## 1mrtea2024002-print-pdf

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### Introduction — context and strategic objectives
- Since 2016 public development action framed by the Strategy for Accelerated Growth and Shared Prosperity (SCAPP) aligned with the UN 2030 Agenda (SDGs).
- Second Action Plan (PA2 SCAPP) covers 2021-2025; participatory development with Sectoral Development Committees and TFPs; COVID-19 marked preparation/implementation context.
- Vision: "The Mauritania we want in 2030" — strong, inclusive and sustainable economic growth to meet basic needs and ensure social well-being.
- Three converging strategic levers:
  - Strategic Lever 1: Promoting strong, sustainable and inclusive growth (structural transformation, sustainable development, infrastructure).
  - Strategic Lever 2: Human capital development and access to basic social services (education, health, employment, resilience).
  - Strategic Lever 3: Strengthening governance in all dimensions (rule of law, social cohesion, economic/financial management).

### Macroeconomic framework — historical performance and composition
- Thirty-year average annual growth (CAGR): around 5%.
- Identified growth periods:
  - 1990-1999: CAGR 2.5%
  - 2000-2005: CAGR 6%
  - 2006-2015: CAGR 3.3%
  - 2016-2019: CAGR 5.4%
- Including 2020 (pandemic year) average 2016-2020: around 3.8%.
- Sectoral composition:
  - Tertiary sector provided most value added; more than a third of tertiary value added (excluding administration and taxes) generated by commercial activities.
  - Primary dominated by livestock; secondary dominated by extractive industries.
- Sources of growth: household consumption then Gross Fixed Capital Formation (GFCF).
- Foreign trade:
  - Trade balance historically deficit, returned to surplus in 2020.
  - Exports concentrated: iron ores (a third of exports in 2020), gold (a quarter of exports in 2020); other minerals and seafood less.
  - Imports diversified across sectors.

### Growth potential, scenarios and PA2 strategic targets
- Two combined target objectives excerpted:
  1. Average increment of 3 points of GDP above IMF baseline + 60% of additional GDP from new industrial activities with higher local value added and largely for export.
  2. Average increment of 2.6 points of GDP above IMF baseline + 40% of additional GDP from new industrial activities with higher local value added and largely for export.
- Specific scenario (Section 3) target: achieve an average growth increment of one point of GDP above IMF baseline and generate 20% of additional GDP from new industrial activities.

### Baseline IMF growth projections (used in scenarios)
- IMF baseline growth projections: 5%, 4.4%, 7.2% and 5.8% for 2022, 2023, 2024 and 2025 respectively.
- Under normal conditions and relatively accelerated PA2 implementation:
  - Growth could gain an average of 2.6 points per year.
  - This would yield overall average growth of 7.5% over PA2 implementation period.
- Strategic target in scenario 3: average growth increment of one point above IMF projection and 20% of additional GDP from new industrial activities.

### Sectoral impacts — selected quantitative impacts and targets
- Manufacturing/AAM and food sector:
  - Target additional GDP of AAMs: order of 9.6 billion MRUs by end of period; cumulative impact expected to exceed MRU 20.4 billion.
- Agriculture:
  - Could almost double its GDP by expanding arable land by 1% and improving productivity per hectare by 1%.
- Livestock:
  - Overcoming constraints could add around MRU 2.8 billion to GDP during 2022-2024.
  - Livestock contribution to GDP: average 10.9% over 2016-2020.
  - Production in tonnes of red meat, controlled: 160,000 T (2018ME) → Target: 184,000 T (CDS).
  - Milled milk production: 520,000 T → Target: 598,000 T (CDS).
  - Number of cattle by species (2021ME): Cattle 2,402,077; Camels 1,560,108; Sheep 15,571,303; Goats 10,006,999 → Targets listed in CDS (see source).
- Fisheries:
  - Nominal fisheries GDP average nearly MRU 29 billion over 2021-2025.
  - MRU 2.1 billion induced by PA2 under most optimistic impact scenario (S1T1).
  - Overall catches in EEZ: 1,356,802 T (2019) → Target: 1,524,633 T (CDS).
  - Tonnage landed nationally: 766,842 T (2019) → Target: 1,085,442 T (CDS).
- Extractives:
  - Implementation of PA2 would generate nearly MRU 2 billion of additional added value per year vs reference.
  - Extractive industries share of GDP: from 6.2% in 2016 to 15.1% in 2020.
  - Iron annual production 2021: 12.7 million tons; Gold production 2020: 13 tons; Copper production 2020: 28 thousand tons.
- Construction:
  - Reference nominal GDP: MRU 16.1 billion in 2021 → MRU 23.6 billion in 2025.
  - Cumulative increment under optimistic scenario (H1Q1): MRU 1.6 billion.
- Transport:
  - Reference transport GDP reach MRU 17.3 billion in 2025; average annual additional GDP MRU 0.3 billion (cumulative MRU 1.2 billion 2022-2025).
- Telecommunications:
  - Benchmark nominal GDP: MRU 7,4 billion in 2021 → projected MRU 8,8 billion in 2025.
  - Reforms could add more than half a billion MRU in additional GDP.
- Trade:
  - Employed 21.4% of employed labour force in 2017; target incremental GDP MRU 3.1 billion.
- Tourism:
  - Benchmark GDP MRU 1.8 billion in 2021 → projected MRU 2.2 billion in 2025.
  - High-impact PA2 would add on average SRM 0.15 billion per year.
- Financial services:
  - Medium impact cumulative contribution: MRU 3.3 billion; low impact: MRU 1.9 billion.
- General government GDP (GPG):
  - Baseline GPG MRU 46.6 billion in 2021 → MRU 58.9 billion in 2025.
  - Incremented GDP by PA2 under most optimistic scenario: cumulative MRU 4 billion between 2022 and 2024 (average MRU 1.3 billion per year).

### Project pipeline, investment requirements and financing gap
- PA2 project counts and estimated budgets:
  - 37 projects listed in PIP with estimates for 2022-2024 require overall budget ~ MRU 36 billion.
  - PA2 proposes additional projects; initial overall cost estimate: MRU 163 billion.
  - Total detailed requirement for SCAPP PA2 implementation: MRU 168 billion.
  - Distribution stated: MRU 12 billion during 2022, MRU 66 billion during the years 2023 and 2024 and MRU 56 billion in 2024.
- Financing gap relative to gross domestic savings (most optimistic scenario):
  - Financing requirement would represent 12% in 2022, 66% in 2023, 43% in 2024 and 33% in 2025.
- Public investment budget coverage (most optimistic scenario):
  - Public investment budget could cover financing requirement for 2022.
  - If entire public investment budget allocated to PA2:
    - It would cover 40% in 2023; 46% in 2024; 60% in 2025.
  - Absolute financing gaps estimated:
    - MRU 40 billion in 2023
    - MRU 35 billion in 2024
    - MRU 20 billion in 2025
- Growth vs investment envelope:
  - To finance all PA2 projects, necessary target average growth rate would vary between 9 and 10%.
  - Current average target growth rate: 7.5%.
- Suggested avenues to bridge gap:
  - Public-private partnerships;
  - Facilitate foreign investment (especially infrastructure);
  - Prioritise projects with high productivity impact (digitalisation, technical education);
  - Resort to debt.
- External mitigating factor:
  - Upward raw material prices (e.g., gas) could generate additional resources to reduce the gap.

### Fiscal projections and aggregate macro figures
- Share of budget revenues in GDP: fluctuate between 19.2% and 20.5% between 2021 and 2025.
- Budget revenues average MRU 73.6 billion during 2021-2025; increase by average MRU 1.9 billion per year under most optimistic PA2 scenario.
- Expenditure share in GDP: fluctuate between 19% and 20.7% (2021-2025); average share 20%; average expenditure MRU 73.9 billion over 2021-2025; MRU 75.8 billion under most optimistic growth scenario.
- Overall budget balance (assuming revenues/expenditures evolve with referential and incremented GDP):
  - Slight surplus MRU 0.6 billion in 2021.
  - Deficit ranging from MRU 2.1 billion in 2023 to MRU 0.6 billion in 2024, including MRU 1.6 billion deficit in 2022.
  - Return to surplus MRU 2.2 billion in 2025.
- Conclusion: PA2 is not likely to materially deteriorate or improve overall budget balance and would not generate sufficient resources to fully finance itself; private and external financing critical.

### Aggregate demand, imports and resource absorption (most optimistic scenario)
- Referential imports average MRU 126 billion over 2021-2025.
- Incremented imports average MRU 4 billion per year during 2022-2025; cumulative ~ MRU 16 billion over 2022-2025.
- Total incremented resources available: average MRU 15 billion per year during 2022-2025; cumulative nearly MRU 60 billion (MRU 16 billion from imports; remainder domestic).
- Domestic demand absorption: on average 73% of referential resources absorbed by domestic demand (67% in 2021 → 76% in 2023 → 73% in 2025).
- Incremented demand: additional domestic demand ~ MRU 11 billion per year (aggregate MRU 44 billion over 2022-2025); incremented exports average ~ MRU 4 billion per year (aggregate MRU 16 billion).
- Final consumption averages 71% of final demand during implementation period.
- Gross fixed capital formation expected to account for average 29% of domestic demand over 2021-2025; under reference, gross fixed capital formation average MRU 107 billion per year over 2022-2025 (average increase MRU 22 billion per year vs reference).

### Social framework — demographics, poverty, employment, education, health, nutrition and social protection (selected figures)
- Population 2021: 4,271,197 inhabitants.
- Population growth rate: 2.702% (last decade) vs 2.77% (2000-2013).
- Urbanisation rate: 55.3% in 2020 vs 48.3% in 2013.
- Poverty prevalence: 30.9% (2014) → 28.2% (2019-2020).
  - Rural incidence: 41.2%; urban incidence: 14.4%; rural share of extreme poverty: >80%.
- Human Development Index (HDI) 2019: 0.546.
- Unemployment rate overall: 12.2% in 2019; female unemployment 17.3% (2019); male 9.3% (2019).
- Youth unemployment:
  - Girls overall 25.6% (26.3% for 14-19; 37.3% for 20-24).
  - Boys overall 14.5% (18.9% for 14-19; 22.6% for 20-24).
- Education challenges:
  - Gross enrolment rates (UNESCO 2019): primary 100.4%; secondary 36.83%.
  - Only 34% reach first year of lower secondary; only 12% access last year of secondary.
  - Teacher absenteeism rate (SDI 2018): 20%.
  - Students with a textbook: less than 16%.
  - Teachers with minimum pedagogical knowledge: about 10%.
- Health and nutrition:
  - SMART 2021: global acute malnutrition 11.1% (2016: 9.5%); severe acute malnutrition 1.9%; chronic malnutrition 17% (2021) vs 23.3% (2018); severe chronic cases 3.7%.
  - Annual household food insecurity: 30% lean season; 20% post-harvest; possible peaks at 800,000 people.
  - Non-communicable disease trends: cardiac ischemia +27.3%, stroke +16.1%, diabetes +24.5%, chronic kidney failure +14.5%.
- Social protection:
  - Social Register created 2016; Tekavoul programme supported >30,000 beneficiary households (MRU 1,500 per household per quarter) with Phase 2 coverage target 100,000 households and aid to reach MRU 3,600.

### Environment and climate — exposures, NDCs and green priorities
- Majority territory arid; desertification and coastal risks; climate scenarios cite long-term disappearance of coastal plain and increased extreme temperatures.
- Fisheries exploitation potential estimated 1.8 million tonnes (1.5 million exploitable).
- Environmental risks from artisanal gold panning: use of mercury and cyanide since 2016; created >25,000 jobs but environmental/health threats.
- NDC update:
  - Net reduction in economy-wide GHG emissions of 11% in 2030 compared to baseline with own resources and comparable international support to that received until 2020.
  - Conditional ambition up to 92% reduction compared to BAU with substantial support.
  - Overall cost of ambition: $34,255 million; unconditional component $635 million, or 1.85%.

### PA2 ambitions and monitoring targets (selected headline numeric targets)
- Target annual GDP growth rate: 7.5% (medium scenario of PA2).
- Agriculture's share of GDP: 4.0% (2020 baseline).
- Fisheries' share of GDP: 6.50% (2020).
- Share of mining and quarrying in GDP: 15.10% (2020) → Target: 18% (CDS).
- Access to electricity: 48% (2021) → Target: 85% in 2030.
- Share of renewable energy in final energy consumption: 42% (2021) → Target: 60% in 2030.
- Rate of access to drinking water: 84% → Target: 88% in 2025.
- Prevalence of global acute malnutrition: 11.10% (2021) → Target: 5% in 2025.
- Maternal mortality ratio: 454 per 100,000 live births → Target: less than 140 per 100,000 live births.
- Unemployment rate: 12.20% (2019) — objective to achieve full and productive employment by 2030 (SDG 8.5).
- Public expenditure on education: 1.89% of GDP (2020) → Targets: 23.1% in 2025 and 30% in 2030 (note: share-of-budget targets).

### PA2 project portfolio, maturity and headline budget
- Total projects: 282 projects.
- Preliminary estimated budget: nearly 496 billion MRU (Budget Total — 495.712).
- Distribution by levers (projects): Lever 1 ~57%; Lever 2 ~31%; Lever 3 ~12%.
- Distribution by budget: Lever 1 ~88% of total budget; Lever 2 ~10%; Lever 3 ~2%.
- Public vs private financing estimate: 61% public contribution; 39% private sector (15 PPP projects).
- Selected large project lines (Budget for 2025 in MRU million):
  - PPP Project - Northern Zone Drinking Water Supply — 124.559,00
  - Extension of the UNA premises — 9.420,00
  - Nouakchott City Sanitation Project — 13.875,00
  - Construction of a 225 kV HV line Nouakchott-Néma (1400 km) — 17.340,00
  - PPP Project - Construction and operation of the Nouakchott – Boutilimit Highway — 10.697,00
  - PPP Project - Deep Water Port in Nouadhibou — 8.550,00
  - Project to produce electricity from the Banda field (Gas to power) — 20.400,00
  - National Project for the Development of Natural Agropastoral Resources — 40.000,00

### Policy recommendations and strategic priorities (selected)
- Concentrate on projects that strengthen local added value and intersectoral integration.
- Prioritise industries promoting local content and integration with construction, transport and services.
- Overcome sector constraints (livestock technical supervision; slaughtering, collection, packaging, processing; diversify fisheries processing beyond fishmeal).
- Strengthen regulatory and governance framework; accelerate telecommunications reforms to leverage digital economy.
- Prioritise projects with significant impact on factor productivity (digitalisation, technical education aligned with sector needs).
- Explore financing avenues: PPPs; facilitate foreign infrastructure investment; mobilise private and external financing; resort to debt where appropriate.
- Reassess feasibility in light of commodity price developments (e.g., gas) that can alter resource envelopes.

### Risk assessment, mitigation and M&E
- Risk-based assessment identified 6 main risk categories and 17 operational risks with scored probabilities and impacts (examples):
  - Mobilization of sufficient resources — 2,55 — 12,5
  - Mobilization of resources on time — 34 — 12
  - Delay in implementation — 43 — 12
  - Variation in estimated costs — 3,54 — 14
  - Health risk — 34 — 12
  - International geopolitics — 33 — 9
- Risk response approaches: Monitoring; Monitoring with preventive controls; Vigilance; Strengthening mitigation measures.
- Mitigation measures include: improved project qualification and preliminary studies; integrated investment management system; PMO deployment; strengthened expertise; advanced budget programming; proactive communication with TFPs and private sector; environmental and health monitoring.
- M&E system: Decree No. 2019-085 governs governance; tools include Annual Implementation Report (AMO), MOUTABAA platform, mid-term and final evaluations; IPC chaired by Prime Minister; CDS composition includes ministry planners, civil society, private sector and TFPs.
- Planned planning and M&E reforms include standardized instruments, macroeconomic and budgetary framework tool, strengthened indicator availability, and Moutabaa Platform improvements.

