HARNESSING THE POWER AND POTENTIALOF INFORMATION AND COMMUNICATION TECHNOLOGIES FOR LOCAL DEVELOPMENT
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HARNESSING THE POWER AND POTENTIALOF INFORMATION AND COMMUNICATION TECHNOLOGIES FOR LOCAL DEVELOPMENT
A practical Handbook for local Mediterranean policy makers
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Harnessing the Power and Potential of Information and Communication Technologies for Local Development:
a practical Handbook for local Mediterranean policy makers
Copyright © 2012
by the United Nations Development Programme
Geneva Representation Office
Palais des Nations
CH-1211 Geneva 10, Switzerland
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise without prior permission from UNDP.
UN Sales No.: E.12.III.B.3E.12.III.B.3
ISBN: 978-92-1-126337-4
eISBN: 978-92-1-055386-5
Price USD: $19.95
The designations of geographic entities in this book, and the presentation of the material herein, do not imply the expression of any opinion whatsoever
on the part of the publisher or the participating organizations concerning the legal status of any country, territory or area, or of its authorities, or
concerning the delimitation of its frontiers or boundaries.
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Contents
Acknowledgements 1
Foreword 3
Joint Preface 5
8 - Practical Conclusion 91
Glossary 97
References, Notes and others 103
Acronyms 107
Objectives 9
Target audiences 10
1 – Overview
In the beginning 13
Strategic Objectives 15
ART-ISI@MED service lines 15
The ART-ISI@MED 2010 Strategic
Workshop 16
2 – The ART -ISI@MED Initiative
Historical background: From information society
to knowledge economy 21
ICT4D and the MDGs 25
Lessons Learned from ICT4D efforts 27
ICT for territorial economic growth and
social progress in the MENA Region 28
ICT for good governance and development
in the MENA Region 30
Leapfrogging development through ICT
adoption 31
3 – ICT, the basis for development
Decentralization: What, Why, and How? 37
Decentralization, Local Democracy and
Local Governance in the World and in the
MENA Region 38
“How the UNDP ART Global Initiative adds
value to development programmes” 41
From decentralized cooperation to
triangular cooperation: The new
South-South experience 43
4 – The decentralized cooperationprocess and the international develop-ment agenda
ART ISI@MED pilot project 1 – Lebanon 67
ART ISI@MED pilot projects 2 & 3 – Morocco 71
6 – ICT4D Best practices: Case studies & challenges
Articulation through the ART ISI@MED Initiative :How to proceed? 79Templates 82
7- Implementing the ART-ISI@MEDInitiative: Practical framework
ICT for strategic urban planning 53
“Why is Malaga becoming the new Mecca for
Information Technologies?” 54
ICT for economic development 56
“The link between Champagne and
development cooperation” 59
ICT for community empowerment 62
5 – ICT for territorial development
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Boxes
2-1 The ART-ISI@MED Projects and
Partners 18
3-1 World Summits on Information
Society 22
3-2 Prerequisites for capturing ICT-Induced
Benefits 24
3-3 MDGs and role of ICT 26
3-4 ICT4D sustainability, scalability and
evaluation 28
3-5 Four soft policy instruments for successful
cities in the knowledge economy 29
4-1 Territorial organization of selected Arab
Mediterranean Countries 40
5-1 The “Arab spring”, a case study for
social media and community
empowerment 63
➲ Charts
Chart 3-1 Morocco ICT profile 31
Chart 3-2 Lebanon ICT profile 32
Chart 3-3 Syria ICT profile 32
Chart 3-4 Senegal ICT profile 33
Chart 3-5 Gabon ICT profile 33
Chart 3-6 Mauritania ICT profile 34
Chart 4-1 Trend in SSC activities and
budget 45
Chart 4-2 North-South & Triangular Cooperation,
Case #1 46
Chart 4-3 North-South & Triangular Cooperation,
Case #2 47
Chart 4-4 South -South & Triangular Cooperation,
Case #1 48
Chart 4-5 South -South & Triangular Cooperation,
Case #2 48
Chart 4-6 South -South & Triangular Cooperation,
Case #3 49
Chart 4-7 South -South & Triangular Cooperation,
Case #4 50
Chart 5-1 Arab youth survey:
Biggest Challenges 56
Chart 5-2 ICT trade in selected MENA &
sub-Saharan countries 58
Annexes
Annex 1 -Decentralized cooperation:
definition, actors, benefits, modalities
and multilateral frameworks 109
Annex 2 - Common Schemes within
which decentralized cooperation
initiatives take place 118
Annex 3 - Decentralized cooperation in
the Mediterranean region: Focus on
the most active decentralized
cooperation links of France, Germany,
Italy, Spain and the ART Initiative 122
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Acknowledgements
The genesis for this handbook
was the ISI@MED 2010 Strategic
Workshop on the “Territorial
approach to development and
democratic governance through the
use of ICT”, which was held in
Marseille, France on 30 November
and 1 December 2010. The foundation
for what was to become a practical
publication was established during
the two days. The material grew and
evolved over the subsequent year
under the guidance and supervision
of Najat Rochdi of UNDP Geneva
and with the overall day-to-day
coordination provided by Najet
Tenoutit, Programme Coordinator at
CMI in Marseille supported by Kelly
Papadaki, ART- ISI@MED Programme
Officer at UNDP Geneva as well as
the contribution of Nada Tarbush,
Intern at the Directorate of UNDP
Geneva.
As a joint publication of the UNDP
office in Geneva and the Marseille
Center for Mediterranean Integration,
the publication benefited from
the support of teams from both
institutions and from a large panel
of cooperation partners.
While the “parents” of this publication
are UNDP and CMI, a large group
of people from many diverse
backgrounds contributed in some
way to the research, writing and
peer review of the handbook. In par-
ticular, the parent organizations
would like to express their appreciation
for the time, talent and energy
contributed by the following:
• City of Malaga: Francisco de
la Torre Prados, Mayor; Arturo
Rodriguez, Director of Information
Technologies
• City of Marseille: Jean-Claude
Gaudin, Mayor; Michelle Reynaud,
Director of International Relations
• Union of Municipalities of Al
Fayhaa: Nader Al Ghazal, Mayor
of Tripoli, Lebanon; Abdallah
Abdul Wahab, Director of Al Faya
Urban Communities
• City of Chefchaouen: Mohamed
Sefiani, Mayor
• City of Oujda: Omar Hejira, Mayor
• Region of Oriental: Ali Belhaj,
President
• Region of Champagne Ardenne:
Jean-Paul Bachy, President;
Abderahim el Khantour, Director of
International Relations
• ART-ISI@MED Team: Cristino
Pedraza Lopez, Claudia Micciche,
Francesco Bicciato, Abdallah
Muhieddine, Nisrine Qadouri,
Lurdes Gomez, Andrea Biswas
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• Cecile Molinier, Director UNDP Geneva
• Mats Karlsson Director CMI
• Giovanni Camilleri, ART International Coordinator
• Adam Rogers, UNDP Senior Advisor, Strategic Communication
• Anuja Utz, Deputy Director CMI
• Olivier Lavinal, Operations Officer CMI
In addition to the above list of direct contributors, the following served on
a consultations panel of peer reviewers:
Lastly, the parent organizations would like to express their appreciation
to the following, who provided invaluable and often last-minute
support under tight deadlines in editing, production and translation services.
English (original language) editing: Lili Gutierrez
Design and Graphism: Artcom
Printing : Imprimerie Masson
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Foreword
Information and communications
technologies (ICT) are critical for the
effective operation of government
and the delivery of services to
citizens and businesses. This is
especially true at the local level,
where municipal and local authori-
ties need to be able to respond
effectively and efficiently to the
needs of their citizens. ICTs facilitate
responsive and responsible public
service delivery through enabling,
for example, access to online trans-
actional services, public information
and communication channels with
authorities – promoting voice,
accountability and transparency. In
this way and many others, ICTs serve
as a crucial enabler for territorial
development, accelerating progress
in poverty reduction, while promoting
inclusive growth.
ART-ISI@MED (Information Society
Initiative for the Mediterranean) is
the result of an initial partnership
between the United Nations
Development Programme (UNDP)
office in Geneva and the Centre for
Mediterranean Integration (CMI) in
Marseille. The initiative is part of
UNDP’s work in the practice areas of
democratic local governance within
the framework of decentralized
cooperation and its work through
the UNDP ART Global Initiative
(Articulation of Territorial and
Thematic Networks of Cooperation
for Human Development).
ART-ISI@MED’s strategic objective
is to strengthen and bolster
development efforts in the
Mediterranean Region through the
effective and efficient use of ICTs at
the local level. The Initiative has
three components: ICT for territorial
management, that is, for strategic
planning and management of local
resources; ICT for local economic
development, notably for helping
small and medium-size enterprises
and cooperatives’ management; and
ICT for community engagement.
In December 2010, CMI and UNDP
held the first Workshop of the
ART-ISI@MED Initiative in Marseille.
The meeting was an extraordinary
opportunity to build on Mediterranean
dialogues among sub-national
decision makers on the role of ICT
for the local development of the
region. President of Regions,
Mayors, and other high level
representatives of Lebanon,
Morocco, Syria, France, Spain,
Senegal and Mauritania gathered for
two days. The results of their
deliberations form the foundation
of the handbook you now hold in
your hands.
This guide is targeted at the local
level because we believe there is
tremendous energy and resources
there to facilitate equitable and
sustainable development in local
communities. It takes into conside-
ration the more developed northern
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shores of the Mediterranean as well,
given the growing efforts in
decentralized partnerships between
regions and municipalities to build
bridges across the digital and
oceanic divides that separate the
two worlds.
We agree, without a doubt, that ICTs
should be considered in all local
development policy making. We
hope this publication will provide
local decision makers throughout
the Mediterranean with a set of
concrete and easy-to-use guidelines
on how to effectively and
strategically apply ICTs to produce
better results and improved
livelihoods for all their citizens.
