## cr18138 - 1.4 million to fewer than 1.1 million.

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**Canonical URL:** [cr18138 - 1.4 million to fewer than 1.1 million.](https://www.imf.org/-/media/files/publications/cr/2018/cr18138.pdf)

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---

### Key achievements and social indicators
- Poverty incidence declined: 51% in 2001 to 42% in 2008 and 31% in 2014.
- Between 2008 and 2014, for the 1st time: a drop in the number of poor from 1.4 million to under 1.1 million.
- Unemployment rate: 12.8% in 2014.
- Life expectancy: from 40 years in 1960 to 60.3 years in 2014.
- Urban concentration: Almost 1/3 of the population lives in Nouakchott.
- Electricity output: up from 475 million KW in 2007 to 749 KW in 2015.
- Improved access to electricity: 38.8% overall; urban 76.9% and rural 2.3%.
- Road network (asphalted): 1,760 km in 2001; 3,069 km in 2010; 4,867 km in 2014.
- Access to safe water: 58.3% in 2008 (EPCV) and 65.4% in 2014 (EPCV2014).
- Gross Enrollment Rate (GER) basic education: 72.4% in 2013 (compared to 68.4% in 2000 and 44.7% in 1988).
- GER secondary education: 30.9% in 2013 (compared to 24.2% in 2000).
- Total factor productivity (TFP) number registered: 7,602 in 2014 compared to 1,902 in 2004.
- Doing Business ranking: A 16 point jump in the past two years; in terms of establishment of enterprises + 91 points.
- Perception of Corruption index: 112th place in 2015 (143rd place in 2011).
- National budget 2016: 460 billion (in 2008 it was 240 billion).
- Public investment's share of the budget 2015: 43% (compared to 23% in 2009).

### Major achievements in service delivery and governance
- Private sector development strategy adoption and implementation led to numerous reforms improving the business climate and international standing (Doing Business rating).
- Major investments in health infrastructure (building, refurbishing, equipping hospitals; creation of health schools), especially in the past five years, with successes combating HIV/AIDS, epidemics, tuberculosis and malaria.
- Education: major local school and college construction and expansion programs; technical and vocational education enrollment capacity tripled; new universities and specialized institutions providing twice as many students with enhanced professional skills.
- Governance reforms: several constitutional amendments enacted following consensus-building, far-reaching institutional changes; substantial improvements in tax administration and public expenditure management; adoption and implementation of an anti-corruption strategy; in-depth reforms of the civil status registration system with introduction of biometrics.
- Noted legal and social advances: passing of laws against slavery and its sequels; compensation of victims of the "humanitarian debt"; National Strategy to Promote Civil Society; Mauritania a member of the Global Partnership for Social Responsibility (GPSA); biometric I.D.s.

### Remaining challenges
- Insufficient diversification of the economy.
- Insufficient private sector capacity.
- Relatively untrained workforce; mismatch between education/training provided and job market needs, exacerbating youth unemployment and vulnerability to extremism.
- Limited access to primary health care in general and maternal and child health care in particular.
- Continued needs in poverty reduction, social cohesion, social protection and access to basic services (safe water, electricity, etc.), especially in rural areas.
- Environmental governance challenges: disaster risk reduction, climate change-related hazards, and development of off-shore oil and gas projects.
- Constraints identified in diagnostics: predominance of the informal sector, low level of savings, growth without much job creation, access to financing and factor costs, fiscal sustainability risks, dependence on extractive industry resources, insufficient banking penetration and provisioning against bad loans, territorial imbalances (bulk of economic activities concentrated in 4 towns).

