Royaume du Maroc
Ministère de l’Intérieur
Human Capital Development
A factor for modernization and performance of
Communities
2
« « Notre choix de valoriser les ressources humaines, sachant que le Capital humain est le
levier du développement et la source des richesses.
Il est également le vecteur de transformation et de gestion des autres ressources et leur
intégration au processus de développement … »
Extrait du Discours du Trône de
Sa Majesté le Roi MOHAMMED VI - 2000
contents
The communities in Morocco and their importance for development
The role and impact of human resources to reinforce local development
The authorities’ new strategy in human resources management
A new policy for developing skills
The implementation tools
Creation of a financial support : the SEGMA ensuring financial autonomy, flexibility, anticipation and swift responsiveness for the Direction of Training
The communities in Morocco and their importance for
development
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I- The role of decentralization
Decentralization is a non-reversible choice to insist on individual and collective liberties and to ensure local democracy
It’s a choice with its roots in the precepts of Islam, in the history of our country, a choice inspired by foreign examples and by the choices adopted since the independence of Morocco in 1956
There are three levels in the Local government embodied in the Constitution
- Regions
- Préfectures et provinces
- communities : city councils and rural districts
II- The importance of local communities in Morocco in the fields of development, investments and partnerships
A- Development
The importance of the attributions and authorities progressively transferred from the State to promote local development. A trend that was confirmed in the communities’ charter of the year 2009.
Today there are 27.767 local councillors, more than half of them elected for the first time during the election campaign of June the 12th, 2009.
They have a key role in human, social, cultural, economic and ecological development
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B- Budget
The communities have important financial resources at their disposal. In the fiscal year 2009 :
Revenues amount to MAD 22.358 million
Expenditures amount to MAD 22.358 million including:
- MAD 17.247 million for operations
- MAD 5.111 million for capital expenditures
C- Investments
The role of communities:
more than 30% of public investments performed by the local communities, the remaining percentage is made by the central authority or other development actors.
more than 20% of the projects launched in the framework of the National Initiative for Human Development are financed by communities
D- Partnerships
1- National Wide
The communities have contracted a number of agreements with the national partners
With the government, public and semi-public institutions on national programs such as the National Initiative for Human development, electrification of rural areas, drinking water, rural roads, environment issues, public lightening, sports, culture, day-nurseries to mention a few.
With the private sector (especially the foreign private sector) to run common public services such as urban transportation, water, waste management…
With associations of the civil society to foster local development.
Partnerships among communities : there exist 131 intercommunity groups covering several sectors of town management operations
2- Regional and International Wide
The communities are involved in a large number of decentralized partnerships worldwide taking the form of :
- twinning
- partnerships
- or are memberships within networks of local governments
The role of human resources for local development
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A- Size and profile of the staff members in communities
149.541 employees
25,4 % of all employees in Public Service
58,5% in the Municipalities
24,7% are employed by the rural communities
17,8% are technicians
Management positions : 10,3 %
A rate of 4,8 servants for 1.000 citizens
B- Breakdown of local authority staff by employment category
and type of Community
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Job Category Regions Préfectures/
Provinces Municipalities Rural
communities Total
Top managers 177 4.513 7.345 3.408 15.443
Middle
managers 75 5.869 16.067 7.209 29.220
Clerks 50 5.914 14.559 11.842 32.365
Workers 53 8.437 49.283 14.521 72.294
Other
categories(*) - 08 205 06 219
Total……… 355 24.741 87.459 36.986 149.541
(*) Conseillers, Avocats, Professeurs des beaux arts et Professeurs de musique Source : Ministère de l’Intérieur – DGCL – Collectivités Locales en chiffres - 2009
B- Communal jobs
Existence of a huge number of jobs involving all municipal services to citizens
General Administration - Management - Steering - Internal Audit Communication - Public Relation-
partnership Town- Planning, Housing and Accommodation
Legal Affairs and Litigation Infrastructure - Roads Finance, Budget and Accounting Engineering and Building
Purchasing Environment and Green Spaces
Human Resources Equipment and Services Management
Registry office and Funeral Services Water and Sanitation Municipal Hygiene, Health and Sanitation Cleanliness and Waste
Culture, Leisure, Sports and Social Actions Workshops, Vehicles and Public Transport
City holdings Maintenance, General services and Print works
Economic development data processing
Source : Collecte d’informations sur les Métiers exercés dans les Communes du Maroc – DGCL – Projet GLM - 2009
The role and impact of human resources to reinforce local
development
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A- The upgrading of human resources of local authorities: an axis of development for strengthening decentralization
The PNRD is structured around two main strategic directions:
- Put the citizen at the heart of the local action
- Gradually confirm the role of the local authority in fostering the local economy
Good local administration performance requires the establishment of a new organization and a new culture of HRM
B-The year 2010 is dedicated to local human resources
Several problems and work in progress have to be revisited. There will be a monitoring process and an assessment whose recommendations will be brought forward to an national meeting in 2010.
