Mali Justice Project Quarterly Report Quarter 1, Fiscal Year 2021 – 10/01/2020 to 12/31/2020

Submission Date: 01/29/2021

Contract Number: AID-688-TO-16-00002 Activity Start Date and End Date: December 8, 2015 to December 7, 2022 COR: Moussa Bambara

Submitted by: Jean Lavoie, Chief of Party Checchi and Company Consulting, Inc. 1000 Wilson Blvd, Suite 2520 Arlington, VA 22209 Tel: 202-452-9700 Email: [email protected]

Approved by the COR , Moussa Bambara Date: April 2, 2021

July 2008 1 PROJECT OVERVIEW

Activity Name: Justice Project Activity Start Date and End Date: December 8, 2015 to December 7, 2022 Name of Prime Implementing Checchi and Company Consulting, Inc. Partner: Contract Number: AID-688-TO-16-00002 Total Estimated Cost $31,880,958 Name of Subcontractors/Sub Management Systems International, Inc.; Development awardees: Professionals, Inc.; Fondation Hirondelle DNAJ, INFJ, Ministry of Justice, Hakew Sabatili, GREFFA, Major Counterpart Organizations ODI Sahel, GARDL, AMSS, WILDAF, Inter Regional Platform, AJCAD Geographic Coverage Mali Reporting Period: October 1, 2020 to December 31, 2020

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TABLE OF CONTENTS

Project Overview...... 2

List of Acronyms ...... 4

1.1 Executive Summary ...... 6

1.2 Background and Objectives ...... 8

Activities Update by IR and Sub IR ...... 9

2.1 Achieved during this Reporting Period ...... 16 Component 1 ...... 16 Component 2 ...... 32 Component 3 ...... 42

2.2 Activities Planned but Not Achieved ...... 51

2.3 Planned Activities for Next Quarter ...... 55

3 Challenges Encountered and Proposed Solutions ...... 57

4 Cross-Cutting Issues ...... 58

5 Monitoring, Evaluation and Learning ...... 58

6 Management/Staffing ...... 58

7 Risk Management and Security ...... 59

LIST OF ANNEXES: ANNEX A. SUCCESS STORIES ANNEX B. QUARTERLY FINANCIAL REPORT ANNEX C. INDICATOR TABLES

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LIST OF ACRONYMS

ADENORD Association Pour le Développement du Nord Mali AGETIC Governmental Agency for Managing Information and Communication Technologies AJCAD Youth Association for Active Citizenship and Democracy AJM Association des Juristes Maliennes AMSS Association Malienne pour la Survie au Sahel APDF Association pour le Progrès et la Défense des Droits des Femmes APROFEM Association pour la Promotion de la Femme et de l’Enfant au Mali CAO Citizens Advocacy Office CCP Code of Criminal Procedure CLAC Citizen Action Club CNCLTPA National Committee for Coordination of the Fight against Trafficking in Persons and Related Practices COR Contracting Officer's Representative COVID-19 Novel Coronavirus Disease 2019 CPL Standing Legislative Committee CPS Planning and Statistics Unit CRADE Cabinet de Recherche Actions pour le Développement Endogène CSM Supreme Council of Magistracy CSO Civil Society Organization DFM Directorate of Finance and Materials DNAJ National Directorate for Justice Administration DNAJS National Directorate for Judicial Affairs and Seal ECOWAS Economic Community of West African States GARDL Groupe Action Recherche pour le Développement Local GBV Gender-Based Violence GOM Government of Mali GPEEC Gestion Prévisionnelle des Emplois, des Effectifs et des Compétences GREFFA Groupe de Recherche d’Etude de Formation Femme – Action HR Human Resources HRIS Human Resource Information System INFJ National Judicial Training Institute ISJ Inspectorate of Judicial Services IT Information Technology

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KAKOFO “We must talk about it” corruption reporting app MINUSMA United Nations Multidimensional Integrated Stabilization Mission in Mali MJP Mali Justice Project MOJ Ministry of Justice MTAD Ministry of Territorial Administration and Decentralization OCLEI Office Contre l’Enrichissement Illicite ODI Sahel Organisation pour un Développement Intégré au Sahel PEF Economic and Financial Pole PJS Specialized Judicial Pole PROMODEF Association pour la promotion juridico économique de la femme et de l’enfant QIP Quick Impact Project SKBO -Korhogo-Bobo Dioulasso cross-border region TFP Justice Technical and Financial Partners group TIP Trafficking in Persons TOR Terms of Reference TOT Training of Trainers USAID United States Agency for International Development WILDAF Women in Law & Development in Africa

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1.1 EXECUTIVE SUMMARY

Component 1: Enhance Justice Service Delivery and Efficiency of Justice Sector Institutions

During Year 6, which began this quarter, the three major areas of intervention that will MJP will focus on are improving the performance, efficiency and accountability of central services – departments of the Ministry of Justice (MOJ) that include administration, finance and courts; capacity building of the independent government bodies set-up to address economic and financial crime, corruption, illicit enrichment, and the fight against terrorism and transnational organized crime; and promoting human rights and improving of citizens' perception of the judicial system.

During the quarter, MJP continued to support a working group revising the regulations on the organization and function of the MOJ’s central services. This process began with the regulations governing the DNAJ and has continued on to include DNAJS regulations, which is the department of the Ministry in charge of legislation. This process supports the implementation of the Justice Sector Orientation and Programming Act for 2020-2024, which aims to increase the autonomy, career attractiveness, and funding of the central services.

Within the framework of human rights promotion, MJP is now providing logistical support to the National Committee for Coordination of the Fight against Trafficking in Persons and Related Practices. In the field of improving citizens’ knowledge of and transparency in the judicial system, the new Minister of Justice has endorsed the MJP-drafted “Compendium of Codes and Relevant Documents, Volume 11,” with publication imminent. This volume includes about 50 documents in total, including relevant national and international agreements such as the Agreement for Peace and Reconciliation, resulting from the Algiers Process and the Agreement between the United Nations and the Government of the Republic of Mali relating to the Status of the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA). It also includes more practical information such as instructions for formulating an efficient request for extradition and mutual legal assistance.

Finally, in the area of improving the perception of the judiciary, the Quick Impact Project (QIP) renovations at the High Courts of Commune I and 5 of the District of , the High Court of Mopti, and the Court of Appeal of Sevaré were completed and officially accepted by the MOJ this quarter. This concludes the current round of QIP renovations. Component 2: Increase Immediate Access to Justice

During the reporting period, Component 2 continued to work to enhance Malians access to justice services through free legal assistance and legal representation as well as public policy reforms. As such, the grants team assisted MJP CSO partners in submitting final programmatic and financial reports. The grants team also launched the third phase of the MJP Access to Justice grants program by soliciting submission of project proposals from MJP CSO partners.

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On the policy front, the MOJ through the DNAJS has expressly requested MJP’s support to prepare for the adoption of a traditional justice bill. It is noteworthy that the transitional authorities have made the passage of this bill one of their top priorities. The law is expected to pass in April 2021. At the same time, the Minister of Justice has endorsed the proceedings of the conference on paralegalism in Mali (that MJP organized in June 2019) by drafting and signing the foreword. The proceedings will be published early next quarter and will set the stage for the upcoming reform of Mali’s legal aid system.

MJP also commissioned a study on the role that the private sector could play in the funding of legal aid in Mali. Preliminary results are encouraging as private sector companies are indicating their willingness to co-fund legal aid as part of their corporate social responsibility, although it is still too early to know whether this will materialize. The study will be published next quarter along with a conference with relevant stakeholders to discuss the specifics of how the private sector could co- fund legal aid. Any involvement from the private sector would require the Ministry of Justice to commit to a significant level of cost sharing. Component 3: Access to Justice Increased and Corruption Reduced Along the Sikasso-Koury and Sikasso-Heremakono Trade Corridors

The anti-corruption component of MJP builds upon the lessons learned from the five previous years of activity implementation and technical assistance interventions in order to consolidate capacity development gains, improve efficiency and transparency at control checkpoints, and further strengthen legal support mechanisms and advocacy platforms, including an increased awareness of the services and support available to suspected victims of gender-based violence (GBV), sexual harassment and trafficking in persons (TIP). The primary objective during the last year of under Component 3 is to ensure that targeted capacity development efforts for project stakeholders and partners will enable them to be self-supporting and sustainable, and that the mechanisms and tools that have been created under Component 3 are effectively institutionalized as part of its strategy to close out by the end of 2021.

During this first reporting period of Year 6, MJP’s anti-corruption component team was focused on the further revisions to the Year 6 work plan, partner and stakeholder sustainability and capacity development plans, and the development of implementing tools to improve coordination, communication and focus of component activities. In so doing, the team continued implementing Year 5 Work Plan activities that had been delayed due to the COVID-19 health crisis, including the no-cost extension of sub-grant agreements with its main implementing partners, the Interregional Platform and the Youth Association for Active Citizenship and Democracy (AJCAD). The period was also used to prepare the request for proposals to solicit new grant proposals to continue the work being conducted by the Interregional Platform and continued management and capacity development of Citizen Advocacy Offices (CAOs) during the last year activities.

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1.2 BACKGROUND AND OBJECTIVES

The purpose of the USAID Mali Justice Project is to support the Government of Mali’s goal of more efficient, effective, and competent Malian justice sector institutions that are accountable and responsive to the needs of Malians. The project aims to work with the formal and informal justice sector to 1) improve the institutional capacities of key justice sector institutions, especially the National Directorate for Justice Administration (DNAJ) and courts; 2) improve the framework and processes of access to justice by supporting the work of organizations facilitating access to justice through expanding paralegal and legal aid clinics, but also through working to connect informal justice to the formal justice sector, and 3) provide targeted legal services, advocacy, and public information campaigns along a key trade route to reduce the level of corruption. In August 2020, MJP was awarded two additional years, extending the project through December 7, 2022. The Mali Justice Project is also part of the development objective of “strengthening citizen trust in the State" of the USAID country strategy and Security Governance Initiative for Mali. Providing legal services to citizens and the fight against impunity are among the priorities of the Malian government and were the basis of the Emergency Program for Strengthening the Judiciary System adopted in December 2015. In late 2019, the National Assembly officially adopted the Justice Sector Orientation and Programming Act for 2020-2024, which will be the frame of reference for all the technical and financial partners who wish to intervene in the justice sector over the next five years. MJP was a major contributor to the drafting of this act through financial, logistic, and technical support. The content of the Act will also orient MJP’s activities for the remainder of the project. The rapid adoption of the Programming Act by the National Assembly is an illustration of the political will to support the justice sector to improve the rule of law and democracy. Notwithstanding this significant progress, the MOJ must make available the funds provided for in the Programming Act. So far that has not been the case. When the law was passed in December 2019, the national budget had already been voted and was being implemented. Therefore, we expect to see some improvement in that regard in the 2021 budget. In Year 6, the project will maintain its original design focusing on activities that drive positive change within the justice sector and increase the government’s capacity to implement justice related reforms and policies while supporting the implementation of key documents such as the Joint Country Action Plan of March 2020 (JCAP2) and the Justice Sector Orientation and Programming Act for 2020-2024.

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ACTIVITIES UPDATE BY IR AND SUB IR

The following chart summarizes the activities implemented in the current quarter. Note that it only shows activities planned for or completed this period. For a full schedule of MJP activities, please reference the Year 6 Work Plan. Boxes in blue show activities implemented or ongoing as scheduled in the Work Plan or ongoing. Boxes in red show activities scheduled but not completed. Boxes in green show activities implemented or progressing ahead of schedule.

TABLE 1: MASTER GANTT CHART OF ACTIVITIES PLANNED FOR FISCAL YEAR 2021 (MJP YEAR 6)

Q1 Q1 Activities Q1 Comments Planned Actual Component 1 - Enhance Justice Service Delivery and Efficiency of Justice Sector Institutions 1.1 Improving the performance, efficiency, and accountability of central services and courts Ongoing. DNAJS texts under review by the working group. MJP has negotiated a change in the 1.1.1 Review of texts on the organization and logistics of the review policy following an uptick in functioning of central services COVID-19 cases at the end of the quarter and the subsequent suspension of meetings. Achieved. Monitoring missions conducted at the 1.1.2 Support to the DNAJ in courts performance High Court of Kita (October) and the High Court monitoring missions of (November). 1.1.3 Support for organizational diagnoses of Planned for Quarter 2. select sub-structures of central services Planned for Quarter 2. The previous Director of 1.1.4 Support to the CPS in collecting statistical the CPS has been nominated to the Constitutional data and coordinating the TFPs intervening in the Court. MJP awaits the appointment of a new justice sector Director to proceed. The official handing over ceremony for two MJP- drafted HR procedures manuals (for magistrate 1.1.5 Design, installation, and deployment of a and non-magistrate staff) took place on December human resources management system (HRIS and 04, 2020 under the chairmanship of Mr. Sombé GPEEC) Therea, Secretary General, representing the Minister of Justice. A firm has been selected to develop the HRIS modules. 1.1. 6 Training of MOJ officials on the human Achieved. Conducted from December 16-17 at resources management system (HRIS and GPEEC) the DNAJ. and evaluation of the individual performance of magistrate and non-magistrate staff 1.1.7 Update of the HR procedure manual for New statues have not yet been adopted. magistrate and non-magistrate staff following the adoption of the new statutes for magistrates, and registry staff

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Ongoing. MJP is working with the Governmental Agency for Managing Information and Communication Technologies (AGETIC) to jointly 1.1.8 Software development and computerization design and implement the software. A working of civil and criminal chains group was established this quarter and a draft Memorandum of Undertanding was estabished outlining the roles and responsibilities of each party, namely MJP, MOJ and AGETIC. 1.1.9 Deployment of the intranet in central and This activity remains pending under procurement external services review. The previous Chief Inspector has been named 1.1.10 Training of ISJ inspectors on audit and Minister of Justice. MJP awaits the appointment of logistical support in reports dissemination a new Chief Inspector and new Inspectors to proceed. Achieved. Three training sessions were conducted 1.1.11 Training of heads of courts and this quarter in Bamako (October 12-16), prosecutors’ offices and court clerks on the (October 26-30), and Segou (November 30 - budget-program and the annual performance plan December 4). 1.1.12 Advisory support to program managers in Achieved. Training conducted for DNAJ managers the development and implementation of their from December 23-24, 2020. annual performance plan Planned for Quarter 2. The previous Secretary of 1.1.13 Support to the Supreme Council of the CSM has been appointed to the OCLEI. MJP

Magistracy (CSM) awaits the appointment of a new Secretary to proceed. 1.1. 14 Development of a procedure manual Pending the adoption of the new Codes. following the adoption of the new Criminal Procedure Code and the new Penal Code 1.1.15 Training of actors of the criminal chain on the new Criminal Procedure Code and the new Penal Code 1.1.16 Training of judges responsible for the terms and conditions of sentences after adoption of the new Criminal Procedure Code and designation of magistrates 1.1.17 Review of codes and texts according to the Ongoing. To be completed as soon as new legal priorities of the MOJ and the Justice Programming texts are approved and selected review Act 1.1.18 Logistical support to the Standing

Legislative Committee (CPL) 1.1.19 Organization of conferences of heads of Achieved. This conference took place in Bamako courts and prosecutors’ offices from November 23-24, 2020. This conference is planned for next quarter. From 1.1.20 Organization of conferences on the October 6-7, 2020, MJP help a training workshop functioning of clerks’ offices and training of clerks for Chief Clerks on public accounting (Activity in archiving 1.3.2 from Y5WP), which has previously been postponed.

