate with numerous decentralized technical government officers. The project will cover new audit engagements that also include the BVG and the Section des Comptes before it ends. For sustainability, we will encourage the CGSP to advocate for increasing the national budget to cover future audit missions. Output 26.1: Conduct three performance audit missions (including one on gender integration in audit after training). The timeline for these Component 3 Activities is set out in Section 3 below.
21 This activity speaks to Section C.4 (Component 3)(b) and (d) of the Contract.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 24
2.6 GENDER INTEGRATION The main goal of SNGP’s gender approach for the Option Period is to enhance the participation and leadership of CSOs, and women and youth associations in PFM and the budgeting process of the PDESC at the regional, cercle and commune levels. In so doing, the budgets for their communities will reflect their needs and priorities.
2.6.1 ACTIVITY 27: INTEGRATION OF LESSONS LEARNED FROM THE WILDAF GENDER- RESPONSIVE BUDGETING TRAINING SESSIONS Starting in the first quarter of Year 4, SNGP will work with Banyan Global and WILDAF to monitor the level of application of learning in those persons who attended SNGP’s Gender Responsive Budgeting (GRB) Training and Women’s Leadership Training in Year 2 and 3. The GRB training sessions were held in Year 3 in the 9 Regions and Bamako District for the purposes of supporting the current budget cycle. The targets/actors for this activity are the sectoral committee and technical agents from the Ministries of Health, Education, Women's Promotion, and Agency of Regional Development, CSOs, and relevant USAID partners. The Women’s Leadership training sessions took place in Year 3 in 7 regions, and in Year 4 in an additional region. The targets for this training were elected women and men, agents of technical deconcentrated services, the ADR, and the CSOs. With SNGP M&E staff and Banyan Global technical support, WILDAF will develop questionnaires and provide training to WILDAF focal points on data collection practices. The questionnaire will identify the following key information: Level of retained learning from the gender-responsive trainings sessions; The extent to which training participants have been applying learned gender-responsive budget and women’s leadership skills in their work; and Additional training to support the application of lessons learned. WILDAF focal persons in each region will be responsible for data collection in coordination with WILDAF technical staff in Bamako. In addition to this ‘self-monitoring approach,’ Banyan Global will work with WILDAF undertake an analysis of the actual budgets to determine the level of integration that has occurred. The results will be presented in a brief report in Quarter 3 of Year 4 and will inform whether WILDAF needs to provide additional technical support for enhanced application of concepts and lessons learned. Output 27.1: Develop and pilot gender-responsive budgeting and women’s leadership training follow-up questionnaires; Output 27.2: Train WILDAF staff, focal points and regional authorities to use the questionnaires; Output 27.3: Undertake data collection across eight regions and Bamako; Output 27.4: Prepare report on gender-responsive budgeting training skills application and additional professional development support needs in eight regions and Bamako; and Output 27.5: Provide targeted professional development training based on findings from the gender-based budgeting skills application report in eight regions.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 25
2.6.2 ACTIVITY 28: PROVIDE CAPACITY-BUILDING OF NEWLY ELECTED WOMEN, YOUTH AND PERSONS WITH DISABILITIES ON ADMINISTRATION AND FINANCIAL SYSTEMS OF COLLECTIVITIES During Year 4 and into the option Period, SNGP will provide dedicated capacity building support for newly elected women, youth and persons with disabilities on the administration and financial systems of collectivities in each region. Drawing, where possible on existing SNGP training materials, SNGP working with Banyan Global and WILDAF will develop Participant and Trainer/Facilitator Modules on budget management, advocacy for gender-responsive budgets, and how to be an accountable leader. Where new training modules require development, Banyan Global Program Manager will collaborate with WILDAF to develop them. These will be completed in the fourth quarter of Year 4. The training activity will take place in all Regions and estimates to provide training to 400 newly elected women, youth and the disabled. Output 28.1: New/Adapted Participant and Trainer Training Manuals; Output 28.2: 20 Regional Training sessions training approximately 405 newly elected women, youth and disabled Malians Output 28.3 Support PDESC and PFM training activities focused on women, youth and disabled/vulnerable -focused CSOs.