### Conclusion — orientation and outlook
- PA2 (2021-2025) is a phase toward the 2030 vision integrating national, regional (Agenda 2063) and international (Agenda 2030) commitments.
- The plan aims for large-scale economic, social and environmental transition emphasizing inclusive growth, diversification, social cohesion, and environmental protection.
- PA2 incorporates lessons from 2016-2020; COVID-19 influenced unmet objectives and new priorities.
- Monitoring indicators and targets provided across CDS pillars to track implementation and impacts.

*Source: 1mrtea2024002-print-pdf*

### Introduction............................................................................................................

### Introduction (1mrtea2024002-print-pdf - Introduction)

### Overview and context
- Since 2016, public development action in Mauritania by 2030 has been framed by the Strategy for Accelerated Growth and Shared Prosperity (SCAPP), which also incorporates the United Nations 2030 Agenda for Sustainable Development (SDGs).
- The SCAPP is established as a reference framework by a framework law for Government development interventions with support from technical and financial partners (TFPs).
- Vision: "The Mauritania we want in 2030" — achieve strong, inclusive and sustainable economic growth to meet basic needs and ensure social well-being.
- The Second Action Plan (PA2 SCAPP) covers the period 2021-2025 and follows a participatory, iterative development process involving Sectoral Development Committees and stakeholders, and takes into account Mauritania's international commitments and cross-cutting issues (Gender Dimension, Environment and Sustainable Development, Leave no one behind, etc.).
- The preparation and implementation context is marked by the Covid 19 pandemic.
- The document summarizes preliminary sectoral analyses, opportunities, structuring orientations, and provides a list of indicators in the annex for monitoring the Action Plan and expected impacts.

### Strategic objectives (three converging levers)
- Strategic Lever 1: Promoting strong, sustainable and inclusive growth
  - Promote structural transformation of the economy and society to:
    - (i) foster emergence and strengthening of wealth- and job-creating sectors that ensure social inclusion and satisfy domestic demand, particularly through private initiative and innovation;
    - (ii) promote sustainable development and environmental protection;
    - (iii) establish infrastructure necessary for growth.
- Strategic Lever 2: Human Capital Development and Access to Basic Social Services
  - Promote human capital to facilitate and maximize economic growth through:
    - (i) improving access to and quality of education and vocational training;
    - (ii) improving access to health services;
    - (iii) promoting employment, youth, culture, and resilience of the most vulnerable groups.
- Strategic Lever 3: Strengthening governance in all its dimensions
  - Strengthen governance via:
    - i) consolidation of the rule of law and democracy;
    - ii) social cohesion and equity, security, and respect for human rights;
    - iii) effectiveness of economic and financial management and the capture of the demographic dividend.

### Macroeconomic framework — historical performance and structure
- Thirty-year average annual growth rate (CAGR) of around 5%.
- Four main growth periods identified:
  - 1990-1999: CAGR 2.5%
  - 2000-2005: CAGR 6%
  - 2006-2015: CAGR 3.3%
  - 2016-2019: CAGR 5.4%
- Including year 2020 (strongly impacted by the pandemic), the average level of growth over the period 2016-2020 should average around 3.8%.
- Sectoral composition and value added:
  - Most of the value added created was achieved by the tertiary sector.
  - At the primary level, value added is dominated by livestock.
  - The secondary sector is dominated by extractive industries.
  - "More than a third of the value added created by the tertiary sector (**excluding administration and taxes) is generated by commercial activities."
- Sources of growth:
  - Most added value created is driven by household consumption, followed by Gross Fixed Capital Formation (GFCF).
- Foreign trade:
  - Historically, Mauritania's trade balance was in deficit before returning to a trade surplus in 2020.
  - Exports are concentrated around raw materials:
    - iron ores (a third of exports in 2020)
    - gold (a quarter of exports in 2020)
    - other minerals and seafood to a lesser extent.
  - Imports are diversified and come from all sectors.

### Growth potential, scenarios and assumptions
- Sectoral analyses identify significant growth potential in certain sectors; transforming potential into real growth depends on:
  - The ability to effectively implement the SCAPP PA2 and various sectoral strategies.
  - The effective political will to initiate a structural transformation of the Mauritanian economy.
- The report explores three possible growth paths combining growth targets and structural transformation objectives. Two combined target objectives presented in the excerpt:
  1. Achievement of an average increment of 3 points of GDP in addition to the basic growth projected by the IMF combined with the generation of 60% of additional GDP by new industrial activities creating more local added value and intended in large proportion for export.
  2. Achievement of an average incremental growth of 2.6 points of GDP in addition to the basic growth projected by the IMF combined with the generation of 40% of additional GDP by new industrial activities creating more local added value and intended in large proportion for export.

### Implementation considerations and monitoring
- The second Action Plan builds on sectoral and regional strategies and the President's Extended Priority Programme (ProPEP) launched in January 2020 (focused on improving purchasing power, job creation and access to basic services).
- A list of indicators is presented in the annex to establish monitoring of the Action Plan and expected impacts of its implementation.
- The PA2 SCAPP development involved collection of official information and the most recent data from sectoral development committees and stakeholders.

*Source: 1mrtea2024002-print-pdf - Introduction*

### 3. The achievement of an average growth increment of one point of GDP in addition to the basic

### 3. The achievement of an average growth increment of one point of GDP in addition to the basic growth projected by the IMF combined with the generation of 20% of additional GDP by new industrial activities creating more local value added and intended in large proportion for export.

### Growth scenarios and targets
- Baseline IMF growth projections: 5%, 4.4%, 7.2% and 5.8% for the years 2022, 2023, 2024 and 2025 respectively.
- Under assumptions of normal national and international economic conditions and relatively accelerated implementation of the PA2 SCAPP:
  - Growth could gain an average of 2.6 points per year.
  - This would allow an overall average growth of 7.5% over the period of implementation of the PA2 SCAPP.
- Strategic target: achieve an average growth increment of one point of GDP in addition to the basic IMF projection and generate 20% of additional GDP by new industrial activities creating more local value added largely for export.

### Sectoral impacts and structural transformation
- Structural diagnosis:
  - Main drivers of growth: trade, mining, fishing, livestock activities, and public services.
  - Manufacturing activities producing more local value added remain low and concentrated on agricultural and fishery processing activities.
- Manufacturing and industrial policy:
  - Manufacturing activities in the Mauritanian accounting system include production and distribution of water and electricity (EEA) and a sub-branch for all other manufacturing activities (AAM).
  - SCAPP PA2 aims to initiate structural transformation via extensive growth and installation of new production capacity, mainly in manufacturing.
  - Mauritania’s endowments (iron and gas) provide potential for large-scale metallurgical projects.
- Agriculture:
  - Agricultural sector could almost double its GDP by expanding current arable land by 1% and improving productivity per hectare by 1%.
- Livestock:
  - Potential in red meat, milk and derivatives, leathers, and poultry.
  - Constraints: weak technical supervision for genetic improvement, lack of professional structures for slaughtering, collection, packaging, processing and distribution.
  - Overcoming constraints could add around MRU 2.8 billion to GDP during 2022-2024.
- Fisheries:
  - Nominal GDP for fisheries would average nearly MRU 29 billion over 2021-2025.
  - MRU 2.1 billion would be induced by the SCAPP PA2 under the most optimistic impact scenario (S1T1).
  - Current processing concentrated on fishmeal and packaging; need to expand to higher value-added activities such as conservation.
- Extractive activities:
  - Significant effect on structure and volatility of GDP and on public finances.
  - Implementation of SCAPP PA2 would generate nearly two billion MRUs of additional added value per year compared to the reference scenario.
  - Upward trends in energy prices and new gas activities suggest a possible sharp upward revision of this impact.
- AAM (other manufacturing activities) and food sector:
  - SCAPP PA2 targets an additional GDP of the AAMs of the order of 9.6 billion MRUs at the end of the period.
  - Cumulative impact expected to exceed MRU 20.4 billion.
- Construction:
  - Reference nominal GDP: MRU 16.1 billion in 2021 rising to MRU 23.6 billion in 2025.
  - Cumulative incremented GDP under the most optimistic scenario (H1Q1) would amount to MRU 1.6 billion.
  - Sector heavily dependent on imports for intermediate consumption; increasing local content is crucial.
- Transport:
  - Reference GDP for transport would reach MRU 17.3 billion in 2025.
  - Average annual additional GDP: MRU 0.3 billion (cumulative MRU 1.2 billion over 2022-2025 under scenarios).
- Telecommunications:
  - Benchmark nominal GDP: MRU 7,4 billion in 2021; projected to reach MRU 8,8 billion in 2025.
  - Reforms could strengthen the sector by more than half a billion in additional GDP.
- Trade:
  - Employed 21.4% of employed labour force in 2017.
  - Target incremental GDP: MRU 3.1 billion.
- Tourism:
  - Benchmark GDP: MRU 1.8 billion in 2021; projected MRU 2.2 billion in 2025.
  - High-impact SCAPP PA2 would add on average SRM 0.15 billion per year.
- Financial services (banking and insurance):
  - Medium impact scenario cumulative contribution: MRU 3.3 billion.
  - Low impact scenario cumulative contribution: MRU 1.9 billion.
- General government GDP (GPG):
  - Baseline GPG: MRU 46.6 billion in 2021; MRU 58.9 billion in 2025.
  - Incremented GDP by SCAPP PA2 under the most optimistic scenario: cumulative MRU 4 billion between 2022 and 2024 (average impact MRU 1.3 billion per year).

### Project pipeline and investment requirements
- PA2 SCAPP projects:
  - 37 projects already listed in the PIP with estimates and financial programming for 2022-2024; require overall budget of around MRU 36 billion.
  - PA2 SCAPP proposes additional projects; initial estimate of overall cost: MRU 163 billion.
- Total estimated requirement for SCAPP PA2 implementation:
  - Detailed analysis requires overall budget of MRU 168 billion.
  - Distributed as: MRU 12 billion during 2022, MRU 66 billion during the years 2023 and 2024 and MRU 56 billion in 2024.
- Financial programming assumption:
  - Projects’ costs estimated and programming assumed distributed over 3 years in an equal manner but with a one-year lag between PIP-financed projects and additional SCAPP projects.
  - PIP coverage currently 2022-2024; SCAPP PA2 covers 2022-2025; new projects effective programming assumed to start in 2023.

### Financing gap and public finance projections
- Comparison with gross domestic savings (most optimistic scenario):
  - Financing requirement would represent 12% in 2022, 66% in 2023, 43% in 2024 and 33% in 2025.
- Comparison with public investment budget (most optimistic scenario):
  - Public investment budget could cover financing requirement for 2022.
  - Even if entire public investment budget allocated to SCAPP PA2:
    - It would cover 40% of financing requirement in 2023.
    - It would cover 46% in 2024.
    - It would cover 60% in 2025.
  - Absolute financing gap estimates:
    - MRU 40 billion in 2023.
    - MRU 35 billion in 2024.
    - MRU 20 billion in 2025.
- Growth versus investment envelope:
  - To carry out all PA2 SCAPP projects, necessary target average growth rate would vary between 9 and 10%.
  - Current average target growth rate is 7.5%.
  - To compensate for discrepancy between target growth rate and desired investment level, possible avenues include:
    - Financing certain projects through public-private partnerships;
    - Facilitate foreign investment, particularly in infrastructure;
    - Prioritise projects with significant impact on factor productivity (digitalisation, investment in technical education in high demand by the productive sectors) and on internal demand;
    - Resorting to debt.
- External factors that may reduce financing gap:
  - Projections of Mauritanian resources were estimated on the basis of pre-market prices before acceleration of global inflation and the Ukrainian war.
  - Upward impact on raw material prices (e.g., gas exports) could generate additional resources to reduce the gap.

### Budget revenues, expenditures and fiscal balance projections
- IMF projections for GDP and budget revenues:
  - Share of budget revenues in GDP will fluctuate between 19.2% and 20.5% between 2021 and 2025.
  - Budget revenues would average MRU 73.6 billion during 2021-2025.
  - Revenues would increase by an average of 1.9 billion per year according to the most optimistic SCAPP PA2 scenario.
- Budgetary expenditure:
  - Share of expenditure in GDP will fluctuate between 19% and 20.7% between 2021 and 2025, with an average of 20%.
  - Expenditure level would average around MRU 73.9 billion over 2021-2025.
  - Expenditure would amount to MRU 75.8 billion under the most optimistic growth scenario of SCAPP PA2.
- Overall budget balance (assuming revenues and expenditures evolve in proportion to referential and incremented GDP):
  - Slight surplus of 0.6 billion MRU in 2021.
  - Deficit ranging from 2.1 billion MRU in 2023 to 0.6 billion MRU in 2024, including a deficit of 1.6 billion MRU in 2022.
  - Return to a surplus of MRU 2.2 billion in 2025.
- Conclusion on fiscal impact:
  - Under projection assumptions, SCAPP PA2 is not likely to deteriorate or improve the overall budget balance materially and would not generate sufficient additional resources to fully finance the SCAPP PA2.
  - If current expenditure is incompressible, only investment expenditure can contribute to financing PA2 SCAPP.
  - If investment expenditure is already allocated to other needs, PA2 SCAPP would lead to a differential in public finances equivalent to the financing needs of the plan, highlighting the relevance of private sector and external financing.

### Aggregate demand, imports and resource absorption
- Referential imports average MRU 126 billion over 2021-2025.
- Incremented imports under the most optimistic scenario:
  - Average MRU 4 billion per year during 2022-2025.
  - Cumulative overall impact ~ MRU 16 billion over 2022-2025.
- Total incremented resources available to economic agents under the most optimistic scenario:
  - Average MRU 15 billion per year during 2022-2025.
  - Cumulative impact nearly MRU 60 billion over implementation period, of which MRU 16 billion from imports and the rest from domestic resources.
- Domestic demand absorption:
  - On average, 73% of referential resources will be absorbed by domestic demand over SCAPP PA2 implementation period.
  - This share varies from 67% in 2021 to 76% in 2023 and 73% in 2025.
  - Variability driven by expected downward behaviour of exports in 2023 due to lower commodity prices.
- Incremented demand under the most optimistic scenario:
  - Additional domestic demand ~ MRU 11 billion per year (aggregate MRU 44 billion over 2022-2025).
  - Incremented exports average ~ MRU 4 billion per year (aggregate MRU 16 billion over 2022-2025).
- Final consumption and investment:
  - Final consumption represents on average 71% of final demand during implementation period.
  - Strong impact scenario suggests average additional final demand ~ MRU 8 billion per year (aggregate ~ MRU 32 billion over 2022-2025).
  - Low-impact scenario: overall contribution MRU 9 billion.
  - Medium-impact scenario: overall contribution MRU 20 billion.
  - Gross fixed capital formation expected to account for an average of 29% of domestic demand over 2021-2025.
  - Under the reference scenario, gross fixed capital formation would reach an average of MRU 107 billion per year over 2022-2025, i.e. an average increase of MRU 22 billion per year compared to the reference.

### Policy recommendations and strategic priorities
- Concentrate efforts on implementation of projects that strengthen local added value and intersectoral integration.
- Focus structural transformation on industries that promote local content and integrate with sectors such as construction, transport, and services.
- Overcome sector-specific constraints (e.g., livestock technical supervision, slaughtering and processing infrastructure; fisheries processing diversity).
- Strengthen regulatory and governance framework and accelerate reforms in telecommunications to maximize digital economy impact.
- Prioritise projects with significant impact on factor productivity (digitalisation, technical education aligned with productive sector needs).
- Explore financing avenues to bridge the gap:
  - Public-private partnerships;
  - Facilitating foreign investment, especially in infrastructure;
  - Resorting to debt where appropriate;
  - Mobilising private sector and external financing.
- Reassess feasibility in light of commodity price developments (e.g., gas) that can alter resource envelopes.

