Supporting decentralisation in Mali
From the March 2005 issue of Haramata, the publication of the Drylands Programme of the International Institute for Environment and Development (IIED). The full issue is available as a pdf file : [ pdf ]
In common with a number of Sahelian states, the Government of Mali has been implementing a policy of decentralisation, whereby specific powers and financial resources are devolved to democratically elected local authorities.
A partnership between national and international actors has been supporting this process in Mopti and Timbuktu regions. Begun in late 1999/early 2000, the two Support to Rural Municipalities projects (Projets d’Appui aux Communes Rurales - PACR) are the result of collaboration between the Malian government, UNCDF (United Nations Capital Development Fund), UNDP (United Nations Development Programme) as well as the Belgian Survival Fund (for Timbuktu) and the Government of Luxembourg (for Mopti). The partners came together at a workshop in Bamako (November 2003) to share experiences and lessons learned from the projects thus far, and a report has been produced summarising the findings.
PACR approach in Timbuktu and in Mopti
The project aims were: to encourage civil society participation in identifying development priorities with the local authorities, to promote participation in the provision of infrastructure and natural resource management, to increase local investment to reduce poverty, and to increase the capacity of local elected officials to manage the process. The approach of the projects was based on the hypothesis that there is a strong relationship between improving good governance and reducing poverty. Thus far, the partners conclude that progress in political democratisation can indeed support economic growth, and vice versa.
Capacity building of local institutions for community development
The projects developed a number of tools to provide support to Rural Municipalities. The skills and capacities of local stakeholders (including elected councillors, local representatives of line ministries, village-level associations, the civil society and the private sector) were strengthened in a number of key domains (including participatory planning processes, financial management, etc.). The result was increased community involvement in planning and the mobilisation of financial resources. Follow up and accompaniment after the training proved important in consolidating what had been learned.
However, some challenges were encountered. Focusing on strategic long-term plans when historically most agencies in the region have been operating short-term, emergency-orientated programmes has proven difficult. There are considerable logistical challenges in managing a decentralised system over a broad geographical area (inadequate banking facilities at local level, and the large distances between the different government authorities for example). The local bodies often lack an understanding of national sector policies, and therefore fail to take them into account when designing local development programmes. Environmental management was also identified as a key area neglected in the current process of decentralisation, because of the reluctance of central agencies to devolve significant environmental stewardship to local stakeholders.
Community development programmes
Investment in grassroots development activities forms a key part of the projects. Under the decentralisation policy, municipalities are responsible for planning, implementing and maintaining these community investments. During the first three years of the Timbuktu project, for instance, over 400 mini-projects were identified and established in 27 municipalities, covering agriculture, culture, business, education, livestock, water, fish, health and transport. The key challenge encountered was the difficulty experienced by the municipalities, which are still financially not very robust, in maintaining the new infrastructure. Further attention will be given in future to the capacity of the municipalities to maintain and sustain new investments.
The partnership
A review of the partnership concluded that the establishment of a common vision for the projects, coupled with the freedom to challenge each other, had contributed to the success of the partnership. The support and responsibility given to the Government of Mali by the other partners was also a key factor. In addition, the need to remain flexible, to evaluate the partnership periodically, and to develop adequate channels of communication was also noted.
Impact on national policies
The lessons learned and the best practices of the two projects have already had a significant impact on national policies (for instance, in the ways investment funds are allocated or the institutional performance of the Muncipalities is assessed). Through these projects, UNCDF supported the creation and the operations of the ANICT (national entity in charge of providing Malian municipalities with local development funds).
UNCDF contributes to the achievement of the Millennium Development Goals in Least Developed Countries through a variety of innovative approaches in both local development and microfinance. For more information on UNCDF's programmes in Mali, please visit the Mali Country Page.