2.6.3 ACTIVITY 29: SNGP GENDER ANALYSIS An initial Gender Analysis was conducted in 2016 and provided a baseline study of gender integration in the PFM. A follow-up gender analysis will be conducted toward the end the third Quarter of Year 4 by Mali SNGP’s subcontractor Banyan Global to track the progress, to measure change, to identify gender- related opportunities, and to provide recommendations for SNGP to target during the Option Period The purpose of the analysis is to assess progress in the SNGPs gender integration efforts and to propose recommendations that would lead to a second round of action planning. Output 29.1: Conduct the Year 4 follow-up gender analysis and produce a report on the findings.
2.6.4 ACTIVITY 30: WOMEN’S LEADERSHIP TRAINING22 After the successful completion of the first round of women’s leadership training in seven regions during Year 3, SNGP will conduct a second round of this activity (started in Year 3) during Year 4 to cover approximately 135 extra participants (45 participants per remaining region)23. Output 30.1: Complete Round 2 Women’s Leadership Development Training Output 30.2: Carry out a third round of training of trainers to other partners working in Mali SNGP priority regions Output 30.3: Complete Facilitator and Participant Training Manuals.
22 This Activity speaks to Contract Section C.4, Component 1(j). 23 At the time of writing, 4 regions (Gao, Tombuctou, Kayes and Mopti) have already completed Round 2 Training Sessions.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 26
2.6.5 ACTIVITY 31: CAPACITY BUILDING OF SELECTED SCHOOL MANAGEMENT COMMITTEE AND ASSOCIATION OF STUDENTS’ MOTHERS ON THEIR ROLES AND RESPONSIBILITIES. The principles of Decentralization led to the transfer of competences of communities in different sectors of development. In the sector of education many organizations were created such as the School Management Committees and the Association of Students’ Mothers. The role of students’ mother is to raise funds for promoting girls schooling and manage the school canteens. These new actors need to understand their roles and responsibilities. Part of the capacity building of these committees training is related to sound and transparent management of their funds. Therefore, project in partnership with the USAID funded education project (SIRA) will organize training sessions for members of CGS from their targeted schools. Mali SNGP imbedded TA with the CADD Education and the WILDAF will facilitate trainings. Training calendar will be developed by SIRA staff during third quarter of year 4. Output 31.1: Facilitator Guide on Management of Local Organizations & School Canteens; Output 31.2: Train 150 women on management of local organizations and school canteens, including the designation of a Girl’s Safety Focal Point (from among the mothers who manage the school canteens) in each school; Output 31.3: Follow-up training for mothers designated as Girls Safety Focal Points in each school on how to be a referral person to prevent and respond to gender-based violence (GBV); and Output 31.4: TOT on CGS financial management record/book keeping and internal governance practices. Output 31.5: Coordinate with the SIRA Project, to develop training modules for 56 regional workshops inviting members of communal commissions in charge of education and CGS in SIRA target communes. About 56 training sessions will be organized with 2,000 participants in attendance. The timeline for these Gender Integration Activities is set out in Section 3 below.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 27
3.0 INDICATIVE TIMELINE FOR OPTION PERIOD ACTIVITIES
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 1) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Activity 1: Evaluate and Revise the Project Theory of Change Theory of Change Validation process and revised Project National, Bamako Tetra Tech Indicators, as necessary. Undertake a second Mini-PEA to update the project team National Tetra Tech STTA and partners on the progress of Mali’s decentralization Activity 2: Hold Workshop on the Implementation of the Regionalization Strategy Hold Three-day workshop on development and National, Bamako Tetra Tech implementation of the Regionalization Strategy Mini-Work Plan for the northern regions. Activity 3: Recruit Technical Advisors (Field Agents) for Targeted Regional Councils Hire and embed Field Agents Kayes, Sikasso, Ségou, Tetra Tech (field office) and Mopti Activity 4: Conduct Study on Availability of Resources in Education and Health Conduct Health and Education Resource Flow and Tetra Tech (STTA and local National
Mapping Study consultant) Activity 5: Provide Technical Assistance to the Staff of CADD within the MOE, MOH, and MEF to Improve their Budgeting Processes Conduct CADD spot checks focusing on budget planning Targeted regions by Tetra Tech through embedded and execution, budget projections, and reporting and GOM partners TAs posting PFM information on their respective websites Technical Assistance provided to the CADD staff to Bamako develop a Monitoring and Evaluation Plan to assess Tetra Tech (embedded TAs) performance of local entities