### Vision, strategic objectives and action plan (SCAPP)
- Vision: "The Mauritania we want by 2020" (and broader Vision for 2030 focusing on social cohesion, national unity, justice and democracy, transparency and human rights, equity and solidarity, Sunni and tolerant Islam).
- Three convergent strategic levers:
  - Strategic Lever 1: Promoting robust, sustainable and inclusive growth — facilitate emergence and strengthening of wealth- and employment-generating sectors; enhance export capacity and attract FDI.
  - Strategic Lever 2: Developing human capital and access to basic social services — raise quality of and access to education and health care and strengthen social protection.
  - Strategic Lever 3: Strengthening governance in all of its dimensions — consolidate rule of law and democracy, social cohesion and equity, security, human rights, economic/financial/environmental stewardship, and decentralization.
- Structural transformation timeline (three five-year phases):
  - First five years 2016–2020: political truce; consolidation and completion of projects; infrastructure for growth; reforms to improve business environment and promote private sector; economic growth will average approximately 5 percent a year.
  - Second five years 2021–2025: economy more diversified and competitive; real growth averaging around 10 percent a year; more competent and motivated human resources.
  - Third five years 2026–2030: consolidation with economic growth exceeding 12 percent a year; more competitive and inclusive economy; reduction of the informal economy and greater resilience.
- First Action Plan (2016-2020):
  - 15 strategic areas
  - 59 priority interventions (reforms, programs, projects, or significant actions)
  - Total cost: US$10.5 billion
    - US$3 billion already available
    - US$5.5 billion still to be raised
    - US$2 billion to be raised in connection with Public-Private-Partnership (PPP) projects

### Macroeconomic and fiscal framework — scenarios for 2016–2020
- Basic trends scenario (averages 2016–2020):
  - Real economic growth: 5 percent on average between 2016 and 2020
  - Inflation rate: 4.2 percent
  - Current account deficit: 12.7 percent of GDP in 2016, gradually improving to an average of 7.8 percent of GDP in 2017-2020
  - Fiscal deficit, excluding donations: 2.6 percent of non-extractive GDP in 2016, improving to an average of 1 percent of non-extractive GDP in 2017-2020
- Pro-active scenario (SCAPP): strengthening of economic potential, consolidation of structural reforms, implementation of development strategies, re-alignment of macroeconomic framework and sectoral strategies, increased investment focusing on highly inclusive productive sectors (rural, manufacturing, building and public works, public and private services). Projections are based on prudent assumptions and described as a realistic vision based on progress made.

### Projected impacts (employment and poverty) from increased GDP growth during 2016–2020
- Net increase in total number of jobs (resulting from total increases in the growth of GDP):
  - 2016: 16,122
  - 2017: 14,525
  - 2018: 41,839
  - 2019: 9,672
  - 2020: 17,732
  - Total for 2016-2020: 99,890
- Poverty indicators and projections:
  - Income poverty rate 2014: 31.0%
  - Number of poor 2014: 1,096,000
  - Expected annual average decrease in the population below the poverty threshold as a result of total additional increases in GDP growth during 2016-2020 (2020/2014): 31,565
  - Expected total decrease in the population below the poverty threshold as a result of total additional increases in GDP growth during 2016-2020 (2020/2014): 157,825
  - Number of inhabitants 2013: 3,537,368
  - Number of inhabitants 2020 (demographic projections): 3,959,432
  - Projected poverty rate 2020: 23.6%

### Costs, financing and implementation mechanisms
- Cost of the first Action Plan amounts to US$10.5 billion:
  - US$5.5 billion to be raised
  - US$3 billion already available
  - US$2 billion to be raised from Public-Private-Partnership projects
- Table 1 excerpt (Spending and Financing Strategy for the Priority Action Plan 2016-2020) — Cost in Billions of Ouguiya (MRO) for LEVER 1:
  - Available: 856.97
  - Needed: 2257.25
  - Total: 3114.22

### Monitoring, evaluation and risks
- Monitoring and Evaluation System (MES) tools:
  - Indicators matrix
  - Documentation of indicators (Metadata)
  - I.T. app and monitoring database
  - Website for disseminating progress made with the SCAPP
  - Annual report on SCAPP implementation (national forums), press releases, evaluation of the Action Plan
  - National level: Half-yearly sectoral implementation notes; Annual Sectoral Reviews
  - Sectoral level: Annual report on SCAPP implementation; Annual Regional Review
  - Expected outcomes include regular reporting and dissemination of implementation progress
- Implementation risks:
  - Security risks in the Sahel sub-region
  - Consequences of climate changes, droughts and other natural disasters
  - External sector-related external economic shocks (demand and world prices)
  - Shortage of international capital for starting up mining and infrastructure projects