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The Quick Impact Project (QIP) renovations at the High Courts of Commune I and 5 of the 1.1.21 Quick impact projects concerning courts District of Bamako, the High Court of Mopti, and and central services the Court of Appeal of Sevaré were completed and officially received by the Ministry of Justice this quarter. 1.1.22 Provision of courts benefitting from quick Procurement process underway. impact projects with archiving equipment 1.2 Strengthening the capacities of the Economic and Financial Pole and the Specialized Judicial Pole 1.2.1 Perform an organizational diagnosis of the Pending the adoption of the new Criminal standards, procedures, equipment of the PEF and Procedure Code. the PJS 1.2.2 Support to the Economic and Financial Pole Pending the adoption of the new Criminal (PEF) and to the Specialized Judicial Pole (PJS) Procedure Code. following the results of the organizational diagnosis 1.2.3 Training of magistrates and judicial police MJP is actively recruiting a Capacity Building officers of the Economic and Financial Pole (PEF) Specialist to support these training initiatives. and the Specialized Judicial Pole (PJS) on letters rogatory and special investigation techniques as well as on the modules resulting from the organizational audit 1.3 Promotion of human rights and improvement of citizens' knowledge of the justice system 1.3.1 Logistical support to the National Ongoing in collaboration with Component 2. See Committee for Coordination of the Fight against Activity 2.5.3.

Trafficking in Persons and Related Practices (CNCLTPA) 1.3.2 Training actors in the criminal chain on GBV, Postponed to next quarter due to a clerks' union

TIP, and migrant smuggling strike. 1.3.3 Distribution of the "100 Legal Fact Sheets: Achieved/Ongoing. All MJP Components are

Justice Explained to Malians" active in distributing these resources. Achieved. Volume II of the Compendium of 1.3.4 Distribute a collection of codes and Codes and Common Texts is complete and common texts (Volume II) accepted by the Minister of Justice. The office handover ceremony will take place next quarter. 1.3.5 Development and distribution of case law A consultant has been selected and approved to collections complete this collection. 1.3.6 Design and installation of harmonized Achieved at all completed QIP sites. signage at QIP sites 1.3.7 Preliminary study on the design and The TORs for this assignment are drafted and will development of a public justice portal be finalized next quarter. Component 2 - Increase Immediate Access to Justice 2.1 Strengthen the capacity of traditional leaders, women, and youth to advance access

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Ongoing. The MoJ through the national directorate of judicial affairs and the seal, has 2.1.1 Technical Working Group meetings asked MJP to assist in the preparation of key between MTAD, MOJ, and MJP to facilitate the resources that will be presented to members of implementation traditional authorities’ capacity the government who did not participate in the building activities earlier consultative process leading to the drafting of the traditional justice bill. That work has started and will be completed next quarter. Delayed. The Director of DNAJS has urged MJP to be ready to assist the ministry in rolling out the 2.1.2 Support the organization of a national traditional authorities’ capacity building activities workshop to validate the training curriculum for as soon as the traditional authorities’ bill is traditional authorities officially submitted to the Council of Ministers. He is delighted that a first version of the training curriculum is ready for validation. 2.1.3 Conduct one three-day training of trainers for

MTAD and MOJ technical staff 2.2 Greater public access to trained paralegals and legal services The grant process is ongoing. All project proposals have been received, analyzed and 2.2.1 Subgrants given to CSOs to support provision validated by the Mali office. Final grantee of legal services candidates will be submitted to the DC office for onward submission to USAID for approval.

2.2.2 Training of grantees on grant management Initial trainings will be conducted once the grant 2.2.3 Training of trainers for grantees on award process is completed. programmatic and technical knowledge 2.2.5 Quarterly monitoring, mentoring, and Monitoring will begin once the grant award reporting on grantees’ activities, achievements, and process is completed. financial accounting 2.3 Leveraging technology to expand access to justice services for Malians Ongoing. Offers received for the original RFP were responsive to the logistical aspects of this activity (creating a functioning call center) but were not adequate for the technical requirements 2.3.2 Establish a virtual legal clinic through an (providing legal advice). A new RFP will be access to justice Call Center launched next quarter to recruit two firms (one legal-focused and one communication-focused) to offer services planned under the access to justice call center (legal advice and referral). 2.4 Establish a policy framework to improve access to justice at the community level

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Ongoing. The Secretary General promised to coordinate with the president of the Bar in January 2021 to set up a committee to review the 2.4.2 Assist the Malian Bar Association to develop various issues on which they are working on with and adopt a pro bono policy MJP including the validation of the Bar TIP plan, the review and approval of the legal aid report, and finally the development of the pro bono policy. Progress ahead of schedule. The selected consultant produced the report of the study that 2.4.4 Publish the Acts of the Conference on the he submitted after several technical meetings with funding of legal aid by the private sector MJP program team and top management. The study is currently being reviewed and should be published early next quarter Ongoing. The transitional government of Mali has set the passage of the bill on the role of Qadis and other traditional authorities in the distribution of 2.4.5 Support the MOJ to adopt the law on the justice as one of their top priorities. According to status and role of Qadis and traditional authorities the transition roadmap, this bill shall be passed by in the distribution of justice latest April 2021. MJP is providing technical support to the ministry to prepare strategic resources that will be presented to public stakeholders to facilitate the legislative process. 2.5 Strengthen the justice sector response to trafficking in persons 2.5.2 Issue grants to two CSOs to offer services Ongoing. See section 2.2.1 above. to TIP victims Ongoing. The CNCLTPA held two meetings during the period. The Committee should have 2.5.3 Assist the CNCLTPA to hold monthly held a third meeting but because of the surge in meetings to advance anti-TIP policy agenda COVID-19 cases that meeting could not take place. 2.5.4 Assist the CNCLTPA to review and validate draft laws on trafficking in persons and the smuggling of migrants 2.6 Increase access to justice for women, youth, and disadvantaged groups 2.6.1 Award a grant to the Hakew Sabatili network Ongoing. See section 2.2.1 above. to provide health, psychosocial, and legal services to women, youth, and disadvantaged groups The training will take place once the grant is 2.6.2 Build the capacity of the Hakew Sabatili awarded and Hakew Sabatili begins project Network on new gender discrimination areas implementation. MJP has assisted the Hakew Sabatili platform to prepare an infographic report, a powerful advocacy tool, that contains key information on 2.6.3 Support the Hakew Sabatili network to the achievements of the last year pilot project implement its advocacy strategy along with prioritized recommendations for the improvement of services to GBV survivors. The document will be shared with relevant stakeholders at the beginning of next quarter.

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2.7 Public Outreach Campaigns Ongoing. The administrative process is ongoing 2.7.3 Access to justice television programs for the selection of the service provider.

Component 3 - Access to Justice Increased and Corruption Reduced along the Sikasso- Koury and Sikasso-Heremakono Trade Corridors 3.1 Sustainable reduction in the vulnerability risks of trade corridor users in regard to corruption and harassment, including GBV and TIP 3.1.1 Support for the implementation of Strategic Sustainability Plans for the Interregional Platform and Citizen Advocacy Offices No cost extension of the 2019 grant agreement completed with as results 828 corridors users sensitized, more than 100 local economic operators informed by the newly trained trainers, 3.1.1.1 - Continue to implement the Platform's 19 victims of abuse assisted, and 10 radio Sustainability Plan programs produced and broadcast; Platform 2021 work plan and internal regulations adopted and will be supported through a new grant agreement. No cost extension of the 2019 grant agreement completed with as results 48 debates organized in 3.1.1.2 - Supporting AJCAD in implementing its Sikasso, Koutiala, , Kadiolo and Koury as Sustainability and Capacity Development Plan for well as 7 voluntary facilitation sessions on GBV Citizen Advocacy Offices (PCBs) (gender-based violence) organized in Sikasso and Koutiala 3.1.2 Routinization of checkpoint interventions and legal assistance to users who are victims of corruption and road harassment, with particular attention to GBV and TIP 3.1.2.1 - Accompanying local branches to ensure Printing and dissemination of the Watch Cells’ the institutionalization of Watch Cells in procedural manual delayed but expected to be agreement with the relevant regional authorities done in the course quarter 2 422 people were reached by these outreach missions, including 312 men and 110 women; 124 people received assistance (judicial, legal, 3.1.2.2 - Supporting the satisfactory handling of administrative or/and mediation) in regard to, complaints and requests for assistance from users upon complaints of harassment or/ abuse of authority at checkpoints, including 6 women; 21 traders formally registered their businesses. 3.1.2.3 Support for the detection, reporting and One GBV case, involving a married couple, management of GBV and TIP cases along target reported and satisfactorily resolved through road corridors traditional marriage mediation mechanism 3.1.3 - Support for the capacity of professional corridor users and the solidification of public support

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12 new trainers trained (2 par local branches) and 3.1.3.1 - Supporting the Coordination of the started to share knowledge to their economic Platform to design, organize and facilitate cascading operators in their localities on the rules and capacity building actions for the benefit of procedures of trade, customs, transport, GBV, professional users of the corridors TIP, and the fight against corruption Two press clubs organized with the regional authorities in Sikasso’s on (i) the role of women traders' associations in the development of cross- 3.1.3.2 - Strengthening public support in the fight border trade, and (ii) respect for the free against road harassment of all kinds movement of people and goods in a context of cross-border insecurity; the first 10 seven-minute episodes of radio theater series in French and Bambara produced with Studio Tamani 3.2 Conducive change in the enabling environment of the control system regulations and practices in selected road corridors 3.2.1 Support for the implementation of the Joint Strategic Advocacy Plan of Key Partners 52 regional authorities and key actors participated in the 2 advocacy meetings organized in Koutiala 3.2.1.1- Facilitate the organization of quarterly and , and issued several recommendations problem and incident resolution meetings in three to address persistent challenges in the trade covered regions: Bougouni, Koutiala and Sikasso corridors; Process of recruitment of the advocacy consultant initiated Implementation plan and documents of the first 3.2.1.2 - Making effective service standards specific part of the activity (standards development) have to checkpoint control operations been agreed with the Platform 3.2.2 Central Advocacy Support with the Cadre de Concertation Recruitment of the strategic litigation team in 3.2.2.1 - Support for the development and process structuring of arguments Resume of the preparation of the Money trail field journalist investigation 3.2.2.2 - Supporting the Joint Advocacy Actions of Recruitment process of the consultant to perform the Framework for Consultation and the Platform institutional assessment of the Cadre ongoing 3.2.3 - Deploying an influence communication campaign Training of partners in digital, internal and interpersonal communication. 3.2.3.1 - Building influence communication Elaboration of digital communication strategies capabilities and implementation planning. Monitoring of implementation Multimedia campaign with media partners (Studio Tamani, SKBO) on the themes of free movement 3.2.3.2 - Support for the Influence Communication of people and goods

Campaign a Week-long celebration of the International Anti- Corruption Day in Sikasso, Bougouni, Kadiolo, Koury and Koutiala.

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2.1 ACHIEVED DURING THIS REPORTING PERIOD Component 1 - Enhance Justice Service Delivery and Efficiency of Justice Sector Institutions

1.1 Improve the performance, efficiency and accountability of central services and courts 1.1.1 Review the texts on the organization and functioning of central services One of the first activities opened as part of the implementation of the Programming Act focuses on the revision of the texts creating the DNAJ as well as the other central services (DNAJS, INFJ, CPS, DFM, ISJ) in order to confer more autonomy and more human resources to these services and enable them to fulfill their missions with the required competence and efficiency. The Working Group, that was established by the Minister of Justice and Human Rights with the support of MJP, has thus drawn up a schedule for reviewing texts relating to central and similar services.