Activity 6: Provide Technical Assistance to the MEF, MOE, MOH to Identify and Evaluate the Effectiveness of Human Resources and Financial Transfer to the Regional Level National, regional, Provide technical support to the GOM’s regional Tetra Tech through embedded selected cercles and assessments of the effectiveness of both financial and Tas communes in Mopti, human resources Sikasso, Kayes, and
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 28
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 1) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Ségou
Advocacy messages to increase the level of transfer of National and 2 regions; Tetra Tech through COP and both financial and human resources to the regional level one in Year 4 Q3 and Component Team Leaders one in Year 5. Conduct semi-annual “pause and reflect” exercise to align National Tetra Tech through COP and assistance expectations Component Team Leaders
Support revision of Decree decentralizing the Health Bamako Sector Local STTA
Activity 7: Train Key Regional Actors in Results-Based Budget Planning/Implementation Hold TOT on results-based budget planning and Ségou Tetra Tech (international and implementation including DGCT CFCT staff national consultants)
Hold workshops on results-based budget planning and Bamako, Ségou, Sikasso, Tetra Tech (national implementation Gao, Tombouctou, and consultants) Mopti Hold joint TA, CADD, MOE, MEF, and MOH field visits to Kayes, Sikasso, Ségou, strengthen local collectivities and DTS regional and Mopti Tetra Tech development planning and budgeting
Activity 8: Provide Technical Assistance to CADD/Health to Train Local Collectivities, ASACOs, and Health Management Committees on PFM and Laws Governing Health Management in a Decentralized System Tetra Tech through embedded Selected communes in TAs, PS&R, Creative Bamako, Kayes, Ségou, Provide training on health sector roles and responsibilities Associates Sikasso, and Mopti
Provide training to members of ASACOs and their Selected communes in Tetra Tech through embedded associated FELASCOMs and FERASCOMs on internal Bamako, Kayes, Ségou, TAs, PS&R, Creative good governance and sound management practices Sikasso, and Mopti Associates, CEP
Activity 9: Strengthen the Capacity of Territorial Collectivities and Deconcentrated Technical Services in Regional Development Planning
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 29
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 1) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Gao: Kidal, Menaka, Taoudenit, Tombouctou, and Gao Regional workshops on decentralization and Ségou: Sikasso, Ségou, regionalization concepts and Mopti Tetra Tech, PS&R, Creative Bamako: Kayes and Associates Bamako Sikasso, Ségou, Kayes, Hold one public hearing per region and in the District of and Bamako (one Bamako on the simplified 2019 budget, and State hearing in each Accounting Law and Administrative Accounts of territorial region—cercles and collectivities communes) Selected communes in Support local collectivities in the PDSEC design process Tetra Tech Bamako, Kayes, Ségou, Sikasso, and Mopti Support ADR in the effective implementation of their All target regions. mandate (i.e. assistance to CT in mastering their projects Embedded TAs, Field agents implementation processes (maîrise d’ouvrage), resource and/or Bamako Technical Staff mobilization, etc.) Study tour to observe best practices on regional Rwanda Tetra Tech development planning, budgeting and implementation. Activity 10: Test and Support the Establishment of an Accounts Tracking System for Regional Councils and Local Collectivities Develop training materials for GM2i pilot implementation and provide training to 117 communal councils Sikasso
Sikasso including Pilot GM2i software in Sikasso and assess its feasibility for communes to be Tetra Tech expansion. selected with the ADR of Sikasso. Conduct a TOT session for TA/trainers on GM2i software for expansion Sikasso
Activity 11: Increase Local Collectivities Domestic Resources Mobilization Capacities Conduct pilot activities in two (2) demonstration regions Tetra Tech, PS&R, Creative Sikasso and Bamako
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 30
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 1) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 on local resource mobilization approaches; Associates
Hold Regional Lessons Learned Workshops for best Sikasso, Bamako practices on resource recovery Activity 12: Assessment of Property Tax Systems for Improved Revenue Generation in Bamako Kayes, Sikasso, and Conduct revenue generation assessment Tetra Tech Koulikoro Commence a pilot program to implement report Kayes, Sikasso, and Tetra Tech recommendations Koulikoro Activity 13: Assessment of Revenue Generating Opportunities in the Mining Sector Kayes, Sikasso, and Asses the informal and small-scale gold mining sector Tetra Tech Koulikoro Activity 14: Train Women in Decision-Making positions of the Malian Civil Service Design and conduct a needs assessment Bamako Design and implement a pilot training in Bamako Banyan Global/WILDAF Bamako Expand training to 180 women in decision-making (STTA), EMERGE, National Bamako, Ségou, Sikasso, positions from six ministries in four demonstration regions Democratic Institute Mopti, and Kayes and Bamako Design and carry out a Study tour to investigate best Senegal practices for the effective application of the Quota WILDAF/Tetra Tech Law.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 31