### 1. Strategic area: Promoting more diversified growth of lead sectors — Summary overview
- Aggregate totals (in Billions of Ouguiya (MRO)):
  - Total (in Billions of Ouguiya (MRO)): 1,141.68 2,908.09 4,049.77
- Aggregate totals (in Billions of US. Dollars (USD)):
  - Total (in Billions of US. Dollars (USD)): 2.95 7.52 10.48
- Percentage breakdown:
  - Percentage 28.2% 71.8% 100%
- Public-Private Partnership (PPP) projects:
  - of which PPP Projects (in Billions of MRO) 773.05 773.05
  - of which PPP Projects (in Billions of USD) 2 2
- Totals excluding PPP:
  - Total excluding PPP (in Billions of MRO) 1,141.68 2,135.04 3,276.72
  - Total excluding PPP (in Billions of USD) 2.954 5.524 8.478
  - Percentage 34.84% 65.16% 100%

### LEVER 1: Promote more diversified growth of lead sectors — Key cost lines (Billions of MRO)
- Total: 155.97 670.15 826.12
- 1.1. Promotion of productive, competitive and sustainable agriculture
  - 76 116 192
- 1.2. Development of competitive livestock sub-sectors and a sustainable management of extensive livestock farming
  - 49 73 122
- 1.3. Preservation of marine and coastal biodiversity and greater integration of the fisheries sector into the national and global economy
  - 30 466 496
- 1.4. Enhancing promotion and development of mining and petroleum potential
  - 0.97 1.65 2.62
- 1.5. Boosting of the industrial sector
  - 0 7 7
- 1.6. Development of trade and consolidation of required conditions for balanced and transparent markets’ functioning
  - 0 2 2
- 1.7. Revival and development of the tourism sector
  - 0 3 3
- 1.8. Promotion of a creative crafts sector embodying collective memories and generating income and decent jobs
  - 0 1.5 1.5

### LEVER 2: Develop human capital and access to basic social services — Key cost lines (Billions of MRO)
- Total: 223.07 384.71 607.78
- 1. Strategic area: Increasing access to and raising the quality of education and vocational training
  - Total (education): 25.9 130.1 156
  - 1.1. Guaranteeing basic education for all, lasting at least 10 years, following high-quality pre-school education
    - 10 12 22
  - 1.3. Improving educational sector’s governance
    - (figure not separately listed)
  - 1.4. Enhancing access to, and the quality and relevance of, higher education and scientific research
    - 3 40 43
  - 1.5. Developing technical and vocational training
    - 12 68 80
  - 1.6. Promoting traditional education and combating illiteracy
    - 0.9 10.1 11
- 2. Strategic area: Improving access to health care
  - Total (health): 169.67 75.33 245
  - 2.1. Improving health sector’s governance
    - 18.3 4.1 22.4
  - 2.2. Improving health sector services
    - 151.37 71.23 222.6
- 3. Strategic area: Employment for all and promotion of youth, culture and sport
  - Total: 3 114.78 117.78
  - 3.1. Promotion of productive employment and decent work for all
    - 0 74.78 74.78
  - 3.2. Promotion of culture, youth and sports
    - 3 40 43
- 4. Strategic area: Increasing resilience of the most vulnerable
  - Total: 24.5 64.5 89
  - 4.1. Social protection, gender equality, early childhood and family
    - 6.5 10.5 17
  - 4.2. Provision of clean and drinking water and access to sanitation services (considered in the financing of the specific objective 3.3 of the Lever 1)
    - 0 0 0
  - 4.3. Guaranteeing access to electricity and oil and gas supplies (considered in the financing of the specific objective 3.1 of the Lever 1)
    - 0 0 0
  - 4.4. Development of the construction and housing sectors
    - 18 54 72