Mats Karlsson
Director
Centre for Mediterranean Integration
Cecile Molinier
Director
United Nations Development Programme,
Office in Geneva
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Joint preface of the mayors and local authorities in the Mediterranean Region involved in the ART- ISI@MED Initiative
Ali Belhaj,
President of Oriental Region, Morocco
Francisco De La Torre Prados,
Mayor of Malaga, Spain
Mohamed Sefiani,
Mayor of Chefchaouen, Morocco
We, mayors and regional authorities of the Mediterranean region, have
inherited responsibilities that have been passed down through the ages for
centuries. Without effective strategic planning and management skills, our
predecessors could never have built and expanded great civilizations, and
spread ideas, knowledge, trade and technology to the farthest reaches of the
world known to them at the time.
The history of these great civilizations is rooted in the proficiency to
which they managed the delivery of public goods and services - the
Mesopotamian, Egyptian, Canaanites, Greek, Roman, Carthaginian,
Byzantine, Ottoman, Christian, and Islamic cultures that spread upon our
shores – all had to establish and maintain roads, shipping lanes, ports,
irrigation, health and sanitation, etc. The ability to which they were able to
deliver these often determined how long their civilizations lasted.
Compared with the early days when the people of the Mediterranean first
planned their civilizations, the cities around the Sea today have more tools
and examples on which to plan, but their tasks are in some ways even more
challenging.
Omar Hejira,
Mayor of Oujda, Morocco
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The skills required to effectively manage municipalities and rural communities
are made more complex by the myriad of tools at our hands, the foremost
of which are the information and communications technologies, which have
become essential for the effective operation of government and the
delivery of services to citizens and businesses. This is especially true at the
local level, where municipal and local authorities need to be able to
respond effectively and efficiently to the needs of their citizens.
At different times in the ancient past, standards of living fluctuated
between civilizations. At times, the people of North Africa enjoyed standards
of living higher than any previously seen. At other times, it was the Romans,
the Turks, the Moors. Today, there is a distinct divide separating the
northern and southern shores of our common sea – a digital divide and one
of human development. But, when you look at the region from space, you
see one sea, one people, and ultimately, one planet, without borders. The
bottom line is that we are all in this together, and by working together in
solidarity, we will grow together in solidarity.
By bridging the digital divide, and sharing both technology and knowledge
of best practices, we are helping to close the human development divide.
This effort benefits all of us, from Malaga to Oujda, from Marseille to Tripoli,
Lebanon, and from Champagne Ardenne to the Oriental Region. By
improving the management of our municipalities and regions, we can
facilitate economic growth, development and improved livelihoods, thus
widening trade, commerce, communication and travel amongst all our
peoples, as it has been for millennia. Through the Information Society
Initiative for the Mediterranean (ISI@MED), this is already happening.
Nader Al Ghazal,
Mayor of Tripoli, Lebanon
Jean-Paul Bachy, President of the Regional Council of
Champagne Ardenne Region, France
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Ove
rvie
w
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Overview
ART-ISI@MED Handbookobjectives
The primary objective of this joint
publication of UNDP and CMI is to
provide local decision makers
throughout the Mediterranean with
a set of concrete and easy-to-use
guidelines on why and how ICTs
should be integrated into local
development policy making.
This handbook intends to provide
local policy makers with a practical
tool to support them. These
national and local authorities in
charge of strategic planning for
economic and social development
have new roles and responsibilities
within the framework of the
ongoing decentralization of their
functions, which requires them to
take charge of planning, resource
mobilization and implementation of
all local development activities.
As a result, local public officials
often need to build new capacities
and skills to effectively leverage
available ICT tools to efficiently
manage their new functions.
Another raison d’etre for this
publication is to offer a space -- for
all partners involved and those
interested in the ART-ISI@MED
Initiative -- in which to share their
experiences and lessons learned.
This is a knowledge management
exercise that provides stakeholders
with the opportunity to learn from
each other’s projects and best practices.
This handbook is designed to allow
readers to switch from one chapter
to another to discover the practical
information they are looking for to
support them in decision making.
Each chapter – from those focusing
on the background and context of
ICT for development (ICT4D) to
those dealing with the practical use
of ICTs in the field of decentralized
cooperation – is enriched by field
interviews of experts, local decision
makers, technicians or institutional
representatives.
Best practices and partners’
feedback are available throughout
the text to provide readers with a
‘hands-on’ approach on the kinds
of projects being developed under
the ART-ISI@MED Initiative.
The Lebanon and Morocco pilot
projects are the major case studies
presented in the handbook. These
two projects complement each
other in demonstrating why ICTs
matter in local administration and
how these kinds of projects
influence the way local decision
makers formulate their local
development plans.
The themes in the handbook reflect
months of discussion and consulta-
tion. In a perfect world, we would
have a ‘best practice’ for each of
the themes addressed, but we could
not. We do not want to speak as
theorists. We are practitioners, not
academicians. With the Tripoli, Le-
banon and the Region de l’Oriental,
Morocco cases, the handbook’s au-
dience will have two different sto-
ries, two different practices in two
different countries, with common
constraints and challenges shared
by practitioners across all territories
and countries.
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There is very little operational
duplication between the two pilot
projects. When the Initiative started,
we intended to develop two
different initiatives, harnessing two
different aspects of ICT for local
development and two different
dimensions of regional marketing,
so we could (i) build cooperation
between these two countries as part
of a South-South cooperation
strategy and (ii) encourage the two
countries and their cooperation
partners to formulate triangular
cooperation projects from Morocco
and Lebanon but working on local
development in Mauritania, Senegal
and Gabon. This form of triangular
cooperation is one of the corners-
tones of the ART-ISI@MED Initiative.
This book also presents the many
complexities of ICT4D projects in the
context of decentralized cooperation
within the specific circumstances of
the Middle East and North Africa
(MENA) Region.
But more than that, this collaborative
work seeks to exemplify the principle
that development interventions
must embrace a clear expression
of solidarity among partners – a
principle that underlies the thinking
and a mindset at the heart of the
ART-ISI@MED Initiative.
ART-ISI@MED Handbooktarget audiences
The primary target audience of this
handbook includes all sub-national
levels of government, from rural
villages to municipalities and cities
as well as groups of local municipa-
lities and regional entities.
Decision makers of all kinds will
benefit from this handbook –
whether they are elected officials
preparing work plans or technicians
forming thematic work groups on
social and economic development.
Local authorities’ work plans reflect
budgets and budgeting priorities,
municipal or collective services,
infrastructure needs and investments.
This manual addresses these
subjects (even if only superficially at
times) to show that the ART Global
Initiative and associated governance
values are viable alternatives.
The ART-ISI@MED handbook intends
to be a valuable reference in
harnessing ICTs to facilitate or
improve local government service
delivery in response to the needs
and priorities of local populations.
My personal interest and expertise
in the international aid and
cooperation field make me a deep
believer in the high value of the
use of ICTs for local development.
ICT projects are quick win-win
initiatives which help to build local
confidence among all actors involved
in the development of their community
– from the decision makers to the
citizens. Integrating ICTs into sub-
national development initiatives is
an innovative and sustainable way
to ensure optimal results through
an effective participatory planning
process.
Najat Rochdi
Deputy Director,
UNDP Geneva
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• In the beginning
• Strategic Objectives
• ART -ISI@MED service lines
• The ART -ISI@MED 2010 StrategicWorkshop
The
AR
T-IS
I@M
ED In
itia
tive
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Globalization accelerates information
flow to the point where we know
more about everything and
anything that can be digitized, from
encyclopaedia entries with embedded
photographs and statistical charts
to indexed lists and correspondence
databases sorted by metatag. We
are no longer out of touch, except
by choice. Our world increasingly
resembles a data and communications
ecosystem. The sheer volume of this
information is unimaginable and
yet, we are only in the infancy of
information processing and
transformation through value
added processes. The purpose of
this manual is to explore the
implications of information processing
technologies as a response to
globalization, as a strategy for
community development, and as a
plethora of new tools for territorial
governance and economic
development.
What is the Information Society?
Information itself is simply data.
It has no value until and unless it is
organized and exchanged. But even
organized, information-rich data
sets have no value if they cannot be
accessed and transformed by use.
The information society is more
than the mere processing and
storage of information, it is as much
about the publication and exchange
of information. It is life itself,
augmented and accelerated by
machines processing data at the
speed of light.
The key to understanding the
concept lies not in the “information”,
but in the “society” that is driven
by that information. Society means
public spaces. It means civil
intercourse, public accountability,
shared goals and objectives.
Information Society refers to the
intelligent use of information
processing technologies for the
responsible governance of public
spaces.
The trend in dealing with data
proliferation has been to adapt
governance systems to improve
data capture through decentralized
organization. Improved data
collection and analysis have
allowed states to streamline
governance, concentrating on
policy-making, supervising and
reinforcing local autonomy. The
process of decentralization has
led developing and developed
countries to reform their adminis-
trative structures and fully leverage
local productive systems, a source
of national wealth.
The ART-ISI@MED Initiative
From concept to fieldwork, ART-ISI@MED brings informationand communication technologies to territorial governanceand development
In the beginning…
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Decentralization laws transfer
operational authority in various
policy areas including health,
education, resource management,
social and cultural affairs, economic
development and land-use
management to local communities.
This process unleashes new energy
and, in many ways, harnesses the
resourcefulness of long marginalized
populations. Managing these
reforms, and more importantly,
empowering local citizenry through
capacity-building exercises, are
the best ways to capitalize on new
productive energies.
Such reforms reflect increased
global interconnectedness. They
lead to massive information flows,
social cohesion and a new perspec-
tive on local development. This book
is about local development and
about how that development is sup-
ported by information technologies.
Cities and local governments
around the world rely on informa-
tion technologies for data manage-
ment, local development and
sustainable urbanisation. Our focus
is on both physical infrastructure
and soft infrastructure, and the role
that innovative ICT models1 play in
strategic planning and local economic
and social development.
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ISI@MED was designed by UNDP
to address the digital divide
between Africa and Europe and to
leverage new technologies to
facilitate and accelerate the
improvement of livelihoods and the
creation of opportunities for people
living in poverty. Through ICTs,
communities are leapfrogging de-
velopment processes to improve
public service delivery, improve the
quality of education and expand
the labour market by plugging into
the world.
UNDP’s strategic plans and
programmes leverage and often
depend on ICTs to support national
policies for decentralization,
building the capacities of local
actors to plan, implement and
monitor local development strategies.