It is for this reason that the texts relating to the organization and operating procedures of the DNAJS were submitted to the Working Group but have not yet been examined and validated. The initial programming of the sessions was indeed completely upset by the upsurge in the COVID-19 pandemic at the end of this quarter and the subsequent suspension of meetings.

The leader of Component I therefore initiated discussions with the General Secretariat of MOJ and the Chair of the Working Group with a view to reviewing the format of the sessions. With this in mind, the Directors of the central services concerned will send the draft texts prepared at their level by email to the members of the Working Group for comments and amendments. The summaries will then be made in a small committee (a maximum of ten people). This approach, once finalized with the General Secretariat, will make it possible to move forward during the next quarter in the examination of the draft texts on the organization and functioning of central services 1.1.2 Support to the DNAJ in courts performance monitoring missions The Malian justice public service is constantly the subject of criticism highlighting its slowness and dysfunctions, both on the part of users and citizens as well as legal professionals. It was with a view to correcting these dysfunctions that MJP undertook the implementation of Quick Impact Projects (QIPs) targeting a few courts in the country before subsequently conducting joint performance evaluation missions.

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These evaluation missions in partnership with the DNAJ also aim to give the executives of this department the necessary tools through mentoring to effectively fulfill their responsibilities in courts monitoring and control. It is also important to emphasize that the execution of QIPs is always preceded by exchanges between the project team and the officials of the court concerned on the basic guidelines whose implementation is likely to improve the performance and efficiency of their work, in particular in the area of users’ reception and orientation; classification and distribution of cases; conduct of hearings; sustainability of the improvements made thanks to the quick impact project; securing the premises. The evaluation missions took place respectively at the level of the High Court of Kita (a QIP site) from October 26 to 27, 2020 and the High Court of Koutiala (non-QIP site) from November 26 to 27, 2020. Overall, hearings are held on a regular basis in these two courts and proceedings in both civil and criminal matters are examined and judged within a reasonable timeframe on average between one and two months, with the exception of the cases transmitted to the investigating judge which must be the subject of information whose duration of depends on the complexity of the offenses or the number of perpetrators and accomplices incriminated. Cross-evaluation missions revealed that dysfunctions are common to the two High Courts of Kita and Koutiala and relate to the following points:

• Absence of minutes of general assemblies and meetings; • Irregular frequency in establishing quarterly notices. However, the conclusions of these joint evaluation missions show that, unlike the High Court of Koutiala, the High Court of Kita, beneficiary of a quick impact project, was able to capitalize and apply the guidelines resulting in:

• The appointment of an agent responsible for the reception and orientation of users; • The appointment of a magistrate responsible for monitoring the maintenance of the premises in order to prevent and repair damage. • Finally, the existence of a book for distributing the minutes and cases among the substitutes. This makes it possible to have visibility on the workload assigned to the collaborators of the public prosecutor and therefore promote diligent processing of cases. These guidelines were explained to managers of the High Court of Koutiala, who made a commitment to implement them as soon as possible. This approach will be duplicated over time as part of the joint missions planned during the next stages. In the same vein, the capacities of DNAJ managers are further strengthened thanks to these missions, which are carried out within the framework of a dynamic based on mentoring so that the managers concerned can autonomously lead in the field court evaluation missions. A guide

January 2021 17 for evaluating court performance has been finalized in this regard and will be the subject of an official presentation ceremony at the MOJ. 1.1.5 Design, installation, and deployment of a human resources management system (HRIS and GPEEC) As part of the design and deployment of a human resources management system (HRIS and ECCM), the development of a procedure manual is a prerequisite and this step has been achieved by providing the MOJ with two procedure manuals, one for magistrate staff and the other for non-magistrate staff, designed by the MJP HR Specialist. The official handing over ceremony for these manuals took place in the morning of Friday, December 04, 2020 in the conference room of the MOJ under the chairmanship of Mr. Sombé THERA, Secretary General, representing the Minister of Justice and Human Rights. This ceremony marks an important step towards achieving the objective of improving human resources management in the sectors of Malian Administration in general and Justice in particular. Indeed, each public service in application of instruction 00003 / PRIM - CAB of November 21, 2002 in Mali, is required to have a manual of procedures which serves as the basis for the internal control system.

However, the DNAJ did not yet have this Human Resources management and control tool setting out the fundamental principles and general conditions of service considered essential for the proper functioning of the Department. MJP has acceded in this regard to the request of MOJ in order to support the modernization of human resources management and in this regard, the development of HR procedures manuals constitutes a major milestone. Developing the two HR procedure manuals (Magistrates and other MOJ officials) appears to be one of the key tools for disseminating management policies, standards and procedures likely to contribute to better management of the careers of magistrates, court clerks as well as other officials serving in the Department. The HR procedure manuals address the most common situations that will allow each magistrate and other MOJ official to know his rights and duties. They bring together in a single document all the legislation applicable to magistrate and non-magistrate staff of the MOJ to respond to this aforementioned instruction from the Prime Minister, Head of Government as part of the improvement of the HR management of ministerial departments.

The manuals focus specifically on:

• the conditions of access to the profession; • initial and continuing training; • rating procedures as well as disciplinary procedures;

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• methods of remuneration; • holidays; termination of office, in other words retraces the entire career from entry into office to retirement of the magistrate and other MOJ staff. The HR procedures manual for magistrates is covered in seven titles and 29 articles, while the HR procedures manual for other officials has 9 titles and 34 articles. These two documents in their general architecture include the title and logo of the ministry; the list of acronyms; table of contents; the word of the Minister; the introduction. The Director of the DNAJ, whose department is responsible for implementing these documents, recalled that by agreeing to preface the two HR procedure manuals, the Minister of Justice and Human Rights marks significantly the political will to see these decision support tools contribute to the modernization and renewal of Human Resources Management.

According to him, “the production of these two procedure manuals by MJP is of paramount importance, because these decision-support tools reflect the power of the administrative authority to inform its services of the way it intends to apply the legislation or implement Human Resources Management in its departments, by virtue of its organizational power”.

He stressed that mismanagement of human resources generates frustration before insisting on the DNAJ's commitment to make good use of the aforementioned documents as well as the other central services whose managers have been invited in this regard. He finally addressed his warm thanks to MJP for the development of these two documents which fill a legal void in the legislative system and thus made a specific request to the project to support the efforts of the DNAJ for a real appropriation of these manuals by the staff of the MOJ. After the symbolic handing over of some copies, Mr. Sombé Thera, Secretary General of MOJ, representing the Minister renewed his thanks to MJP as well as the request made by the Director of DNAJ. The next step will be to train the main human resources managers in the central services and jurisdictions in the efficient use of these procedural manuals, whose objective is to achieve shared appropriation by all these managers and whose implementation will reduce frustrations in the management of the careers of MOJ personnel. Despite the numerous reminders, follow-up is still awaited on the draft agreement with the Belgian party transmitted by the Secretary General of the MOJ to the Minister of Foreign Affairs who is the only one empowered to validate an agreement between a Ministerial Department and a service of a foreign country. On the other hand, the call for tenders file concerning the development of HRIS modules was relaunched on October 1, 2020 and made it possible to receive seven applications which were

January 2021 19 the subject of a selection panel from November 9 to 13, 2020. One firm was retained, and the selection was validated by the majority of panel members. The Administration is continuing to process the file with a view to finalizing the award phase of the service contract. 1.1.6 Training of MOJ officials on the human resources management system (HRIS and GPEEC) and evaluation of the individual performance of magistrate and non-magistrate staff From December 16 to 17, 2020, a training workshop was held in the DNAJ conference room for managers of central and related services on the concepts and operational strategy of the computerized human resources management system (HRMS) and the Provisional management of jobs, staffing and skills (GPEEC) at the MOJ.

In terms of objectives, the training of the concerned managers should allow them to have a clear perception of:

• The Inventory of fixtures and the stages of implementation of the HRIS of the Ministry of Civil Service being deployed at MOJ; • Issues related to the implementation of staffing, jobs and skills at MOJ; • Develop current practices towards modern ones focused on the establishment of effective annualized staffing management and resort to provisional and multi-annual staffing management, taking into account management by program budgets.

The participants were briefed by the HR Specialist of MJP on:

• the current situation of computerization of HRM and the current action plan for the deployment of HRMS at MOJ; on the description of the HRIS in service at the Ministry of Labor and Civil Service; • the establishment of action plans ensuring adequacy of available resources and the needs required by the performance of the missions of the services by orienting the evolution of organizational methods, by adapting the positions to the evolution of some professions, and by identifying recruitment needs as early as possible; • the implementation of tools and measures that will allow the new DNAJ, which will have an HR sub-directorate within it, to increase the efficiency of agents by structuring activities and guaranteeing effective occupation of the positions described in organizational decrees and within organic frameworks; • the establishment of a workforce map; the establishment of workforce management tools adapted to the requirements of the transition to management in program budgets; • the implementation of staffing provisional management tools.

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It should be noted that this training on HRIS and GPEEC is a first in the history of the Department. Participants called on MJP to develop a guide that will facilitate the operationalization and proper implementation of HRIS and GPEEC issues. The HR Specialist made a commitment to develop this tool which will be shared as a priority with a manager who will be appointed by the Director of the DNAJ with an emphasis on mentoring. This manager will work in tandem with the HR Specialist both for the development of modules and for the training of managers in charge of human resources in the different central and similar departments of the MOJ. 1.1.8 Develop a software as part of civil and criminal chains computerization at the level of clerk’s office Two meetings were held respectively on October 30 and November 06, 2020 in the conference room of the Governmental Agency for Information and Communication Technologies (AGETIC) between the MJP team led by the TL1 and the Deputy General Manager of AGETIC assisted by his collaborators. Following the preliminary discussions between the Director of the USAID MJP project and the General Manager of AGETIC, the meeting aimed to lay the foundations for a partnership with a view to the implementation of the computerization of the civil and criminal chains in general and the development in particular of a software for this purpose. AGETIC in this regard has, according to its managers, for some time been heavily involved in the process of computerization of the public administration aimed at marking the break with manual processes in order to move towards digitalization. It is full of technical skills capable of meeting the challenges in this area.

After a reminder of the initiatives and stages as well as the difficulties recorded at this level, the two parties agreed to set up a working group on the computerization project which will include managers from MOJ, AGETIC and MJP. The study report on the clerk professions prepared by the consultant Mr. Yannick Jaglin at the request of MJP will serve as a working basis because of the relevant description of the civil and criminal chains and the recommendations made for the success of the computerization process. The parties also agreed to develop a draft memorandum of understanding to outline the roles and responsibilities of each party, namely MOJ, AGETIC and MJP. For this purpose, the head of the legal department of AGETIC submitted to the IT Specialist and TL1 a draft protocol which will be discussed and finalized as soon as possible with the assistance of the Project Director.

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1.1.11 Train heads of courts and prosecution offices as well as chief clerks on the program budgets and the annual performance plan This training workshop was held from October 12 to 16, 2020 at the INFJ for heads of courts and prosecution offices and clerks within the jurisdiction of the Bamako Court of Appeal on the program budget and annual performance plan.

From October 26 to 30, 2020, the same exercise concerned the heads of courts and prosecution offices and the clerks of the Kayes Court of Appeal. Finally, a session brought together in Ségou from November 30 to December 4, 2020 other heads of courts and prosecutors as well as clerks from the jurisdiction of the Bamako Court of Appeal who had not been taken into account during the session of Bamako.

These three workshops aimed to:

• make the heads of courts / prosecutors / chief clerks aware of the issues linked to the change in management practices with the advent of the Program Budgets in Mali; • have the Heads of Courts/Prosecution Offices/Chief clerks master the tools of preparation, steering and monitoring-evaluation and Program Budget, budget programming approach and budgetary resources management rules (AE/CP); • empower the heads of courts / prosecutors / clerks for better preparation of their operational program budgets but also for a contribution to the budgetary process of the Department in charge of Justice; • change the traditional practices of budget management towards modern ones, in particular those based on performance. All these sessions were chaired by Mr. Issiaka COULIBALY, Representative of the Director of DNAJ who recalled that the Heads of courts and Prosecutor's Offices as Managers of Program Operational Budgets, already benefited in 2018 from an initiation training on the Program Budget. According to him, this second training comes at the right time to fill the gaps observed with regard to the different budgeting approaches, budgeting tools, monitoring-evaluation and management rules of AE/CP (Commitment Authorizations / Payment Credits).

By singling out a mentoring-based approach, all the trainings were conducted by a pair comprising the Public Finance Specialist of MJP and an executive from the Budget General Directorate of the Ministry of Economy and Finance in order to strengthen the sustainability of achievements.

The modules developed:

• Module 1: Introduction to Results-Based Budgeting; • Module 2: Budgeting tools; • Module 3: Steering tools;

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• Module 4: Innovations in budget execution and updates; • Module 5: AE/CP management rules; • Module 6: Monitoring and evaluation tools; • Module 7: Program breakdown into Program operational budget; • Module 8: MOJ Program Budget Implementation Approach with MJP support; • Module 9: MOJ’s Annual performance plan. Application exercises put the participants in a situation in order to better identify the practical difficulties and it should be remembered that the expected outcomes achieved, namely:

• the issues linked to changing budget management in program mode are understood by the heads of courts / prosecutors / clerks; • Practices in the area of performance-based budget planning and management are better understood; • the tools for framing / budgeting, steering, monitoring and evaluation, the preparation process and the rules for managing budget credits are mastered; • Heads of courts / prosecutors / clerks are able to apply the tools and knowledge learned particularly with regard to the innovations made and updates in this field. The team of trainers provided clarifications on these different points of discussion throughout the work.