### LEVER 3: Strengthen all dimensions of governance — Key cost lines (Billions of MRO)
- Total: 61.65 266.12 327.77
- 1. Strategic area: Political governance, social cohesion, peace and security
  - Total: 27.79 67.19 94.98
  - 1.1. Improving political governance
    - 5 0 5
  - 1.2. Boosting resources for the defense and security forces
    - 5 17 22
  - 1.3. Sustainable peace-building and social cohesion
    - 11.53 46.79 58.32
  - 1.4. Protecting youth from radicalization and extremism
    - 0.6 3.4 4
  - 1.5. Migration management
    - 5.65 0 5.65
- 2. Strategic area: Consolidation of the rule of law, human rights and justice
  - Total: 3.01 38.87 41.88
  - 2.1. Improving the citizen oversight of public affairs
    - 0 6 6
  - 2.2. Strengthening of justice
    - 2.55 30 32.55
  - 2.3. Promotion and protection of human rights
    - 0.46 2.87 3.33
- 3. Strategic area: Making the most of the demographic dividend
  - Total: 4.5 4.5 9
  - 3.1. Political commitment to the demographic dividend
    - 1.5 1.5 3
  - 3.2. Expediting of pro-demographic dividend policies
    - 3 3 6
- 4. Strategic area: Promotion of citizen participation by women and efforts to combat gender-based discrimination
  - Total: 3.23 4.67 7.9
  - 4.1. Promoting women’s citizenship
    - 0.03 1.47 1.5
  - 4.2. Fighting gender-based discrimination
    - 3.2 3.2 6.4
- 5. Strategic area: Transforming public administration
  - Total: 2.02 18.78 20.8
  - 5.1. Optimization of public administration
    - 0.01 0.09 0.1
  - 5.3. Development of e-administration and e-services
    - 2.01 18.09 20.1
  - 5.4. Planning, coordination, follow-up and evaluation of the SCAPP
    - 0 0.6 0.6
- 6. Strategic area: Improved economic and financial governance
  - Total: 0 1.15 1.15
  - 6.1. Strengthening public sector institutional processes and governance with a view to reducing the risk of over-indebtedness
    - 0 0.04 0.04
  - 6.2. Improving public finance management
    - 0 0.02 0.02
  - 6.3. Fighting corruption and boosting transparency
    - 0 0.05 0.05
  - 6.4. Economic governance
    - 0 0.05 0.05
  - 6.5. Business environment
    - 0 1 1
- 7. Strategic area: Local development and decentralization
  - Total: 21.10 88.94 110.04
  - 7.1. Strengthening of the decentralization policy
    - 21 79 100
  - 7.2. Updating of land-use planning policy
    - 0.10 9.94 10.04
- 8. Strategic area: Better environmental governance, more rational management of natural resources and disaster risk reduction
  - Total: 0 42.03 42.03
  - 8.1. Integrated policy for a sustainable exploitation of ecosystems
    - 0 6.35 6.35
  - 8.3. Protecting coastal towns against marine encroachment and flooding
    - 0 35.68 35.68

*Source: cr18138 - 1.4 million to fewer than 1.1 million.*

### 1.4 million to fewer than 1.1 million.

### cr18138 - 1.4 million to fewer than 1.1 million.

### Key achievements and social indicators
- Poverty incidence declined: 51% in 2001 to 42% in 2008 and 31% in 2014.
- Between 2008 and 2014, for the 1st time: a drop in the number of poor from 1.4 million to under 1.1 million.
- Unemployment rate: 12.8% in 2014.
- Life expectancy: from 40 years in 1960 to 60.3 years in 2014.
- Urban concentration: Almost 1/3 of the population lives in Nouakchott.
- Electricity output: up from 475 million KW in 2007 to 749 KW in 2015.
- Improved access to electricity: 38.8% overall; urban 76.9% and rural 2.3%.
- Road network (asphalted): 1,760 km in 2001; 3,069 km in 2010; 4,867 km in 2014.
- Access to safe water: 58.3% in 2008 (EPCV) and 65.4% in 2014 (EPCV2014).
- Gross Enrollment Rate (GER) basic education: 72.4% in 2013 (compared to 68.4% in 2000 and 44.7% in 1988).
- GER secondary education: 30.9% in 2013 (compared to 24.2% in 2000).
- Total factor productivity (TFP) number registered: 7,602 in 2014 compared to 1,902 in 2004.
- Doing Business ranking: A 16 point jump in the past two years; in terms of establishment of enterprises + 91 points.
- Perception of Corruption index: 112th place in 2015 (143rd place in 2011).
- National budget 2016: 460 billion (in 2008 it was 240 billion).
- Public investment's share of the budget 2015: 43% (compared to 23% in 2009).

### Major achievements in service delivery and governance
- Private sector development strategy adoption and implementation led to numerous reforms improving the business climate and international standing (Doing Business rating).
- Major investments in health infrastructure (building, refurbishing, equipping hospitals; creation of health schools), especially in the past five years, with successes combating HIV/AIDS, epidemics, tuberculosis and malaria.
- Education: major local school and college construction and expansion programs; technical and vocational education enrollment capacity tripled; new universities and specialized institutions providing twice as many students with enhanced professional skills.
- Governance reforms: several constitutional amendments enacted following consensus-building, far-reaching institutional changes; substantial improvements in tax administration and public expenditure management; adoption and implementation of an anti-corruption strategy; in-depth reforms of the civil status registration system with introduction of biometrics.
- Noted legal and social advances: passing of laws against slavery and its sequels; compensation of victims of the "humanitarian debt"; National Strategy to Promote Civil Society; Mauritania a member of the Global Partnership for Social Responsibility (GPSA); biometric I.D.s.