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 2) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Activity 15: Regional Planning for Sustainable Website Development and Management Provide regional IT training sessions to ADRs and RCs to Bamako, Kayes, Gao, improve IKMS use and management Ségou, Sikasso, and Tombouctou Facilitate the development of “Sustainability Plans” across Bamako, Mopti, ADRs and RCs Sikasso (communes: Fenkolo, and Kaboila; Tetra Tech cercles: Kadiolo and Koutiala) Support update of ADR, RC, and target DTS websites Two TBD regions Facilitate the establishment of social media accounts for Bamako, Kayes, Ségou, target regional entities established/ publishing PFM data in a and Sikasso timely fashion (e.g., annual budgets, administrative accounts, etc.) Activity 16: Update/Develop a Strategic Communications Campaign with Multiple Elements Working with the DGCT and CFCT, design a National Communications Campaign to disseminate key Tetra Tech, STTA decentralization and PFM information Activity 17: Build Capacity and Promote Communication Among Actors on PFM Gao (gathering Ménaka, Tombouctou, Hold two regional workshops (Gao and Tombouctou) on Taoudénit, and Kidal)
PFM, decentralization, and regionalization and Sikasso (gathering Ségou, Mopti, Kayes, Tetra Tech/GSB, CEP, FHI 360 and Bamako) Hold four networking, advocacy, and writing communication workshops (two each for the northern and Ségou, Kayes, Gao, southern regions) for interim authorities/RCs and local and Sikasso CSOs Provide media TOT in four regions: Bamako, Sikasso, Gao, Tetra Tech, Civic Engagement Sikasso, Tombouctou, and Tombouctou (for Tombouctou and Taoudéni) Program (CEP), FHI 360 Gao, and Bamako Train traditional communicators and interim authorities in Mopti, Tombouctou, Tetra Tech/GSB, Civic citizen’s participation in regional development process and Gao, Ménaka, and Engagement Program (CEP), peace building Taoudenit FHI 360, EMERGE Conduct a two-day national budget process workshop in
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 32
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 2) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Bamako inviting about 100 participants including Parliamentary committees, with national level CSOs.
Provide technical assistance to the key commissions at the Bamako National Assembly in budget analysis and how to develop questions during the budget adoption process Provide technical assistance to the sub-national councils in Mopti, Kayes, Sikasso budget analysis and how to develop questions during the and Ségou budget adoption process Collaborate with the and DGB to support the production National level of 2000 simplified version of the national budget (citizen’s budgets) Activity 18: Develop and Disseminate Citizen’s Budgets Hold three TOT regional workshops for CSOs to produce Ségou, Gao, and Mopti regional “citizen’s budgets” Translate and print in booklet form simplified citizens’ national and sub-national budgets of the four x x Tetra Tech/GSB, CEP, demonstration regions into Fulfulde and Bambara FHI 360, Peacebuilding, Stabilization, and Bamako, Ségou, Mopti, Hold regional public debates/consultations about budget Reconciliation Project, Sikasso, Kayes development and expenditure Creative Associates (selected communes and cercles) Conduct regional public outreach campaigns (radio and Bamako, Ségou, Mopti, social media) on RC budget allocations Sikasso, and Kayes Activity 19: Provide Orientation for Newly Elected Officials With DGCT and CFTC, design and implement a series of Bamako, Ségou, Mopti, orientation sessions for newly elected officials to help Sikasso, and Kayes Tetra Tech orient them to their roles, responsibilities, and available (selected communes resources in the context of regionalization/decentralization and cercles) Activity 20: Support to CROCSADs, CROCEPs, and Regional Development Consulting Board (RDCB) Through TA, facilitate two regional CROCSADs, two Tetra Tech, Peacebuilding, Kayes, Ségou, Mopti, CLOCSADs (cercle level) and two CCOCSADs (commune Stabilization, and and Gao level) Reconciliation Project, Through TA, participate in five regional CROCEPs and Bamako, Kayes, Mopti, Creative Associates make a presentation on health governance Sikasso, and Ségou
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 33