The common point of these three training sessions is the observation shared by the participants of having accumulated gaps that impact the efficiency of their daily work since their last training which dates back to 2018 and which was carried out with MJP’s support. These gaps that will be corrected at the end of these capacity building sessions relate to practices that do not comply with the rules of program mode budgeting; budgeting and monitoring- evaluation tools as well as the rules of management of Commitment Authorizations and Payment Credits (AE/CP). 1.1.12 Advisory support to program managers in development and implementation of their annual performance plan With the effectiveness of the Program Budgets since January 1, 2018 in Mali, USAID / MJP provides significant technical assistance to the Ministry of Justice and Human Rights. It is in this context that the training workshop for DNAJ managers on techniques for formulating an annual performance plan took place from December 23 to 24, 2020.

This workshop aimed to empower DNAJ executives to:

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• formulate strategic objectives, indicators and targets in the "Annual Performance Project" tool; • allocate resources between activities; • develop an annual work plan (AWP); MJP’s Public Finance Management Specialist, who provided the training, developed modules relating to:

• formulating strategic objectives, performance indicators, quantified outcomes (targets), identification, budgeting and codification of activities; • developing an annual work plan (AWP) by program implementation level; This training enabled DNAJ executives through practical application exercises to:

• be able to formulate strategic objectives, indicators and targets in the Annual Performance Project tool; • allocate resources between activities; • develop an annual work plan (AWP). The points of attention mainly focused on:

• formulating performance indicators; • determining targets and techniques for allocating budget envelopes. The trainer provided clarification on these different discussion points. At the end of the session, the participants expressed their satisfaction with this MJP initiative, which will enable them to be autonomous in the strategic and operational formulation of programs in a program-budgets context. Participants also underlined that this type of activity, which concerns the managers of a central service other than the Directorate of Finance and Materials (DFM), is a first for MOJ. They therefore recommended the continuity and multiplication of training sessions of this type in order to take into account all the central services to efficiently exercise their responsibilities in terms of drawing up annual performance plans (APPs) and annual work plans (AWPs). 1.1.19 Organization of conferences of heads of courts and prosecutors’ offices The conferences of heads of courts and prosecution offices are intended to examine the dysfunctions of the public service of justice and to share the Chancellery's orientations as well as good practices for a change of behavior aimed at improving the performance and efficiency of the public service of justice.

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MJP supports the DNAJS responsible for steering the holding of this type of conference and it is in this context that on Monday 23 and Tuesday 24 November 2020, the National Institute of Judicial Training (INFJ) hosted the Conference of Chief Prosecutors within the jurisdiction of the Court of Appeal of Bamako, extended to the Prosecutors General at the Courts of Appeal of Kayes and Mopti as well as the Public Prosecutor at the High Court of Kayes, Prosecutor of the Economic and Financial Pole. On the first theme “Presumption of innocence”, the speaker, Mr. Mohamed Maouloud Najim, Director of DNAJS recalled that this principle is enshrined in most international instruments for Human Rights protection and in Human and Citizen Rights Declaration of 1789. In developing the legal framework of the presumption of innocence, the speaker made a point of making reference to article 1 of the Malian Constitution of February 25, 1992 as well as to articles 1 and 2 of Act n° 01-80 of August 20, 2001 on the Code of Criminal Procedure. Regarding the actors involved in the criminal chain, the speaker explained that the observation of the rule applies to all phases of investigations until judgment. To better understand its contours at this level, he recalled the obligations incumbent on the judicial police, those incumbent on the investigating judge and finally the obligations of the formation of judgment in the matter. The main points of discussion that emerged from the debates were as follows:

• The Deputy Prosecutor at the Commune II Court of the District of Bamako referred to the case of the assassination of pharmacist Dr KODIO in Bamako in which the people arrested were exhibited on national television, already taking them for guilty. Following this, the other wanted persons had time to evade investigators and the images were broadcast despite the reluctance of the judicial authorities. What judicial response to such situations? • The Public Prosecutor at the High Court of Commune III of the District of Bamako, for his part, shared two concerns: What best judicial practice is provided for by law for civil servants prosecuted and arrested and who continue to operate the service by signing current acts? How to reconcile the presumption of innocence and the duty to inform the population?

• The Public Prosecutor at the Court of Appeal of Bamako stated that, to his knowledge, the powers of the Indictment Chamber in terms of monitoring the activity of judicial police officers are not being exploited. He summed up the problem of the violation of the principle of presumption of innocence by Judicial Police Officers (JPOs) to a question of responsibility to be assumed by public prosecutors. To all these questions, the speaker provided the necessary clarifications and the participants successively intervened in terms of contribution.

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The second theme "Criminal Law and New Information and Communication Technologies (NICTs)" was presented by Mr. Idrissa Toure Public Prosecutor at the Bougouni District Court. At the start, the speaker explained that the emergence of computer networks and information superhighways, especially the Internet, has created a new world, cyberspace, without geographic borders. In order to better understand how Malian criminal law deals with NICTs, he outlined the constituent elements of the offenses concerned as well as the procedural specificities required by investigations in this area.

The moderator then gave the floor to Mr. Ladji Sara, Public Prosecutor at the High Court of Commune V of the District of Bamako to present the third and last theme on "impunity, source of all laxity: part of responsibility of the actors of justice”. Thus, after having fully developed the notion of impunity in its dimensions and issues in Mali, the speaker explained the responsibility of justice actors in the laxity observed in this matter. Thus, he described impunity as being linked to the phenomenon of corruption which constitutes both a permanent threat to democratic practices and a setback or denial of justice. The moderator at the end of the discussions and debates invited the participants to the formation of three groups in order to deepen the themes and make relevant recommendations for practitioners to help them in the daily conduct of the procedures submitted to them in order to remain in phase with the objectives set by the Conference of Chief Prosecutors.

• The first group on Criminal Law and NICTs therefore recommended: o Ratification of the Budapest Convention by Mali; o Creation of an interconnected judicial system as well as training of actors in the criminal chain; o Insertion of amending provisions in the Code of Criminal Procedure to create specialized brigades and provide specialized assistants for magistrates in NICT matters. • The second group on the presumption of innocence made two major recommendations: o Obligation for public prosecutors to officially inform the administrative line management of the detained civil servant, to enable him to take the appropriate legal measures while respecting the presumption of innocence; o Training of public prosecutors and Judicial Police officers on judicial communication techniques. • The third group on impunity recommended: o Restoration of State authority as soon as possible, by strengthening Defense and Security Forces; o Urgent security for courts and judicial personnel; o Dissolution of all militias to put an end to parallel justice;

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o Vigorous fight against corruption at the level of all agents of the public, parastatal and private administration; o Sensitization of justice actors and the population on the implications of impunity. The participants, through their spokesperson, conveyed their sincere thanks to MOJ and MJP at the end of the Conference of Chief Prosecutors. They made a commitment to translate into facts and at their level of responsibility, the recommendations formulated and expressed the wish to see such initiatives relating to the conferences of heads of courts and prosecution offices, reinforced with support and accompaniment from MJP.

The National Director of Judicial Affairs and Seal, Mr. Mohamed Maouloud NAJIM made a commitment on behalf of the Department to ensure the follow-up and implementation of the relevant recommendations made by the participants. To this end, he will submit a draft circular letter to the Minister of Justice and Human Rights on the application of the recommendations resulting from the conference, in particular on the aspects falling under the direct responsibility of the heads of prosecution offices and relating to the respect for the presumption of innocence by the judicial police and the fight against impunity. 1.1.20 Organization of conferences on the functioning of clerks’ offices and training of clerks in archiving • 1.3.2 from the Y5WP - Train chief clerks of courts and tribunals of the MOJ on public accounting From October 06 to 07, 2020, was held at the INFJ in Bamako, the training workshop for Chief Clerks on public accounting. The objectives of this workshop were to strengthen the capacities of Chief Clerks on the different concepts, regulatory framework, principles, rules and procedures of Public Accounting as well as on their roles and responsibilities as de facto public accountants in the management of revenue generated in court.

The Session was chaired by Mr. Mathieu TRAORE, Technical Advisor, Representative of the Minister of Justice and Human Rights. The MJP Project Director underlined the interest the project places in the functioning and modernization of Clerk’s office management. In this regard, he recalled the organizational diagnoses carried out by around ten High Courts and the preparation of an expert report on clerk’s professions, initiatives which aimed to better perceive the needs / dysfunctions of the entities in order to contribute improving procedures / mechanisms for better synergy within Clerk’s offices. He also indicated that MJP is on the verge of equipping many courts with computer equipment and application software as part of the civil and criminal chains. He referred to other major

January 2021 27 projects relating to the reviewing of texts on legal costs in civil and criminal matters and pointed out that one of the major concerns at the level of clerk’s office remains the need to improve the management of the resources generated in courts to increase the financial contribution of the judicial system to the Public Treasury. The team of trainers was constituted on the basis of a mentoring principle with, on the one hand, the MJP Public Financial Management Specialist and, on the other hand, an official from the National Treasury and Public Accounting Directorate (DNTCP). The modules provided to participants are as follows:

• Module 1: Elements of public accounting (Definitions of concepts, principles, rules, legal framework and procedures); • Module 2: Generalities on public services management; • Module 3: Opening and management of public bank accounts; • Module 4: Deposit and consignment fund (organization and operation); • Module 5: Revenue management in courts - Revenue authority. This training allowed the clerks to:

• master the different concepts, the regulatory framework, the principles, the rules and the procedures of public accounting; • strengthen the capacities of Chief Clerks who are de facto public accountants; • apply the rules and procedures of public accounting for an efficient and transparent management of the revenues generated in courts; The team of trainers gave clarifications on these different points of discussion throughout the work. At the end of the training session, the participants made a commitment to make good use of the knowledge acquired on a daily basis. In particular, they recommended the organization of a workshop that will involve executives from the tax services, the Public Treasury and the Clerks of Court in order to harmonize their understanding of the application of texts and procedures in the area of the management of resources generated by the courts. 1.1.21 Quick impact projects concerning courts and central services In accordance with its mandate and its action plan, MJP has been supporting MOJ for several years to rebuild a new image of Malian justice. These actions have greatly contributed to improving the perception of justice in certain localities which have benefited from the quick impact projects (QIPs) and mark a significant step aimed at improving the perception of the judiciary.

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During the reference quarter, quick impact projects were finalized and accepted at the level of the Court of Appeal of Sevaré and the High Court of Mopti respectively on 02 and 03 December.

Work on these two sites focused on the renovation and construction of certain spaces, namely:

• Putting in place a system aimed at strengthening security and better filtering users at the entrance to the High Court of Mopti; a reception and guidance office has been built at the Court of Appeal of Sevaré but is not yet operational. • fitting out the courtrooms of these two courts and installing sound equipment to allow all litigants to follow the proceedings under the required conditions of convenience; • renovating the offices of the First President and the Attorney General at the Court of Appeal and their secretariats; • renovating the offices and secretariats of the President and the Public Prosecutor at the High Court of Mopti; • fitting out aimed at ensuring watertightness on buildings and a parking lot space for staff safety; The Public Prosecutor of the Court of Appeal of Sevaré thanked MJP for the work done, which will allow the population to follow, in the right conditions, the hearings in general and the sessions of the Assize Court in particular in the right conditions, sessions that record a massive presence of both litigants and simple curious people.

The President of the High Court of Mopti also congratulated the partner MJP by highlighting all the improvements made which denote a real change in the working conditions of staff and reception of litigants compared to the conditions that existed on his arrival at the High Court of Mopti in 2017 as deputy public prosecutor.

On behalf of his colleagues and staff, he said that the court managers will make every effort to deserve both the commitment of MJP in the justice sector and the confidence of the people. The two above-mentioned managers also made a commitment to ensure the sustainability of the achievements made by MJP in order to avoid degradation of the facilities and to make repairs if necessary.

Finally, it should be noted that the work of the quick impact project was received at the level of the High Court of Commune I of the District of Bamako during an official ceremony on December 15, 2020 in the presence of the Project Director and the Head of Courts Division representing the Director of DNAJ.

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1.2 Strengthening the capacities of the Economic and Financial Pole and the Specialized Judicial Pole 1.2.3 Training of magistrates and judicial police officers of the Economic and Financial Pole (PEF) and the Specialized Judicial Pole (PJS) on letters rogatory and special investigation techniques as well as on the modules resulting from the organizational audit Strengthening the capacities of the PEF and the PJS is in line with the political will expressed by the public authorities in general and the authorities of the Transition in particular to engage in a resolute fight against economic and financial crime, corruption, terrorism and transnational crime. The preliminary draft Code of Criminal Procedure drawn up with the decisive support of MJP adopted in its final version the major recommendation of the Standing Legislative Committee (CPL) asking to keep the autonomy of the Economic and Financial Pole and of the Specialized Judicial Pole by validating two important innovations which are on the one hand the creation within them of judicial formations and on the other hand the use of special investigative techniques (SITs) in the search for evidence in matters of economic and financial crime, corruption, illicit enrichment as well as the fight against terrorism and transnational organized crime.

The implementation of these two important innovations will make it possible to both strengthen the efficiency of the repression and allow for the timely trial of perpetrators and accomplices brought before these courts. Even before the organizational diagnosis is carried out, needs exist at the level of these two poles in terms of capacity building in the field of international criminal assistance and the implementation of special investigative techniques, some of which are enshrined in the texts relating to the fight against terrorism. To accompany this process of supporting these poles, it is planned to recruit a specialist in criminal law and criminal procedure in order to coordinate MJP interventions as part of a mentoring-based approach. A call for applications was launched for this purpose in December and a panel will be set up to select a specialist during the next quarter.