*Source: 1mrtea2024002-print-pdf - 3. The achievement of an average growth increment of one point of GDP in addition to the basic growth projected by the IMF combined with the generation of 20% of additional GDP by new industrial activities creating more local value added and intended in large proportion for export.*

### 2021. According to the most optimistic impact scenario of the SCAPP PA2, it would benefit from an

### 1mrtea2024002-print-pdf - 2021. According to the most optimistic impact scenario of the SCAPP PA2, it would benefit from an

### Macroeconomic impacts and projections
- SCAPP PA2 impact scenarios on additional contributions (MRU):
  - Most optimistic impact scenario: additional contribution of 3.3 billion MRUs.
  - Medium impact scenario: MRU 1.9 billion.
  - Low impact scenario: MRU 1.1 billion.
- Baseline GNI accounting approach: GNI approximated by GDP plus net transfers (IMF framework).
- Transfer projections:
  - Transfer expenditures projected to be almost zero; transfer receipts projected at MRU 11.3 billion in 2021, decrease to MRU 9.7 billion in 2022, then resume upward to reach MRU 11.2 billion in 2025.
  - Average net transfer contribution (2022-2024) estimated at MRU 10.4 billion.
- GNI and GNP (macroeconomic framework projections, 2022-2024 averages):
  - Average GNI: around MRU 386.8 billion.
  - Average GNP: around MRU 376.4 billion.
- SCAPP PA2 median-impact scenario (2022-2024):
  - Average GNI: in the order of MRU 393.8 billion.
  - Reported incremental contribution described as around €7 billion in additional resources (noting original text).
- Savings projections and SCAPP PA2 effect:
  - IMF baseline average gross national savings (2022-2024): MRU 121.9 billion.
  - IMF baseline average domestic savings: MRU 120.9 billion.
  - Consolidated balance of transfers and factor income: MRU 1 billion (difference between gross national and domestic savings).
  - IMF projections predict factor income net balance volatility: positive MRU 0.5 billion in 2022; negative MRU 22 billion in 2024; negative MRU 15.5 billion in 2025.
  - Under the assumption that the share of saving relative to GDP is stable, PA2 SCAPP could generate:
    - Average gross national saving of MRU 127.4 billion (instead of MRU 121.9 billion) — incremental MRU 5.5 billion.
    - Taking cumulative balance of transfers and factor income into account: incremental contribution of around MRU 3.9 billion (gross domestic savings MRU 124.8 billion vs MRU 120.9 billion baseline).

### Social framework: demographics, poverty, employment, education, health, nutrition and social protection
- Demographics and urbanisation:
  - Population in 2021: 4,271,197 inhabitants (ANSADE).
  - Population in 2013: 3,537,368; in 2000: 2,508,159.
  - Population growth rate: 2.702% (last decade) versus 2.77% (2000-2013).
  - Urbanisation rate: 55.3% in 2020 versus 48.3% in 2013.
- Poverty:
  - Poverty prevalence fell from 30.9% (2014) to 28.2% (2019-2020) — decrease of 2.7 points.
  - Rural incidence of poverty: 41.2%; urban incidence: 14.4%.
  - Rural contribution to extreme poverty: more than 80%.
- Human development and inequality:
  - Human Development Index (HDI) in 2019: 0.546 (up from 0.397 in 1990; an increase of 37.5% - UNDP).
  - Human inequality coefficient: 31.8% in 2019 vs 34% in 2014 (ANSADE).
- Unemployment and youth employment (ANSADE / Common Country Report):
  - Overall unemployment rate: 12.2% in 2019 vs 11.8% in 2017.
  - Female unemployment (2019): 17.3%; male: 9.3%.
  - Youth unemployment overall: higher among girls than boys:
    - Girls: 25.6% (26.3% for 14-19 year olds; 37.3% for 20-24 year olds).
    - Boys: 14.5% (18.9% for 14-19 year olds; 22.6% for 20-24 year olds).
- Gender-based violence and harmful practices:
  - Female Genital Mutilation prevalence: 66.6%.
  - Child marriage before age 18: 35.2%.
- People with disabilities:
  - Health insurance coverage agreements cover 2300 people.
  - Noted distribution of disability cards, cash transfers for children with multiple disabilities, and assistive devices distribution; limited beneficiary scope emphasized.
- Child protection:
  - Adoption of General Child Protection Code in 2018 and revision of National Child Protection Strategy in 2020; operational standards for case management and strengthened CPISE capacities noted; children continue to face violations.
- Education:
  - Gross enrolment rates (UNESCO 2019, Institute of Statistics): primary 100.4%; secondary 36.83%.
  - Continuation and completion: only 34% of schoolchildren reach the first year of lower secondary; only 12% access the last year of secondary education.
  - SDI 2018 learning outcomes for 4th year primary: 50% of Arabic curriculum, 34% numeracy, 14% French curriculum mastered.
  - Middle school assessment (2015): only 10% of third year middle school students master more than 60% of the year's curriculum in mathematics and French; 20% for Arabic.
  - BEPC 2019 success rate: 40%; only 18% had overall average of 10 or higher; only 2% had average in basic disciplines.
  - Baccalaureate 2020 success rate: 15.6% (7,200 admitted out of 49,754 candidates; 3,603 declared absent). Historical rates: 12.88% in 2017; 7.94% in 2018; 7.2% in 2019.
  - Teacher absenteeism rate (SDI 2018): 20%.
  - Students with a textbook: less than 16%.
  - Teachers with minimum pedagogical knowledge: about 10%.
- Literacy:
  - Number of illiterates over age 15 (census data): nearly 677,527; 75.1% live in rural areas (ERAM, 2008).
  - Female literacy among 15-24 age group (2010 survey): around 57%.
  - Illiteracy rate (RGPH 2013): 36.3%.
- Health and nutrition:
  - Trends: persistent high rates of maternal, neonatal, infant and child morbidity and mortality; rising non-communicable diseases (cardiac ischemia +27.3%, stroke +16.1%, diabetes +24.5%, chronic kidney failure +14.5%).
  - Malaria deaths have increased significantly and become the leading cause of death.
  - Vaccination coverage improved between 2015 and 2019 with exception of hepatitis B.
  - SMART 2021 nutritional survey:
    - National prevalence of global acute malnutrition: 11.1% (was 9.5% in 2016).
    - Severe acute malnutrition: 1.9%.
    - Global chronic malnutrition: 17% in 2021 (23.3% in 2018); severe cases 3.7%.
  - Annual household food insecurity: 30% during lean season; 20% during post-harvest period. Number of food insecure can peak at 800,000 people.
- Social protection and programs:
  - National Social Protection Strategy (SNPS) adopted 2013; social register created in 2016; National Social Transfer Program Tekavoul implemented and integrated in SCAPP 2016-2030.
- Reproductive health initiative:
  - SWEDD project targets adolescent girls and young women aged 10 to 19 to reduce child marriage, early pregnancy, female genital mutilation and school dropout; project components:
    (i) Increase demand for RMNCHN products and services through Communication for Social and Behavior Change and Empowerment of Women and Adolescent Girls;
    (ii) Strengthen regional capacities to improve supply of commodities and qualified personnel;
    (iii) Strengthen advocacy, policy dialogue, and policy-making capacity on demographic dividend and project implementation.

### Environment and climate framing
- SNEDD alignment: four strategic axes — Environmental Governance, "GREEN" Environment, "BLUE" Environment and "GREY" Environment; supported by National Biodiversity Strategy, Wetlands Strategy, National Action Plan for the Environment and Sustainable Development, Action Plan to Combat Desertification, and Action Plan for Adaptation to Climate Change.
- Climate and environmental risks:
  - Majority of territory located in arid zone; desertification concerns.
  - Climate scenarios suggest disappearance of coastal plain (long term) and increase in extreme temperatures (short and medium term).
  - Development concentrated on the coast increases risks: overexploitation of fishery resources, urbanization, solid/liquid waste increase, flooding risk in Nouakchott, oil pollution, mining/industrial/traffic pollution.
  - Biodiversity pressure: presence of four seriously threatened mammal species (monk seal, dama gazelle, addax, bighorn sheep). Vegetation cover dependent on rainfall; risk of conflict between breeders and farmers.
  - Fisheries exploitation: estimated potential 1.8 million tonnes (1.5 million exploitable): 42,000 tonnes cephalopods, 7,840 tonnes crustaceans, 1.4 million tonnes pelagics, 97,000 tonnes demersals, 300,000 tonnes clams not yet exploited.
  - Industrial/mining pollution concerns: dust with asbestos and fine particles (silicosis), use of mercury and cyanide in gold panning since 2016 leading to environmental and health threats despite creating more than 25,000 jobs.
  - Quarry exploitation causes environmental nuisance due to non-compliance with restoration clauses.
  - Digital submarine cabling may impact fauna, flora and habitats.
  - Gaps in legislative provisions for Environmental and Social Impact Assessments; completed decrees need updating for lists and pre-evaluation phases.
  - Watershed management weaknesses: hydraulic structures carried out suboptimally in a country that is 75% arid.
- Climate change commitments and NDC:
  - IPCC scenarios (2007) cited forecasting greater aridity within twenty years, increased extreme climatic events, decreased rainfall.
  - Mauritania committed to CCNUCC and Paris Agreement.
  - Updated NDC forecasts net reduction in economy-wide greenhouse gas emissions of 11% in 2030 compared to baseline with own resources and comparable international support to that received until 2020.
  - Conditional ambition: up to 92% reduction compared to BAU with more substantial support.
  - Overall cost of ambition: $34,255 million; unconditional component $635 million, or 1.85%.
  - Adaptation ambition areas include ecosystems, rangelands, biodiversity, fisheries/aquaculture, housing/urban planning, agriculture/food security, health, water, coastal management, extreme event prevention, infrastructure and education.
  - Mauritania participates in the Great Green Wall project (belt >8000 km).

### Ambitions of the Second Action Plan of the SCAPP (2021-2025)
- Overarching ambitions (targets and objectives):
  - Target annual GDP growth rate: 7.5% over the next 4 years (wealth creation and diversification).
  - Prosperous and attractive Mauritania exploiting economic and ecological potential.
  - Mauritania as a model for sustainable development respecting national and international commitments.
  - People-centric Mauritania aiming to eliminate extreme poverty.
  - Just, peaceful society committed to fighting social inequalities, especially gender-related.
  - Protection of most vulnerable (children, women, people with disabilities, elderly).
  - Universal access to prerequisites for decent life: education, health, water, electricity.
  - Emerging, connected Mauritania initiating digital transition.
  - Efficient governance model for effective territorial management at all levels.

### Strategic levers of intervention and priority projects (summary of Pillars and major interventions)
- Strategic Lever 1: Promoting strong, sustainable and inclusive growth
  - Three areas of action: (1) promotion of diversified growth in promising sectors; (2) rational management of natural resources and disaster risk reduction; (3) strengthening infrastructure to support growth.
  - Emphasis on benefiting women and vulnerable populations and on territorial balance to reduce urban concentration in Nouakchott and Nouadhibou.
  - Target productive sectors (eight interventions): agriculture, livestock, fisheries, extractive industries, manufacturing industries, handicrafts, trade, tourism.
  - Selected intervention highlights and quantitative baselines:
    - Intervention 1.1 Agriculture:
      - Agriculture's contribution to GDP: 4% in 2020.
      - Agricultural land potential: 513,000 ha (0.44% of total area), divided into agro-ecological zones: arid zone 16,000 ha (3%), Sahelian zone 310,000 ha (61%), Senegal River Valley 175,000 ha (34%), maritime zone 12,000 ha (2%).
      - Strategic orientations: intensification/diversification, storage/processing/packaging infrastructure, sustainable resource management, improved agricultural services and research.
    - Intervention 1.2 Livestock:
      - Livestock contribution to GDP: average 10.9% over 2016-2020.
      - Average real annual growth rate: 4.2% over 2016-2020.
      - Provides income to nearly 60% of the population.
      - Strategic orientations: governance, intensive sectors, pastoralism/family livestock, animal health, industrialization, livestock statistics strengthening.
    - Intervention 1.3 Fisheries:
      - Share in GDP: nearly 6.5% in 2020.
      - Estimated potential: 1.8 million tonnes; exploitable 1.5 million tonnes (see breakdown above under Environment).
      - Strategic orientations: increase local added value, promote aquaculture, sustainability and surveillance, governance strengthening.
    - Intervention 1.4 Extractive industries:
      - Extractive industries share of GDP: from 6.2% in 2016 to 15.1% in 2020 (estimates).
      - Iron annual production 2021: 12.7 million tons.
      - Gold production 2020: 13 tons.
      - Copper production 2020: 28 thousand tons.
      - Mining activities contribution to GDP average: 3.2% (2.3% iron; 0.9% gold and copper).
      - Mining revenues share of exports 2019: 59.8% (Iron 31%, gold 22%, copper 6.8%).
      - Industrial mining employment: more than 15,000 direct and indirect jobs.
      - Artisanal extractive component employment 2020: more than 47,000 direct jobs and 100,000 indirect jobs.
      - Strategic orientations: legal overhaul, diversified exploitation, value chain integration, environmental and social policy, hydrocarbon integration, infrastructure and institutional strengthening.
    - Intervention 1.5 Industry:
      - Active population employed by manufacturing sector in 2017: nearly 84,000 people (about 47,000 women).
      - Strategic orientations: reduce production costs (energy), skills alignment, product quality/laboratories, innovation/research, access to finance.
    - Intervention 1.6 Handicrafts:
      - Strategic orientations: promote creative crafts, capacity building, formalization.
    - Intervention 1.7 Trade:
      - Employment weight of trade: 21.4% of employed labour force in 2017.
      - Strategic orientations: promote private sector, increase exports via diversification, promote competition and consumer protection, leverage geostrategic position and infrastructure projects (Rosso Bridge, Nouadhibou-Rosso road, Tindouf-Zouerate road, port extension).
    - Intervention 1.8 Tourism:
      - Number of beds: 9,100 in 2016 to 11,500 in 2018 (increase >26%).
      - Foreign tourists: 4,000 in 2018-2019 vs 1,500 in 2017-2018 (increase of 166%).
      - Tourism severely affected by COVID 19 in 2020.
      - Strategic orientations: develop sustainable/ecotourism, diversify supply, strengthen domestic demand.
- Project 2: Environment and disaster reduction
  - Identified issues include preparedness/response to natural disasters, convergence of environmental/social/economic issues, resource knowledge and monitoring, desertification limitation, coastal pressure control, biodiversity preservation, quarry impacts, pollution control, disaster management.
  - Strategic orientations:
    - Strengthen environmental governance and MEDD capacities.
    - Restore degraded ecosystems and biodiversity (Great Green Wall, Diawling and Aouleigatt Parks, WACA).
    - Improve pollution management (national environmental control plan, waste management, reduce chemicals in gold panning).
    - Strengthen green economy and implement NDC; promote green jobs.
    - Environmental awareness and education (Green Schools Program).
    - Strengthen disaster coordination, civil security personnel, operational resources, and early warning systems.
  - Major implementation risks and mitigation recommendations:
    - Risks: Non-application of regulatory texts; weak coordination; low funding mobilization.
    - Recommendations: implement adopted texts; strengthen regulatory framework including national liquid discharge standards; strengthen coordination across biodiversity/climate/combating desertification; dynamic/effective finance mobilization; strengthen women's participation and integrate gender issues into environmental policy.
- Project 3: Strengthening infrastructure to support economic growth
  - Five areas of intervention: energy; equipment and transport; water and sanitation; new technologies infrastructure; building/public facilities, housing and urban planning.
  - Intervention 3.1 Energy infrastructure:
    - Current electricity access: 48% national coverage (disparity: 78% urban vs 6% rural in 2020).
    - Renewable share in final energy consumption: 32% in 2015 to 42% in 2020.
    - Transmission networks: territory with 3000 km Low Voltage (LV), 1000 km Medium Voltage (MV) and 800 Km High Voltage networks (noted earlier in text).
    - GTA first gas production expected in 2023 (project status described).
    - Strategic orientations: legal/regulatory reform, increase production capacity and diversify energy mix (gas, hydro, solar, wind, waste, hydrogen), accelerate rural electrification, reduce production costs, support energy transition and hydrogen development.
  - Intervention 3.2 Equipment and transport infrastructure:
    - Road network: 5,586 kilometres of asphalt roads; access to road network within 2 km for 70% of population in 2020 vs 40% in 2016.
    - Road works 2019-2021: completion of 433 paved km; road accident fatality rate decreased from 44.85 (2016) to 28.8/1 million inhabitants (2020).
    - Ports: 7 port infrastructures; airport network: 5 airport facilities; railway for iron ore.
    - Strategic orientations: legal/institutional reform for transport, revitalize Public Transport Company (STP), construct/rehabilitate/maintain roads, promote regional trade networks, address urban mobility, develop port/rail/airport infrastructure and upgrade airport security.
  - Intervention 3.3 Water and sanitation infrastructure:
    - Access to drinking water (localities with at least one modern water point): 84% nationally in 2021; 68% for rural areas.
    - Rainwater collection and wastewater reuse connection improvements: 10% improvement reported in Nouakchott and Nouadhibou.
    - Strategic orientations: better knowledge and protection of water resources; improve access to drinking water including rural and disadvantaged populations; improve access to water for agriculture and livestock; expand sanitation and hygiene; improve governance and MHA efficiency.
  - Intervention 3.4 Infrastructure related to new technologies:
    - Mobile network coverage (all technologies combined): 95%.
    - 4G coverage rate: 31% in 2019.
    - In 2021, 20% of Mauritania's international traffic was destined for neighbouring countries (source: MTNIMA, National Digital Transition Agenda).
    - Constraints: cybersecurity risks; high rate of digital illiteracy.
    - Strategic orientations: generalize digital broadband access; e-government transformation; promote e-business and innovation; strengthen governance/legal framework; develop digital skills; democratize digital culture and trust; support sectoral digital transformation.
  - Intervention 3.5 Building and public facilities, housing and urban planning:
    - Social/low-cost housing achievements: 700 low-cost housing units constructed (600 in Zouerate, 50 in Chami, 50 in Sélibaby) and 854 social housing units (148 in Nouakchott (wharf area) and 706 in Nouadhibou).
    - Planned housing projects: construction of 2,000 economic housing units through PPP and affordable social housing projects; prior project closure for 50 social housing units in Sélibaby used for feedback.
    - Education infrastructure target: ongoing construction of 805 classrooms for 146 primary and secondary schools with five-year objective of building 3,500 classrooms; construction of training centre for crafts trades; construction of School National Administration (ENAJM).
    - Health infrastructure: construction of regional hospitals; extension/upgrade CHN, CHME and CHS; completion of Sélibaby Regional Hospital.
    - Cultural, administrative, sports, market infrastructure projects listed (numerous specific projects described).
    - Urban planning actions: compile subdivision plans into geo-referenced system; revise urban planning code and adopt implementing texts; develop General Regulations of Simplified Urban Planning (RGUS), PLUs, ZPU, City Center Development Plan.
    - Strategic orientations: strengthen urban planning documents and tools; real estate development and affordable housing; programme for public buildings and maintenance; strengthen urban control and construction oversight.
- Cross-cutting emphasis:
  - Social inclusion, gender mainstreaming, youth employment, territorial balance, environmental sustainability, and governance reform recur across interventions.
  - Education sector objective reiterated: strengthen quality and access, generalize to entire territory and vulnerable populations (noting existing disaffection toward public education, teacher quality decline, high attrition).