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 2) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Activity 21: Conduct PFM Best Practices, Lessons Learned Workshop, and International Conference Hold PFM best practices & lessons learned workshop for Bamako all stakeholders Publish report distilling the best practices and lessons Bamako learned Hold international conference on best practices in Tetra Tech/GSB, CEP, monitoring PFM and increasing citizen’s access to PFM- FHI 360 Bamako related information Report on conference highlighting best practices and key recommendations that could be adapted to the Malian Bamako context Activity 22: Advocacy to Increase Citizens’ Understanding of Themes Related to PFM, Gender Responsive Budgeting and Leadership, Resource Mobilization, and Audits Develop a communications campaign on the above themes (including written [e.g. pamphlets] and other Bamako Tetra Tech, GSB, WILDAF, communications approaches) CEP, FHI 360 Implement communications campaigns in accordance with National themes
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 34
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 3) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Activity 23: Training in Performance and Compliance Audits Hold two training sessions on performance and compliance audits based on manuals (After TOT) MSI Bamako
Support GOM to conduct four performance audit field Bamako, Koulikoro, missions on ASACOs (maternal and children’s health and Ségou, and Kayes, MSI, CGSP, BVG, SCCS poverty) including selected cercles and communes Support five additional training sessions for 16 ministries’ inspectors, the CGSP, and SCCS MSI Bamako
Activity 24: Assistance to the Coordination Board (BVG, CGSP, & SCCS) Development of audit recommendation implementation tracking guide (coordination board BVG, CGSP, SCCS) MSI Bamako with one pilot mission Support the CGSP's website and database system management for the implementation of audit Tetra Tech (IKMS)/MSI Bamako recommendations and ministries’ responses Support coordination and organization of board council Tetra Tech Bamako meetings Develop a public policy Monitoring Guide MSI, STTA Bamako Two Supreme Court Accounts Dept. Training sessions (1) Evaluation of annual financial reports of government MSI, STTA Bamako agencies; and (2) Management procedures for the Disciplinary Chamber of Finance and Budget. Activity 25: Communication about Audit/Audit Findings Hold information-sharing workshops on findings of MSI, CEP, FHI 360 Kayes, Gao recommendations follow up missions Kayes, Sikasso, and Coordinate debates and presentation of annual audit Ségou (including two GSB, MSI, CEP, FHI 360 reports by CGSP, BVG, and the “Section des Comptes” cercles and communes)
Bamako (all six Coordinate townhall-type meetings on audit findings MSI, CEP, FHI 360 communes) and
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 35
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (COMPONENT 3) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 selected cercles and communes within project demonstration regions
Activity 26: Pilot Audit Missions to Implement Lessons Learned Bamako and selected Conduct three performance audit missions (including one cercles and communes MSI on gender integration in audit after training) within project demonstration regions
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 36
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (GENDER) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2 Activity 27: Integration of Lessons Learned from the Gender-Responsive Budgeting Training Sessions Develop and pilot gender-responsive budgeting and 8 Regions and WILDAF/Banyan Global Women’s Leadership training application questionnaires Bamako Train WILDAF staff, focal points, and regional authorities 8 Regions and WILDAF/Banyan Global to use the questionnaires. Bamako Collect data across eight regions and Bamako 8 Regions and WILDAF Bamako Report on gender-responsive budgeting training skills 8 Regions and application and additional professional development WILDAF/Banyan Global Bamako support needs in eight regions and Bamako Provide professional development based on data in 8Regions WILDAF/Banyan Global questionnaires in eight regions and Bamako Activity 28: Provide Capacity-Building Of Newly Elected (Women, Youth And Persons With Disabilities) On Administration And Financial Systems Of Collectivities Adapt/develop training modules Bamako
Conduct training activities for newly elected women, WILDAF/Banyan Global, 5 regions youth, and persons with disabilities on administrative and EMERGE, National Democratic (demonstration and financial management of collectivities, including PDSEC Institute Koulikoro) – 4 cercles
Provide training to women, youth, and disabled/vulnerable- Tetra Tech, WILDAF/Banyan Mopti, Sikasso, focused CSOs on transparency and accountability in PFM Global Ségou, and Kayes and PDSEC Activity 29: Follow-on Gender Analysis Conduct a follow-up gender analysis and produce a report National Banyan Global (STTA) on the findings Activity 30: Women’s Leadership Training Bamako Complete last of 10 regional trainings WILDAF
Bamako, Koulikoro, Provide a third round of TOT training to other IPs Tetra Tech, WILDAF Kayes, Sikasso, intervening in Mali SNGP demonstration regions. Mopti, and Ségou
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 37
INDICATIVE OPTION PERIOD ACTIVITY WORK PLAN MALI SNGP ACTIVITY (GENDER) PARTNER(S) LOCATION & FY2019 FY2020 LEVEL Q2 Q3 Q4 Q1 Q2