Since the dawn of the current
millennium, and with the World
Summits on the Information
Society (WSIS Geneva 2003 and
WSIS Tunis 2005), UNDP has taken
a particular interest in harnessing
ICT4D to help transform the
expanding digital divide into a
digital opportunity. With its
experience in 177 countries, UNDP
is working to stimulate the
enabling environment, catalyzing
applications and innovative
projects on the ground to bridge
the information gap and bring
everyone into the global economy.
Strategic objectives
ART-ISI@MED supports local
players and communities in their
use of ICT networking, knowledge
sharing and capacity building in
these areas:
ICT for strategic urban planning:
(i) Using ICTs, information systems
in general and Geographical Informa-
tion System (GIS) in particular, for
strategic urban planning, land and
resource management and
monitoring of local services and
local resources, and (ii) Offering
computerized public administration
and improved service delivery to ci-
tizens
ICT for economic development:
Targeting youth employability and
access to labour markets, job
creation, income generation, and
local small- and medium-sized
enterprises (SMEs) in poor areas to
better seize market opportunities
ICT for community empowerment:
Fostering diaspora and migrants’
engagement, social inclusion and
cross cultural youth involvement
through social media
Two countries were selected to
implement first-phase pilot
programmess in 2009 to July 2011.
This phase was devoted to finalizing
the concept and piloting the Initiative
with the implementation of the first
ISI@MED ICT4D projects in the Re-
gion de l’Oriental in Morocco and in
the Al Fayhaa Union of
Municipalities in the North of
Lebanon.
ART-ISI@MED services lines
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The second phase started in July
2011. The aim is to consolidate and
capitalize on the results and
outcomes of the projects implemen-
ted in Morocco and Lebanon. These
will be rolled out to other cities/re-
gions in the countries of implemen-
tation (from the city of Oujda to the
City of Chefchaouen in Morocco)
and transferred to sub-Saharan
countries (e.g. Gabon, Senegal and
Mauritania) and other Mediterra-
nean countries (e.g. Tunisia and
Syria) using the South-South and
triangular cooperation mechanisms.
In 2010, the ART-ISI@MED Initiative
joined the multi-partner platform of
the Marseille CMI. CMI aims to
facilitate access to knowledge,
practices and support from public
and private institutions to improve
cooperation, encourage sustainable
development and achieve a
convergence of policies for an
integrated Mediterranean region.
CMI’s founding members are Egypt,
France, Jordan, Lebanon, Morocco
and Tunisia, with the European
Investment Bank (EIB) and the
World Bank.
In November 2010, a two-day
ART-ISI@MED Workshop was held
in Marseille, in conjunction with
the “Semaine Economique de la
Méditerranée” (Mediterranean
Economic Week). This workshop,
organized by the UNDP Geneva
Office in cooperation with CMI,
assembled the stakeholders of the
ART-ISI@MED Initiative. A featured
event of the Mediterranean
Economic Week, it received support
from the French Ministry of Foreign
Affairs, the Regional Council of the
Provence-Alpes-Côte d’Azur Region
and the City of Marseille.
Fifty participants from around the
Mediterranean basin participated in
the workshop, including senior
representatives of various national
authorities (Ministries of Interior,
Foreign Affairs and National
Planning), local authorities (gover-
norates, regional councils and local
and municipal authorities) and the
private sector and civil society
organizations. The workshop
debates and roundtable discussions
provided insight into the policies
and problems of territorial develop-
ment in the southern Mediterranean,
as well as the transversal role played
by ICT in the local development pro-
cess.
Beyond the digital divide separating
the North and South Mediterranean
shores, the worshop offered
participants and speakers a platform
to discuss (i) ART-ISI@MED
implementation strategies, (ii) best
practices arising from field
experience and observation,
especially with regards to social and
cultural obstacles, and (iii) the
prospects for generalizing the
ART-ISI@MED approach through
triangular cooperation with sub-
Saharan Africa.
The ART-ISI@MED 2010 Strategic Workshop
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For two days and across six sessions, delegates worked on these subjects. Their contributions and conclusions comprise the core of this Handbook.
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ICT4D Project International Partner Local Partner
GIS for the street management of the City
of Tripoli
Improvement of public services delivery to
citizens through ICT use at the Municipality
of Oujda
Improvement of public services delivery to
citizens through ICT use at the Municipality
of Chefchaouen
Development of a database of all material
and immaterial assets of the Oriental Region
and promotion of local products through ICT
Development of an e-government portal –
pilot project of the Oriental Region
ART-ISI@MED
Municipality of Malaga, Spain
ART-ISI@MED
Municipality of Malaga, Spain
ART-ISI@MED
Municipality of Malaga, Spain
ART-ISI@MED
Region of Champagne-Ardenne, France
ART-ISI@MED
Province of Como, Italy
Municipality of Tripoli, Lebanon Al Fayhaa Union of Municipalities, North ofLebanon
Municipality of Oujda, Morocco
Ministry of Interior - General Directorate of
Local Communities (DGCL), Morocco
Municipality of Chefchaouen, Morocco
Ministry of Interior - General Directorate of
Local Communities (DGCL), Morocco
Oriental Region Development Agency for the Oriental Region University of Oujda “Mohammed I” Regional Council of the City Wilaya Regional Investment Center (CRI)
Oriental RegionWilaya Regional Investment Center (CRI)
Box 2-1 The ART-ISI@MED Projects and Partners
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• Historical background: From informationsociety to knowledge economy
• ICT4D and the MDGs
• Lessons Learned from ICT4D efforts
• ICT for territorial economic growth and socialprogress in the MENA Region
• ICT for good governance and development inthe MENA Region
• Leapfrogging development through ICTadoption
ICT,
th
e b
asis
fo
r d
evel
op
men
t
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21
The idea of “information society”
first appeared in Japan in the 1960s
as the association of “information”
(processed and output in such
diverse forms as books, recordings,
photographs, film, advertising, financial
reports) and “society” in the sense of
a group whose livelihood was
related to the production, distribution
and archiving of such information.
The concept was further refined by
sociologists seeking to understand
post-World War social transformations,
and the notion that somehow all of
this progress was “post-industrial”.
American sociologist and futurologist
Daniel Bell wrote a popular book
entitled The Coming of the Post-In-
dustrial Society2 in which he defined
post-industrial society and projected
a growing role for information
technologies. By the turn of the
millennium, information society
studies were widely recognized as an
academic discipline. Meanwhile, the
notion of an “information society”
became rhetorical shorthand for
information technologies as social
engineering tools with a high
probability of success and as political
marketing and planning tools for
public policy makers.
If the concept was originally coined
to speak of the production, ownership
and distribution of information in
fields as diverse as education,
science, innovation and culture, it
now addresses a social reality in
which information and its enabling
technologies are at the heart of
social preoccupations.
In the first decade of the second
millennium, with the advent of
digital telephony and the proliferation
of connected data terminals (both
computers and mobile telephones),
the information society debate has
moved to the centre of the globalization
debate, focusing on national infra-
structures and local empowerment
through access.3 Information flows
have become ubiquitous in a world
where data is transferred at the
speed of light. Despite the vast flows
and seemingly endless demand for
data, it should be recognized that
much of the data that is transferred
is coded raw data organized by
software applications into useable
information: documents, films, recor-
dings, sensor data and many more.
In the 2000s, particularly with the
2003 Geneva and 2005 Tunis World
Summits on the Information Society
(WSIS), UNDP took a particular
interest in the issue of ICTs for
development by making this topic
one of its six priority areas in
implementing the MDGs.
ICT, the basis for development
Historical background: From information society toknowledge economy
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Box 3-1 World Summits on Information Society
One of the outcomes of both the 2003 and 2005 WSIS was a clear commitment by governments to foster the achievement of an inclusive
information society. To this end, the WSIS Geneva Plan of Action identified a number of recommendations and 10 targets, to be achieved by
2015, in line with the deadline for the achievement of the MDGs.
The WSIS targets are:
Target 1. Connect all villages with ICTs and establish community access points
Target 2. Connect all secondary schools and primary schools with ICTs
Target 3. Connect all scientific and research centres with ICTs
Target 4. Connect all public libraries, museums, post offices and national archives with ICTs
Target 5. Connect all health centres and hospitals with ICTs
Target 6. Connect all central government departments and establish websites
Target 7. Adapt all primary and secondary school curricula to meet the challenges of the information society, taking into account national
circumstances
Target 8. Ensure that all of the world’s population has access to television and radio services
Target 9. Encourage the development of content and put in place technical conditions to facilitate the presence and use of all world languages
on the Internet
Target 10. Ensure that more than half the world’s inhabitants have access to and make use of ICTs.
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The information useful for territorial
development is not raw data. It is pro-
cessed data assembled and fit to de-
velopment models, which provide
tangible value whether by reinforcing
proximity, by empowering local and
sub-national communities or by
providing a more qualified assessment
of markets and risk. The net result is
improved decision-making and grea-
ter proximity to core project consti-
tuency, both determining factors in
project sustainability.
The key for ICT and sustainable social
and economic territorial development
is proximity and vital engagement.
Closeness or proximity is by defini-
tion vital to one’s interests. Proximity
stimulates response but it also
stimulates a virtuous cycle, a feed-
back process. In this way, action and
engagement are reinforced by mem-
bers of the reference group, whether
civil society, elected officials or public
servants.
Since the first decade of the second
millennium, it has become widely
accepted that IT productivity, when
combined with the social empower-
ment of decentralized governance,
produces a win-win situation for
local development, including
inclusive productivity4 across all
aspects of the development agenda,
from local and sub-national planning
and implementation to national
policy administration. Whether
speaking of agriculture, water, civil
defence and emergency preparedness,
urban development, transportation
or the social sector including health,
education, employment and local
engagement, ICT today is at the
heart of innovative policy choices.
As highlighted in Building Knowledge
Economies: Advanced strategies
for development5, “the knowledge
economy is an economy in which
knowledge is acquired, created,
disseminated, and applied to
enhance economic development”.
ICT holds major potential for social
and economic development in that
ICT infrastructure is at the heart of
worldwide knowledge exchanges.
The Oxford dictionary defines
“knowledge” as “facts, information,
and skills acquired by a person
through experience or education”.
Such a definition is simply the first
step in understanding the model by
which data and observation from
personal experience are transformed
into actionable knowledge. Informa-
tion itself is merely organized data
which requires transformation to be
useful.