*Source: 1mrtea2024002-print-pdf (excerpts provided).*

### 4.8 per cent exceed the required performance threshold for teachers (2017 survey. See White Paper

### 1mrtea2024002-print-pdf - 4.8 per cent exceed the required performance threshold for teachers (2017 survey. See White Paper

### Strategic Lever 2: Human Capital Development and Access to Basic Social Services — Objectives and Scope
- Aim: Improve living conditions (income, health, food security, social inclusion), strengthen social cohesion and access to essential services (education), and promote human capital to contribute to economic growth and shared prosperity.
- Three priority areas: 1/ raising access to and quality of education and vocational training; 2/ improving conditions of access to health services; 3/ promoting employment, youth, culture, and resilience of the most vulnerable groups.

### Project 4 — Improving access to and quality of education and vocational training: Findings and targets
Findings and challenges
- Classroom deficit: more than 6000.
- Nearly 350,000 young people, aged 15 to 25, leave school without qualifications (United Nations Mauritania -2020).
- Gross Enrollment Rate (GER): 81.1%.
- Nearly 96% of primary school teachers do not have the level required to work as teachers.
- Pupil/teacher ratio: 47 (between 15 and 21 in OECD countries), with peaks of 80 in rural areas.
- 65% of schools remain incomplete.
- Only 9.3% of pre-school children are actually eligible.
- Inclusion of young migrants in public education remains mixed; low supply of preschool mainly provided by private sector.
- Education expenditure: 3.1% of GDP (internationally agreed standard: 5.4%).
- Drop-out pressure: nearly 50,000 young people per year entering the market due to low school retention.

Strategic orientations and policy directions
- Improve public provision of pre-school, basic and secondary education (quality, quantity, compliance with standards) and increase FTP capacity.
- Expand access to basic and secondary education, targeting women, rural and vulnerable populations.
- Strengthen institutional and administrative governance of basic, secondary and higher education.
- Improve legal and institutional framework, monitoring and evaluation of original education and literacy.
- Modernize through digital and distance learning.
- Strengthen socio-economic actor involvement and increase reception capacity for students.
- Improve internal and external efficiency of higher education.
- Promote endogenous and inclusive research and development; increase international cooperation in higher education and scientific research.
- Diversify quality diploma and qualification training adapted to the economic context, and expand literacy and non-formal education programmes.
- Capacity building: teacher recruitment and training; establish bridges between original education and higher education or vocational training.

### Project 5 — Improving conditions of access to health services: Current status and quantitative indicators
Health system context
- Epidemiological transition: continued infectious diseases and a rising burden of non-communicable diseases; emergence of zoonotic and epidemic-potential diseases requiring a OneHealth platform.
- Health insurance coverage: 15% of the population is covered by health insurance.
- Maternal, neonatal, infant and child mortality rates (2019 and 2020 DHS): 454 per 100,000 NV, 22‰, 33‰ and 41‰, respectively.
- Incidence of tuberculosis: 87 per 100,000 inhabitants.
- Malaria remains endemic in eight wilayas (South and East).
- High prevalence of AIDS among key populations (PS, MSM, prisoners, etc.).
- Low capacities for medications, consumables and blood products; availability and quality problems.
- Public health emergency experience: dengue, covid-19, hemorrhagic fevers, flood- and drought-related health risks.

Sector vision and quantitative targets
- Increase public resources allocated to the health sector to 12% of the general state budget by 2025.
- Improve salary and motivating factors for medical staff.
- Reduce the maternal mortality ratio from 454 to less than 140 per 100,000 live births.
- Reduce neonatal mortality to no more than 12 per 1,000 live births and infant mortality to 25 per 1,000 live births at most.
- End the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis and water-borne diseases.
- Halve, through prevention and treatment, the burden of noncommunicable diseases.
- Ensure universal health insurance for everyone regardless of legal status; provide access to quality essential health services and safe, effective, quality and affordable medicines and vaccines.
- Zero tolerance for GBV and access to comprehensive quality care for survivors (rape, FGM, ME and FO).

Strategic orientations and interventions
- Reduce maternal and neonatal mortality via safer motherhood, newborn care, birth spacing, adolescent health and nutrition, GBV prevention, gynecological cancer control, anaemia reduction, and access for migrant women.
- Reduce infant and child mortality via improved vaccination coverage, prevention and management of malnutrition, Integrated Management of Childhood Diseases, emergency obstetric and neonatal care networks, improved referral systems, and scaled-up community-level health and nutrition interventions.
- Strengthen prevention, diagnosis and treatment for HIV/AIDS, tuberculosis, malaria and neglected tropical diseases.
- Target non-communicable diseases with interventions on cardiovascular diseases, cancer, chronic lung diseases, diabetes, road accidents, mental health and oral health including psychosocial support for caregivers.
- Strengthen preparedness and response for public health emergencies; establish collaborative frameworks and strengthen epidemiological surveillance including zoonotic diseases (One Health).
- Continue reforms to strengthen regulator capacities, storage at central and regional levels, national quality control laboratory, availability of blood products and transfusion safety, reproductive health products, and combat smuggling and falsified medicines.
- Implement WHO mission roadmap to accelerate progress towards universal health coverage, including marginalized populations such as migrants and unregistered/nomadic groups.
- Continue sector reforms: strengthen regulatory base, standards and procedures for human/financial resource management, service delivery, coordination, monitoring and evaluation; strengthen regulators and promote a results culture.

### Project 6 — Promotion of employment, youth, culture and resilience: Findings and strategies
Overview
- Dual components: (i) Employment for all and promotion of youth, culture and sport (promotion of productive employment and decent work; promotion of culture, youth and sports). (ii) Better resilience of the most vulnerable groups (social protection, equality, gender, children and family; improving food security).

Intervention 6.1 — Promotion of productive employment and decent work
Findings and context
- Unemployment: 12.2% in 2019 (EPCV).
- Female labor participation: only 24.5% of women aged 15-64 actively participate in production.
- Economy dependence: extractive sector provides 30% of budget revenues and 70% of exports.
- Informal sector domination: 89.2% of employment.
- Challenges: legal/institutional framework, economic diversification, school retention, vocational integration, access to training, formalization of key sectors.

Strategic orientations
- Support sectoral policies through transversal employment policies.
- Strengthen public employment and integration services and inspection of working conditions.
- Develop employment governance framework.
- Gradual formalization of key sectors (petty trade, fishing, self-employed trades).

Intervention 6.2 — Promotion and protection of youth
Findings
- Under-35s represent 70% of the population (2013 census).
- Youth face unemployment, lack of training and professional integration, inadequate socio-educational infrastructure, low participation in programme design and exposure to risks (AIDS, irregular migration, drug addiction, banditry, religious fundamentalism, violence, terrorism).

Strategic orientations
- Socio-economic inclusion of youth; promote participation and fight inequalities in education and employment with a gender lens.
- Protection and training to prevent deviance; promote sport and culture; strengthen local youth structures; include migrant youth in state programmes.

Intervention 6.3 — Strengthening social protection
Findings and tools
- Poverty: rural 41.2% vs urban 14.4%; wilayas with highest poverty: Guidimakha (48.6%), Tagant (45%), Brakna (41.1%), Assaba (39.4%).
- These wilayas concentrate 43.1% of the country's poor.
- Social Registry (SR) deployed nationally as fundamental database.
- Tekavoul (National Social Transfer Program): conditional cash transfer; Phase 1 supported more than 30,000 beneficiary households with MRU 1,500 per household per quarter; Phase 2 to cover 100,000 households and gradually increase aid to reach 3,600 MRU; process initiated to provide free health insurance to all members of beneficiary households.
- Shock response El Maouna cash transfer program benefited 27,000 households in 2021.

Implementation challenges
- Weak coordination and monitoring.
- Weak delineation of vulnerability and absence of information system for identifying vulnerable households.
- Diversity of programs with little synergy.

Strategic orientations
- Improve national solidarity and fight against exclusion; ensure transparency, effectiveness and inclusiveness of social protection programmes including migrant populations legally residing in Mauritania.
- Strengthen family safeguarding and well-being, social assistance and promotion programmes for vulnerable groups (indigent with chronic diseases, persons with disabilities, pregnant and breastfeeding women, children under 2).
- Strengthen institutional capacities and prioritize wilayas with highest poverty.
- Empower women and adapt social protection to nomadic and transhumant populations.
- Implement actions to capture the demographic dividend.
- Strengthen coordination of services and data collection on child protection and well-being.

Intervention 6.4 — Strengthening food and nutrition security: Key indicators and targets
Findings
- Cereal production covers only 20 to 50% of needs.
- Annual household food insecurity: 30% during lean season and 20% during post-harvest; global acute malnutrition among young children reaches 10%; peaks of food insecurity sometimes reach 800,000 people.
- 2019/2020 EPCV (FIES): 43.9% of households are food insecure (36.9% moderate; 7% severe).
- Chronic malnutrition among children under 5: 17% (SMART Survey 2021); severe chronic malnutrition: 3.7%.
- Wilayas with GCM >20%: Hodh Echarghi 28.5%, Hodh El Gharbi 22.8%, Guidimakha 22.2%, Assaba 21.6%, Gorgol 21.5%, Northern Wilayas (Adrar, Inchiri and Tirs Zemmour) 21.5%.
- Underweight among under-5 children: 15.8% (2.7% severely underweight).
- Global acute malnutrition: 11.1% (1.9% severely malnourished); critical level (MAG >15 and/or MAS >2%) in 05 Wilayas (Guidimakha, Assaba, HEG, Gorgol and Brakna).
- Exclusive breastfeeding before six months: 41% (DHS).
- Adequate complementary feeding for children 6–23 months: 21.7% in 2021.
- Low birth weight newborns: 37% of children.
- Consumption of iodized salt: 3% of population (some data says 18% according to SMART 2018 — both figures appear in the text for different years/sources).
- Anemia affects nearly 77% of children under 5 and 56% of women of childbearing age.

Nutrition targets (SCAPP Action Plan)
- Reduce prevalence of acute malnutrition from 11.1% in 2021 to at least 5% in 2025.
- Reduce prevalence of stunting from 17% in 2021 to at least 14% in 2025.
- Increase exclusive breastfeeding from 41% in 2019 to at least 55% in 2025.
- Increase children aged 6 to 23 months receiving adequate complementary feeding from 21.7% in 2021 to at least 35% in 2025.

Strategic orientations
- Promote efficient, resilient, inclusive and sustainable food systems with access to healthy nutrition for vulnerable groups.
- Strengthen political commitment and multisectoral participation for improved nutrition.
- Include nutrition in national strategies and adapt domestic financial resources accordingly.
- Strengthen infant and young child feeding, fight micronutrient deficiencies and treat acute malnutrition.
- Strengthen prevention and management of food and nutrition emergencies at central and decentralized levels and implement the National Mechanism for the Prevention and Response to Food and Nutrition Crises (DCAN) and create a National Fund for the Response to Food and Nutrition Crises (FNRCAN).
- Establish national food security stock and revitalize Village Food Security Stocks (SPACs) including stocks of nutritional inputs.
- Create permanent emergency food aid transport brigade and strengthen CSA logistics.
- Renovate TEMWIN Programme to increase supply capacity and reorganize targeting.
- Promote profitable, diversified rural and peri-urban economy adapted to climate change; promote traditional crops via subsidies and/or guaranteed prices.
- Improve intra-national, cross-border and regional trade; establish national value chains; sustainably improve access to diversified, healthy diets for vulnerable groups.