Activity 31: Provide Capacity Building of Selected School Management Committee and Association of Students’ Mothers on Their Roles and Responsibilities Develop Facilitator Guide on management of local Bamako organizations and school canteens Tetra Tech/SIRA, Education Build capacity of 150 women on management of local Development Center Bamako, Ségou, and organizations and school canteens, and designation of a Koulikoro Girl’s Safety Focal Point Conduct follow-up training for Girls’ Safety Focal Points Bamako, Ségou, and Banyan Global regarding gender-based violence Koulikoro Segou, Sikasso, TOT Training on CGS Tetra Tech Kayes, Mopti and Bamako Conduct training of trainers on CGS financial management Tetra Tech/SIRA, Education Locations to be etc. Development Center determined by SIRA
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 38
4.0 MANAGEMENT PLAN
4.1 OPTION PERIOD STAFFING Our organizational structure has been amended slightly for the Option Period (See Figure 2) but remains designed to deliver results adapted to the technical and logistical complexity of the program. Given the need for accelerated activities anticipated in the Option Years, the DCOP Programming position will provide day-to-day technical input, organizational planning and leadership, supervision, and direction across the technical components and cross-cutting departments. The Chief of Party (COP) will retain the role of providing overall strategic and administrative oversight for activity completion. The new Field Agent (FA) positions, two per demonstration region (eight in total), will be directly supervised by their respective regional TAs with respective Component Lead direction as required. The FAs will be responsible for liaising with cercles, communes, and regionally based IPs to ensure greater project impact at the regional level. Local FAs will operate from bases in either IP, ADR, or other regional government offices (e.g. mayors’ offices), depending on regional negotiations, but will have the primary objective of ensuring project activities reach down to the cercle and commune level in their dedicated areas. The precise role of TAs and FAs will vary according to regional needs after the feedback session with ADRs, and the local needs of other subnational institutions (down to the cercle and commune level, in the case of FAs). Existing TAs will continue with their current activities pending the realignment of their roles in response to the results of Mali SNGP’s discussions with respective regional ADRs. This realignment of roles will provide regional nuance to their roles and show Mali SNGP’s willingness to support the ADRs’ unique regional needs, as they have requested. TA Scopes of Work will be amended accordingly. Because of the weight of monitoring and evaluation data that is to be collected and managed by Mali SNGP, we are adding an M&E Assistant to the team to support data collection and management. The additional support will facilitate our responsiveness to regional needs in ensuring that accurate and timely data continuously informs our path to successful activity implementation. Subcontractors Tetra Tech will review the contractual mechanism for local subcontracting at the before the start of the Option Period to assess the continued feasibility of the cost reimbursable contract approach. This may result in the use of an alternative mechanism that is tied more strongly to deliverable/performance. International subcontractors Banyan Global and MSI will continue to dedicate their activities to Gender and Component 3 respectively under the direction of the COP. It is a goal of SNGP in Year 4 to ensure that the results of project subcontractors are more effectively documented and reported. Home Office Support Tetra Tech’s home office team, headed by a Project Manager, will continue to provide managerial and technical support to the COP, and provide the client with compliance and quality control. We will provide technical and administrative support for work plans, develop major deliverables, advise on implementation issues, and oversee international subcontractors.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 39
Figure 2: Option Period Organizational Structure
4.2 SECURITY AND SAFETY Tetra Tech’s safety and security policy is designed to protect the lives of the employees while they are carrying out SNGP work across Mali. The Security Team is led at the Home Office Level by Tetra Tech’s Security Manager who is also responsible for updating Mali SNGP’s security plan in consultation
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 40
with the COP. As always, however, the COP is ultimately responsible for managing Tetra Tech’s Security Plan. The current security situation in Mali remains highly fluid and varies by region. This sometimes hampers activity implementation. Our approach, however, in the northern regions (where there the security risks remain very high) is to continue to work through our respected local partners that are based in the regions of Gao, Kidal, and Tombouctou.
USAID MALI SNGP: YEAR 1 OPTION PERIOD WORK PLAN (2018–2020) 41
U.S. Agency for International Development/Mali ACI 2000 Bamako, Mali Phone: (223) 2070-2700 Fax: (223) 2022 3933