Recent innovations in collaborative
and social media, the extraordinary
development of accessibility and
applications for handheld telephones
and low-cost geospatial tools provide
new opportunities to radically
improve public services. The opportu-
nities are rich and diverse because of
the nature of the tools – they are
open and collaborative, transparent,
adaptable and for the most part,
low cost. These tools can be used in
almost all the languages of the world.
Although ICT is neither a panacea
nor an exclusive response to the
major problems in development, it
is nevertheless a valuable tool. It is
an indispensable tool in providing
To better understand theinformation society,we must first look at theknowledge economy.
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fair access to health services,
education and employment and es-
sential for local democratic pro-
cesses.
In the Mediterranean basin, where
most states are intermediate
income countries and where decen-
tralization processes are engaged
in different and unequal ways, ICT
is particularly useful in addressing
problems and opportunities raised
by integration. ICT offers a valuable
opportunity for leapfrogging, that is,
for providing access to communica-
tions networks where decades of
underinvestment have resulted in
significant development delay.
Although ICT plays a valuable role
in “catching up”, it adds value only
as part of a strategy to support
human competencies in using these
innovative tools.
“Which innovative tools?” is the
obvious question. However, the real
question is above all, “Which tools,
for which uses, and with what
content?” These questions are at
the heart of the issue of ICT4D.
These questions are all the more
important for economic develop-
ment in the southern Mediterranean
by virtue of their contribution to
community solidarities in each
area’s towns and regions.
Préparation Accès Usage Valeur
Source: Building Knowledge Economies, Advanced strategies for development, World Bank Institute 2010
Box 3-2 Prerequisites for capturing ICT-Induced Benefits
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In 2000, 189 nations promised to
work together to free people from
extreme poverty and multiple
deprivations. Their pledge was
substantiated into eight Millennium
Development Goals (MDGs), to be
achieved by 2015. In September
2010, the world recommitted itself to
accelerate progress towards these
goals.
ICTs play a crucial role in achieving
MDGs at different levels, as shown in
the box below. ICT experts in the de-
velopment sector agree that:
• ICT is an integral part of efforts to
achieve MDGs, and
• Progress toward MDGs impact the
demand for ICT.
ICT4D and the MDGs
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Increase access to market information and reduce transaction costs for poor farmers
and traders
Increase supply of trained teachers through ICT-enhanced distance training
Deliver educational and literacy programmes specifically targeted to poor girls and
women using appropriate technologies
Increase access of rural care-givers to specialist support and remote diagnosis
Enhance delivery of basic and in-service training for health workers
Increase monitoring and information-sharing on disease and famine
Remote sensing technologies and communications networks permit more effective
monitoring, resource management, mitigation of environmental risks
Poverty1. Eradicate extreme poverty and hunger
Education2. Achieve universal primary education
Gender3. Promote gender equality and empower women
Health4. Reduce child mortality5. Improve maternal health6. Combat HIV/AIDS, malaria, and other diseases
Sustainable development7. Ensure environmental sustainability
Global partnership for development
8. Make available the benefits of new technologies
The eighth MDG specifies that the nations of the world will “develop a global partnership for development” and, “in cooperation with the
private sector, make available the benefits of new technologies, especially information and communications technologies”. Two indicators were
identified as relevant to the measurement of “access”: telephone lines and cellular subscribers per 100 inhabitants (target indicator number
47 assigned for monitoring to the International Telegraph Union (ITU)), and personal computers in use per 100 inhabitants and Internet users per
100 inhabitants (target indicator number 48, also assigned to ITU).
Box 3-3 MDGs and role of ICT6
MDGs Goal/Target Role of ICT
ITU adapted from The Significance of Information and Communication Technologies for Reducing Poverty, Department for InternationalDevelopment (DFID - United Kingdom), www.dfid.gov.uk.
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ICT4D focuses on using ICT to
deliver specific development goals,
most notably the MDGs. It concerns
itself with directly applying
information technology approaches
to poverty reduction. ICTs can be
applied either in the direct sense,
where their use benefits the
disadvantaged population, or in an
indirect sense, where they assist
aid organizations, NGOs, govern-
ments, or businesses improve
general socio-economic conditions.
The adoption of MDGs as a deve-
lopment tool general availability
and increased use of the Internet in
the industrialized world led to
a rapid rise in investment in ICT
infrastructure, programmes, and
projects in developing countries.
A characteristic example was the
establishment of telecentres that
provided poor individuals and
communities the opportunity to
learn computer skills, access the
Internet and be informed on
development issues, such as health,
education, and agriculture. These
telecentres have also started
delivery of online government
services.
ICT4D is moving to a phase that will
require the latest technologies
and innovative approaches to ICT
application for the poor in
developing countries. It will be less
concerned with e-readiness, more
interested in the impact of ICTs on
development and more focused
on the poor as producers and
innovators with ICTs (as opposed
to just consumers of ICT-based
information).
Crucial in making any ICT4Deffort successful is effectivepartnership among the follo-wing stakeholders:
• Public sector (governments - from
developed nations, developing
nations, such as emerging
Southern aid donors, international
bodies, and local governments);
• Private sector (companies
belonging to members of the
target audience, multi-national
organizations wishing to expand
their markets to the poor as
bottom of the pyramid [BOP]
consumers, pro-poor or social
companies);
• Public-private partnerships;
• Informal sector (non-governmental
organizations [NGOs], advocacy
groups, think tanks);
• Representation from the target
audience.
The World Bank’s Information for
Development Program (infoDev)7,
published 6 lessons from an analysis
of 17 pilot programmes. These
lessons are backed by a variety
of examples as well as a list of
recommendations8:
• Lesson 1: Involve target groups in
project design and monitoring;
• Lesson 2: When choosing the
technology for a poverty
intervention project, pay particular
attention to infrastructure requi-
rements, local availability,
training requirements, and
technical challenges. Simpler
technology often produces better
results;
Lessons Learned from ICT4D efforts
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• Lesson 3: Existing technologies—
particularly the telephone, radio,
and television—can often convey
information less expensively, in
local languages, and to larger
numbers of people than can
newer technologies. In some
cases, the former can enhance
the capacity of the latter;
• Lesson 4: ICT projects that reach
out to rural areas might contri
bute more to the MDGs than
projects based in urban areas;
• Lesson 5: Financial sustainability
is a challenge for ICT-for-
development initiatives;
• Lesson 6: Projects that focus on
ICT training should include a job
placement component.
ICT for territorial economicgrowth and social progressin the MENA region
Currently, the main three perspectives coming out of this sector are,
first, to ensure sustainability and viability of ICT programmes/projects,
for example, through emphasizing the need for external aid to build
infrastructure. Second, to design ICT programmes/projects which are
sustainable and scalable with greater reach and able to survive after
the external initial funding. Sustaining the project's scalability is a huge
challenge of ICT4D; how the target user will continue using the
platform. The need arises to develop and build on local talent. Last,
to ensure objective evaluation of impacts of ICT programmes/projects
implemented.9
A recent study by the United
Nations Conference on Trade and
Development (UNCTAD) found that,
in a typical developing country, an
increase of 10 mobile phones per
100 inhabitants boosts GDP growth
by 0.6%.10 Several InfoDev studies
report that ICT is a major contributor
to productivity, profitability and
growth at company levels in
transition economies.
In the MENA region, large invest-
ments have been made over the last
decade on ICT infrastructure, to
enhance and foster development
in these countries. Despite these
investments, which have allowed
most MENA countries to access
infrastructure and equipment,
notably in the Gulf Region where
equipment levels are very high,
Box 3-4 ICT4D sustainability, scalability andevaluation
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there remains a significant digital
divide between MENA and developed
countries, within the countries
themselves, among cities and
between urban and rural areas.
MENA countries show great
variability in levels of ICT infra-
structure and equipment. The
greatest variability is in access to
ICT resources for education and
citizen capacity building. In this
area, there is significant geographic
variability with respect to accessibility
of ICT infrastructure and user
training (usage).11
A dynamic ICT sector implies broad
involvement in all aspects of public
life, from education and health
services to employment and public
debate. To limit the undesirable
social consequences of digitally
divided national spaces, sub-national
and city authorities must understand
and encourage community-based
solutions for changing market
conditions. They must constantly
strive to address locally the
influence of globalized processes.
Box 3-5 Four soft policy instruments for successfulcities in the knowledge economy
According to Will Hutton,12 in his paper on “Building successful cities
in the knowledge economy: the role of soft policy instruments”, the
“four soft policy instruments that are most important for cities
seeking to respond to the changing economy” are:
Skills: Cities need to invest in skills appropriate to their key sectors, so
they can benefit from the innovation associated with higher skills as
well as the spin-off benefits of educational institutions;
Leadership: If cities are to change direction, they need strong
leadership to work with key stakeholders and generate a sense of
shared purpose;
Distinctiveness: Successful cities are those which have a unique
identity that helps them attract businesses, skilled workers, visitors
and students. Often this may involve strengths in the creative and cul-
tural sectors, which can, in turn, have an impact on economic success;
Collaboration: Different cities have different assets, but frequently
these assets are complementary. Inter-city collaboration can enhance
the offer that each city makes to businesses and workers. For example,
a large city could find it easier to employ workers if a nearby city
offers a high “quality of life” where workers can live with their
families. Collaboration may be particularly important for cities where
the core industry has declined.
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In the North Africa region,
e-Government deployment rankings
place Tunisia in the lead, followed
by Egypt, Libya and Morocco. In the
Levant however, e-Government
rankings for Jordan, Lebanon
and Syria were lower in 2010 than
in 2008.13
e-Government refers to “the use
of ICT to transform government by
making it more accessible, effective
and accountable.”14 This has
become especially important in
the context of the “information
revolution” and has had a major
impact on society, on constituencies’
expectations and on working
processes at large. Examples of
e-Government initiatives include
on-line government information
and services, publication of regulations
and forms or interfaces which allow
citizens to request ID card renewals
or file tax declarations. In this way,
citizens save time on performing
civic duties which require travel and
often, queuing. Enhanced transparency
considerably reduces opportunity for
corruption and ensures universal
and fair access to public information.
e-Government initiatives include
the creation of electronic databases
containing citizens’ identification
records, such as the civil registry
that can provide to citizens a timely
and efficient delivery of personal
documents needed (birth certifi-
cates, criminal records, etc), as well
as the electoral registry that can help
improve the electoral process by up-
dating electoral lists, eliminating
double entries in the electoral roll,
computerizing the electoral process
for electoral census purposes, etc.