### Remaining challenges
- Insufficient diversification of the economy.
- Insufficient private sector capacity.
- Relatively untrained workforce; mismatch between education/training provided and job market needs, exacerbating youth unemployment and vulnerability to extremism.
- Limited access to primary health care in general and maternal and child health care in particular.
- Continued needs in poverty reduction, social cohesion, social protection and access to basic services (safe water, electricity, etc.), especially in rural areas.
- Environmental governance challenges: disaster risk reduction, climate change-related hazards, and development of off-shore oil and gas projects.
- Constraints identified in diagnostics: predominance of the informal sector, low level of savings, growth without much job creation, access to financing and factor costs, fiscal sustainability risks, dependence on extractive industry resources, insufficient banking penetration and provisioning against bad loans, territorial imbalances (bulk of economic activities concentrated in 4 towns).

### Vision, strategic objectives and action plan (SCAPP)
- Vision title: "The Mauritania we want by 2020" (and broader Vision for 2030 focusing on social cohesion, national unity, justice and democracy, transparency and human rights, equity and solidarity, Sunni and tolerant Islam).
- Three convergent strategic levers:
  - Strategic Lever 1: Promoting robust, sustainable and inclusive growth — facilitate emergence and strengthening of wealth- and employment-generating sectors; enhance export capacity and attract FDI.
  - Strategic Lever 2: Developing human capital and access to basic social services — raise quality of and access to education and health care and strengthen social protection.
  - Strategic Lever 3: Strengthening governance in all of its dimensions — consolidate rule of law and democracy, social cohesion and equity, security, human rights, economic/financial/environmental stewardship, and decentralization.
- Structural transformation timeline (three five-year phases):
  - First five years 2016–2020: political truce; consolidation and completion of projects; infrastructure for growth; reforms to improve business environment and promote private sector; economic growth will average approximately 5 percent a year.
  - Second five years 2021–2025: economy more diversified and competitive; real growth averaging around 10 percent a year; more competent and motivated human resources.
  - Third five years 2026–2030: consolidation with economic growth exceeding 12 percent a year; more competitive and inclusive economy; reduction of the informal economy and greater resilience.

- First Action Plan (2016-2020):
  - 15 strategic areas
  - 59 priority interventions (reforms, programs, projects, or significant actions)
  - Total cost: US$10.5 billion
    - US$3 billion already available
    - US$5.5 billion still to be raised
    - US$2 billion to be raised in connection with Public-Private-Partnership (PPP) projects

### Macroeconomic and fiscal framework — scenarios for 2016–2020
- Basic trends scenario (averages 2016–2020):
  - Real economic growth: 5 percent on average between 2016 and 2020
  - Inflation rate: 4.2 percent
  - Current account deficit: 12.7 percent of GDP in 2016, gradually improving to an average of 7.8 percent of GDP in 2017-2020
  - Fiscal deficit, excluding donations: 2.6 percent of non-extractive GDP in 2016, improving to an average of 1 percent of non-extractive GDP in 2017-2020
- Pro-active scenario (SCAPP): strengthening of economic potential, consolidation of structural reforms, implementation of development strategies, re-alignment of macroeconomic framework and sectoral strategies, increased investment focusing on highly inclusive productive sectors (rural, manufacturing, building and public works, public and private services). Projections are based on prudent assumptions and described as a realistic vision based on progress made.