### Strategic Lever 3: Strengthening governance — Main projects and interventions
Scope
- Three sectors: 1/ Political governance, security and decentralization; 2/ Human rights, justice and citizen control of public action; 3/ Administrative, economic and financial governance and capturing the demographic dividend.

Selected interventions and goals
- Intervention 7.1: Improve political governance — establish charter of good governance for parties and associations; strengthen transparency via accountability and reporting; promote women’s and youth access to decision-making; strengthen institutions; implement access to information law; protect personal data.
- Intervention 7.2: Strengthen defence and security forces — re-estimate resources for armed forces and law enforcement; reform and modernize national security services; implement Laws 17/2020 and 18/2020 on trafficking and smuggling; human rights training for security forces; promulgate programming law for defence.
- Intervention 7.3: Sustain peace and social cohesion — budget of 20 billion SRMs mobilized for national solidarity; enhance legal identity and civil status access; reconciliation and social justice strategies; empower women; strengthen village committees effective in Hodh Chargui and Guidimakha.
- Intervention 7.4: Protect youth from radicalization — regulate Koranic learning structures; resilience programs; vocational training and employment support.
- Intervention 7.5: Manage migrants and refugees — migrant population in 2021: 120,296 in Nouakchott and Nouadhibou combined (105,264 in Nouakchott); refugees nearly 75,294 (68,825 in Mbera camp; 6,469 in urban centres); 2,222 refugees arrived from Mali in 2021; 3,197 asylum seekers in urban centres. Orientations include establishing institutional anchor for migration management, promoting migrant and refugee rights per Global Refugee Forum commitments, and developing national migration management strategy.
- Intervention 7.6–7.8: Land use planning, decentralization/local development, civil status — actions include acceleration of legal framework application (SNAT, SRAT), modernization of mapping and toponymy, transfer of skills and resources to local authorities, development of inter-municipal cooperation, and strategies to improve civil registration coverage (3,664,875 enrolled in 2019 vs national population estimate 4,077,347; 44.8% of Mauritanian children under 5 were registered).

Human rights, justice and citizen control (Project 8)
- Intervention 8.1: Recognition of Human Rights — operationalize National Social Cohesion Program (TAAYOUCH), National Mechanism against Trafficking in Persons, child protection policy, and National Human Rights Strategy.
- Intervention 8.2: Strengthen justice — recruit and resource courts and prisons; recent recruitment: 50 inspectors, 120 educators and 400 supervisors; adopt laws on sentence adjustment and alternative sentences; priorities include judicial independence, resource strengthening, legal aid operationalization.
- Intervention 8.3: Citizen control — empower and support civil society (8000 associations currently), strengthen media (230 media outlets; multiple media formats), promote free and equal access to information, support HAPA and Advertising Regulatory Authority.

Administrative, economic and financial governance (Project 9) — Key interventions and diagnostics
- Intervention 9.1: Improve planning system — reform national planning, adopt reference framework for planning and M&E, strengthen Sectoral Development Committees (CDS), improve capacities for monitoring SCAPP, SCRAPP and SDG indicators.
- Intervention 9.2: Develop statistics — transform NSS center to ANSADE; Higher Institute of Statistical Professions (ISMS) established in 2018; implement 2021-2030 SNDDS and 2021-2025 action plan; operationalize National Statistics Council; strengthen sectoral statistical capacity and disaggregated data production.
- Intervention 9.3: Capture demographic dividend — population growth estimated at 2.7% per year; strategic orientations include accelerating demographic transition, coordinating socio-economic policies, increasing women's decision-making and economic empowerment, improve retention of adolescent girls in high school, and improve access to sexual and reproductive health products and services.
- Intervention 9.4: Fight corruption — update and operationalize National Anti-Corruption Strategy, build capacities, apply 2016 anti-corruption law, implement new Public Procurement Code and update Code of Ethics for Public Officials.
- Intervention 9.5: Improve business climate and private sector — establish APIM; diversify economy beyond extractives; digitize public services for business; establish guarantee fund and investment fund; promote PPP; update National Strategy for Development of the Private Sector.
- Intervention 9.6: Public Financial Management — adopt and implement reforms from new Organic Law on Finance Laws (LOLF, 2018) and Master Plan for Reform of Public Finances; strengthen revenue mobilization; strengthen automated expenditure chain and parliamentary capacity in public finance.
- Intervention 9.7: Financial sector and insurance — banking rate around 30% (including microfinance); low insurance penetration: less than 0.3% in 2019; insurance density about 193 MRUs (just over USD 5); actions include national financial inclusion strategy (SNIF), regulatory frameworks for Islamic and digital finance, consumer protection, AML/CFT measures, RTGS/ACH systems operational in 2022, supervisory strengthening, reinsurance company creation.
- Intervention 9.8: Transform administration and HR — public service status dates to 1993; reform pension/retirement laws, modernize management tools (integrated HRIS), training programmes, digitize administrative procedures, implement e-Government and Modernization of the Administration project.

### SCAPP Action Plan (2021–2025): Portfolio, financing and programmatic structure
- Total projects: 282 projects.
- Estimated preliminary budget: nearly 496 billion MRU.
- Distribution by strategic lever (projects): Lever 1 ~57% of projects; Lever 2 ~31% of projects; Lever 3 ~12% of projects.
- Distribution by strategic lever (budget for PA2 implementation): Lever 1 ~88% of total budget; Lever 2 ~10% of budget; Lever 3 ~2% of budget.
- Public vs private financing for SCAPP PA2 projects: estimated 61% public contribution; 39% private sector (15 PPP projects).
- Number of homogeneous programmes after aggregation: 109.

Sample project budget lines (selected items as presented)
- Hydroagricultural Development Program of the Eastern Basin of Lake R'kiz: 1.267,00 MRU million (Agriculture, Medium maturity).
- Support Programme for Agricultural Transformation in Mauritania (PATAM): 2.296,00 MRU million (Agriculture, High maturity).
- Project for the construction of a water supply channel in the Aftout area (Elghaira area and a dam on the Oued Ketchi): 6.000,00 MRU million (Agriculture, Medium maturity).
- National Project for the Development of Natural Agropastoral Resources: 40.000,00 MRU million (DDFAM, Medium maturity).
- Project to produce electricity from gas from the Banda field (Gas to power): 20.400,00 MRU million (MEPM, Medium maturity).
- PPP Project - Construction and operation of an integrated sugar production complex in Foum Gleita: 13.147,00 MRU million.
- General Livestock Census (RGE): 85,00 MRU million (DSCSE, Running).
- ONISPA Inspection and Analysis Laboratories Construction Project in Nouadhibou / Consumer Protection: 400,00 MRU million (ONISPA/MPEM, High maturity).
- Construction of campuses housing the headquarters of GCM and IMROP: 648,00 MRU million (CMG/IMROP, High maturity).
- Construction of a container wharf in Nouakchott: 3.925,00 MRU million (PLATTER, Weak maturity).
- PPP Project - Extension, Rehabilitation and Operation of the Nouakchott and Nouadhibou Oil Complexes: 6.574,00 MRU million (Ministry of Petroleum, Energy and Mines, Medium maturity).

*Source: 1mrtea2024002-print-pdf - 4.8 per cent exceed the required performance threshold for teachers (2017 survey. See White Paper on Education in the Sahel, World Bank Group, 2021).*

### 2.1 Green

### 2.1 Green

### 2.1 Environment — Major green interventions and budgets
- Programme for the protection and rehabilitation of degraded land — Budget for 2025: 35,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Contribute to the stability and security of the populations in the GGW route by controlling land degradation and the advance of the desert — Budget for 2025: 1.131,00 (MRU million); Project manager: ANGMV/MEDD; Project maturity level: Weak
- Wetland Ecosystem Management and Development Programme — Budget for 2025: 15,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Sustainable Management and Restoration of Terrestrial Protected Areas Program — Budget for 2025: 25,00 (MRU million); Project manager: MEDD; Project maturity level: High

### 2.1 Regeneration, restoration and GGW corridor programs
- Regeneration program and development of gum beds — Budget for 2025: 40,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Joint MEDD/DGSCGC-MIDEC Bushfire Control Programme — Budget for 2025: 800,00 (MRU million); Project manager: MEDD & DGSCGC; Project maturity level: Medium
- Programme for the extension of Integrated Community Agricultural Farms along the GGW route — Budget for 2025: 168,00 (MRU million); Project manager: MEDD; Project maturity level: High
- GGW Route Cities Green Belt Development Program — Budget for 2025: 15,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Tree Seed Production Programme for the Promotion of Wood and Non-Wood Forest Products — Budget for 2025: 190,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Climate Change, Renewable Energy Development and Degraded Land Restoration Program — Budget for 2025: 855,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Programme for the promotion and development of date palms in the GGW route — Budget for 2025: 135,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Programme for the development of income-generating and job-creating forest sectors — Budget for 2025: 22,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Programme to strengthen logistical, scientific (knowledge) and technical (information) capacities for environmental management — Budget for 2025: 167,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Programme for the strengthening and implementation of environmental management texts — Budget for 2025: - ; Project manager: MEDD; Project maturity level: Weak
- Banc d'Arguin National Park Management Program — Budget for 2025: - ; Project manager: MEDD; Project maturity level: Weak
- Awleigatt National Park Management Program (Reintroduction of Antelope and Other Endangered Mammals) — Budget for 2025: 29,30 (MRU million); Project manager: MEDD; Project maturity level: High
- Diawling National Park Management Programme (Support Project for the Restoration of Ecosystems in the Lower Delta) — Budget for 2025: 95,00 (MRU million); Project manager: MEDD; Project maturity level: High
- Environmental Awareness and Education Program (Green Schools Program) — Budget for 2025: 15,00 (MRU million); Project manager: MEDD; Project maturity level: High

---

### 2.2 Blue

### 2.2 Marine and coastal conservation
- Programme for the conservation/restoration of environments and species in the marine and coastal zone: Protection of nesting areas of turtles, species threatened by extension and overexploitation, etc. — Budget for 2025: - ; Project manager: MEDD; Project maturity level: Weak

---

### 2.3 Grey

### 2.3 Environmental capacity building and waste management
- Capacity building programme for the Department in charge of the Environment, sectoral departments, the private sector and civil society on environmental assessments (EIAs, environmental audits, environmental standards, etc.): Training, development of regulatory texts, improvement of EIA assessments and their systematization, as well as monitoring of their development, etc. — Budget for 2025: - ; Project manager: MEDD; Project maturity level: Weak
- Household waste project — Budget for 2025: 1.608,00 (MRU million); Project manager: MIDEC; Project maturity level: Weak
- Urban, Mining, Solid and Liquid Waste Management Program — Budget for 2025: - ; Project manager: MEDD; Project maturity level: Weak

---

### 2.4 Disaster Management

### 2.4 National risk analysis, monitoring and response systems
- Implementation of the National Risk Analysis and Coverage Scheme (SNACR) and strengthening of the DG/SCGC — Budget for 2025: 200,00 (MRU million); Project manager: DGSCGC & MIDEC; Project maturity level: Weak
- Establishment of monitoring, forecasting and information dissemination systems — Budget for 2025: 40,00 (MRU million); Project manager: DGSCGC & MIDEC; Project maturity level: Weak
- Implementation of response mechanisms for "natural" risks and technological risks (pollution: POLMAR, POLAIR, POLSOL) — Budget for 2025: 200,00 (MRU million); Project manager: DGSCGC & MIDEC; Project maturity level: Weak

---

### Project 3: Strengthening infrastructure to support economic growth

### 3.1 Energy Infrastructure — Major projects, budgets and managers
- Construction of a 225 kV HV line and associated Nouakchott-Néma substations (1400 km) and connection to the OMVS network thanks to the Tintane-Kayes line — Budget for 2025: 17.340,00 (MRU million); Project manager: DEME / SOMELEC / MSME; Project maturity level: Medium
- Construction of the Kaédi Sélibaby Mbout medium voltage loop and electrification of the localities served — Budget for 2025: 1.192,00 (MRU million); Project manager: DEME / SOMELEC / MSME; Project maturity level: Medium
- PPP project - RIMDIR – Electrical energy component in 3 wilayas of south-eastern Mauritania — Budget for 2025: 871,00 (MRU million); Project manager: Mauritanian Electricity Company (SOMELEC); Project maturity level: Medium
- Electricity Infrastructure Development and Strengthening Program — Budget for 2025: 3.000,00 (MRU million); Project manager: DEME/MEMP; Project maturity level: High
- Strengthening of electricity interconnection between Mauritania and Senegal (Nouakchott-keur per line) — Budget for 2025: 767,87 (MRU million); Project manager: MSMEs; Project maturity level: High
- Construction of a 225kV power line between Nouakchott and Nema and associated substations as well as interconnection with Mali (1406.5 kml) — Budget for 2025: 7.914,48 (MRU million); Project manager: MSMEs; Project maturity level: Weak
- Construction of a mini-grid in rural areas – RimDir project — Budget for 2025: 495,00 (MRU million); Project manager: SOMELEC / MSME; Project maturity level: High
- Construction of Nouakchott--Akjoujt-Atar-Zouerate High Voltage Line and associated substations — Budget for 2025: 105,00 (MRU million); Project manager: SOMELEC / MSME; Project maturity level: High
- Construction of a power line between Boulenouar and Choum (450km) and associated substations — Budget for 2025: 115,00 (MRU million); Project manager: DEME / SOMELEC / MSME; Project maturity level: Medium
- Project Construction of a 90 kV line between Kiffa and Sélibabi (210 kml) and associated substations — Budget for 2025: 11.681,00 (MRU million); Project manager: MSME / SOMELEC; Project maturity level: Weak
- Development of the green hydrogen sector in Mauritania by developing the strong solar and wind potential, particularly along the coast. — Budget for 2025: - ; Project manager: - ; Project maturity level: Weak
- Project for the extension of medium-voltage networks in the South-East areas — Budget for 2025: 1.176,83 (MRU million); Project manager: MSMEs; Project maturity level: High
- Project to build a 200MW combined-cycle gas-fired power plant on the coast developed in Public/Private Partnership (PPP) mode in the Ndiago area — Budget for 2025: - ; Project manager: DEME / SOMELEC / MSME; Project maturity level: Medium

### 3.2 Equipment and transport infrastructure — Roads, PPPs and ports
- Construction works of the Barkéol – Mbout road — Budget for 2025: 1.632,00 (MRU million); Project manager: - ; Project maturity level: Weak
- PPP Project - Nouakchott Tramway Project — Budget for 2025: - ; Project manager: - ; Project maturity level: Weak
- PPP Project - Construction and operation of the Nouakchott – Boutilimit Highway — Budget for 2025: 10.697,00 (MRU million); Project manager: Ministry of Equipment; Project maturity level: High
- Construction works of the Tintane – Ain Varbe – Twil road — Budget for 2025: 1.440,00 (MRU million); Project manager: DEPC / MET; Project maturity level: Medium
- Rehabilitation works of the Tintane – Oueinat Zbil road — Budget for 2025: 3.200,00 (MRU million); Project manager: DEPC / MET; Project maturity level: Medium
- PPP Project - Construction of an International Airport in Nouadhibou — Budget for 2025: 9.933,00 (MRU million); Project manager: Nouadhibou Free Zone Authority; Project maturity level: Medium
- Acquisition of airport security equipment — Budget for 2025: 300,00 (MRU million); Project manager: DITAPPF / MET; Project maturity level: Medium
- PPP Project - Deep Water Port in Nouadhibou — Budget for 2025: 8.550,00 (MRU million); Project manager: Nouadhibou Free Zone Authority; Project maturity level: High
- Construction of the Bridge over the Senegal River from Rosso — Budget for 2025: 3.623,00 (MRU million); Project manager: PMU/MET; Project maturity level: High
- Construct Route Tidjikja - Kiffa-Kankossa-selibaby-Kayes — Budget for 2025: 5.000,00 (MRU million); Project manager: PLATTER; Project maturity level: Weak
- Rehabilitation of the Boghe-Kaedi road — Budget for 2025: 5.500,00 (MRU million); Project manager: PLATTER; Project maturity level: Weak
- Rehabilitation of Akjoujt - Atar road — Budget for 2025: 3.200,00 (MRU million); Project manager: DEPC/MET; Project maturity level: Medium
- Rehabilitation works of the Aleg – Maghta Lehjar road — Budget for 2025: 2.000,00 (MRU million); Project manager: DEPC/MET; Project maturity level: Medium
- Rehabilitation works on the Nouakchott – Nouadhibou road (lot N°3) — Budget for 2025: 2.400,00 (MRU million); Project manager: DEPC/MET; Project maturity level: Medium
- Rehabilitation works on the Rosso – Boghé - Kaédi section — Budget for 2025: 1.800,00 (MRU million); Project manager: DEPC/MET; Project maturity level: Medium