We should also mention that recent
advances in mobile technologies,
including wireless and internet-
enabled mobile devices, have led to
increased government use of
mobile device channels. m-Govern-
ment, or the extension of e-Govern-
ment to mobile telephony
platforms, is defined as “a strategy
and its implementation” using a
broad array of wireless and mobile
technologies, services, applications
and devices. The main advantage of
mobile strategy is that government-
citizen interaction is ubiquitous,
with citizens able to access government
services and information anytime,
anywhere.
Last, but not least, m-Government
is particularly relevant and beneficial
for developing countries where the
level of readiness for e-Government
may be low but where mobile
phone penetration is high.15
As highlighted by the International
Labour Organization (ILO), mobile
technologies have allowed develo-
ping countries to bypass adoption
of costly and time consuming
fixed-wire telecommunications
infrastructure.16
ICT for good governance and development in the MENA Region
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To have a better understanding of
the ICT profile of the countries
where ART-ISI@MED Initiative
operates (such as Morocco and
Lebanon) or intends to operate
using the model of South-South and
triangular cooperation (such as
Syria, Senegal, Gabon, and Mauri-
tania), the following section
showcases important ICT indicators.
These indicators include telephone
lines, mobile cellular subscriptions,
fixed broadband Internet subscri-
bers, personal computers, Internet
users, e-government web measure
index. The definitions of the terms
used in the charts are provided at
the end of this section. Every chart
presents comparable ICT statistics
for 2000 and 2009 per MENA or
sub-Saharan country.
These specific indicators were
selected among a set of indicators
covering the economic and social
context, the structure of the
information and communication
technology sector, sector efficiency
and capacity, and sector performance
related to access, usage, quality,
affordability, trade, and applications
of a recent, comprehensive publication
of World Bank, namely The Little
Data Book on Information and
Communication Technology, 2011,
while data analysis and presentation
was made by UNDP, Geneva Office,
ART- ISI@MED Initiative.
Leapfrogging development through ICT adoption:ICT country profiles for selected MENA andsub-Saharan countries
➲ Chart 3-1: Morocco ICT profile
• 10-fold or 877% increase in mobile subscriptions
• 15-fold or 1,400% increase in fixed internet subscribers
• 5-fold increase or 375% increase in the number of personal
computers
• 46-fold or 4,500% increase in the number of internet users
• Despite the increase in these indicators, progress has to be made
for Morocco to catch up in terms of fixed internet subscribers,
ownership of personal computers, internet users and e-Government
services
2000 2009
11
4,9 8,20,1
79,1
1,5 5,7
1,2 0,7
32,2
0,24
0Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers
Egov webmeasure index
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➲ Chart 3-2: Lebanon ICT profile
• 2-fold or 83% increase in mobile phone subscriptions
• 3-fold or 241% increase in fixed internet subscribers
• 2-fold or 122% increase in the number of personal computers
• 3-fold or 196% increase in the number of internet users
• Lebanon is ahead of several MENA countries. However, despite the
increase in these indicators, progress has to be made for Lebanon
to catch up in terms of fixed internet subscribers, ownership of per
sonal computers, internet users and e-Government services
2000 2009
➲ Chart 3-3: Syria ICT profile
• 230-fold or 22,900% increase in mobile phone subscriptions,
• 37-fold or 3,600% increase in fixed internet subscriptions
• 6-fold or 500% increase in the number of personal computers
• 94-fold or 9,250% increase in the number of internet users
• Despite the increase in these indicators, progress has to be made
for Syria to catch up in terms of fixed internet subscribers,
ownership of personal computers, internet users and
e-Government services
2000 2009
18,4
10,1
0,2 0,1
46
3,7 9
1,50,2
18,7
0,04
0Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers Egov web
measure index
15,3
Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers
Egov webmeasure index
17,819,7
36,1
7,5
2,2
10,2
4,6 8
23,7
0
0,27
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➲ Chart 3-4: Senegal ICT profile
• 22-fold or 2,104% increase mobile phone subscriptions
• 5-fold or 400% increase in fixed internet subscriptions
• 38% increase in the number of personal computers
• 19-fold or 1,750%, increase in the number of internet users
• Despite the increase in these indicators, progress has to be made
for Senegal to catch up in terms of fixed internet subscribers,
ownership of personal computers, internet users and e-Government
services
2000 2009
➲ Chart 3-5: Gabon ICT profile
• 44%. decrease in the number of telephone lines
• 10-fold or 860% increase in the number of mobile phone subscriptions
• 2-fold or 100%increase in fixed internet subscriptions
• 3-fold or 240% increase in the number of personal computers
• 6-fold or 458% increase in the number of internet users
• Despite the increase in these indicators, except for the decrease intelephone lines, progress has to be made for Gabon to catch upin terms of fixed internet subscribers, ownership of personalcomputers, internet users and e-Government services
2000 2009
1,89,7
0,4
93,1
0,8 3,4
16,7
0,08
0Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers
Egov webmeasure index
2,1
Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers
Egov webmeasure index
2,2
2,5
55,1
0,50,1
2,21,6
0,4
7,4
00,18
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➲ Chart 3-6: Mauritania ICT profile
• 111-fold or 10,950% increase in mobile phone subscriptions
• A small increase in fixed internet subscriptions
• 5-fold or 350% increase in the number of personal computers.
• 12-fold or 1,050%, increase in the number of internet users
• Despite the increase in these indicators, progress has to be made
for Mauritania to catch up in terms of fixed internet subscribers,
ownership of personal computers, internet users and
e-Government services.
2000 2009
Telephonelines Mobile
subscriptionsFixed Internet
subscribersPersonal
Computers Internetusers
Egov webmeasure index
0,6
66,3
0,3
0
4,5
1 0,2
2,3
0
0,09
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• Decentralization: What, Why, and How?
• Decentralization, Local Democracy andLocal Governance in the World and in theMENA Region
• From decentralized cooperation totriangular cooperation: The newSouth-South experience
The
dec
entr
aliz
ed c
oo
per
atio
np
roce
ss a
nd
th
e in
tern
atio
nal
dev
elo
pm
ent
agen
da
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United Cities and Local Govern-
ments (UCLG) defines decentraliza-
tion as the devolution of
responsibility as well as of financial
and political decision-making to
sub-national levels of government.
For our purposes, the term sub-
national government and authority
shall be used interchangeably
to refer to municipalities (cities,
towns, wards, boroughs), provinces
(including the French “départe-
ment”), regions (including federal
states and governorates) and asso-
ciations of each of those.
Properly organized, decentralization
fosters local governance and as
a result, local democracy, which is
important for at least three reasons.
Decentralization:
1. Promotes allocation efficiencies as
a natural consequence of the
proximity between citizens and
public sector decision-makers,
who must account for their ac-
tions;
2. Confers tacit recognition of local
authority and responsibility for
public services entrusted to the
local organization;
3. Allows sub-national governments
to cultivate local autonomy,
including and especially via
decentralized cooperation.
Successful decentralization is a
matter of understanding and
institutionalizing the subsidiarity
implicit in the delegation of authority.
It requires that states ensure
compliance with a number of condi-
tions, most notably, that they adopt:
• A comprehensive national decen-
tralization policy where specific
powers are transferred to sub-
national governments along with
corresponding financial and
technical resources;
• Corresponding measures to
organize state administration at
sub-national levels;
• Fiscal policies that ensure
adequate resources to fund local
and sub-national priorities;
• Measures aimed at reinforcing
civil society organizations as stake
holders in sub-national governance
processes;
• A programme for the develop-
ment of local managerial and
administrative capacities.
The UNDP ART Initiative, established
in 2005 to promote a territorial
approach to human development
and achievement of the MDGs,
supports decentralization and seeks
to help local communities adopt
new technologies in their efforts
to address local and sub-national
challenges in governance and
economic development.
The decentralized cooperation process and the internationaldevelopment agenda
Decentralization: What, Why, and How?
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The ART-ISI@MED approach is fully
integrated into the matrix process
of cooperative local development,
wherever ART National Framework
Agreements are in place to coordi-
nate situations in which there are
multiple support partners (partners
in development cooperation) and
local development processes driven
by local elected leaders and civil so-
ciety organizations. More than just
a programme, ART-ISI@MED sup-
ports local development through a
learning process which involves the
individuals, organizations and col-
lective practices of an inclusive mul-
tilateralism.
The idea of local autonomy grew
out of the Mediterranean experience
of independent city states, from
Athens and Sparta to Syracuse,
Carthage, Rome, Venice, Marseille
and Barcelona, to name a few.
These city states were eventually
incorporated into national systems
formed to provide collective security
against competing national systems.
These national systems proved very
effective in mobilizing resources for
the colonial enterprise of national
mercantilism.
In the last 20 years, decentralization,
both as a policy and as a model for
administrative organization, has
been widely adopted in the world,
resulting in renewed awareness
of the city as the basic unit of
territorial governance. This new
awareness of local context has
arisen both as an unintended
consequence of globalization and
the hyper-connected environment
of trade and finance, and as a
response to external pressures to
adapt local structures for emergence
of new political leadership at
sub-national levels.
Territorial reform in the MENA
countries reflects a long-standing
belief among European municipalities
and sub-national authorities that
there is a general lack of viable
municipal and sub-national partners
with which to build a shared
Mediterranean region of “peace,
stability and prosperity”. Development
efforts were made to create “inclusive
networks” of partner cities for the
transfer of governance skills.
In 2000, the Eurocities network of
European cities launched what was
to become the Medcities network.
Medcities was instrumental in
obtaining one of the first EU grants
for municipal leadership capacity
building. In 2005, UCLG formed the
Mediterranean Commission which
has played a critical role in lobbying
for the participation of city
networks in a deliberative assembly
for the Union for the Mediterranean.
Decentralization, Local Democracy and Local Governance in the World and inthe MENA Region
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In 2008, the EU Council of Foreign
Ministers meeting in Marseille
voted to establish the Euromediter-
ranean Assembly of Local and
Regional Authorities, ARLEM.