1.3 Promotion of human rights and improvement of citizens' knowledge of the justice system 1.3.3 Distribution of the "100 Legal Fact Sheets: Justice Explained to Malians" Disseminating legal fact sheets is a permanent activity of the components of USAID MJP following the translation of some thirty of these sheets into the national languages Bamanankan, Fulani, Sonrhaï and Tamashek.

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Several civil society organizations working with these components are also playing their part in order to reach populations in areas far from urban centers. 1.3.4 Distribute a collection of codes and common texts (Volume II) The dissemination of the usual texts constitutes another important aspect in the declination and implementation of the Orientation and programming act of the justice sector 2020-2024 through its Area n° 2 entitled "Modernization and raising of the level of performance of judicial services” aimed at strengthening access to justice (Activity 2.5.5). The approach adopted consists in selecting, in partnership with the National Directorate of Judicial Affairs and the Seal, texts that will be disseminated in the first volume.

It is important to note that the new Minister of Justice and Human Rights has agreed to preface this collection, which will be the subject of an official handover ceremony at the Department during the next quarter.

The selection, which is completely finalized, covered around fifty texts, among which it is worth mentioning:

• the Agreement for Peace and Reconciliation, resulting from the Algiers Process; • The Agreement between the United Nations and the Government of the Republic of Mali relating to the Status of the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA); • The OHADA Uniform Acts on the harmonization of business law in Africa; • The Constitution of February 25, 1992; • The African Charter on Human and Peoples' Rights of 1981; • The CIMA Code: Inter-African Conference on Insurance Markets; • Act No. 2019-072 of December 24, 2019 on the Orientation and Programming Act of the Justice Sector and its Action Plan; • Texts relating to City planning in the Republic of Mali; • Act n° 01-082 of August 24, 2001 relating to Legal Assistance and Decree n° 06-426 / P- RM of October 6, 2006 fixing the modalities of application of Act n° 01-082 of August 24, 2001 relating to Legal Assistance; • Act n° 00-46 of July 7, 2000 relating to the Press Regime and Press Offenses. • Practical sheets for formulating an efficient request for extradition and mutual legal assistance.

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Component 2 - Increase Immediate Access to Justice

2.1 Strengthen the capacity of traditional leaders, women, and youth to advance access to justice and resolve community disputes consistent with the rule of law. 2.1.1 Technical Working Group meetings between MTAD, MOJ, and MJP to facilitate the implementation traditional authorities’ capacity building activities The passage of the law organizing the role and status of cadis and traditional authorities in the distribution of justice should automatically trigger the start of capacity building activities for traditional authorities as article 10 of the preliminary draft law mandates training for traditional chiefs. As a reminder, MJP has already developed the traditional authorities’ training curriculum. The training of traditional chiefs and other community leaders will be based principally on this curriculum. This training program include key issues such as the constitution and key legislation; important soft skills such as leadership and communication; existing laws dealing with the role and responsibilities of traditional authorities in conflict resolution; land disputes that contribute to intercommunity violence; and other issues such as matrimonial disputes, inheritance, criminal law, and child marriage. The Director of DNAJS has urged MJP to be ready to assist the ministry in rolling out the traditional authorities’ capacity building activities as soon as the traditional authorities’ bill is officially submitted to the Council of Ministers. These capacity building activities will be implemented through the tripartite committee MOJ-MTAD-MJP. The Ministry of Territorial Administration and Decentralization (MTAD) has also requested MJP’s assistance with the identification of traditional authorities so as to ensure that support is going to the right leaders in consonance with the upcoming traditional justice bill. This identification will be conducted in partnership with PSR/Creative once we are sufficiently advanced in the legislative process. 2.2 Greater public access to trained paralegals and legal services MJP is preparing funding for local CSOs to provide legal advisory and conflict resolution services to marginalized communities in nine regions and two earmarked localities in Mali (Bamako, Kayes, , Mopti, , , Ménaka, Dioila, , and Taoudénit). These services include among others, free legal information and advice, legal outreach, legal and administrative assistance through pro bono lawyers, referral to specialized institutions, and conflict resolution through mediation. 2.2.1 Subgrants given to CSOs to support provision of legal services As part of the extension of the MJP project over the period 2020-2022, a third phase of the grant program is currently underway to fund 14 CSOs to facilitate access to justice for Malians, including 11 former CSO partners (ADENORD, AJM, AMSS, APDF, APROFEM, CRADE, GARDL, GREFFA, ODI SAHEL, PROMODEF and WILDAF) and three new organizations (ARCV, HERA FOUNDATION, and ENDA Mali). ARCV and ENDA Mali in particular will work to

January 2021 32 respectively combat descent-based slavery in the cercle of Yélimané, , and assist victims of trafficking in persons in the region of Gao and on the gold mining sites in the cercle of Kangaba in the . HERA FOUNDATION will provide legal representation for beneficiaries identified by the other CSOs. The CSO have submitted their proposals which have been analyzed and validated by the Component 2 team. The proposals are now being translated into English and the grants team is drafting the negotiation memorandum for each CSO. Of note, the implementing partners will cover 9 regions, 25 cercles and 120 communes. They are projected to assist 71,236 direct beneficiaries, including 27,665 men and 43,571 women, with the assistance of 183 paralegals. It should be noted that with this third grants phase, MJP aims to improve and diversify services offered by CSOs to Malians, in particular through:

• a special focus on combatting TIP and descent-based slavery with ENDA Mali and ARCV respectively; • the option of entrusting legal representation to a dedicated organization to which other CSOs will refer cases. • the recruitment of four (04) regional conflict resolution advisors to provide legally relevant assistance to CSOs and traditional authorities. On this point, MJP has begun the recruitment process of its 4 regional CDRAs. They have already been selected. If confirmed by USAID, the 4 CDRAs will begin work next quarter. The table below shows details on CSOs, their anticipated areas of project implementation, the number of paralegals, the number of direct and indirect beneficiaries foreseen and the proposed budget.

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Table 2: Anticipated Areas of intervention, number of paralegals, beneficiaries, and budget proposed by CSO partners Number of Direct Beneficiaries Indirect Beneficiaries CSO partners Regions Cercles Communes Proposed Budget paralegals M F M F Achamour 6 Arawane Tina Ag El hadj M=4 1 ADENORD Taoudénit 3,044 3,167 6,088 6,334 $74,614.41 Nibkit El Elk F=2 Al-Ourche Tamagounite Mopti 4 2 AJM Mopti Mopti Socoura F=2 1,000 5,000 2,000 10,000 $85,000.00 M=2 Inaly 20 Alafia M=10 Tombouctou Tombouctou 3 AMSS Tombouctou F=10 16,764 17,538 21,771 24,562 $110,000.00 Urbaine Doukouria Goundam Goundam Diafounou Diafounou-Gory Gory Guidimé 4 ARCV Kayes Yélimané -Kaniaga 3 250 500 1,000 3,000 $74,996.04 Krémis Marékhaffo Toya Tringa Dioila 12 Wakoro M=6 Degnekoro F=6 5 APDF Dioïla Dioila 100 500 66,914 68,993 $75,000.00 N’Golobougo N’Garadougo

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Bamako left bank Commune III 6 APROFEM Bamako 2 10 86 500 2,500 $7,499.67 and right bank Commune V 60 Koulikoro Kangaba 7 ENDA MALI M=30 486 350 75 65 $125,000.00 Gao Gao Gao urbaine F= 30 Ansongo 12 Ansongo Bara M=6 Bourem F=6 8 CRADE Gao Bourem 720 900 10,000 10,000 $124,999.46 Taboye Gao Urbaine Gao Soni Ali ber 7 Djunhan Aghabo M=4 Takalott F=3 Tanazrouft Tanainait Tassik Kidal Tafliante Amassine Agharouskayone Aliou Etambar 9 GARDL Kidal Angamali 1,200 1,750 25,910 24,324 $75,000.00 Intidbane

Anefif Inboguitane Djenchéché Intachdayte Dadette Tahadjante Diarhi Essouk Tamatailalt Tanazroufte

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Ibdakane Djassame Egachar Sadidane Inhalid Talhandak Tessalit Amachache Tessalit Hamboubar Taglit Adjelhoc Telabit Tinazile Inafeke Adjel-hoc Anoumalane Tahtiste Marâtre Elewidj Intanherte Timtaghène Inabag Tinkar Timtaghène Tazifawen Tachrak Tayhoten Menaka 6 Menaka 10 GREFFA Ménaka Tin-Abaw M=3 1,235 7,940 28,782 25,674 $100,000.00 Anderanboukane Anderanboukane F=3 Djenné 6 Fakala M=3 Djenné 11 ODI SAHEL Mopti Madiama F=3 2,000 4,000 10,000 20,000 $99,835.00 Dandougou-Fakala

Mopti Mopti

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Kounari Socoura Borondougou Kita 30 M=15 F=15 Souransan Tomoto Sebekoro Sinko 12 PROMODEF Kayes Kita 856 1,620 90,644 94,397 $125,000.00

Tambaga Djidjan Brenimba Galen Sibikili Koulikoro 16 F=16 13 WILDAF Koulikoro Koulikoro M=0 - 220 200 37 $85,000.00

Méguetan

Total 9 25 120 184 $1,161,944.58 27,665 43,571 263,884 289,886

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Closure of the Second Access to Justice and Component 3 Grant Phases The submission of deliverables is done progressively in line with the dates on which the grants agreements were executed and submission of deliverables provided for in the disbursement schedule. During the second phase of the grants program, all nine (9) grantees submitted all scheduled quarterly reports as well as final reports. As for CSOs under Component 3 (the Sikasso Platform and AJCAD), following the budget adjustment in their action plan as approved by the MJP team due to the COVID-19 pandemic, they are currently at their fifth and final stage of the submission of their deliverables. The process of closing Component 3 grants is underway with the review and approval of final reports.

The total amount disbursed for the nine (9) funded projects is $625,151, representing a disbursement rate of 96% of the approved project budget ($651,896). The 7 projects of Component 2 have been closed. The projects of Component 3 received four installments following the delay in the implementation of activities and the reorganization of the budget due to COVID-19 restrictions. The closure process for Component 3 projects is underway with the review and approval of the final reports. The unpaid balance at the end of December is $26,745. This amount includes funds allotted to activities unimplemented during the year ($15,946) and funds ($10,799) pending payment for CSOs having received a no-cost extension at the end of the initial grant period (AJCAD and the Sikasso Platform).

2.3 Leveraging technology to expand access to justice services for Malians As part of Component 2 planning for year 6, MJP will leverage mobile technology to increase the level of legal knowledge of the public and connect litigants with paralegals and legal professionals so that they may obtain the necessary legal assistance adapted to their situation. The most vulnerable litigants such as women, children and indigent people are particularly targeted.

Although the plan was to initially organize a hackathon to design the mobile application, MJP determined that a more suitable option would be to build on our existing experience with the use of mobile technology through the KAKOFO application that Component 3 developed to facilitate public reporting of corruption instances.

Following a useful meeting with TUWINDI, the firm that built the KAKOFO app, we agreed to create an integrated application composed of KAKOFO features and the legal assistance modules. The legal assistance components will be linked to the legal call center so that users can seamlessly

January 2021 38 contact telephone advisors through the mobile application. This will constitute a revolution in the access to justice field in Mali. Not only would Malians hugely benefit from this initiative, but the USAID Mali Justice Project will also position itself as a pioneer in the use of technology to enhance access to justice.

MJP will therefore prepare a statement of work for TUWINDI to begin the development of the application next quarter.

2.4 Establish a policy framework to improve access to justice at the community level 2.4.1 Develop a citizen’s access to justice guide The development of an access to justice guide for the people of Mali is one of MJP's key activity in the Year 6 work plan. The goal is to sensitize the public on what constitutes access to law and justice, where they can seek legal information and advice, the various actors and mechanisms to access law and justice, as well as key elements of Malian laws. The purpose of this document is to contribute to popularizing access to justice instruments, advocating, and facilitating reforms, especially on legal aid. Following the development of a ToR, the initiative was submitted for prior approval to the MOJ in view of the importance of such a document for the Department's access to justice policy. Given the busy schedule of the MOJ in this transitional period and the end of year rush, the ministry has not yet provided its feedback to the proposed ToR. Nevertheless, the director of the DNAJS has promised to turn his focus on this issue in February 2021.

2.4.4 Publish the Acts of the Conference on the funding of legal aid by the private sector Following the organization of two conferences in 2019 on paralegalism and legal aid reform respectively, the need to mobilize the leverage of the private sector in the financing of legal aid in Mali emerged among the resolutions. In line with this recommendation, MJP worked with a consultant to conduct a study with the dual objective, on the one hand, of measuring the perceptions and the ability of private sector actors to champion the idea of contributing to funding legal aid in Mali via Corporate Social Responsibility, and on the other hand, to prepare the preliminary modalities for the organization of a conference around this initiative. The selected consultant produced the report of the study that he submitted after several technical meetings with MJP program team and top management. The study is currently being reviewed and should be published early next quarter. Already preliminary results are encouraging as most interviewees have indicated their willingness to contribute to funding justice services for the poor subject to certain conditions such as guarantee of transparency in the management of funds and government’s backing.