### 3.3 Water and sanitation infrastructure — Major water projects and PPPs
- Project to strengthen the water supply system of the city of Nouadhibou from the Boulenouar aquifer — Budget for 2025: 3.000,00 (MRU million); Project manager: CAB/MHA; Project maturity level: High
- Securing and strengthening the Nouakchott water supply system from the Idini aquifer and upgrading the facilities of the Aftout Essahli — Budget for 2025: 2.664,00 (MRU million); Project manager: MHA/CAB; Project maturity level: Weak
- Nouakchott City Sanitation Project — Budget for 2025: 13.875,00 (MRU million); Project manager: CPAVN; Project maturity level: Weak
- Drinking Water Supply Project (DWS) for the city of Kiffa from the Senegal River — Budget for 2025: 11.100,00 (MRU million); Project manager: DHB/MHA; Project maturity level: High
- PPP Project - Northern Zone Drinking Water Supply — Budget for 2025: 124.559,00 (MRU million); Project manager: Ministry of Hydraulics and Sanitation; Project maturity level: Medium
- PPP Project - Sanitation of the City of Nouakchott (Wastewater and Rainwater) — Budget for 2025: 14.643,00 (MRU million); Project manager: Ministry of Hydraulics and Sanitation; Project maturity level: Medium
- PPP Project - Wastewater Treatment of the Nouadhibou Fisheries Sector — Budget for 2025: 803,00 (MRU million); Project manager: Nouadhibou Free Zone Authority; Project maturity level: Medium
- PPP Project - Water Desalination Plant in Nouadhibou — Budget for 2025: 2.666,00 (MRU million); Project manager: Nouadhibou Free Zone Authority; Project maturity level: Medium
- Aftout Echargui Project — Budget for 2025: 444,00 (MRU million); Project manager: DHB/MHA; Project maturity level: High
- Dhar Project Phase II: Drinking water supply to the cities of Aioun and Djiguenni, with some localities of Hodh El Gharbi — Budget for 2025: 1.322,00 (MRU million); Project manager: CAB/MHA; Project maturity level: High
- Realization of piezometers and acquisition of automatic tracking recorders — Budget for 2025: 18,00 (MRU million); Project manager: CNRE / MHA; Project maturity level: Medium
- Programme for the creation and equipment of water points — Budget for 2025: 750,00 (MRU million); Project manager: MHA; Project maturity level: High
- Water and Sanitation Project in the two Hodhs (G5-2H) — Budget for 2025: 544,00 (MRU million); Project manager: DH / MHA; Project maturity level: High
- Nouakchott water distribution networks (2nd phase) — Budget for 2025: 839,00 (MRU million); Project manager: CAB/MHA; Project maturity level: High
- Water and Sanitation Sector Project (PSEA) — Budget for 2025: 1.764,00 (MRU million); Project manager: CAB/MHA; Project maturity level: High
- Programme for the Promotion of Hygiene and Sanitation in all the wilayas of the country — Budget for 2025: 529,00 (MRU million); Project manager: DA/MHA; Project maturity level: Medium
- Collection and treatment of wastewater and faecal sludge (Nouakchott, Nouadhibou and Rosso) — Budget for 2025: 10.600,00 (MRU million); Project manager: DA/MHA; Project maturity level: Medium
- Nouakchott City Water Supply Project — Budget for 2025: 3.000,00 (MRU million); Project manager: CAB/MHA; Project maturity level: High
- PPP project - Delegation of the Public Water Service in 5 wilayas — Budget for 2025: - ; Project manager: Ministry of Hydraulics and Sanitation; Project maturity level: Medium
- Acceleration to achieve the objectives of the National Strategy for Sustainable Access to Water and Sanitation for 2030 – SNADEA 2030 — Budget for 2025: 630,00 (MRU million); Project manager: MHA; Project maturity level: Weak
- Reorganization and updating of the institutional capacities of the CNRE — Budget for 2025: 450,00 (MRU million); Project manager: MHA; Project maturity level: Medium
- Hydrogeological siting studies and borehole control — Budget for 2025: 7,00 (MRU million); Project manager: CNRE / MHA; Project maturity level: High

### 3.4 Infrastructure related to new technologies and digital integration
- Regional Digital Integration Project in West Africa – WARDIP (Mauritania Component) — Budget for 2025: 1.062,00 (MRU million); Project manager: WARDIP / MTNIMA; Project maturity level: High
- e-Id project: Online authentication for public and private services using a digital identity solution (mobile application). — Budget for 2025: 90,00 (MRU million); Project manager: MTNIMA; Project maturity level: High
- Setting up an eProcurement Platform for Procurement — Budget for 2025: 59,00 (MRU million); Project manager: MTNIMA; Project maturity level: Medium
- Implementation of an IS for mail management — Budget for 2025: 50,00 (MRU million); Project manager: MTNIMA; Project maturity level: Medium
- Connectivity of villages and municipalities near the backbone — Budget for 2025: 157,20 (MRU million); Project manager: Infrastructure Directorate/MTNIMA; Project maturity level: Medium
- Extend the backbone to connect all the capitals of the Wilayaas, Moughataas, and communes, and to create loops to secure connectivity — Budget for 2025: 2.007,87 (MRU million); Project manager: Infrastructure Directorate/MTNIMA; Project maturity level: Medium
- Setting up a technology park — Budget for 2025: 425,00 (MRU million); Project manager: MTNIMA; Project maturity level: Medium
- Establishment of an innovation fund. — Budget for 2025: 19,10 (MRU million); Project manager: MTNIMA; Project maturity level: Medium
- New Deal for Mobile Mauritania to accelerate improved coverage and quality of service — Budget for 2025: 3.870,00 (MRU million); Project manager: Infrastructure Directorate/MTNIMA; Project maturity level: Medium
- Solidify the international connection via terrestrial cables and export capacity to the G5 Sahel countries — Budget for 2025: 786,00 (MRU million); Project manager: Infrastructure Directorate/MTNIMA; Project maturity level: Medium

### 3.5 Building and public facilities, housing and urban planning
- Extension of schools (Primary and Secondary) — Budget for 2025: 139,00 (MRU million); Project manager: DBEP / MHUAT; Project maturity level: Running
- PPP Project - Construction of Social Housing in Nouakchott — Budget for 2025: - ; Project manager: Ministry of Housing; Project maturity level: Medium
- Development of subdivision plans for 20 cities — Budget for 2025: 600,00 (MRU million); Project manager: DOU / MHUAT; Project maturity level: Medium
- Development of subdivision plans for 13 cities (ongoing) — Budget for 2025: 200,00 (MRU million); Project manager: DOU / MHUAT; Project maturity level: Running
- Correction of the general plan of Nouakchott — Budget for 2025: 80,00 (MRU million); Project manager: DOU / MHUAT; Project maturity level: Medium
- Execution of the plans of subdivision of 10 cities — Budget for 2025: 290,00 (MRU million); Project manager: DOU / MHUAT; Project maturity level: Medium
- Construction and rehabilitation of structuring infrastructure in the city of Akjoujt — Budget for 2025: 189,00 (MRU million); Project manager: DBEP / MHUAT; Project maturity level: Running
- Road construction programme in Nouakchott — Budget for 2025: 1.400,00 (MRU million); Project manager: PLATTER; Project maturity level: Weak
- Construction of the stadiums: Rosso Ksar Sebkha and upgrading of the PK55 border crossing to Morocco — Budget for 2025: 181,00 (MRU million); Project manager: DBEP / MHUAT; Project maturity level: Running
- School Construction and Rehabilitation Program Phase 1 — Budget for 2025: 1.260,00 (MRU million); Project manager: DBEP / MHUAT; Project maturity level: Running
- PPP Project - Construction of Social Housing in Nouakchott (listed earlier) — Budget for 2025: - ; Project manager: Ministry of Housing; Project maturity level: Medium

---

### Strategic Lever 2: Development of human capital and access to basic social services

### Project 4: Increasing access and quality of education and vocational training
- School Feeding Program — Budget for 2025: 1.315,00 (MRU million); Project manager: MENRSE; Project maturity level: -
- National Literacy Programme for Out-of-School Women — Budget for 2025: 30,00 (MRU million); Project manager: MAIEO; Project maturity level: Weak
- Extended Priority Programme of the President of the Republic (ProPEP) — Budget for 2025: 3.925,00 (MRU million); Project manager: MENRSE; Project maturity level: Running
- Project for the construction of a training institute for imams and preachers — Budget for 2025: 22,00 (MRU million); Project manager: MAIEO; Project maturity level: Weak
- Project "Continuity of Learning and Strengthening the Resilience of Basic Education in Mauritania" — Budget for 2025: 128,00 (MRU million); Project manager: MENRSE; Project maturity level: Weak
- Project to build 2000 community Koranic schools — Budget for 2025: 800,00 (MRU million); Project manager: MAIEO; Project maturity level: Running
- Project to build 500 daycare centers and kindergartens (100/year) — Budget for 2025: 1.750,00 (MRU million); Project manager: MASEF; Project maturity level: Running
- Project to build and equip a new university — Budget for 2025: 4.823,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Project to support digital access and introduce MOOCs in ENI training courses — Budget for 2025: 42,00 (MRU million); Project manager: MENRSE; Project maturity level: Weak
- Construction and equipment project for the Digital Institute (Sup'Num) — Budget for 2025: 195,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Project to support the training of trainers in Technical and Vocational Training — Budget for 2025: - ; Project manager: MEFTP; Project maturity level: Weak
- Project to Support the Institutional and Administrative Governance of the Education Sector — Budget for 2025: 50,00 (MRU million); Project manager: MENRSE; Project maturity level: Medium
- Support project for the implementation of the education reform — Budget for 2025: 21,00 (MRU million); Project manager: MENRSE; Project maturity level: Medium
- Support Project for the Early Childhood Training Center (Pip 2019-2021-51I204BA) — Budget for 2025: 16,00 (MRU million); Project manager: MASEF; Project maturity level: Running
- Project to support basic and secondary education, system management and technical and vocational training, integration and employment — Budget for 2025: 240,00 (MRU million); Project manager: MEFTP; Project maturity level: Weak
- Project to support the schooling and retention of girls in primary and secondary schools — Budget for 2025: 150,00 (MRU million); Project manager: MENRSE; Project maturity level: Medium
- Project to build and equip 3 skills development centres (CDCs) — Budget for 2025: - ; Project manager: MEFTP; Project maturity level: Weak
- Project for the construction and equipment of a City of Sciences — Budget for 2025: 200,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Construction and equipment project for the Higher Institute of Training in Gas, Oil and Mining Trades — Budget for 2025: - ; Project manager: MEFTP; Project maturity level: Medium
- Project for the Generalization of Technical Education Colleges (Pip 2019- 2021-51A435BE) — Budget for 2025: 14,00 (MRU million); Project manager: MEFTP; Project maturity level: Running
- Strengthening Secondary School Science, Technology and Innovation Teaching and Learning Project — Budget for 2025: 437,00 (MRU million); Project manager: MENRSE; Project maturity level: Medium
- Project to support the basic education sector in Mauritania - Phase 2 — Budget for 2025: 1.894,00 (MRU million); Project manager: MENRSE; Project maturity level: Running
- Project for the construction and equipment of a School of Advanced Commercial Studies — Budget for 2025: 105,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Institutional Support Project for the Reform of the Education System (EU) — Budget for 2025: 240,00 (MRU million); Project manager: MENRSE; Project maturity level: Running
- Construction of the new campus of the University of Nouakchott — Budget for 2025: 255,00 (MRU million); Project manager: DPEF; Project maturity level: Medium
- Extension of the UNA premises — Budget for 2025: 9.420,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Creation of 4 centres of excellence for research — Budget for 2025: 65,00 (MRU million); Project manager: MESR; Project maturity level: Weak
- Creation of an Observatory of the future of graduates — Budget for 2025: 5,00 (MRU million); Project manager: MESR; Project maturity level: Weak
- Creation of an Educational Innovation Center — Budget for 2025: 7,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Strengthening Science Teaching/Learning Project ENS — Budget for 2025: 92,00 (MRU million); Project manager: MESR; Project maturity level: Weak
- Creation of a portal for scientific research — Budget for 2025: 80,00 (MRU million); Project manager: MESR; Project maturity level: Medium
- Public preschool programme for the benefit of households of extreme vulnerability for the benefit of 10,000 children (1 public kindergarten per Moughataa) — Budget for 2025: 120,00 (MRU million); Project manager: MASEF; Project maturity level: Weak
- Project for the Extension of the ISET premises in Rosso — Budget for 2025: 80,00 (MRU million); Project manager: MESR; Project maturity level: Medium

---

### Project 5: Improving access to health services

### 5.1 Health system investments, disease programs and infrastructure
- Investing to achieve impact against HIV, TB and malaria in Mauritania — Budget for 2025: 714,00 (MRU million); Project manager: SENLS; Project maturity level: Running
- COVID-19 Preparedness and Strategic Response Project (PPRS) — Budget for 2025: 417,00 (MRU million); Project manager: DISSE/MS; Project maturity level: Weak
- WRC 118 01H: Maternal and Newborn Health Support Project — Budget for 2025: 289,00 (MRU million); Project manager: CABINET/MS; Project maturity level: Running
- Reproductive Health Support Project — Budget for 2025: 264,00 (MRU million); Project manager: DMH/MS; Project maturity level: Running
- Health Sector Support Programme (PASS 2) — Budget for 2025: 960,00 (MRU million); Project manager: CABINET/MS/EU; Project maturity level: Running
- Health System Support Project (INAYA) — Budget for 2025: 1.250,00 (MRU million); Project manager: CABINET/MS; Project maturity level: Running
- Generalization of the Obstetric Package — Budget for 2025: 225,00 (MRU million); Project manager: DSMNA/MS; Project maturity level: Running
- Vaccine procurement — Budget for 2025: 30,00 (MRU million); Project manager: DSIVN/MS; Project maturity level: Weak
- Availability of inputs for the management of malnutrition — Budget for 2025: 262,00 (MRU million); Project manager: DSIVN/MS; Project maturity level: Weak
- Health System Strengthening RSS2 - GAVI — Budget for 2025: 124,60 (MRU million); Project manager: PPB/MS; Project maturity level: Running
- Additional COVID AF - CR19 RM2 — Budget for 2025: 20,50 (MRU million); Project manager: SENLS; Project maturity level: Running
- Support for the implementation of the PNDS 2021-2030 — Budget for 2025: 22,55 (MRU million); Project manager: DMH/MS; Project maturity level: Running
- Canada Critical Care Fund — Budget for 2025: 28,60 (MRU million); Project manager: DMH/MS; Project maturity level: Running
- Extension of Universal Health Coverage in Mauritania — Budget for 2025: 47,80 (MRU million); Project manager: EU; Project maturity level: Running
- Transfusion Network — Budget for 2025: 253,80 (MRU million); Project manager: CNTS; Project maturity level: High
- Acquisition of biomedical equipment and equipment — Budget for 2025: 1.040,50 (MRU million); Project manager: MS/Firm; Project maturity level: High
- Construction of Atar Hospital and NKCTT Hemodialysis — Budget for 2025: 539,00 (MRU million); Project manager: Planning & Cooperation Unit/MS; Project maturity level: High
- Construction of Salman Bin Abdul Aziz Hospital — Budget for 2025: 942,13 (MRU million); Project manager: MS/Firm; Project maturity level: Medium
- Construction/Rehabilitation/Extension of Health Infrastructure — Budget for 2025: 979,50 (MRU million); Project manager: MS/Firm; Project maturity level: Weak
- Moustachfa Moutanaghil — Budget for 2025: 506,67 (MRU million); Project manager: MS/Firm; Project maturity level: Weak
- Fighting COVID FA — Budget for 2025: 722,00 (MRU million); Project manager: PPB/MS; Project maturity level: Running