The assembly is composed of
84 members, of which 10 seats
are reserved for city and territorial
networks.
Numerous capacity-building, de-
centralized cooperation efforts have
been successfully completed in the
past decade, including: constitutional
reforms in Bahrain completed
in 2002, Saudi Arabia’s first local
elections, the creation of popularly
elected regional councils with
attributions for economic and
strategic development in Morocco
and Jordan, restitution of mayoral
elections by universal suffrage in
Jordan and the organization of local
elections in Palestine.
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Algeria
Egypt
Jordan
Lebanon
Morocco
West Bank& Gaza
Syria
Tunisia
Turkey
Country
48 provinces/wilayas, 160 district/ constituencies(da'iras)
26 governorates, each divided into district
12 governorates
6 governorates (muhafazat), each (except Beirut)divided into district (aq-diya)49 provinces (rural areas) and 1 3 prefectures(urban areas)
14 governorates (9 in the West Bank and 5 inthe Gaza Strip), 2 autonomous provinces
14 départements
24 governorates (wilayat), each divided intodistrict
81 special provincial administrations
Provincial Level
1,541 municipalities (communes)
217 towns + Luxor (with specialstatus) 4,617 villages
99 municipalities
930 municipalities and villages
1,497 municipalities (communes)
74 municipalities (63 in the WestBank and 11 in the Gaza Strip),368 village councils
107 cities, 248 small cities, 207villages
264 municipalities
3,225 municipalities,16 metropolitan municipalities,and 35,000 villages
Local LevelPopulation / Nbr of Regions(pop. for 2007, in millions)
33.9
80.1
5.9 (the creation of 3 regionsannounced in 2006)
4.2
31.2 (organized into 16 regions)
4.0
20.5
10.1
73.0 (organized into 12 regions)
Box 4-1 Territorial Organization of selected Arab Mediterranean Countries
Compiled by Bergh, Sylvia I., “Decentralization and Local Governance in the MENA Region”, in www.iemed.org/anuari/2010/aarticles/Bergh_decentralization_en.pdf.From sources: GOLD World Report 2008 and UCLG country profiles; population data fromUNDP Human Development Report 2009 (http://hdr.undp.org/en/media/HDR_2009_Tables_rev.xls) Note: The designation “Local Level” here refers to the lowest tier of sub-national governance and is not the definition usedelsewhere in this manual.
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Common interests bind the citizens of the North and South – not just around
the Mediterranean but around the world. All citizens of this planet are
concerned about specific thematic issues, such as economic migration or
forced displacement because of armed conflicts or natural disasters, climate
change, and the rational use of water and energy resources -- to mention but
a few examples. These are issues that go beyond municipal, regional, and
national geographic boundaries, with direct repercussion on the day-to-day
of all people, even if they belong to different cultures, religions and ethnic
groups.
It is within this context that the UNDP ART Global Initiative was created.
ART is a programmatic framework conceptualized, designed, implemented
and monitored/evaluated in the concerned country, with various involved ac-
tors and stakeholders in close coordination with representative authorities
to:
• Apply a cross-sectoral territorial approach capable of effectively
supporting the processes of local development (rather than a
centrally-planned top-down solution or one that takes a silo-driven
sectoral approach),
• Encourage complementarities and alliances between the actions of
different actors and cooperation programmes in support of complex
common strategies such as the MDGs,
• Work with local authorities to promote the active engagement of civil
society organizations and networks,
• Work in synergy with the local programming cycles, organized in the
countries by the local stakeholders, to reach a greater complementarity
of actors.
• Ensure the continuity of cooperation, with the processes of
development in the country,
• Optimize the resources, sharing of common services, diagnosis, data,
and technical assistance,
• Offer agile administrative procedures.
The acronym ART officially refers to Articulation of Territorial and The-
matic Cooperation Networks for Human Development and emphasizes the
strategic relationship between subnational levels of government and their
networks both from the North and the South.
HOW THE UNDP ART GLOBAL INITIATIVE ADDS VALUE TO DEVELOPMENT PROGRAMMESBY GIOVANNI CAMILLERICoordinator, UNDP ART Global Initiative
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Effective Development Requires Cooperation, Collaboration and
Communication
To achieve development results, it is essential to facilitate real and
permanent dialogue between local communities, to allow them to act
simultaneously on the causes and effects of these issues of “common
interest”. This is a very different approach to cooperation, contrasted with
the old paradigm of “donors and beneficiaries”, in which the North, suppo-
sedly developed, teaches the South “how to fish” (and by the way, whoever
said that the countries of the North are better at fishing – especially using
techniques for catching fish in northern seas?).
It may be necessary, therefore, to consider, and put at the disposition of the
international community, new instruments of cooperation that allow the ci-
tizens of the North and the South to operate under a framework of alliances,
through a network of “allies and colleagues”, that allows committed part-
ners in the north and in the south to jointly face, in solidarity, the common
challenges ensuring sustainably prosperous livelihoods with expanded
choices for all citizens.
The ART programmatic approach reduces fragmentation and increases the
impact of cooperation actors that operate locally. It enhances the strategic
role of decentralized cooperation and complementarity within the multila-
teral framework to better support sustainable development processes.
The Genesis of the ART Initiative
Development cooperation in the past was often criticized for being too fo-
cused on linear and symptomatic relief – on “band-aid” solutions that did
not take into account the “big picture” by considering systems theory, or the
interconnected, complex and organic nature of societies, To tackle nutrition
we would send food aid, health problems, send medicines, or local develop-
ment, launch projects in a municipality. Rather, the UNDP ART global ap-
proach is about capitalizing on experiences in the field and facilitating wide
respectful and open collaboration that co-creates solutions to development
challenges.
The strategic need for the ART approach emerged from the rapid growth in
the number development actors operating at sub- national levels, each often
focused on conflicting priorities, and often without the
involvement of representative bodies or participatory input from
the local people. In short, the benefits to development of creating,
strengthening and/or expanding an integrated network of alliances,
allies, partners and colleagues are numerous, and include the following:
• It is an effective modality to sensitize public opinion and
local communities in the South and North on various issues of
common interest,
• It establishes channels through which a common dialogue
and discussion on issues of common interest can take place,
generating an exchange of ideas and experiences in a direct and
pragmatic way.
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• It promotes an environment of mutual trust that even the best
“expert” in international cooperation could not generate on his or her own,
• It promotes south-south and triangular cooperation and encourages
innovation, mobilizing much-needed knowledge resources frequently
forgotten by traditional development cooperation, including good
practices in basic issues of local governance: management of basic
social services, economic local strategies in the environmental, energy, or
gender policies, to mention but a few examples,
• It helps make development cooperation activities more participatory,
transparent, and dynamic.
• It facilitates a paradigm shift from a culture of “how much do you give
me” to the broader question of “how do we work through this together”,
in support of national processes of local development, and poverty
alleviation strategies.
The ART Global Initiative is currently operational in more than
20 countries in Asia, Latin America and Africa, and is now being
expanded into the Arab Region. Because of its emphasis on local
planning processes, community empowerment and multi-stakeholder col-
laboration, it offers the perfect institutional home for the Information Society
Initiative for the Mediterranean (ISI@MED), which offers an
approach that further strengthens the core principles of ART.
From decentralized cooperation to triangularcooperation: The new South-South experience
Equal partnerships between local
governments and their institutions
offer an effective platform to
exchange experiences, best practices
and innovations. Both peer-to-peer
exchange and active dialogue
between territorial actors are innovative
means to promote good governance
and local development and to share
tested and successful policies in a
variety of fields. The partnerships
between local governments are
founded on mutual respect, solida-
rity, common interests and joint
responsibilities.
After years of decentralized cooperation
between the northern developed
countries and southern developing
countries on bilateral mode, a new
multilateral approach is starting to
take shape and to show results: the
triangular cooperation. With UNDP’s
support, which handles issues
connected with developing and
strengthening South-South coopera-
tion, local authorities from the North
and the South have entered a new
phase of cooperation by integrating
a third dimension to their classical
partnerships. In addition to their
general scheme of knowledge transfer
from the North to the South, they are
also considering and developing
projects that will also offer a South-
South dimension in a second phase,
capitalizing on the knowhow and the
expertise gained in the first phase.
UNDP is giving special attention to
the transfer of contextually relevant
lessons and experience between
developing countries – particularly
from Middle-Income Countries
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(MICs) with successful track records
in addressing challenges common to
developing countries. MICs are
playing an increasingly important
role in the international development
architecture, as donors, trading
partners and sources of expertise.
Some MICs are both donors and
recipients of aid, giving them a
unique perspective on the develop-
ment process.
Thus, UNDP’s South-South cooperation
mechanism and approaches involve
countries of the South helping each
other by sharing technical or economic
knowledge and skills to facilitate
development. UNDP’s triangular
cooperation approach is about
facilitating technical cooperation and
knowledge transfer among two or
more developing countries with the
support (technical and financial) from
northern donors, decentralized
cooperation partners, private sector
partners and NGOs partners or by
international organizations.
There are documented good
practices within UNDP programmes
that cover formulation of a strategic
framework in Thailand; institutional
and technical capacity strengthening
in China; systematic data collection
and reporting in Turkey; and
establishment of a Joint Cooperation
Fund by Mexico and Chile. These
cases indicate that increased South-
South cooperation has promoted
country efforts in strengthening their
policy and institutional frameworks.
Key contributing factors for the
successful efforts described in these
cases include:
• enabling policy environment and
commitment at all levels;
• broad participation and partner-
ship, including government
organizations and civil society;
• capacity of the coordinating
organization and capacity develop-
ment of wider stakeholders
through the process;
• and a step-by-step approach to
expand initiatives based upon a
longer-term perspective while
achieving a short-term result to
gain momentum.
Donor and international organizations’
support has helped countries in
developing capacity and networking
among broader stakeholders.17
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➲ Chart 4-1: Trend in SSC activities and budget
South-South cooperation is becoming
essential. It is showing excellent
results in answering crucial issues in
the field of international cooperation:
how to scale up operational capacities
and how to improve the quality of
capacity building support. Part of the
answer can now be found in the way
international organizations, active in
decentralized cooperation projects,
can encourage local southern
communities to use the knowledge
gained for their own “export-driven”
development to the benefit of their
southern partners. South-South co-
operation is an effective innovative
tool, first to scale-up, but also to
improve aid-effectiveness and
international cooperation partner’s
return on investment.