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2.4.5 Support the MOJ to adopt the law on the status and role of Qadis and traditional authorities in the distribution of justice The transitional government of Mali has set the passage of the bill on the role of Qadis and other traditional authorities in the distribution of justice as one of their top priorities. According to the transition roadmap, this bill shall be passed by latest April 2021. It must be said however that, given the current stage of the legislative process (the DNAJS is still conducting some intergovernmental consultations before sending the bill to the MOJ cabinet who will in turn submit it to the Government’s General Secretariat for onward submission to the Council of Ministers), it is difficult to envisage how this deadline can be met. MJP has been the key supporting partner for the government of Mali in its quest to harmonize formal and traditional justice. Given this tight deadline, and in preparation of the legislative process, the ministry of justice, through the national directorate of judicial affairs and the seal, has asked MJP to assist in the preparation of key resources that will be presented to members of the government who did not participate in the earlier consultative process leading to the drafting of the bill. This is another mark of the confidence that the ministry of justice has in MJP’s capacity and a testament to the tremendous partnership that the project has forged over the years with the government of Mali.

2.5 Strengthen the justice sector response to trafficking in persons 2.5.2 Issue grants to two CSOs to offer services to TIP victims See section 2.2 above

2.5.3 Assist the CNCLTPA to hold monthly meetings to advance anti-TIP policy agenda The National Committee for the Coordination of the Fight against TIP and Related Practices (CNCLTPA) is the government entity in charge of leading and coordinating efforts to combat TIP in Mali. However, that body is poorly staffed and under resourced. This has led to poor results in the fight against TIP in Mali leading the US State Department to downgrade Mali in the 2020 TIP report from tier two to tier two watchlist in their ranking system. Tier 2 watchlist includes countries whose governments do not fully comply with the Trafficking Victims Protection Act of 2000 (TVPA) minimum standards, but are making significant efforts to bring themselves into compliance with those standards and:

• The absolute number of victims of severe forms of trafficking is very significant or is significantly increasing; or • There is a failure to provide evidence of increasing efforts to combat severe forms of trafficking in persons from the previous year; or

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• The determination that a country is making significant efforts to bring themselves into compliance with minimum standards was based on commitments by the country to take additional future steps over the next year. One of the prioritized recommendations from the State Department’s 2020 report was to ‘’… institutionalize monthly meetings of the anti-trafficking committee to improve operationalization of anti-trafficking policies and inter-ministerial coordination’’. It is to implement this recommendation that the CNCLTPA requested MJP’s support to resume monthly meeting of the anti-TIP committee.

During the reporting period, the CNCLTPA held two meetings with MJP support. The first meeting focused on discussions with members of the committee about the recommendations of the 2020 U.S. State TIP Report and details of the partnership with MJP. The Chairperson of the Committee shared the recommendations of the U.S. State Department's report on human trafficking. In the report, Mali has been placed on the Child Soldiers Prevention Act of 2008 (CSPA) list. The report criticizes Mali's armed forces for recruiting and using children in support role, as well as for supporting and collaborating with the GATIA, which allegedly recruits and uses child soldiers. The Chairperson of the Committee then referred to the letter from the Prime Minister instructing the Ministry of justice to take concrete action in order to implement the State Department’s prioritized recommendations. As a result, members of the CNCLTPA resolved to set up a sub-committee to work on the recommendations and turn them into an action plan. This action plan was presented during the second meeting in December and includes key activities such as the conduct of a study on the scope and scale of TIP in Mali.

2.6 Increase access to justice for women, youth, and disadvantaged groups During the reporting period, the president of one of MJP local partner – WILDAF – was nominated to head the Ministry for the Promotion of Women, Children and the Family in the transitional government. The new Minister expedited the adoption of the draft law against Gender-Based Violence (GBV) by submitting it to the government for approval, before passing it on to the National Transition Council (CNT). Once again, several religious leaders opposed the bill, even calling for the minister's resignation.

The 16 days of activism against gender-based violence was another opportunity for Component 2 to hold information and awareness raising activities. For two weeks (November 25 to December 10, 2020), MJP and its local partners contributed to the campaign through several activities including the broadcast of a “Grand Dialogue” show with Studio Tamani on the theme: “the impact of descent-based slavery on women”. The program was broadcast through Studio Tamani wide network made of 70 radios stations and 2 TV channels. Many people are still unaware that hereditary slavery continues to be widely practiced in Mali, particularly in the Kayes region. The

January 2021 41 broadcast, which was produced in Bamanankan (Bambara), was an opportunity to raise further awareness on this enduring practice.

The link to the video of the debate: https://youtu.be/w6PHhz5SesU

Finally, MJP organized a conference and two school fora on violence against women at one of the Women Centers in Bamako. More than 200 women participated in the activity, which lasted more than three hours. An introduction on GBV was made, followed by the presentation of a film on child marriage. It was also an opportunity to allude to the Hakew Sabatili infographic report on the pilot project for the holistic management of GBV victims/survivors in the two women's centers in the district of Bamako. The women present recommended screening the film on child marriage in all the communes so that men could understand the consequences on girls and society as a whole.

Component 3 - Access to Justice Increased and Corruption Reduced along the Sikasso-Koury and Sikasso-Heremakono Trade Corridors

3.1. Sustainable reduction in the vulnerability risks of trade corridor users in regard to corruption and harassment, including GBV and TIP

To contribute to achieving this result, MJP is focusing on developing sustainability strategies and measures that are intended to increase the ability of its main partners to organize themselves and engage with other stakeholders, both internally and externally, in a more constructive and result- oriented dynamic that will result in increasing the integrity and collective impact of all. The success of the activities carried out under this sub-component, will be measured by an increase of more than 60% of the overall number of complaints relating to corruption and road harassment that are reported and able to be solved by formal or informal negotiations and/or collective action.

3.1.1 Support for the implementation of Strategic Sustainability Plans for the Interregional Platform and Citizen Advocacy Offices 3.1.1.1 Continue to implement the Platform's Sustainability Plan The Platform completed implementation of all required substantial activities under its no cost extension period for its 2019 grant agreement through November 30, 2020. However, this partner could not complete its final evaluation of the implementation of the full grant agreement due to the unavailability of core funds to advance for the related expenses which were planned to be reimbursed by the last 30% tranche of funding under the grant. But because of the lack of needed funding, the dedicated funds will be deducted in the final payment after approval of the final deliverables. Nevertheless, during the reporting quarter, the Platform's managers were able

January 2021 42 to take advantage of many field missions with the MJP to conduct evaluation sessions for the local branches to ensure continued learning.

MJP reviewed and approved the last quarterly and final reports and all deliverables, in accordance with the grant agreement and the adjusted final tranche of funding. In general, the final report indicates progress has been made by the Platform in improving its governance practices and ensuring compliance with required procedures under the grant.

Main achievements realized under the Platform’s grant during the reporting period are as follows:

• Improved assistance to victims of abuse, harassment and/or corruption at the checkpoints of Bougouni, Kadiolo, Koutiala, Koury and Sikasso was provided thanks to the permanent presence of the Watch Cells at the checkpoints; • Increased information, awareness and sensitization on the relevant texts governing the free movement of persons and goods and the practical modalities of road checks in the ECOWAS/UEMOA region was provided to 553 citizens, including 152 women. Sixty percent (60%) of the people concerned were young people; • Production of 10 synchronized radio programs were completed to inform and raise awareness on the Platform's missions and on the road texts and regulations in force. These programs were produced by local and/or community radios in the project's intervention zones (Bougouni: Radio Kafokan; Sikasso: Radio SKA-FM; Koutiala: Radio Koudiakan; Koury: Koury-Kan FM; Kadiolo: Radio Ciwara; Zégoua: Danaya Communal Radio and Yorosso: Radiolo Libre); • Support was provided by the local branches of Koutiala, Yorosso and Bougouni to the MJP in holding meetings to report to the authorities on the actions of MJP’s partners and the training-of-trainers (TOT) methodology and approach being utilized to ensure a sustainable mechanism for continued training on the rules and procedures of trade, customs, transport, GBV, TIP, smuggling of migrants, and the fight against corruption. After the end date of the grant agreement, the Platform and all of its local branches had successfully carried out the following activities and initiatives to advance MJP’s goals and objectives, including:

• The permanent operation of the Watch Cells at checkpoints, with 276 people informed and sensitized about their rights and duties, and 19 mediated cases in favor of users who were victims of abuse, corruption or harassment. • Feedback sessions to more than 100 participants implemented by the newly trained TOT trainees from the local branch of Koutiala, reporting back on the training they received on the rules and procedures of trade, customs, transport, the fight against corruption, GBV, and TIP. This self-initiative by the Koutiala branch was to ensure the implementation

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of an internal policy requiring each participant in any training to report back to the other branch members on newly acquired knowledge and skills. With regards to its internal governance, the Platform has made considerable progress in ensuring compliance with its Charter. The Platform’s Executive Board demonstrated its functionality in holding one extraordinary meeting on November 18, 2020 at the Platform's headquarters in Sikasso. This meeting resulted in the validation of the internal regulations that contain 48 articles and among other provisions specify the conditions of membership of local platforms as a branch of the Interregional Platform, including the annual membership fee of 300,000 FCFA, the accountability measures of the executive office and the coordinator as well as the sanctions applicable in case of failure or violation of the rules. The event was also the opportunity for the Executive Bureau to prepare the second General Assembly of the year, which took place on November 30 - December 1, 2020, and brought together three delegates from each of the five local branches. This assembly approved the financial balance sheets for 2020 and adopted the Platform’s 2021 Work Plan. This accountability exercise was a first for the Platform and greatly contributed to the empowerment and mobilization of its local branches and to social cohesion between them. From now on, the Platform has reference documents for planning and assessing progress of its actions. This should further strengthen the credibility of the organization and help improve its professionalism towards the mobilization of its actors and partners. Given the encouraging results obtained under the 2019 grant agreement, MJP entered in discussion with the Platform to plan for further support of its activities under Component 3 during Year 6 of the project, under a new grant agreement. In addition, to further support the institutional development of the Platform in the implementation of its sustainability plan, MJP launched a separate, open solicitation and request for applications for external expertise in October 2020. The selection process and validation of the selected firm is ongoing with award expected during the next reporting quarter. 3.1.1.2 Supporting AJCAD in implementing its Sustainability and Capacity Development Plan for Citizen Advocacy Offices (CAOs) AJCAD continued implementing activities under its no cost extension grant period through November 30, 2020. In addition to regular CAO activities reported under section 3.1.2.2 below, the last quarter of its grant agreement was highlighted by the implementation of its plan to involve the youth clubs (CLACs) in marketing the CAOs. Overall, the achievements were as follows:

• Organization of 48 debates in Sikasso, Koutiala, Bougouni, Kadiolo and Koury on available CAO services and the required documents for traders;

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• Organization of 7 voluntary facilitation sessions on GBV in Sikasso and Koutiala.

MJP reviewed the CAOs’ performance reports and AJCAD’s quarterly reports during the no cost extension period and provided practical recommendations on how AJCAD could further improve the performance of the CAOs. Despite technical support being provided by MJP’s technical specialists in the further development of the various required deliverables to be submitted under the grant, reservations were sent to AJCAD regarding two unsubmitted deliverables related to a round table with financial partners intended to ensure sustainability of the CAO activities and an evaluation of the results of AJCAD’s grant activities. Issuance of the required deliverables are expected in the next reporting quarter and final payment of the last installment under the grant will be conditioned on MJP’s acceptance and approval of the successful completion of these remaining activities.

In addition, the CAOs’ Coordinator and four facilitators developed a digital communication plan following a training conducted on digital and interpersonal communication organized and facilitated by MJP’s Communication Specialist and Communication Assistant, which was held on October 19-23, 2020. The training was part of the CAOs’ capacity building plan that was developed in early 2020. This digital communication plan helped to inform and raise awareness of available CAO services, GBV assistance, and necessary business documents for traders and related topics to 1,303 people. 3.1.2 Routinization of checkpoint interventions and legal assistance to users who are victims of corruption and road harassment, with particular attention to GBV and TIP

3.1.2.2 Supporting the satisfactory handling of complaints and requests for assistance from users Complaints and requests for assistance from trade corridor users can be received in the field by the Watch Cells, and by the CAOs in person, through the KAKOFO mobile application and other communication mechanisms.

During this reporting quarter, all members of the five Watch Cells have benefited from training on the theme of "digital and interpersonal communication". The training allowed them to standardize outreach messages and adapt them to the target audience to better disseminate anti- corruption information in the road corridors. Data collected by the Watch Cells during this reporting quarter show that 422 people were reached by these outreach missions, including 312 men and 110 women. In addition, the Watch Cells and paralegals continued to receive technical assistance and support from MJP’s Transport Specialist and Advocacy Coordinator to resolve problems encountered by the economic operators.

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MJP continued providing technical support and mentoring to the CAOs in managing complaints and assisting victims of corruption and harassment in the trade corridors.

• Results that were achieved include the following107 people received assistance (judicial, legal, administrative or mediation) in regard to complaints of harassment or abuse of authority at checkpoints, including 6 women, of which 89% were young people. One of these cases concerned the physical assault of a driver by a gendarme, which resulted in a disciplinary action and a legal proceeding. As part of the disciplinary action, the gendarme was unfortunately moved to another locality by his hierarchy. This transfer does not resolve the concern and may jeopardize the legal proceedings against him19 traders received their commercial documents, thus regularizing their business activities through their registration in the Trade and Personal Property Credit Register.

After the end date of the grant’s no cost extension period in December 2020, the Sikasso CAO continued to operate independently through its own resources and was able to assist 17 additional victims of corruption, road harassment, and violence against women, and 2 merchants were assisted in formalizing their activities at the Registry of Commerce and Personal Property Credit. 3.1.2.3 Support for the detection, reporting and management of GBV and TIP cases along target road corridors During this reporting quarter, one case of GBV against a woman was handled. This incident involved a woman who was frequently abused physically by her husband. Through the intervention of the CAO, the husband’s criminal behavior and its social consequences were exposed. As the abused wife had insisted not to take her case to court and requested to seek appropriate means to make her husband aware of his actions, the CAO’s facilitators relied on a traditional marriage dispute resolution mechanism to successfully deal with it. The mechanism called upon a trusted community leader to mediate the case and seek an appropriate solution for the couple and their family at large, and to serve as a witness of their agreement. After a month's follow-up with the woman, it appeared that she was no longer being physically or verbally abused by her husband.