- The strategy of recruiting : professional entry exams and promotion of contractual work
- Career management : redistribution of roles and responsibilities, creating local poles, and last but not least : jobs planning
- motivation : focusing on income, working conditions and social benefits
- Developing capacities
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The authorities’ new strategy in
human resources management
A- The target
The aim of the new strategy of developing capacities is to :
establish a highly efficient local administration
invest in the most important capital of any organization : the Human Capital
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B- Objectives
Through a pluralist and systemic approach, the objectives focus on:
1. Developing a new common culture strengthening the ideal of
« at the service of the citizen »
2. Strengthening the general and organizational capabilities in the local level in order to respond efficiently to jobs/activities of the communities.
3. Professionalizing jobs and functions
4. Developing adaptation skills to cope with changing environment and jobs’ evolution
5. Applying a new management model
6. Reinforcing the organizational leadership of the local managerial staff focusing on the General Secretaries of communities
C- Target group
The strategy of developing skills targeting:
the local councillors
all local human resources
the connecting structures with the central and territorial levels
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D- Roles and responsibilities of different agents
1.
General Direction of local communities2.
The commune3.
The external services of the Ministry of the Interior4.
Beneficiaries from skills’ development5.
The central service responsible for developing skills6.
Providers of Education and training programsE-The process
Identifying appropriate partners to assist the DGCL carry out the skills development in accordance with the PNRD vision
Define and implement the desired impact through a multidimensional and systemic approach of mentoring
Conducting the mentoring in a process of change
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The assumptions to guarantee the dynamic forces of change
Conditions for establishing a new model of mentoring on the local level :
1. Everybody has to share the same vision about the necessary changes
2. Every commune is to elaborate progressively and systematically a global strategy based on its specificities, its expectations and its priorities.
3. A whole mentoring system has to be elaborated and executed
4. capitalization and recognition of the achievements through standardization and generalization of best practices
5. Diversifying several training methods : conferences, workshops, learning, e- learning, case studies, coaching workshops , adapted to the intended learning outcomes and to the target groups
6. Progressive working-out of a strategy, a model of human resources management allowing to focus on the management of skills, for the commune in general, specific for each unity and adapted to the individual
Axis of mentoring
1. The DGCL will be equipped with a «Resources Center», organized like a «corporate university»
enabled to
1.1. assist the commune in developing their human capital
1.2. formulate and implement transversal processes of skills management by assisting the communes modernize their HRM structures.
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Axis of mentoring
2.
Focus on the following skills :
Skills Development by Function
Common skills development related to communes’ jobs
Development of managerial skills
Developing organizational skills
Development and capacity building in HRM
Foster the local actors’ motivation to successfully implement the decentralization process and the new local governance
The implementation tools
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A- Organizational level
1.
Preparation of a Kit concerning organization in the Commons2. New status for high commune positions
B- HRM level
1.
Clear definition HRM’s roles and responsibilities2.
Establishment of HRM units in communes3.
Pooling of means among communes4.
Developing a repository of jobs and skills28
C- At the Skills Development
1.Pilot implementation of skills development policy and gradual expansion
2. Training of Trainers in Human Resource Management
3.Development of a guidebook for curriculum Engineering
4. Development of a Catalog of Skills Development dedicated to the communes
5.Promotion of Outsourcing and Partnership
6.Capitalization of Training through preparing kits and training modules
7.Development of evaluation mechanisms of training
8. Development of an e-learning platform
Creation of financial support:
the SEGMA ensuring financial autonomy,
flexibility, anticipation and swift responsiveness for the
Direction of Training
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