*Source: 1mrtea2024002-print-pdf - 2.1 Green*

### 6.1 and 6.2:

### 6.1 and 6.2: Promotion of productive employment and decent work / Promotion and protection of youth

### Major projects and budgets (Budget for 2025 in MRU million)
- AFD EMPLOYMENT Project — 85,00 — Running
- Urban Youth Employment Project-Weak — (no budget line shown) — Running
- Project to Support the Employability of Vulnerable Youth in Mauritania — 1.460,80 — BEEMER — Running
- My My Future Project Program (by 2025) — 131,50 — MEFTP — Running
- PACSEM ENERGY project-Weak — (no budget line shown) — (no manager shown)
- PECOBAT: improvement of the employability of young people and the capacities of SMEs through the development of the sub-sector of construction in local materials and of vocational training in construction training sites — 128,00 — EU — Running
- Youth Employability EYP Project — 42,00 — Running
- MEHENTI project — 15,00 — Running
- STAGI PATRONAT PROGRAMME (UNDP)-Weak — (no budget line shown)
- Promotion of employment and improvement of the living conditions of small-scale coastal fishermen, young people and women in the vicinity of protected natural areas in the northern sector of Mauritania — 400,00 — EU — Running
- Creation of decent jobs and consolidation of existing employment for young and potential migrants in the small-scale fisheries sector — 560,00 — EU — Running
- AGR Program — 30,33 — Running

### Observations and emphasis
- Multiple projects target youth employability, SME capacity building, and job creation in fisheries and construction with explicit 2025 budget allocations.
- Several projects are marked "Weak" on project maturity, indicating a need for further preparation or strengthening before full implementation.

---

### 6.3: Strengthening protection and social resilience

### Major programs and budgets (Budget for 2025 in MRU million)
- DARI Program — 125,00 — Running
- CHEYLA Program — 1.529,00 — Running
- Social Safety Net System Support Project — 1.383,00 — TAAZAOUR — High
- TEKAVOUL Program: Strengthening the effectiveness of social safety nets and improving purchasing power — 138,00 — Running
- Programme for the Promotion of the Rights of Persons with Disabilities — (no budget shown) — Weak
- Child Protection Consolidation Project — (no budget shown) — Weak
- Social Protection Strategy Management — (no budget shown) — Weak
- Gender, Empowerment and GBV Program — (no budget shown) — Weak

### Observations
- Large allocations to CHEYLA and Social Safety Net System Support Project reflect prioritization of social resilience and safety nets.
- Several thematic interventions remain at "Weak" maturity, implying additional capacity-building or preparatory work is required.

---

### 6.4: Strengthening food security

### Major programs and budgets (Budget for 2025 in MRU million)
- TEMWINE Program — 2.537,00 — State — Running
- AL BARKA Program — (no budget line shown) — Medium
- Storage capacity building project — 618,99 — CSA/State — Running
- Resilience and Food Security (SPAC) — 100,00 — CSA/State — Weak
- Strengthening the productive capacities of rural populations in Lehdade — 210,00 — CSA/State — Running
- Support programmes for CRENAM-Nutrition — 232,00 — CSA/State — Running
- Community Nutrition+E195 Program — 477,00 — CSA/State — #N/A
- Emergency relief programmes and free food — 135,00 — CSA/State — Running
- Agricultural Inputs in Isolated Areas Program — (no budget line shown) — Medium
- National DCAN Device — 32,00 — CSA/State — Running
- Establishment of a National Food Security Stock — 1.140,00 — CSA/State — Running
- Project to prevent and combat malnutrition through the action of mothers and the promotion of local products — 227,85 — CSA — Weak
- Strengthening Logistics Services and Routing for Emergencies — 209,50 — CSA/State — Running

### Observations
- TEMWINE Program and Establishment of a National Food Security Stock are among the largest allocations, indicating strategic emphasis on national food security and emergency preparedness.
- Nutrition and resilience programs include both state-managed and CSA/State co-managed initiatives with mixed maturity levels.

---

### Strategic Lever 3: Strengthening governance in all its dimensions — Selected projects and budgets (Budget for 2025 in MRU million)

### Political governance, security and decentralization (Project 7)
- Effective Governance of Institutions, Political Parties and Associations Program — 40,00 — MIDEC — Weak
- Effective Governance of the Defence and Security Forces Programme — 20,00 — Ministry of Defence — Weak
- Sustaining Peace Programme in Mauritania — 80,00 — CDHRSC — Weak
- Effective governance program for the prevention of radicalization and violent extremism among youth — 50,00 — Ministry of Education — Weak
- Effective Governance Program for Human Mobility — 60,00 — MIDEC — Weak
- Effective Governance of Spatial Planning Program — 30,00 — Ministry of Spatial Planning — Weak
- Effective Governance of Decentralization and Local Development Program — 70,00 — MIDEC — Weak
- Support Project for Local Concerted Economic Development and Communal Initiatives in the 2 Hodhs (DECLIC 2 Hodhs) — 232,00 — MIDECH — High
- DECLIC Program — 770,00 — MIDEC — Running
- MOUDOUN Program — 2.592,00 — MIDEC — Running
- Effective Vital Statistics Governance Program — 20,00 — MIDEC — Weak

### Human rights, justice and citizen control of public action (Project 8)
- Acting Together for Access to Rights — 10,00 — CDHAHRSC — Medium
- Strengthening national capacities for the promotion and protection of human rights — 20,00 — CDHAHRSC — Medium
- Operationalization of the early childhood policy — 100,00 — MASEP — Medium
- Promotion of peaceful coexistence and support for the construction of citizenship (TAAYOUCH) — 30,00 — CDHAHRSC — Medium
- Strengthening national capacities for resilience and recovery — 40,00 — CDHAHRSC — Medium
- Modernisation of the legal framework of justice — 40,00 — MJ — Medium
- Capacity building and professionalization of justice actors — 10,00 — MJ — Medium
- Construction, Rehabilitation and Equipment of Judicial Infrastructures — 100,00 — MJ — Medium
- Strengthening the SC's capacities in terms of support and monitoring of sectoral policies CDS 8 — 10,00 — MJ — Medium
- Creation and implementation of a press house — 13,00 — RCMPs — Medium

### Economic, Financial and Administrative Governance (Project 9)
- Planning System Performance Improvement Project — 85,00 — MAEPSP — Weak
- Investment Governance and Management Support Project (PA2GI) — 82,00 — MAEPSP — Running
- NSDS Implementation Support Project — 1.879,00 — ANSADE — Medium
- SWEDD (Women's Empowerment and Demographic Dividend) Project — 2.280,00 — APRM / SWEDD Project Unit — Running
- Project to Support the Implementation of the Anti-Corruption Strategy — 170,00 — MAEPSP — Weak
- Project for the Modernization and Strengthening of the Court of Auditors — 72,00 — Court of Auditors — Weak
- Improving the business climate and promoting the private sector and investment — 190,00 — MAEPSPM — Medium
- Producing in Mauritania ("Made in Mauritania") — 85,00 — MAEPSPM — Medium
- Public Financial Management Reform Support Project — 140,00 — MF (Finance) — Weak
- Financial Infrastructure Modernization Support Project (PAMIF) — 150,00 — BCM — Running
- Strengthening Financial Inclusion Project (PRIF) — 280,00 — BCM — Weak
- Improvement of the performance of the State's human resources — 540,00 — Civil service — Weak
- Project for the Modernization of the Administration through the Development of Electronic Services (e-Government) — 739,00 — MTNIMA (Digital Transition and Modernization of the Administration) — Weak

### Total
- Budget Total — 495.712

---

### IV. Mapping of strategic risks and mitigation approach

### Risk assessment methodology and results
- A risk-based approach identified 6 main risk categories subdivided into 17 operational risks.
- Each risk was assessed for probability of occurrence and severity of impact; comparison defines criticality.
- For each risk, mitigation measures were identified.

### Risk table summary (Risk, Probability of occurrence, Impact, Criticality)
- Mobilization of sufficient resources — 2,55 — 12,5
- Mobilization of resources on time — 34 — 12
- Underestimating costs — 25 — 10
- Overestimating costs — 23 — 6
- Variation in estimated costs — 3,54 — 14
- Delay in starting — 23 — 6
- Delay in implementation — 43 — 12
- Delay in receipt — 13 — 3
- Meeting objectives — 24 — 8
- Risk to the achievement of Expected Impacts — 3,52 — 7
- Mobilization of institutional actors — 14 — 4
- Membership and mobilization of TFPs — 34 — 12
- Buy-in and mobilization of the business community — 34 — 12
- Civil Society Membership — 22 — 4
- Climate risks — 3,52 — 7
- Health risk — 34 — 12
- International geopolitics — 33 — 9

### Risk response categories (system proposes 4 approaches)
- Monitoring: monitor without over-investment in equities.
- Monitoring: monitor with preventive controls at predefined time scales because of criticality.
- Vigilance: control and regulate through deployment of mitigation measures and frequent checks.
- Strengthening mitigation measures: high criticality and probability; must be monitored and actions strengthened.

### Risk prioritization (as summarized)
- Watch (4 risks):
  - Delay in starting
  - Delay in receiving
  - Overestimating costs
  - Civil society buy-in
- To be monitored (4 risks):
  - Mobilization of institutional actors
  - Meeting objectives
  - Underestimating costs
  - The mobilization of sufficient resources
- Vigilance (4 risks):
  - Delay in implementation
  - Climate risks
  - The achievement of expected impacts
  - International geopolitics
- Reinforcement of mitigation measures (5 risks):
  - Health risk
  - Adhesion and mobilization of TFPs
  - Buy-in and mobilization of the business community
  - Mobilization of resources on time
  - Variation in estimated costs

### Selected mitigation measures by risk category (high-level)
- Risks to mobilization of financing:
  - Readability and relevant qualification of projects
  - Advance budget programming
  - Promotion (brand image / Invest in Mauritania)
  - Relevant and expanded communication with financial partners
  - Implementation of an integrated investment management system
  - Implementation of a PMO (Project Office Management)
- Cost risks:
  - Strengthening of expertise (capacity building, use of technical assistance,...)
  - Development of preliminary studies and economic, social and environmental impacts
  - Monitoring of raw material prices at the international level
  - Sufficient budget provision in the event of significant variations
  - Recalibration, re-prioritization of projects if necessary
- Time risks:
  - Review of the strategic planning system
  - Implementation of a PMO (Project Office Management)
  - Periodic evaluation
- Risks to results and stakeholder mobilization:
  - Upstream consultations
  - Relevant and adapted communication with institutional actors and TFPs
  - Early participation and promotion to mobilize the business community and civil society
  - Budget programming upstream of projects
  - Participation in governance schemes
- Exogenous risks:
  - Strengthening expertise and deployment of environmental actions (e.g., Great Green Wall)
  - Promotion of CSR to fight environmental degradation and global warming
  - Promotion of good health practices and capacity building
  - Strengthening bilateral, multilateral, regional, continental and international cooperation for peace and security

### Action programme for risk control measures (thematic pillars)
- Governance, project management and planning:
  - Strengthening the governance framework
  - Planning system review
  - Project qualification and preliminary studies
  - Implementation of appropriate tools: Integrated investment management system, etc.
  - Deployment of a PMO for operational monitoring
- Buy-in and mobilization of stakeholders:
  - Early consultations with institutional partners, TFP, business world, civil society
  - Promotion of Mauritania and its attractiveness (brand image, Invest in Mauritania, ...)
  - Relevant and extended communication to all actors/partners
- Implementation of a monitoring system:
  - Monitoring of deployment of projects
  - Monitoring of raw material prices
  - Health monitoring
  - Environmental monitoring
  - Monitoring of the business climate in Mauritania
  - Monitoring the regional and international geopolitical context

---

### V. Governance and monitoring & evaluation (M&E) system of the SCAPP

### Legal and institutional framework
- Governance mechanisms are governed by Decree No. 2019-085 of 6 May 2019.
- The M&E system aims to: 1) Inform on progress towards objectives; 2) Improve management and effectiveness of development projects and programs and support decision-making (operational and strategic); 3) Ensure accountability and better communication.

### Tools and processes
- Institutional mechanism and tools include:
  - Annual implementation report (AMO)
  - Online platform of indicators for monitoring the SDGs and development strategies (MOUTABAA)
  - Mid-term and final evaluations of the 2021-2025 action plan
  - Voluntary review of the SDGs

### Institutional arrangement (roles and composition)
- IPC is chaired by the Prime Minister.
- EQF includes heads of bilateral and multilateral cooperation agencies.
- CDS are composed of officials in charge of planning or programming functions of concerned ministries/agencies, representatives of civil society, the private sector and TFPs concerned by the themes of the CDS.
- Sectoral Development Committees (SDCs) focus on SCAPP projects and interventions mapped to leverage/building sites (CDS alignment table provided in source).

### Planned reform of the planning and M&E system (2021-2025 action plan)
- Reform includes development of standardized instruments, benchmarks and standards for sectoral/thematic policy formulation according to a results-based strategic planning approach, accompanied by results and resource frameworks and M&E plans.
- Ensure alignment of programming frameworks (national strategies, sectoral and regional actions, operational action plans, IPPs, CBMT, Programme Budget, etc.).
- Proposed institutional and technical measures:
  - Set up a consultative body ("High Council for Planning" or "High Strategic Council for Development") to ensure coherence, harmonization, compliance with standards, validation and articulation with SCAPP.
  - Set up a macroeconomic and budgetary framework tool.
  - Strengthen technical and material capacities of structures in charge of M&E of SCAPP and sectoral/regional strategies.
  - Make available indicators of the results framework, identify groups left behind per "Leave No One Behind" principle.
  - Ensure regular functioning and improvement of the Moutabaa Platform (including mobile version).
  - Strengthen system for selecting and prioritizing investments and projects and intersectoral coordination.

*Source: 6.1 and 6.2 (excerpts) from content unit 1mrtea2024002-print-pdf*

### Conclusion

### Conclusion

### Overview
- With the second SCAPP Action Plan 2021-2025, Mauritania is embarking on a new phase in the implementation of its three-five-year strategy to achieve the vision "The Mauritania we want in 2030".
- The SCAPP vision integrates national challenges and commitments at the regional level (Agenda 2063 of the African Union) and internationally (Agenda 2030 of the Sustainable Development Goals).
- The SCAPP commits Mauritania to a large-scale economic, social and environmental transition toward inclusive growth, economic diversification, social cohesion, respect for fundamental rights and human dignity, peace, and respect for the environment.

### Assessment of the first Action Plan (2016-2020)
- The first Action Plan 2016-2020 recorded convincing results in implementing the SCAPP.
- Some objectives were not achieved, notably due to the Covid-19 pandemic, which severely impacted the world economy and the Mauritanian economy and led to new priorities.

