Ferbuary 2007

1. Implementing The National Initiative for Human Development (NIHD) Issues in Leadership and Accountability Abdellatif Bencherifa Kénitra, Morocco Third International Roundtable on Managing for Development Results LEADERSHIP AND ACCOUNTABILITY February 4-7, 2007, Hanoï, Vietnam Ferbuary 2007

2. OUTLINE • THE NATIONAL INITIATIVE FOR HUMAN DEVELOPPEMENT • What is NIHD? Why NIHD now? • Priority Programs • Values and Methods • NIHD, LEADERSHIP, AND ACCOUNTABILITY • 4. Governance and Leadership • 5. Lessons from the implementation process • 6. The Dilemma of Accountability • LESSONS, ISSUES, AGENDA • 1. The vision • 2. The mobilization of stakeholders: • 3. The Implementation: • 4. Accountability • 5. The need for Data • 6. The mutual, cumulative learning process:

3. 1. WHAT IS NIHD? WHY NIHD NOW? • Launched on May 16, 2005: • The Initiative … [is] an innovating approach and a method of action allying ambition, realism and efficiency …achieved through practical, well defined and integrated programs. Excerpts from the Speech of His Majesty King Mohammed VI on May 18th, 2005. A five years, US$ 1.2 billion, global, innovative vision of human development whose main characteristics are: • Micro scale, bottom up designed development projects (participation); • Explicit particular target groups (the rural poor, the urban excluded, the vulnerable, with special needs), that is specificity; • Explicit priorities, namely Human development related areas (access to health and education servcies; income generating activities (IGA);) • An initiative parallel to, yet synergetic with the normative, conventional public policies actions;

4. During the past 50 years, there has been massive conventional governmental efforts: on an average basis, over 50% of State expenditures have been allocated to social sectors : health, education, social housing, rural development, etc. • Many achievements; yet many failures too; in particular, social deficits persisted and social indicators remained poor…

5. 2. PRIORITY PROGRAMS • 1. Rural poverty alleviation • - 360 rural communes among the poorest : • - Health, Education, Basic Equipment, and IGA; • 2. Urban exclusion • 250 urban neighbourhoods • - Health, Education, Basic Equipment, and IGA; • Social and cultural activities • 3. Vulnerability • Target groups : the disabled, the elderly, Children, women in hardship, etc. • Leadership: Civil Society and Social departments; • 4. Multi purpose, transversal program • Competitive projects for NGOs • Funding based on relevance, feasibility, and immediate measurable HD results. • NB. Local Leadership empowerment Projects are eligible in all 4 programs

6. 3. VALUES AND METHODS NIHD values • HD, citizenship, and dignity; • Participation, partnership, and integration; • Good governance: transparency, effectiveness, and evaluation; Implementation: the “territorial, Commune based approach” • Prioritization and commune based strategic planning; • Supervision by the Wali/Governor • Flexible Financial procedures and Post hoc Financial Control;

7. NIHD, LEADERSHIP AND ACCOUNTABILITY

8. 4. Governance and Leadership • Four Structures of decision and control: • The Local Initiative for Human Development, (LIDH): project identification • The Provincial Initiative for Human Development (PIDH) and The Regional Initiative for Human Development (RIDH): Project validation, evaluation and control • The Wali / Governor: overall supervision and financial management; legal accountability (systematic audit) • The Government Committee: chaired by the Prime Minister; Global planning, resource allocation, supervision at the national.

9. LESSONS FROM THE IMPLEMENTATION PROCESS: • Nationwide: • In the period January-October 2006: 4975 projects, nationwide, US$ 302 millions; • Rural Poverty : 1838 projects, average per project = US$ 25,116. • Urban Exclusion: 902 projects; average per project = US$ 55,000 • Vulnerability Programs : 400 projects, average per project = US$ 105,000 • Transversal Program: 1835 projects (mostly IGA), average per project= US$ 23,000.

10. Example of the Kenitra Province 2006: • Total available NIHD funding: $ 7,670,000 143 Projects in total • Rural Poverty Alleviation Program: 35 projects • Construction of new facilities (20 projects): $1,090,000 • Equipment of existing facilities (10 projects): $ 265,000 • IGA (5 projects): $219,800 • Urban Exclusion Program: 34 projects • Construction of new facilities: 14 projects; $1,260,000 • Equipment of existing facilities: 12 projects $ 354,000 • IGA projects: 4 projects $ 214,000 • Vulnerability Program (10 projects) • Construction of 5 new facilities: $1,220,000 • Equipment of 5 existing facilities: $230,000; • All purpose, Transversal Program 64 projects • NIHD funding: $1,723,000 • Stakeholders contribution: $ 575,000 • Partners contribution: $ 595,000

11. 6. The Dilemma of Accountability • Access to basic social equipment (education, health, water, etc.) account for 54% of the projects: This reflects a good mobilization of local elected representatives at the commune level. • IGA account for 29% of projects in Programs 1 and 2, and 34% in program 4: This reflects a good mobilization of the Civil Society; • Improving standards and conditions of existing facilities: 54% of the projects In program; Local Authorities andthe search of efficiency!! • LEADERS: • Elected Representatives, Civil Society, and Local authorities

12. Delivering Results and… being Accountable • Two major concerns: • Given limited resources, do the projects undertaken actually respond most effectively to urgent local needs? • Who is best qualified to identify projects and to speak on behalf of the target population?

13. Qst. 1: PROJECTS RELEVANCE AND PRIORITIZATION Given limited resources, do the projects undertaken actually respond most effectively to urgent local needs? • Major risk is to consider that, because of the magnitude of the deficits encountered, any project will be a good project! • What limits to the areas of Human Development Paradigm? • What magnitude of projects? Therefore: what impact? • What Synergetic relations with conventional public policies? • THERE IS A NEED FOR CLEAR CAPACITY EMPOWERMENT OF THE LIDH

14. Qst. 2: MEDIATING SOCIAL DEMANDS • Who is best qualified to identify projects and to speak on behalf of the target population? • The Local Representatives: Can Commune Representatives act outside the political encapsulation of politics,? Legitimacy and Perception of the vision Bias towards basic equipment • The Civil Society: Is Civil Society what it says it is? What ultimately is the prime mover of its action? • Proximity and Altruism; Cross Validation • The Local Authority : • Vested accountability vs. perceived role? Equity, and Accountability Power and Legitimacy

15. LESSONS, ISSUES, AGENDA Vision Mobilization Implementation Delivery of results Accountability

16. 1. The vision • A DECISIVE ROLE OF POLITICAL LEADERSHIP • 2. The mobilization of stakeholders: • A SHARED LEADERSHIP • The Implementation: • DEMOCRATIC PARTICIPATION • 4. Accountability • LEGAL vs. MORAL

17. 5. The need for Data DIAGNOSES, PLANNING, AND IMPACT MEASURMENT 6. The mutual, cumulative learning process: NIHD AS A KINGDOM PROGRAMME