0% 20% 40% 60% 80% 100%
Number of SSC activities
Substaintial increase Increase No change Decrease Substantial decrease
Budget
Donor funding
Cost-sharing with otherpivotal countries
Cost-sharing from beneficiary countries
Special Unit for South-South Cooperation, UNDP, 2009
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| UNDP role: facilitating the process
and enabling the knowledge transfer
| Example of 3 different cases of
North – South cooperation in the
same country
| ICT Project No 1: eAdministration
services with the support of Malaga
| ICT Project No 2: L’Oriental Region
webportal with the support of Como
| ICT Project No 3: L’Oriental Region
eMarketing with the support of
Champagne Ardenne
The ART-ISI@MED Initiative is aiming
at facilitating triangular partnerships
between local governments from the
South and the North of the Mediter-
ranean Sea with a third local govern-
ment partner from a southern country
(Mediterranean or Sub-Saharan). Thus,
after successfully running ICT4D
projects in Municipality of Oujda and
L’Oriental Region, Morocco (see chart
4-2), and Municipality of Tripoli,
Lebanon (see chart 4-3), the North-
South and Triangular Cooperation
experience will be replicated in so
many different South-South and
Triangular Cooperation cases; from
municipality to municipality within
the same country (Morocco, see chart
No 4-4 and Lebanon, see chart
No 4-5); between municipalities
of two different Mediterranean
countries (Morocco and Lebanon, see
chart No 4-6); from a Mediterranean
country to two Sub-Saharan countries
(from Morocco to Senegal and
Gabon, see chart No 4-7).
➲ Chart 4-2: North-South & Triangular Cooperation, Case #1
Cooperation in Morocco
UNDPGENEVA ICTProject No 1
Municipality of OUJDA,Morocco
Support of Municipalityof MALAGA, Spain
UNDPGENEVA ICTProject No 2
L’OrientalRegion,Morocco
Support of COMOProvince, Italy
UNDPGENEVA ICTProject No 3
L’OrientalRegion,Morocco
Support ofCHAMPAGNE ARDENNERegion, France
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| UNDP role: facilitating the process and enabling the knowledge transfer
| Example of North – South cooperation
| Triangular Cooperation with the support of Malaga and a GIS expert
company
| ICT services to be transfered: Urban development and street
management GIS platform
➲ Chart 4-3: North-South & Triangular Cooperation,Case #2
Cooperation in Lebanon
UNDPGENEVA
Municipalityof TRIPOLI,Lebanon
Support ofMunicipality ofMALAGA, Spainand a GIS ex-pert company
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| UNDP role: facilitating the process and enabling the knowledge transfer
| Example of South – South cooperation within municipalities of the same
country
| Triangular Cooperation with the support of Malaga
| ICT services to be transfered: eAdministration services
➲ Chart 4-4: South-South & Triangular Cooperation,Case #1
Cooperation within Morocco
UNDPGENEVA
Municipalityof OUJDA,Morocco
Municipalityof CHAOUEN,Morocco
| UNDP role: facilitating the process and enabling the knowledge transfer
| Example of South – South cooperation within municipalities of the same
country
| Triangular Cooperation with the support of Marseille and PACA region,
as well as Malaga
| ICT services to be transfered: Urban development and street
management GIS platform
➲ Chart 4-5: North-South & Triangular Cooperation,Case #2
Cooperation within Lebanon
Support ofMunicipalityof MALAGA,Spain
UNDPGENEVA
Municipalityof TRIPOLI,Lebanon
Municipalityof TYRE,Lebanon
Support ofMARSEILLE &PACA Region,France andMunicipality ofMALAGA, Spain
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| UNDP role: facilitating the process and enabling the knowledge transfer
| Example of South – South cooperation between two Mediterranean
countries
| Triangular Cooperation with the support of Malaga
| ICT services to be transfered: eAdministration services from Oujda to
Tripoli & Urban development and street management GIS platform from
Tripoli to Oujda
| Prospective transfer to Syria and Tunisia
➲ Chart 4-6: South-South & Triangular Cooperation,Case #3
Between two Mediterranean countries
UNDPGENEVA
Municipality ofOUJDA, Morocco
Municipality ofTRIPOLI, Lebanon
Support ofMunicipality ofMALAGA, Spain
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| UNDP role: facilitating the process and enabling the knowledge transfer
| Example of South – South cooperation from Mediterranean to Sub-
Saharan countries
| Triangular Cooperation with the support of PACA Region and
Municipality of Malaga
| ICT services to be transfered: eAdministration services
➲ Chart 4-7: South-South & Triangular Cooperation,Case #4
UNDPGENEVA
MOROCCO
Supportof PACARegion,France &Municipalityof MALAGA,Spain
From Mediterranean to Sub-Saharan countries
SENEGAL
GABON
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• ICT for strategic urban planning
• ICT for economic development
• ICT for community empowerment
ICT
for
terr
ito
rial
dev
elo
pm
ent
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With decentralization policies, local
authorities at all levels—regions,
municipal or rural collectivities—
are empowered to plan, fund and
implement regional development
projects on behalf of local populations.
Decentralization empowers local
authorities and enables public
servants at all levels to collaborate
for the planning, funding and
implementation of territorial
development.
Local authorities frequently lack the
capacity and local skills to respond
to service demands. They have little
knowledge of available ICT tools
or how to use these to improve
municipal service delivery. Nor
would it occur to them that a
standardized urban grid is a desira-
ble, even necessary, tool for urban
planning and service delivery,
or that GIS might be used as a
participatory approach in data
collection to supply missing
information.
It is such information, vital for
self-determination but totally
inaccessible without outside
contacts, that is the focus of
ISI@MED. It is not enough to
stimulate demand. Project work
groups and local and cooperation
partners must cultivate and instil
the local, transversal capabilities
to identify a need, organize a
collaborative project to address that
need and learn from outside
sources. In the context of establishing
an urban grid, ICT-based methods
and tools facilitate strategic and
city planning decision-making
processes of a city and are very
welcome by local authorities.
Local decision makers need data
adapted to their own context
to support the development of
modernizing evidence-based
policies for strategic and urban
planning. Such data must be
accurate and regularly updated
especially when talking about cities
in the MENA region. Demographic
growth, spatial disparities, land
management, public transit and
sustainable development are at the
heart of the urban and strategic
planning issues for most of the
region’s cities.
ICT for territorial development
ICT for strategic urban planning
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Although Malaga is a city, within a region, within a country, it has
established its own network of partnerships to support decentralized deve-
lopment cooperation in the Mediterranean Region. It does this with a mo-
dest budget, while leveraging its specific comparative advantage within the
information and communication technology (ICT) realm.
Malaga is the site of the largest regional technological industrial park, with
500 registered companies, 15,000 employees and 3,000 engineers. One of
the areas of its core competence in Europe is in ICT support and services,
similar to Silicon Valley in California.
The Reasons for Supporting Development Cooperation
Unlike many other European countries, the Spanish constitution allows its
cities and regions to engage directly with development cooperation with part-
ners in the South. In this context, the City of Malaga
identified Morocco as a priority, due to the long shared history and
geographic proximity. In particular, the city has very close relations with
the five cities of northern Morocco where Malaga targets most
of its direct financial and technical assistance: Al Hoceima, Nador,
Tetouan, Tangiers and Chefchaouen.
In 2002 the mayors of Nador and Tetouan asked the City of
Malaga for its support to help them develop software to modernize the ma-
nagement of their city administrations. In response, we audited
our partners’ local requirements and began working with these
communities to build information technology infrastructure and capacity.
In 2005 we started contributing to the Global Digital Solidarity Fund as
founding members. In October 2008, we hosted the first summit of Medi-
terranean Towns and Local Authorities, organized on the theme,
“Innovative Funding for a Digital Area in the Mediterranean”. This meeting
led to the creation of an ICT Secretariat based in Malaga. In May 2009,
Malaga committed itself to supporting the ART-ISI@MED Initiative. In No-
vember of that year, the Second Summit of Mediterranean Towns and Local
Authorities confirmed Malaga as Chair of the ICT working group, thus es-
tablishing Malaga as a reference for information technologies in the Medi-
terranean Region.
Malaga also is active in supporting an important project in
Tripoli, Lebanon to develop a uniform city street grid mapping system to
improve city planning and service delivery. Cities need maps and geoloca-
lized contents (trees, bus stops, fire hydrants, parks and public infrastruc-
WHY IS MALAGA BECOMING THE NEW MECCA FOR INFORMATION TECHNOLOGIES? BY ARTURO RODRIGUEZ Director of Information Technologies, ICT Pole/City of Malaga, Spain
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ture, public and private improvements and buildings).
Without this information it is very difficult to manage public services, whe-
ther public transit, property and tax records, waste management, water
districts, etc. Most cities already have basic mapping but what is missing is
a uniform reference system.
We at the City of Malaga believe development cooperation in
information technologies and support for programmes like ISI@MED and
ART are the way to fulfil our responsibilities as global citizens while leve-
raging our comparative advantages to support the achievement of the Mil-
lennium Development Goals.
Although we are the fifth largest city in Spain, our budgets are constrained. But
we know from experience working with UNDP and with various European
grant programmes that we can leverage our modest local
resources together with our skills, in solidarity with our neighbours to the
south, to solve urban poverty challenges. This is what we are doing when we
support ISI@MED in Tripoli, Lebanon, and in northern
Morocco.
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The potential benefit of ICT to
SMEs is well known. ICT enhances
productivity by improving output
and reducing costs. This productivity
dynamic has driven globalization
and transformed the relations of
production both in society generally
and among the countries of the
world. A vibrant business sector is
critical for local capacity development,
promoting entrepreneurial skills
and energizing local communities.
According to a survey in April 2007,
Youth in the MENA: Demographic
Opportunity or Challenge, Population
Reference Bureau, "nearly one
in five people living in the MENA
region is between the ages of
15 and 24 (95 millions youth in
2005)". However, the rising
population is driving unemployment
in MENA: the unemployment rate
among the MENA youth is the
highest in the world: 25.1% for
Middle East and 23.6% for North
Africa – nearly double the global
average of 12.6% in 2010.