3.1.3 Support for the capacity of professional corridor users and the solidification of public support 3.1.3.1 Supporting the Coordination of the Platform to design, organize and facilitate cascading capacity building actions for the benefit of professional users of the corridors. MJP recruited three external trainers to support the internal expertise of its technical specialists in organizing a TOT on the rules and procedures of trade, customs, transport, GBV, TIP, and the

January 2021 46 fight against corruption, to benefit the Platform and its local branches. The event was held from November 23-27, 2020 at the Songhoï Hotel in Bougouni. MJP assisted the Platform’s coordination office to review and further define the future trainers’ profiles and screen the candidates proposed by the local branches. According to the training report, the workshop helped to provide the Platform with institutionalized competent training resources capable of transmitting their expertise to other operators. Of the 12 newly trained trainers (2 participants for each branch), 11 were considered sufficiently competent to undertake trainings of their peers at local branches. For next steps, MJP is planning a lab format training that will be facilitated by some of the new trainers and will be observed by their colleagues and under the mentorship of MJP’s experts. 3.1.3.2 Strengthening public support in the fight against road harassment of all kinds During this reporting quarter, communication activities to support MJP partners in the field continued. With regards to the SKBO network, following USAID's directives to resume visibility of project activities, MJP organized an activity with the regional authorities in Sikasso’s two press clubs. This activity that was covered in the media on several radio stations in the region and raised awareness on the following themes: 1. The role of women traders’ associations in the development of cross-border trade with a representative of the Sikasso Chamber of Commerce, a woman entrepreneur, and a promoter of “local products processing” in Sikasso (Mrs. Awa Kéita); 2. Respect for the free movement of people and goods in a context of cross-border insecurity, e.g., what protection is provided for the displaced? Moving forward with Studio Tamani, we have finalized the radio theater series in French and Bambara. In addition to the first 10 episodes, 10 seven-minute episodes have been produced. These last episodes deal with the free movement of people and goods, the racketeering of police officers in traffic, the problem of cross-border trade, as well as initiatives being implemented by MJP to curb the scourge of corruption, such as the KAKOFO mobile application and the CAOs. 3.2 Conducive change in the enabling environment of the control system regulations and practices in selected road corridors

3.2.1 Support for the implementation of the Joint Strategic Advocacy Plan of Key Partners

3.2.1.1 Facilitate the organization of quarterly problem and incident resolution meetings in three covered regions: Bougouni, Koutiala and Sikasso During this reporting quarter, MJP’s Component 3 organized two quarterly feedback meetings with regional authorities and other stakeholders. These restitution meetings were organized in

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Koutiala on November 10, 2020 with 25 participants and in Yorosso on November 12, 2020 with 27 participants. To promote sustainability, the events were mainly organized and coordinated by the Platform through its local branches. The meetings were very decisive for the project partners in terms of their advocacy towards local decision-makers. All participants recognized the contribution of the MJP and its partners in the behavioral change that has been noticed in the control officers working in the trade corridors and beyond. The 2nd Deputy Mayor of Koutiala, Mr. Oumar G. Coulibaly, stated: "The support of this project is invaluable for us communities because it helped us play our role. It's about education, informing citizens and a sense of responsiveness. The Platform must maintain this initiative after the project closure (...)". Several recommendations to address the persistent challenges on the ground were formulated and addressed to the decision-makers present. As an example, the members of the local branch of the Koutiala were asked to expedite the organization of a meeting between plant promoters and the Koutiala Regional Customs Department as soon as possible. The aim was to remedy the lack of information among economic operators on the facilities offered by national legislation in this area. In Yorosso, the Head of the Water and Forestry Department expressed his intent to support and participate in a meeting organized by the local branch of Koury, in order to discuss the protection of protected plant species, such as shea, etc. 3.2.1.2 Making effective service standards specific to checkpoint control operations To maximize ownership and, notably, the commitment of relevant authorities to support the sensitive interventions recommended in the 2nd Mystery Shopper final report, MJP organized a planning session with the Platform coordination team. The draft ToR for the first part of the activity, which involves the standards for participatory development, was finalized and ready to be submitted to the project administration for approval. The leadership of the Platform engaged itself to lead the activity, starting with a consultation tour of regional authorities to present the initiatives and secure their commitment.

3.2.2 Central Advocacy Support with the Cadre de Concertation Also notably capitalizing on the results of the Mystery Shopper 2 monitoring exercise and its prior iterations during previous years, an advocacy initiative led by the main partners of MJP will be supported by the Cadre de Concertation. The commitment and engagement by the Cadre will be revitalized following the completion of a rapid institutional assessment and further supported by an advocacy and communication campaign under the coaching and mentoring of the MJP communications team.

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3.2.2.1 Support for the development and structuring of arguments MJP also continued supporting the implementation of the Platform's advocacy plan, through facilitating further development of the following activities: (1) Coalition for Judicial/Strategic Litigation: The Strategic Litigation Coalition held its 4th meeting on November 6, 2020 in order to validate the operational work plan of the team of lawyers and jurists with proposed drafts of their scopes of work. Subsequently, MJP launched an open call for applications and prepared the evaluation process of the applications submitted.

(2) Money Trail Investigative Journalism: preparation for the launch of the field investigation phase resumed in December 2020, after a few months of a pause due to the COVID-19 health restrictions.

During this quarter, the CAOs started to have high response rate compared to previous quarters and were able to respond to 261 reported complaints. Most of these complaints concerned reports on the costs of fines, difficulties in acquiring national identity cards, and inquiries about the KAKOFO application. As an achievement, 2 of these assisted persons were able to obtain their identity card at the normal cost. 3.2.2.2 Supporting the Joint Advocacy Actions of the Framework for Consultation MJP continued its search for an individual expert consultant to undertake a rapid institutional assessment of the Cadre de Concertation. After an unsuccessful first call for applications, a second call was issued which resulted in the recruitment process for the selection of the successful candidate. The award and commencement of the rapid assessment is expected to occur in the next reporting quarter. 3.2.3 Deploying an influence communication campaign During this reporting period, MJP worked with its usual media partners in the production of relevant content and supported our partners in their communication needs in addressing and responding to the COVID-19 health crisis. MJP also continued implementing a multi-faceted communication strategy using a wide range of media: print media (social media platforms, such as Facebook and WhatsApp, radio (including community radio), and television (including web TV), when feasible.

3.2.3.1 Building influence communication capabilities During the first quarter of Year 6, as mentioned in the above sections, MJP strengthened the capacities of the Interregional Platform and the CAOs in institutional communication, internal communication and interpersonal communication. The objective of this training session was, on the one hand, to support the partners to contribute to the free movement of people and goods

January 2021 49 through solid and accurate communications, to standardize messages and adapt them to the target audiences to better disseminate anti-corruption information in the trade corridors. On the other hand, it aimed to equip partners to develop and implement a digital communication strategy, to optimize visibility of their activities and achievements on social media, and to improve and strengthen their capacities in terms of communications intended for behavioral change.

All of the local branches of the platform (Koutiala, Koury, Bougouni, Kadiolo and Sikasso) and the Sikasso and Koutiala advocacy offices were represented during this training session. The training modules combined both theoretical presentations and practical exercises, where learners were able to define their communication needs, choose the relevant channels for their visibility, and develop a communication strategy by the end of the training. On the last day of the training, both organizations were able to craft a communication strategy, along with an accompanying implementation plan. 3.2.3.2 Support for the Influence Communication Campaign MJP also supported its main partners, the Platform and AJCAD, in the implementation of a series of activities to promote the 2020 International Anti-Corruption Day. These partners were assisted in undertaking several communication actions that helped to positively influence public opinion on the fight against corruption and further improving their knowledge of the phenomenon of corruption and its social, economic and political impact. To this end, a slogan #AllUnitedAgainstCorruption was designed with a specific logo to be included in all of the campaign's visual materials.

The week-long series of activities held from December 7 - 12, 2020, were carried out in the and produced interesting results. First, the event allowed MJP and its partners to develop and strengthen relations with all a whole range of stakeholders in the fight against corruption and road harassment. The activities mobilized actors in the corridors, media, local authorities, civil society activists and even men in uniform that are sometimes considered a part of the problems. There was, for example, the case of the police officers in Koutiala who, for the first time, participated in a soccer match with the Platform and the CAO with the presence of the highest authority of the city. In fact, on several occasions before, they had declined invitations to participate in any activity against corruption. This time, the soccer team of police officers (see picture) even agreed to wear the T-shirt with the slogan "All United Against Corruption". This positive change in attitude demonstrates the improved level of trust that the regional control authorities give to MJP’s initiatives.

Second, the event communication increased exposure of the messages of the awareness and information campaign through the involvement of the partners who instantly broadcast images accompanied by short informative texts on the activities being carried out. The official page of the Mali Justice Project, dubbed “No Payment Without Receipt”, shared colorful publications

January 2021 50 depicting all of the activities that were carried out during this week with its network members. During this period, with the support of the BENBERE platform bloggers, the project’s webpage was able to reach nearly 500,000 people over the defined period with several types of content (e.g., photos, videos, text, etc.). It was also be noted that the different WhatsApp groups related the project also contributed to ensure visibility for the different activities during that week. 2.2 ACTIVITIES PLANNED BUT NOT ACHIEVED

See Table 1 under ACTIVITIES UPDATE BY IR AND SUB IR for additional summarized information. 1.2.4 from Y5WP - Session validating the status of court clerks (discipline, results control, evaluation, promotion, etc.) incorporating the gender theme The consultant selected after several meetings with the leader of the Component mentioned certain difficulties which constituted a handicap within the framework of the mandate entrusted to him. Among these difficulties is the inexistence of a clerks' offices code which constitutes a legal void in the architecture of the texts governing judicial organization in the Republic of Mali. He received a copy of a draft clerks' offices code drawn up by the Specialist in charge of registry within the Component before he was transferred to the High Court of Commune VI of the District of Bamako. The consultant made a commitment to submit his report before the end of the next quarter and he will be sent periodic reminders to this effect to meet deadlines.

1.3.2 Train actors in the criminal chain on GBV, trafficking in persons and smuggling of migrants Gender-based violence (GBV) is one of the most widespread scourges in the world. Globally, one in three women is raped, beaten, coerced into having sex or abused in her lifetime. Although women and girls are the main target of GBV, men and young boys can also be victims, especially if their behaviors are perceived as not conforming to the social norms that apply to men. These abuses take place all over the world, in families, workplaces, schools and even communities.

In Mali, statistics on gender-based violence are of great concern. For example, the rate of excision among women aged 15-49 is 91% (UNFPA). In addition, the 2012 crisis led to a worrying increase in violence against women and girls across the country. Forced and / or early marriages, denial of resources, or even genital mutilation, to name but a few, have seriously increased.

An efficient fight against this scourge requires the training of all the actors involved in the penal chain. After having organized sessions for magistrates, heads of courts and prosecutors, MJP in partnership with the DNAJ and the INFJ targeted the staff of court registries, secretaries of court registries and prosecutors' offices in the justice sector, on the theme of gender-based violence

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(GBV). The staff of the registries is indeed an essential link in the criminal chain in that it assists the magistrates responsible for investigating and adjudicating criminal law offenses.

The session that was originally scheduled for December 14 and 15, 2020 was postponed following the strike by the clerk’s union. The session was therefore postponed taking place during the second half of January 2021. 1.3.5 Prepare and disseminate case law collections Difficulties in accessing court decisions and the development of case law very often force practitioners, magistrates of courts and tribunals and even lawyers to resort to decisions from other countries in the French-speaking area in general to argue and motivate their judgments, rulings or pleadings.

The general objective sought is the publication of a collection of case law to allow a better knowledge of national case law on corruption and economic and financial delinquency, both among professionals and in academia and technical and financial partners. As part of this exercise, a call for candidates was launched by MJP for the selection of a consultant and at the end of the count it was Mr. Arandane Toure, lawyer at the Court involved in matters of fight against corruption. 1.3.7 Preliminary study on the design and development of a justice portal The creation of a portal on justice constitutes one of the areas of intervention of the Orientation and Programming Act in order to improve the knowledge of the justice system by the populations. USAID MJP, which was the strategic partner of MOJ in the development of the aforementioned act, has thus committed, as part of its work plan for year 6, to conduct a preliminary study on the design and development of a justice portal.

This study should carry out an inventory of sites that exist in the field of justice in order to avoid duplication. The TORs are being developed by TL1, the Communication and IT Specialists and will be finalized before the end of January 2021 at the latest.

In terms of objectives, this site or portal should allow access to:

• Common codes and texts; • Legal fact sheets which deal with practical questions on proceedings before civil, criminal, administrative and commercial courts; • References and comments on Malian doctrine and comparative law; • References and comments on case law and comparative law. The TORs will decide on the advisability of selecting a consultant or the possibility of designing and internally developing a justice portal.

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1.5.1 from Y5WP - Organize the validation workshop for the new CCP project developed by MJP Discussions concerning the preliminary draft Code of Criminal Procedure are at this stage practically complete and a date remains to be agreed for the holding of the national validation workshop which has been postponed due to the decision of the public authorities on the health context linked to the COVID-19 pandemic. It should be emphasized, however, that due to recent developments in the socio-political context following the events of August 18, 2020, the authorities of the Transition have marked their commitment to fight against impunity in matters of economic and financial crime.