### Projected impacts (employment and poverty) from increased GDP growth during 2016–2020
- Net increase in total number of jobs (resulting from total increases in the growth of GDP):
  - 2016: 16,122
  - 2017: 14,525
  - 2018: 41,839
  - 2019: 9,672
  - 2020: 17,732
  - Total for 2016-2020: 99,890
- Poverty indicators and projections:
  - Income poverty rate 2014: 31.0%
  - Number of poor 2014: 1,096,000
  - Expected annual average decrease in the population below the poverty threshold as a result of total additional increases in GDP growth during 2016-2020 (2020/2014): 31,565
  - Expected total decrease in the population below the poverty threshold as a result of total additional increases in GDP growth during 2016-2020 (2020/2014): 157,825
  - Number of inhabitants 2013: 3,537,368
  - Number of inhabitants 2020 (demographic projections): 3,959,432
  - Projected poverty rate 2020: 23.6%

### Costs, financing and implementation mechanisms
- Cost of the first Action Plan amounts to US$10.5 billion:
  - US$5.5 billion to be raised
  - US$3 billion already available
  - US$2 billion to be raised from Public-Private-Partnership projects
- Table 1 excerpt (Spending and Financing Strategy for the Priority Action Plan 2016-2020) — Cost in Billions of Ouguiya (MRO) for LEVER 1:
  - Available: 856.97
  - Needed: 2257.25
  - Total: 3114.22

### Monitoring, evaluation and risks
- Monitoring and Evaluation System (MES) tools:
  - Indicators matrix
  - Documentation of indicators (Metadata)
  - I.T. app and monitoring database
  - Website for disseminating progress made with the SCAPP
  - Annual report on SCAPP implementation (national forums), press releases, evaluation of the Action Plan
  - National level: Half-yearly sectoral implementation notes; Annual Sectoral Reviews
  - Sectoral level: Annual report on SCAPP implementation; Annual Regional Review
  - Expected outcomes include regular reporting and dissemination of implementation progress
- Implementation risks:
  - Security risks in the Sahel sub-region
  - Consequences of climate changes, droughts and other natural disasters
  - External sector-related external economic shocks (demand and world prices)
  - Shortage of international capital for starting up mining and infrastructure projects

*Source: cr18138 - 1.4 million to fewer than 1.1 million.*

### 1. Strategic area: Promoting more diversified growth of lead sectors

### 1. Strategic area: Promoting more diversified growth of lead sectors

### Summary overview
- Aggregate totals (in Billions of Ouguiya (MRO)):
  - Total (in Billions of Ouguiya (MRO)): 1,141.68 2,908.09 4,049.77
- Aggregate totals (in Billions of US. Dollars (USD)):
  - Total (in Billions of US. Dollars (USD)): 2.95 7.52 10.48
- Percentage breakdown:
  - Percentage 28.2% 71.8% 100%
- Public-Private Partnership (PPP) projects:
  - of which PPP Projects (in Billions of MRO) 773.05 773.05
  - of which PPP Projects (in Billions of USD) 2 2
- Totals excluding PPP:
  - Total excluding PPP (in Billions of MRO) 1,141.68 2,135.04 3,276.72
  - Total excluding PPP (in Billions of USD) 2.954 5.524 8.478
  - Percentage 34.84% 65.16% 100%

### LEVER 1: Promote more diversified growth of lead sectors
- Total: 155.97 670.15 826.12
- 1.1. Promotion of productive, competitive and sustainable agriculture
  - 76 116 192
- 1.2. Development of competitive livestock sub-sectors and a sustainable management of extensive livestock farming
  - 49 73 122
- 1.3. Preservation of marine and coastal biodiversity and greater integration of the fisheries sector into the national and global economy
  - 30 466 496
- 1.4. Enhancing promotion and development of mining and petroleum potential
  - 0.97 1.65 2.62
- 1.5. Boosting of the industrial sector
  - 0 7 7
- 1.6. Development of trade and consolidation of required conditions for balanced and transparent markets’ functioning
  - 0 2 2
- 1.7. Revival and development of the tourism sector
  - 0 3 3
- 1.8. Promotion of a creative crafts sector embodying collective memories and generating income and decent jobs
  - 0 1.5 1.5

### LEVER 2: Develop human capital and access to basic social services
- Total: 223.07 384.71 607.78

- 1. Strategic area: Increasing access to and raising the quality of education and vocational training
  - Total (education): 25.9 130.1 156
  - 1.1. Guaranteeing basic education for all, lasting at least 10 years, following high-quality pre-school education
    - 10 12 22
  - 1.3. Improving educational sector’s governance
    - (figure not separately listed)
  - 1.4. Enhancing access to, and the quality and relevance of, higher education and scientific research
    - 3 40 43
  - 1.5. Developing technical and vocational training
    - 12 68 80
  - 1.6. Promoting traditional education and combating illiteracy
    - 0.9 10.1 11

