together with operations such as the PAIB and PASAOP has proven to be an effective use o f Bank instruments to support the growth objective.
Table 5: Actual Bank LendingOperations FY99-03
Hunger & Poverty
45 TOTAL 359.8
As regards the second axis - human development - the Bank supported the GoM’s
efforts to improve access to and quality o f social services through: (ithe Health Sector
Project (PRODESS) which focuses on improving the overall efficiency and effectiveness o f health delivery systems through cost recovery and further participation by the private sector; and (iithe Basic Education Pilot and Basic Education Project (PRODEC) which target improving the quality and relevance o f basic education while keeping the costs o f education and training within affordable levels. The Bank’s support to the health and education sectors
i s contributing to strengtheningfurther the performance o f social sectors indicators which have shown important improvements since 1998 - as outlined in Tables 3 and 4.
Overall, M a l i has performed well on the implementation o f the CAS. As shown in
Table 6, M a l i fulfilled nearly all o f the triggers inthe base case scenario and fulfilled most o f the triggers inthe high case scenario. While M a l i made commendable progress, the implementation o f the CAS sufferedfrom frequent changes in Government, weak administrative capacity and unclear institutional roles and structures. Moreover, participation with stakeholders and partnerships with the private sector, civil society and NGOs were fledgling so initial delays were encountered inensuring a more participatory approach to the implementation o f projects. As a result, there were difficulties encountered inthe overall performance o f the portfolio which meant that the highcase trigger for portfolio performance
was not met. The previous CAS period was extendedto ensure also that the preparation o f this CAS was fully aligned with the PRSP.
Client Survey. The April 2002 Client Survey, complemented by a feedback session
inNovember 2002, concluded the following:
the Bank should strengthen its own decentralization and deconcentrationprocess to be closer to Malian realities. The Bank was already taking, and will continue to take, concrete actions to strengthenthe skills-base o f the Bamako office. It i s also taking advantage o f the availability o f expert staff based inthe western Africa region;
the Bank needs to help the GoM to strengthen itsJiduciary management in order to shift to programmatic support. As Mali moves to a more programmatic approach,