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    • 52.

      The 2003 Country Portfolio Performance Review (CPPR) aimed to build on the PIP,

further pinpoint system blockages and initiate constructive dialogue with GoM, donors, and civil society partners. The CPPR produced an action plan, validated by G o M inMarch 2003, that sets a timeline to solving specific problems within each project and generic problems affecting many projects such as inadequate institutional framework, weak humanresource capacity, poor monitoring and evaluation and insufficient donor coordination. It was also recognized that the complex and varying donor procedures were one o f the main causes o f the slow disbursement and the G o M called on the Bank and other donors to work more closely together to harmonize their procedures. The Bank agreed with G o M to hold another CPPR in2004, when the frequency o f future reviews will be determined (remaining on an annual basis or reducing the frequency to every eighteen months or two years). The frequency will dependon: (iprogress made inresolving issues; and (iiwhether better mechanisms have beenput in place, such as a necessary G o M portfolio management system, and a partners’ forum supporting a shift to programmatic and budget support. The Country Office will continue to reinforce i t s capacity for portfolio management.


With the goal o f addressing institutional development and capacity building, Mali’s

participation inWBI programs has increased significantly over the last two years to reach 470 participants inFY02. Participation will continue to increase further once the Global Distance Learning Network (GDLN) i s underway and the Distance Learning Center i s built.

A much greater number o f Malian nationals will have access to not only WBI courses, but also courses offered from other GDLN sites inindustrialized and developing countries.


OED Results. OED’s evaluations o f projects closed since FY99 revealed mixed

results for project performance. Out o f the eight projects evaluated during this period, four were rated satisfactory for outcome while the other four were rated marginally satisfactory. Only 62.5% were likely to be sustainable. Those not deemedto be sustainable were either unable to create a viable legal and regulatory framework for sustainability (Mining Capacity Project), unable to strengthenthe framework put inplace (Second Power Project), or unable to ensure long-term financing, (Agricultural Services Project). Fifty percent (4) o f the projects made substantial institutional impact on institutional development, with one o f those having a highimpact. Inthree o f the projects with only modest institutional development impact, sustainability was rated as unlikely. Overall, these ratings highlightthe importance

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    f preparation, capacity building, monitoring and evaluation inorder to effectively build and

strengthen institutional frameworks to sustain viable institutional structures.

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    Other Bank Group Activities

    • 55.

      To promote foreign direct investment, private sector investment, and communication

infrastructure investment, inNovember 2002 MIGA provided guarantee coverage to National Telecommunications Company o f Senegal (Sonatel) for its investment inIKATEL. This represents the largest foreign investment inMali to date.


has a small investmentportfolio o f US$8.4 million inMali. O f this, US$4.8

million i s concentrated inthe gold miningsector, where IFC was active in the 1990s. An additional gold mininginvestmentwas paid o f f inthe past year as the mine closed. The balance o f the portfolio i s a series o f small investments inthe hotel industry, including the

GrandHotel, a second hotel by the same operator, and a small inn; and inthe printing/packaging and construction materials industries. The IFC i s inpreliminary

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