Technical institutions such as CNER and IFEER have been established to conduct research and provide
high level training for road design, construction and maintenance. Similarly, private sectorparticipation and autonomous operations by public enterprises illustrate the level of maturity of the
sector.
155. The decentralization of operations to regional public enterprises, the Regies, for the distribution
Of energy and water appears to be an effective strategy for improving the performance of these
enterprises and achieving regional balance in infrastructure development.156. From the development made in the context of this report it appears rtiat the Government of Morocco has managed to ensure sustainable development and maintenance of the country's physical infrastructures. In doing so, the government has taken appropriate measures such as:
(i) clear assessment of problems of each sector;
(ii) clear statement of policy and strategic objectives;
(iii) establishing priority on human resource development and utilization;
(iv) improved institutional arrangements (legal framework, management and liberalization as appropriate ....etc).
(v) diversification of financing sources, with increased private sector participation and greater cost sharing by users.
157. The building of development capacities for physical infrastructures may be effectively anchored around the four axes: policy and institutional framework; human resource development; regional cooperation; and resource mobilization. Consequently, the success of Morocco in building its physical infrastructure capacity may be assessed in this context.
6.1 Policy and Institutional Framework
158. The development of the physical infrastructure capacity in Morocco, particularly from the early 1980's to the present, was undertaken as part of the broader policy framework for reform of the national economy. Supported by major international multi-lateral and bilateral financial institutions and agencies, the policy objectives of the restructuring programme aimed at improving the financial performance of public enterprises, developing their administrative and financial autonomy, and thus reducing the role of government through the encouragement of private sector participation in development activities. As a result of the reform actions, total current and capital transfers from Government to public enterprises declined from 3,2 percent of GDP in 1981 to 1.7 percent of GDP
in 1993.
159. The institutional framework adopted in the country for developing and managing the various infrastructure sectors are similar: policies are established by the Ministries; implementations are monitored and coordinated by the appropriate directorates; autonomous public enterprises operate at national (offices) and regional (Regies) levels along with the private sector; and customers are involved at the community level.
160. It is worth noting that the privatization policy was conceived and implemented as an instrument of economic and social modernization and not as a policy objective. This is an important lesson particularly in Africa where privatization is generally viewed as a policy objective, often fostered by external development partners, and are therefore resisted or at best, grudgingly accepted and subsequently not effectively implemented, all to the detriment of the national economy.
161. Morocco also effected several changes in the institutional framework regarding the management and supervision of public enterprises. An inter-ministerial committee for public enterprises and state
participation was specifically created to make decisions concerning major issues of public enterprise
strategy and to approve performance contracts.
162. Performance contracts were drawn up for all the major public enterprises, with clear definition of the key parameters: expected results, guidelines parameters within which to operate, required
resources (human, financial, time), accountability standards, and consequences in terms of rewards.163. Another policy aspect of interest is the devolution of responsibilities to the regions and communities for the development and management of some components of the infrastructure and services, such as in roads where the National Programme for Construction of Rural Roads has been establish to construct 10,000 km. of rural roads under regional supervision. Similarly, the r6gies are regional enterprises for the distribution of water and electricity.
164. In all infrastructure sectors, government policy has shifted emphasis from expansion to
maintenance and rehabilitation of existing infrastructure. However, there is still a significant level of
expansion, consistent with the ability of the particular sector to generate resources for capacity expansion. This policy has generally improved capacity utilization of the national infrastructure andservices.
165. Since road transport is the dominant form of transport in the country, accounting for over eighty
per cent of passenger and freight movements and providing the only access to most rural areas, it is noteworthy that the government accords special emphasis to roads development. The responsibility for roads development is clearly defined between the Ministry of Public Works being responsible for all aspects of infrastructure development (including maintenance and human resource development) of national roads, and the Ministry of the Interior, through regional administrations, being responsible for community roads. In particular, significant progress has been made in establishing the four building blocks for sustainable road maintenance as identified in the RMI programme.]!/:(a) Involving road users in the management of roads - especially community roads;
(b) Securing enough money for regular maintenance - the Road Fund;
(c) Ensuring that all parties know what they are responsible for - the Ministry of Public Works and the Ministry of Interior;
(d) Establishing a system for managing road programmes, with clear accountability.
166. Finally, government accords special importance to the development of the nation's infrastructure as a strategic sector to improve its global competitive position.
12/ Road Maintenance Initiative
6.2 Human Resources Development
167. Human resources development appears to be adequately addressed in all the major infrastructure
sectors in the country. Basic and technical training are provided in all the sectors, and the road sector in particular has established the centre for studies and research - Centre National d'Etudes et de
Recherches Routiere (CNER).168. The development of human resources was always an integral part of all sector loans obtained
from the World Bank. With well-developed national institutions of training and higher education, there is little need for expensive overseas training or the use of expatriates.169. The Ministry of Public Works, Vocational and High Level Training supervises several technical and research centres and schools for training experts in roads and ports infrastruc. Similarly, the Ministry of Transport also has several directorates for specialized training in various transport operations. In water management, the country operates a training centre for mechanics, treatment plant operators and equipment specialists and was able to eliminate dependence on expatriates. The country also has a well developed contracting industry.
6.3 Regional Co-operation
170. Regional cooperation forms an integral part of the country's policy and strategy for its over all economic development, and in particular for infrastructure sectors. This cooperation is first within the framework of the Arab Maghreb Union (UMA), but also importantly with the neighbouring European countries as well as with the rest of Africa. Key sectors of regional coopeiation are roads (Trans-African Highways, the Trans-Maghreb Highways and the Fixed Link on ihe Straits of Gibraltar),
railways (Maghreb Railways), air transport and energy (Algeria-Morocco-Spain Gas Pipeline and the
Algerian Electricity Grid).
6.4 Resource Mobilization
171. The country has obviously been very successful in mobilizing the required resources for its