As part of the implementation of the priorities of the roadmap, the Director of DNAJS, during the second week of December requested the Lead Partner of Component I of MJP on behalf of the Secretary General of the MOJ in order to prepare two bills and decrees inspired by the preliminary draft Code of Criminal Procedure and aiming at the establishment of a single economic and financial pole in Bamako whose territorial jurisdiction will be national. This creation aims to strengthen consistency and efficiency in the fight against economic and financial crime with the abolition of the two poles established at the Courts of Appeal of Kayes and Mopti. The report and the draft bills will be submitted in view of the urgency before the end of January 2021 and these texts will be adopted by the Council of Ministers and voted on by the National Transitional Council which acts as Parliament.

Discussions are planned in any case with the new Minister of Justice and Human Rights on the need to submit the draft Code of Criminal Procedure to a national workshop before the end of the transition period. 1.5.2 from Y5WP - Recruit a consultant for the review of the Penal Code and organize a joint validation workshop The last session of the Standing Legislative Committee (CPL) on the preliminary draft of the Penal Code took place on Monday, September 07, 2020 and the Director of the DNAJS, President of the CPL asked the consultant at the end of the work to finalize the insertion of the main recommendations and validated reformulations. This work was effectively carried out within the allotted deadlines and the consultant sent at the end of October 2020 to the President of the CPL the latest version including the insertions and reformulations validated on all the 06 books of the preliminary draft Penal Code. Due to the close links between the preliminary draft act on the Penal Code and the preliminary draft texts on the Code of Criminal Procedure and the Judicial Organization, the discussions mentioned in point 1.51 with the new Minister of Justice will take into account the same issue of the national validation workshop on these preliminary draft texts.

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1.5.11 from Y5WP - Development of an administrative code and an administrative procedure code and organization of a validation session. Among the legal voids and other situations that hamper the distribution of quality justice, are the extreme scattering of administrative texts and the annoyances that have a negative influence on administrative justice decisions as well as the absence of a code of administrative procedure.

There is therefore an urgent need to develop an administrative code which brings together all the texts relating to administrative activity and an administrative procedure code which deals with administrative disputes taking into account Mali's international commitments and the democratic context. It is in this capacity that MJP has decided to support this initiative at the request of the Minister of Justice and Human Rights, who sent a letter to this effect to the Director of MJP.

Two consultants were selected, one concerning the Administrative Code and the other the Code of Administrative Procedure, and their files are still being processed at the level of the Administration. 2.1.2 Support the organization of a national workshop to validate the training curriculum for traditional authorities and 2.1.3 Conduct one three-day training of trainers for MTAD and MOJ technical staff The Director of DNAJS has urged MJP to be ready to assist the ministry in rolling out the traditional authorities’ capacity building activities as soon as the traditional authorities’ bill is officially submitted to the Council of Ministers. He is delighted that a first version of the training curriculum is ready for validation. According to the director of DNAJS, all capacity building activities will start once the law on traditional authorities is approved by the council of ministers in March or April 2021 in line with the transitional government roadmap.

2.2.2 Training of grantees on grant management; 2.2.3 Training of trainers for grantees on programmatic and technical knowledge; 2.2.5 Quarterly monitoring, mentoring, and reporting on grantees’ activities, achievements, and financial accounting; 2.6.2 Build the capacity of the Hakew Sabatili Network on new gender discrimination areas

The training of grantees on grant management could not take place this quarter because the grant process was not completed. The process took longer than expected because we had to ensure that the project proposals, we received from prospective grantees were of the higher possible quality. Notwithstanding, we expect that this process will be completed next quarter and the training will then follow. 3.1.2.1 - Accompanying local branches to ensure the institutionalization of Watch Cells in agreement with the relevant regional authorities Due to unanticipated procedural difficulties, the printing and dissemination of the Watch Cells’

January 2021 54 procedural manual was delayed but is expected to be completed and disseminated during the next quarter. 2.3 Planned Activities for Next Quarter

A complete list of activities planned for Quarter 2 can be found in the Year 6 Workplan or provided upon request. Major activities planned for next quarter include: Grants • Finalize the negotiation memoranda • Draft the grants agreement • Submit documents for approval • Signature of grants agreements • Submit the first deliverables and pay the first installments Component 1 • Review the texts on the organization and functioning of central services • Support the DNAJ in its courts’ performance monitoring missions • 1.1.3 Support central services in conducting organizational diagnostics of structures under their responsibility • Continue process to develop a software as part of civil and criminal chains computerization at the level of clerk’s office • Train ISJ inspectors on auditing and logistical support in reports dissemination • Train court officials and prosecutors as well as chief clerks on the program budgets and the annual performance plan • Advisory support to program managers in developing and implementing their annual performance plan • Logistical support to the Standing Legislative Committee • Organize conferences of court managers and prosecutors • Organize conferences on the functioning of clerks’ offices • Logistical support to the National Committee for Coordination of the Fight against TIP and Related Practices • Train actors in the criminal chain on GBV, trafficking in persons and smuggling of migrants • Publish and disseminate approved case law collection • Preliminary study on the design and development of a justice portal

Component 2

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• Subgrants given to CSOs to support provision of legal services • Training of grantees on grant management • Training of trainers for grantees on programmatic and technical knowledge • Conclude the recruitment of Conflict Resolution Advisors (CDRAs) • Begin development a mobile application (app) to provide reliable legal and administrative information and to link users to the legal assistance system. • Establish a virtual legal clinic through an access to justice Call Center • Assist the Ministry of Justice to draft and adopt a legal aid policy • Publish the Acts of the Conference on the funding of legal aid by the private sector • Support the MOJ to adopt the law on the status and role of Qadis and traditional authorities in the distribution of justice • Joint training of TIP stakeholders • Support the Hakew Sabatili network to implement its advocacy strategy Component 3 • Continue to implement the Platform's Sustainability Plan: launch of the Platform’s organizational development through the recruitment of consulting firm to support strategic planning, management tools development and mobilization of economic operators. • Supporting CAOs management in implementing its Sustainability and Capacity Development Plan: Grant agreement with the select CSO partner to manage the CAOs, implement their capacity building plan and develop mechanism for sensitization and legal protection against GBV and TIP. • Accompanying local branches to ensure the institutionalization of Watch Cells in agreement with the relevant regional authorities: Capacity building sessions at local branch level to take ownership of the procedural manual content, including mechanisms on detection, reporting and referral for presumed victims of road harassment, GBV and TIP. • Supporting the satisfactory handling of complaints and requests for assistance from users: Joint training sessions focusing on strengthening the collaboration between CAOs and the Watch Cells in assisting victims of abuses in the trade corridors and ensuring increased users’ engagement and implementation of the sustainability plan of the KAKOFO mobile reporting app. • Support for the detection, reporting and management of GBV and TIP cases along target road corridors: Improvement of data collection tools to capture relevant data on harassment, GBV and TIP at checkpoints, and implementation of protocol of detection, protection and networking for GBV/TIP cases at the regional and national levels.

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• Supporting the coordination of the Platform to design, organize and facilitate cascading capacity building actions for the benefit of professional users of the corridors: Organization of lab format training sessions on GBV and TIP performed by the newly trained trainers, including for women traders in one of the local branches. • Strengthening public support in the fight against road harassment of all kinds: Identification of women champions to develop case studies and prepare the realization of the production of TV spots, radio programs and video capsules. • Facilitate the organization of quarterly problem and incident resolution meetings in three covered regions (Bougouni, Koutiala and Sikasso): Preparation of training sessions for the advocacy officers of the local branches of the Platform and improvement of the methodology to conduct an information meeting to regional authorities and key stakeholders. • Making effective service standards specific to checkpoint control operations: Setting up of the Joint Committee to diligent the inventory of the existing norms and the development of the draft standards. • Support for the development and structuring of arguments: Collection and analysis of data from the Money Trail Investigative Journalism, strategic litigation, KAKOFO and the Watch Cells/CAOs. • Supporting the Joint Advocacy Actions of the Cadre de Consultation and the Platform: Supervision of the consultant’s work on the assessment and institutional development of the Consultation Framework. • Building influence communication capabilities: Select a service provider specialized on influence communication to prepare and conduct the training of communication officers of the partners (Inter Regional Platform and Cadre de Concertation). • Support for the Influence Communication Campaign: Scoping meetings to select influencers and elaboration of influence partners' proposal and action plan. 3 CHALLENGES ENCOUNTERED AND PROPOSED SOLUTIONS

The slow pace at which the transition institutions were set up caused some uncertainties regarding the future of key reforms including those related to the criminal procedure code and the law on the role and status of Qadis and traditional authorities in the distribution of justice. These doubts were quickly quelled when the government published its roadmap which included almost all reforms on which MJP was already working including legal aid, traditional justice, and the criminal procedure code. The fact that the transitional government decided to uphold these

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key reforms as priorities for the transition period, is testament of MJP’s clout and understanding of dynamics in the Malian justice system. COVID-19 Pandemic-related Challenges

As the quarter ended, a second wave of the COVID-19 pandemic led the government of Mali to announce new closures and meeting restrictions. The third meeting of the anti-TIP committee could not be held for example because of these restrictions. The Bar Association announced that they were not taking any external meetings till the health situation improves. The ministry of justice cancelled all court hearings until at least January 26, 2021. MJP had to return to teleworking to prevent the spread of the virus. MJP has however remained engaged with its CSO and government partners occasionally taking important meetings in strict respect of preventive measures. 4 CROSS-CUTTING ISSUES Gender

MJP local partners are currently designing their project proposals for the next grant phase. There is a special focus on the provision of holistic services (legal, psychosocial, economic, medical, and social reintegration) to women and girls. That theme was particularly present during the 16 days of activism against gender-based violence when MJP and its local partners organized several activities to mark the event. There were two school fora for example to raise toddlers’ awareness on the danger and impact of GBV. The event also covered one of the two women centers in Bamako where women’s inheritance rights were discussed with more than 200 persons attending. MJP also organized a “Grand Dialogue’’ with Studio Tamani on hereditary slavery which has been viewed more than 1000 times on YouTube and was broadcast through Studio Tamani’s network of 70 radio stations and two TV channels. 5 MONITORING, EVALUATION AND LEARNING

Please see Annex C for the complete data on MJP’s progress in the current quarter as it relates to indicators and targets set in the Monitoring, Evaluation and Learning Plan. A revised Activity Monitoring, Evaluation and Learning Plan (AMELP) is also available as of April 2019. 6 MANAGEMENT/STAFFING The Grants Specialist and Component 3 Transportation and Legal Specialist both left the project in December. The Component 3 Outreach and Communications Specialist has officially transitioned to a project-wide Communications Specialist role.

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7 RISK MANAGEMENT AND SECURITY

Security risks are considered in the planning of all activities, especially those in regions in the center and north of the country where inter-community clashes and attacks have increased over the years. During the reference period, several attacks by terrorist groups took place on a recurring basis in the area known as the three borders between Mali, Niger and Burkina Faso. In the center of the country, villages are put under embargo by the same jihadist groups, thus helping to limit the scope of MJP. The new authorities of the Transition are working in a context marked by social and political unrest. In their desire to focus on the fight against impunity and economic and financial crime, the Ministry of Justice asked USAID MJP to develop draft texts aimed at the creation of an economic and financial pole with national jurisdiction and this in line with the option set out in the draft Code of Criminal Procedure it is preparing.

Additional risks are outlined in the table below:

Description of risk Chance of Severity of Risk Mitigation Plan/Actions risk risk impact

Political instability Medium Medium Although the transitional government had a rocky start, with low public buy-in in their agenda, things have steadily improved over the past two months. The publication of the transition roadmap with key concerns such as the constitutional reform, the strengthening of the decentralization process, electoral reforms and key justice reforms at the heart of the government’s priorities, contributed to pacifying the political field.

MJP is a major player in the transitional government ‘s justice priorities. The MOJ has specifically requested MJP’s support in facilitating the adoption of the traditional authorities’ bill, drafting a legal aid bill as well as a bill on the status of paralegals. The government has also requested MJP’s support in developing draft texts aimed at the creation of an economic and financial pole with national jurisdiction and this in keeping with the option proposed in the draft Criminal Procedure Code it is preparing.

These positive developments show that, even in the face of political bouleversement, MJP

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retains significant clout in the justice sector processes and remains a trusted partner of the government of Mali.

Difficulties in mobilizing Low Medium As mentioned earlier, the passage of the traditional leaders and traditional justice bill is a priority for the authorities for capacity transitional government. April 2021 has been building activities set as the deadline for the adoption of this law even though all signals point to the fact this deadline will not be met. Notwithstanding, the law will be passed eventually. In anticipation of the promulgation of this law, the Ministry of Justice has already asked MJP to prepare for the launch of capacity building activities, a major component of the traditional justice bill.

Civil unrest, High Medium terrorist attacks, MJP considers high priority to maintain good and other security travel security e.g., driver training, vehicle threats in maintenance and security protocols. Thanks to implementation MJP extensive network in the field, we are able zones to maintain good monitoring of security situation in program areas. This is why, in spite of persisting insecurity in some project areas, MJP and its partners are able to shift gears and adopt suitable mechanisms to continue to serve our beneficiaries. COVID-19 pandemic Medium Medium The government had to re-impose COVID- 19-related restrictions following a surge in the number of cases and deaths. All gatherings of more than 50 people are strictly prohibited.

Current MJP activities are implemented consistent with government recommendations.

MJP will continue to follow government recommendations on the operations of staff in affected areas and work in non-affected areas. Once available, MJP will also leverage technology (app and call center) to offer services regardless of how the health situation evolves.

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