### Objectives and orientation of the second Action Plan (2021-2025)
- The Action Plan 2021-2025 incorporates lessons learned from the first plan.
- It implements measures to support economic recovery and to respond to the decisive challenges of the next 5 years, which will be decisive in preparing the 3rd Action Plan and achieving the 2030 Goals.

### Monitoring indicators of the second SCAPP action plan 2021-2025 (selected)
- CDS 1 — More diversified and sustainable growth of the productive sectors
  - SDG 8.1 — Annual GDP growth rate: 2,4% (Base year: 2021; Source of reference value: ANSADE). Target Value / Objective: 7.5% (medium scenario of the SCAPP PA2)
  - Non-SDGs — Agriculture's share of GDP: 4,0% (Base year: 2020; Source of reference value: --)
  - Non-SDGs — Yield of rice and traditional cereals (tonne/hectare): (indicator title listed; no value/baseline provided in the excerpt)

*1mrtea2024002-print-pdf - Conclusion*

### 4.96 T/ha

### 1mrtea2024002-print-pdf - 4.96 T/ha

### 1. More diversified and sustainable growth of the productive sectors
- Quantity of domestic vegetable production: 44,921 T (2014NADP) → Target: 146,249 T (CDS)
- Quantity of sugar cane production: 5 T (2014NADP) → Target: 88,657 T on 10,000 ha (CDS)
- Proportion of agricultural area under productive and sustainable farming: 0,0056 (2014NADP) → Target: 0,0081 (CDS)
- Share of livestock in GDP: ~ 15% (2021) — Source: Mauritania Rural Development Platform
- Production in tonnes of red meat, controlled: 160,000 T (2018ME) → Target: 184,000 T (CDS)
- Milled milk production in tons: 520,000 T (ME) → Target: 598,000 T (CDS)
- Number of cattle by species (2021ME): Cattle: 2,402,077; Camels: 1,560,108; Sheep: 15,571,303; Goats: 10,006,999 → Target (CDS): Cattle: 2,831,769; Camels: 1,662,377; Sheep: 19,732,699; Goats: 12,681,347
- Quantities of hides and skins exported: 615 T (2016ME) → Target: 700 (CDS)
- Fisheries' share of GDP: 6,50% (2020) → reference: 5,4% (CDS)
- Overall catches in Mauritania's EEZ: 1,356,802 T (2019DARE/MPEM) → Target: 1,524,633 T (CDS)
- Tonnage landed at national level: 766,842 T (2019DARE/MPEM) → Target: 1,085,442 T (CDS)
- Number of direct jobs in the fisheries sector: 66 000 (2019DARE/MPEM) → Target: 100 0000 (CDS)
- Share of mining and quarrying in GDP: 15,10% (2020) — Source: Mauritanian Authorities/IMF Staff → Target: 18% (CDS)
- Progress in the development of the Gas Master Plan: 0% (2021MEPM) → Target: 100% (CDS)
- Progress in the construction of a pipeline to transport gas from the GTA field to Nouakchott: 0% (2021MEPM) → Target: 100% (CDS)
- Progress on the development of phases 2 and 3 of the GTA gas field: 0% (2021MEPM) → Target: 100% (CDS)
- Status of the development of the Bir Allah gas field: 0% (2021MEPM) → Target: Production in 2024 (CDS)
- Number of ancient mining discoveries developed: 0% (2021MEPM) → Target: At least 1 (CDS)
- Storage capacity for petroleum products in Nouakchott: 50% of the expansion needs (2021MEPM) → Target: 100% of the expansion needs (CDS)
- Progress in the construction of petroleum depots in the interior of the country: 0% (2021MEPM) → Target: 100% (CDS)
- Share of non-extractive industries in GDP: 6% (2020) (CDS)
- Creation of industrial units: 9 (2018MI) (CDS)
- Number of jobs in the industrial sector (manufacturing) and (% relative to national): 5000 (3%) (2015MCIAT) → Target: 15 000 (10%) (CDS)
- Mauritanian Imports ($ Thousands): 3 860 465 (2021Trademap) (CDS)
- Mauritanian exports ($ thousands): 3 266 989 (2021Trademap) (CDS)
- Number of new texts adopted on tax and customs procedures: 11 (2011MCIAT) → Target: 25 (CDS)
- Number of facilities dedicated to crafts available and functional: 15 (2018MCIAT) → Target: 55 (CDS)
- Tourism's share of GDP: Not determined (ANSADE) (CDS)
- Number of foreign tourists: 4000 (2018MCIAT) → Target: 15 000 (CDS)

### 2. A preserved environment for sustainable development and resilient to climate change
- Area of marine protected areas as a proportion of total area: 12,40% (2018MEDD) — SDG 14.2 (CDS)
- Proportion of production sustainably obtained: Not determined — Target: By 2030, achieve sustainable management and rational use of natural resources (SDG 12.1) (CDS)
- Establishment of mechanisms to enhance policy coherence for sustainable development: No mechanism (2020) → Target: Mechanisms put in place in 2025 (SDG 17) (CDS)
- % of achievement of the Great Green Wall Program: 4% (CDS)
- Forest area as a proportion of land area: 0,30% (2017MEDD) — SDG 15.1.1 (CDS)
- Greenhouse gas emissions: 4500 T (2015MEDD) — SDG 13.2.1 (CDS)
- Length of completed firewalls (km): 10 900 (2018MEDD) (CDS)

### 3. Strengthened infrastructure to support growth
- Access to electricity: 48% (2021MSMEs) → Target: 85% in 2030 (SDG 7.1) (CDS)
- Share of renewable energy in final energy consumption: 42% (2021MSMEs) → Target: 60% in 2030 (SDG 7.2) (CDS)
- Proportion of households with access to electricity in urban areas: 78% (2021MSMEs) → Target: 100% (CDS)
- Proportion of households with access to electricity in rural areas: 6% (2021MSMEs) → Target: 50% (CDS)
- Access to less than 2 km from the road network: 70% (2020PLATTER) → Target: 100% in 2030 (SDG 9.1.1) (CDS)
- Number of deaths and injuries due to road traffic accidents: 2827 → Target: 1431 (SDG 3.6.1) (CDS)
- Strengthening infrastructure investment in the infrastructure and transport sectors: MRU 6,840 million until 2020 → Target: 7,500 (between 2021 and 2030) (CDS)
- Number of paved roads (Km): 4811 → Target: 7500 (CDS)
- Number of Km Covered: 342 → Target: 1689 (CDS)
- Number of linear roads rehabilitated (Km): 459 → Target: 740 (CDS)
- Number of port infrastructures: 5 → Target: 7 (CDS)
- Road Accident Mortality Rate /year: 44.85 / 1 Million inhabitants → Target: 22.4 / 1 Million inhabitants (CDS)
- Linear of urban roads built (Km): 100,85 → Target: 300 (CDS)
- Proportion of population using safely managed drinking water services: 70% (2018MICS) → Target: 100% in 2030 (SDG 6.1.1) (CDS)
- People living in households using improved sanitation facilities: 48% (divided between urban, 77% and rural, 22%) (2015MICS) → Target: 100% in 2030 (SDG 6.2) (CDS)
- Percentage of households with a handwashing location: 20,30% (2015MICS) → Target: 100% in 2030 (SDG 6.2) (CDS)
- Percentage of households with specific handwashing locations where soap and water or other cleaning products are present: 41% (2015MICS) → Target: 100% in 2030 (SDG 6.2) (CDS)
- Rate of access to drinking water: 84% → Target: 88% in 2025 (CDS)
- Service rate: 68% → Target: 75% in 2025 (CDS)
- Stormwater collection connection rate: 10% (2016) → Target: 50% in 2025 (CDS)
- Wastewater reuse in Nouakchott and Nouadhibou: 20% (2016) → Target: 50% in 2025 (CDS)
- LAD (Open Defecation): 36% (2016) → Target: 25% in 2025 (CDS)
- Rate of improved family latrine equipment: 42% (2016) → Target: 70% in 2025 (CDS)
- 4G coverage rate: 31% (2021) → Target: 75% in 2025 (SDG 9.c.14) (CDS)
- Digital Added Value / % of Digital GDP: $350 million / 4.5% of GDP (2020) → Target: $700 Million / 8% of GDP (2025) (CDS)
- Formal direct and indirect jobs created by the ICT sector by 2025: 5000 (2020) → Target: 15,000 in 2025 (CDS)
- % individuals using the internet: 25% (2021) → Target: 65% in 2025 (CDS)
- Number of labelled startups: N/A (2021) → Target: 200 (CDS)
- Mobile payment penetration rate: 8% → Target: 25% (CDS)
- Backbone Miles: 4000 (2021) → Target: 8000 in 2025 (CDS)
- % of the population living in makeshift accommodation: 34,70% (2015) (CDS)

### 4. Raising access to and quality of education and vocational training
- Public expenditure on education (% of GDP): 1,89% (2020) → Targets: 23.1% in 2025 and 30% in 2030 (SDG 1.a.2) (CDS)
- Pre-school enrolment rate: 9,30% → Target: 50% (SDG 4.1) (CDS)
- Number of functioning rural daycare centres, kindergartens and Koranic schools: 773 structures → Target: Construction of 2000 Koranic schools (SDG 4.2) (CDS)
- Establishments built and open to students: 28 000 → Target: 36,400 in 2030 (SDG 4.a) (CDS)
- Skills development centres and the Higher Institute for Training in Gas Trades built: 3 CDC + 1 Institute → Target: 6 CDC + 1 Institute (SDG 4.a) (CDS)
- Illiteracy rate: 31.3% (SDG 4.6) (CDS)
- Number of young people who have benefited from vocational training leading to a diploma: 8 170 → Target: 16,118 in 2024 (SDG 4.4 / 4.5 / 4.6) (CDS)
- Number of FTP trainers trained: 598 (SDG 4.c) (CDS)
- Net enrolment rate in primary education: 79,90% (2020MENRSE) → Targets: 90% in 2025 and 100% in 2030 (CDS)
- Primary school completion rate: 89,80% (2020MENRSE) → Targets: 92% in 2025 and 100% in 2030 (CDS)
- Number of women who have dropped out of school and are literate: 43.35% in those over 24 years old (CDS)

### 5. Democratized access to health services for all
- Prevalence of undernourishment and global acute malnutrition: 11,10% (2021SMART) → Target: 5% (SDG 2.1.2) (CDS)
- Prevalence of Chronic Malnutrition: 17% (2021SMART) → Target: 14% (SDG 2.1.1) (CDS)
- Prevalence of anaemia among women of childbearing age: 56% (2020EDS) (SDG 2.1) (CDS)
- Maternal mortality ratio: 454 per 100,000 live births → Target: less than 140 per 100,000 live births (SDG 3.1.1) (CDS)
- Under-5 mortality rate: 41 per 1000 → Target: 25 per 1,000 (SDG 3.2.1) (CDS)
- Malaria incidence rate: 7% → Target: 1% (SDG 3.3.3) (CDS)
- Premature mortality rates from noncommunicable diseases: 37,06% → Target: 12,00% (SDG 3.4.1 and 3.4.2) (CDS)
- Rate of population with health insurance: 20% → Target: 50% (SDG 3.8.2) (CDS)
- Adequate complementary feeding for 6-23 months: 21,7% (2021SMART) → Target: 0,35 (CDS)
- Prevalence of anaemia in children under 5 years of age: 76,7% (2019EDS) (CDS)
- Contraceptive product shortage rate at service delivery points in SWEDD intervention areas: 46% → Target: 20% (CDS)

### 6. Social inclusion, employment, youth, culture and resilience
- Unemployment Rate: 12,20% (2019ANSADE) — Target: By 2030, achieving full and productive employment (SDG 8.5) (CDS)
- Proportion of the population living below the poverty line: 28,20% (2019) (SDG 1) (CDS)
- Proportion of the rural population living below the poverty line: 41,20% (2019) — Target: By 2030, completely eradicate extreme poverty (SDG 1) (CDS)
- Food Loss: 4,700 T (SDG 12.1) (CDS)
- Proportion of domestic resources directly allocated by the State to poverty reduction programmes: 53,82% (2019BIA) (SDG 1.a.1) (CDS)
- Gini index: 0,32 (2019) (CDS)

### 7. Strengthened political governance, security and decentralization
- By 2022, NSDL operational, funding mobilised, expert system recruited, implementation initiated; activity report public under MIDEC.
- Targets and timelines include: decentralization and local development component completion by 2024; achievement of General Directorate of Local Authorities strategic plan by 2023; implementation of Association of Mayors plan by 2023; regional program of Nouakchott Regional Council progress by 2024; regional SCRAPP completion by 2025.
- Housing and urban programs: % of "Dari" housing units available and distributed by 2024; % of municipalities and adouabas modernized under the 'CHEILA' program by 2024.
- Number of children under 5 years registered by a civil registry authority: 226 973 (2018ANRPT) → Targets: full registration domestically and abroad by 2022; universal birth registration and strategy development and funding mobilised by 2022.
- Migration and diaspora: recruitment expense policy, diaspora mobilization policy from 2023, refugee management commitments implementation from 2022, National Migration Management Strategy Action Plan implementation and financing by 2022.
- Governance institutional targets: national budget allocation to political governance by 2025; existence of political dialogue framework by 2022; parliament human resources and bill production targets by 2023; Court of Auditors reorganisation and 2024 report.

### 8. Rule of law, human rights, justice and citizen control of public action
- Proportion of the prison population awaiting trial: 36% (2018 Ministry of Justice) → Target: 5% (CDS)
- Construction of the 15 courts of Moughataa in the interior of the country: 0% → Target: 100% (CDS)
- Rehabilitation of all the wilaya courts in the interior of the country: 45% of rehabilitations → Target: 100% (CDS)
- Rate of support and monitoring of public policies by SC actors: 20% → Target: 100% (CDS)
- Number of media: 230 media → Target: 460 media (CDS)

### 9. Efficient administrative, economic, and financial governance and capturing the demographic dividend
- Number of commercial bank branches per 100,000 adults: 15 (2019) → Target: 25 in 2025 (SDG 8.10.1a) (CDS)
- Proportion of adults with an account or mobile money services: 38% (2020) → Target: 50% in 2025 (SDG 8.10.2) (CDS)
- Proportion of the national budget financed by national taxes: 57,68% (2020) → Target: 68% in 2025 (SDG 17.1.2) (CDS)
- Debt service as a proportion of exports of goods and services: 10,93% (2020) → Target: 7% in 2025 (SDG 17.4.1) (CDS)
- Establishment of mechanisms to enhance policy coherence for sustainable development: NO (2020) → Target: YES (in 2025) (SDG 17.14) (CDS)
- Score CPI: 29/100 (2020 Corruption perception index) → Target: 40/100 in 2025 (CDS)
- Competitiveness score: 40,9 (2019WEF) → Target: 60 in 2025 (CDS)
- Doing Business indicator: 51,1 (2020) (CDS)
- Number of services based on digital identity: 0 (2020) → Target: 20 in 2025 (CDS)
- Number of transactional online services: 0 (2020) → Target: 110 in 2025 (CDS)
- Statistical Ability Score: 57,8 (Paris 21) → Target: 65 (CDS)
- Open Data Inventory (ODIN) score: 34 → Target: 40 (Open Data Watch) (CDS)
- School retention rate of adolescent girls enrolled in secondary schools in SWEDD intervention areas: 70% → Target: 95% (CDS)

*Source: 1mrtea2024002-print-pdf - 4.96 T/ha*

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_Source: https://www.imf.org/-/media/files/publications/cr/2024/english/1mrtea2024002-print-pdf.pdf_