- 2. Strategic area: Improving access to health care
  - Total (health): 169.67 75.33 245
  - 2.1. Improving health sector’s governance
    - 18.3 4.1 22.4
  - 2.2. Improving health sector services
    - 151.37 71.23 222.6

- 3. Strategic area: Employment for all and promotion of youth, culture and sport
  - Total: 3 114.78 117.78
  - 3.1. Promotion of productive employment and decent work for all
    - 0 74.78 74.78
  - 3.2. Promotion of culture, youth and sports
    - 3 40 43

- 4. Strategic area: Increasing resilience of the most vulnerable
  - Total: 24.5 64.5 89
  - 4.1. Social protection, gender equality, early childhood and family
    - 6.5 10.5 17
  - 4.2. Provision of clean and drinking water and access to sanitation services (considered in the financing of the specific objective 3.3 of the Lever 1)
    - 0 0 0
  - 4.3. Guaranteeing access to electricity and oil and gas supplies (considered in the financing of the specific objective 3.1 of the Lever 1)
    - 0 0 0
  - 4.4. Development of the construction and housing sectors
    - 18 54 72

### LEVER 3: Strengthen all dimensions of governance
- Total: 61.65 266.12 327.77

- 1. Strategic area: Political governance, social cohesion, peace and security
  - Total: 27.79 67.19 94.98
  - 1.1. Improving political governance
    - 5 0 5
  - 1.2. Boosting resources for the defense and security forces
    - 5 17 22
  - 1.3. Sustainable peace-building and social cohesion
    - 11.53 46.79 58.32
  - 1.4. Protecting youth from radicalization and extremism
    - 0.6 3.4 4
  - 1.5. Migration management
    - 5.65 0 5.65

- 2. Strategic area: Consolidation of the rule of law, human rights and justice
  - Total: 3.01 38.87 41.88
  - 2.1. Improving the citizen oversight of public affairs
    - 0 6 6
  - 2.2. Strengthening of justice
    - 2.55 30 32.55
  - 2.3. Promotion and protection of human rights
    - 0.46 2.87 3.33

- 3. Strategic area: Making the most of the demographic dividend
  - Total: 4.5 4.5 9
  - 3.1. Political commitment to the demographic dividend
    - 1.5 1.5 3
  - 3.2. Expediting of pro-demographic dividend policies
    - 3 3 6

- 4. Strategic area: Promotion of citizen participation by women and efforts to combat gender-based discrimination
  - Total: 3.23 4.67 7.9
  - 4.1. Promoting women’s citizenship
    - 0.03 1.47 1.5
  - 4.2. Fighting gender-based discrimination
    - 3.2 3.2 6.4

- 5. Strategic area: Transforming public administration
  - Total: 2.02 18.78 20.8
  - 5.1. Optimization of public administration
    - 0.01 0.09 0.1
  - 5.3. Development of e-administration and e-services
    - 2.01 18.09 20.1
  - 5.4. Planning, coordination, follow-up and evaluation of the SCAPP
    - 0 0.6 0.6

- 6. Strategic area: Improved economic and financial governance
  - Total: 0 1.15 1.15
  - 6.1. Strengthening public sector institutional processes and governance with a view to reducing the risk of over-indebtedness
    - 0 0.04 0.04
  - 6.2. Improving public finance management
    - 0 0.02 0.02
  - 6.3. Fighting corruption and boosting transparency
    - 0 0.05 0.05
  - 6.4. Economic governance
    - 0 0.05 0.05
  - 6.5. Business environment
    - 0 1 1

- 7. Strategic area: Local development and decentralization
  - Total: 21.10 88.94 110.04
  - 7.1. Strengthening of the decentralization policy
    - 21 79 100
  - 7.2. Updating of land-use planning policy
    - 0.10 9.94 10.04

- 8. Strategic area: Better environmental governance, more rational management of natural resources and disaster risk reduction
  - Total: 0 42.03 42.03
  - 8.1. Integrated policy for a sustainable exploitation of ecosystems
    - 0 6.35 6.35
  - 8.3. Protecting coastal towns against marine encroachment and flooding
    - 0 35.68 35.68

*cr18138 - 1. Strategic area: Promoting more diversified growth of lead sectors*

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_Source: https://www.imf.org/-/media/files/publications/cr/2018/cr18138.pdf_