According to a survey on Arab
youth conducted by ASDA’A, the
three biggest challenges for the
Middle East are the rise in the cost
of living, unemployment and
human rights (see chart 5-1).
Undoubtedly, the political turmoil in
the region that led and is still
leading to Arab Springs, is ascribed
to issues such as high inflation,
demand for democracy, large
disparity in incomes, corruption,
and, last but not least, high
unemployment.
ICT for economic development ➲ Chart 5-1: Arab youth survey: Biggest challenges
Source: ASDA’A 2010 Arab Youth Survey
0% 10% 20% 30% 40% 50% 60%
Rising cost of living
Unemployment
Human rights
Inequality
Dangers of drugs
Corruption
Loss of traditional values
Opportunity for women
Personal debt
Quality of education
Middle East conflicts
48%
34%
26%
24%
20%
20%
17%
17%
16%
15%
13%
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Creating jobs to accommodate new
entrants in the labour market forms
the core agenda of most governments
in the MENA region. A World Bank
report released in 2003 mentioned
that countries in the region need to
create some 100 million new jobs
during 2000–2020 to overcome
unemployment. MENA governments
are seeking both long-term as well
as quick fix solutions to avoid
facing the wrath of citizens.
However, creating millions of new
jobs each year is not an easy task.
Some suggestions for solving
the unemployment dilemma can be:
assisting self-employment/entre-
preneurship, encouraging investments
from the private sector, continuing
to give greater emphasis to education,
nationalization employment policies,
and economic diversification.18
What should be highlighted is
the great opportunity that lies in
developing a vibrant and innovative
ICT sector, as a way to answer to
the crucial needs for job creation in
the MENA region. As governments
in the region undergo a series of
transformations, upcoming policy
measures and investment applied
to the ICT sector will be paramount
in spurring innovation and securing
consistent growth for the future.
“To strengthen their ICT sectors and
foster innovation, governments in
the MENA region must act on five
core elements: identifying key focus
areas, establishing innovation-
friendly policies and regulations,
e.g. patent filings, making funding
more widely available, improving
ICT infrastructure, and developing
the local talent pool”. Some focus
areas with strong local potential
can be “Arabic and Islamic services
and applications, IT services and
smart devices for the energy and
utilities sectors, e-education and
e-health systems, and devices
and systems for urban and
infrastructure management.”19
MENA governments must signifi-
cantly increase their research and
development (R&D) spending and
provide financing for entrepreneurs
to tap benefits that lie in ICT
innovation. In light of this, the
burden does not have to be placed
entirely upon government expenditure,
as private sector investment could
complement such policy initiative.
The end result would be a stronger
innovation environment, not only
for the ICT sector but for the national
economy as a whole, as well as a
maximization of the gain that lies
in the domestic workforce.
In this respect, it is worthwhile
to mention the good practice of
Jordan,20 where the ICT sector:
• Is the fastest growing sector in
Jordan's economy (avg. 25%
growth);
• Has created more than 80,000
jobs in total (direct/indirect/
induced);
• Comprises more than 14% of
the country’s GDP (10% direct,
4% indirect);
57
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58
• Has attracted many international
companies on the ground (Cisco,
Microsoft, Oracle, HP, Yahoo,
Intel, Motorola, Ericsson);
• Brings an average annual telecom
local spending of more than
US$500 million into the economy
(Orange, Zain, Umniah, etc.);
• Contributes more than US$500
million to the treasury;
• Exports to more than 45 countries
with major export markets: USA
$48 million (22%), Saudi Arabia
$47 million (21%), Iraq $29
million (13%), UAE $16 million
(7%), Palestine $9 million (4%).
➲ Chart 5-2: ICT trade in selected MENA & sub-Saharan countries
World ICT s
ervice
exports
World ICT g
oods imports
World ICT g
oods exports
Syria I
CT serv
ice ex
ports
Syria I
CT goods im
ports
Syria I
CT goods e
xports
Senegal
ICT serv
ice ex
ports
Senegal
ICT goods im
ports
Senegal
ICT goods e
xports
Morocco IC
T serv
ice ex
ports
Morocco IC
T goods im
ports
Morocco IC
T goods e
xports
Lebanon IC
T serv
ice ex
ports
Lebanon IC
T goods im
ports
Lebanon IC
T goods e
xports
Jordan ICT s
ervice
exports
Jordan ICT g
oods imports
Jordan ICT g
oods exports
5,5
9,1
17,7
3,9
18
13
0 00,2
4,4
1,41,3
13,5
15,6
3,2
4,5
0,20,4
3,7
7,56,9
6
7,4
4,6
1,4
2,9
4,5
3,5
1,6
3
0 0
5,95,4
3,73,1
Chart 5-2 showcases the ICTtrade in the world and selectedMENA & sub-Saharan countries(Syria, Senegal, Morocco, Lebanon,Jordan), as percentage (%) of totalservice exports, goods imports andgoods exports respectively.
Source of data: The Little Data Book on Information and Communication Technology 2011,World Bank - Data analysis & presentation: UNDP, Geneva Office, ART-ISI@MED Initiative
2000 2009
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59
Most people would not see an obvious link between champagne and
development, unless when making a celebratory toast to a great
achievement. However, the Regional Council of Champagne-
Ardenne, which manages the region whence champagne originates, is ful-
lycommitted to connecting with partners in the South to
advance their cause of development and to bring livelihoods in
development countries in line with those in Europe.
Supporting the development priorities of and partnering with
developing countries is not new to Champagne-Ardenne, which has a his-
tory of continuous development cooperation going back more than 24 years
in the Central Region in Togo.
Our cooperative relations with the Oriental Region of Morocco came about
in part because the Regional Council wished to explore cooperative projects
in Algeria. In the early 1990s, the Regional Council sent
an exploratory mission to North Africa to evaluate cooperation
opportunities.
In Oujda, the delegation visited with municipal authorities of an
administrative capital of a region the size of Portugal. Our delegation was
warmly received in Oujda; it was obvious our help would be
welcome. Finally, and perhaps just as importantly, there was at the
time and there continues to be in Oujda, a French language institute. The
institute offered us a Franco-centric network which was very
helpful in integrating our efforts with community needs.
The spirit of cooperation in Champagne-Ardenne has always been
motivated by a sense of solidarity. While it might sound strange today, back
in the early 90s our development assistance was basic and there was much
to do. Today, our activities are more sophisticated and we are helping Oujda
to take its place among the cities of the Mediterranean.
How does the Regional Council of Champagne-Ardenne organize
for cooperative development?
Our work for decentralized cooperation is mainly focused on
institutional cooperation between the Champagne-Ardenne Region and sub-
national governments in three African countries: the Central Region Togo, the
Bourgou and Alibori Administrative Districts in Benin and
the Oriental Region in Morocco. We also have on-going cooperation pro-
grammes with four East European countries: the Czech Republic, Slovakia,
Hungary and Russia. From time to time, we support activities in other parts
of the world, as we have in China, Mexico or Argentina.
We directly support our European operations from the Regional
Council in Châlons-en-Champagne. Our African operations however, are
overseen by a wholly owned non-profit agency, the Champagne-Ardenne
THE LINK BETWEEN CHAMPAGNE AND DEVELOPMENT COOPERATIONBY ABDERRAHIM EL KHANTOURDirector of International Relations and Cooperation Champagne-Ardenne Regional Council
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Regional Agency for Cooperation and Development (ARCOD-CA in
French). ARCOD implements our cooperation policies in Africa and the va-
rious areas where we have programmes, and ensures project
management through permanent local staff. The agency employs eight full
time staff and has an operating budget of 230,000 euro. Over the course of
a year, the agency will oversee work in these three countries totalling ap-
proximately 500,000 euro.
The novelty is that we have chosen to work through an operator. Regional ad-
ministrations have resources, but these are under great pressure. The deta-
ched agency arrangement offers several important advantages: first, the
independent structure is ideal to support partnerships with civil
society actors. Then, the independent structure allows for independent pro-
ject accountability.
The fact that we operate directly offers a number of advantages. First, we
have an unrivalled capacity for cooperative work. Our delegations are
French organizational structures. They depend on the Regional Council and
are recognized by local authorities as such. Finally, our employees enjoy
good working conditions and are covered by French law.
In return, we benefit from the cross-cultural quality of employees who serve
as cultural mediators if only for the interpreting, contact
management and local custom. Our people in the field have genuine local
roots. They are able to mobilise people for our projects and have extensive
networks, frequently even at the national level.
The link between information technology and economic develop-
ment
Given the profusion of projects and actors for cooperation in
Morocco, the Regional Council of Champagne-Ardenne has been
campaigning since 2006 for the creation of some means to coordinate and
share information of decentralized cooperation activities. We have succee-
ded in organizing a Euro-Moroccan Forum for local French and Belgian
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61
authorities working in the Oriental Region. As a result of
various contacts between ourselves and the UNDP Office in Geneva, we
became aware of the ART Initiative and the various advantages of the ART
Framework Programme. In 2009, we decided to work through the ART Fra-
mework Programme for implementation of several ISI@MED ICT4D pro-
jects.
The decision led to a series of consultations with local, regional and natio-
nal authorities in Morocco to understand what was expected of these ini-
tiatives. Following a long process, three of us managed to
identify four projects which will be coordinated locally by the UNDP/ART
Morocco team. These projects include two smart-city
projects led by Malaga to mprove Oujda city services, the development of
an Oriental web portal led by the Province of Como in Italy. The third pro-
ject consists in expanding our on-going work on tourism, heritage, local
crafts and products to create a comprehensive database of
regional attractiveness, essentially, produce the content for the web portal.
One important objective of our project is to complement tourism
services by offering visitors an opportunity to explore the landscapes and
rural heritage of northern Morocco. This work is necessary to
complement the massive resort project now taking shape in the town of Saï-
dia where the government of Morocco is financing the development of
20,000 hotel rooms and a vast seaside tourism destination. Experts from
Champagne-Ardenne are already working on itineraries and
lodging alternatives that will help integrate such development into the local
fabric.
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ICT for community empowerment
Empowering diaspora involvement.
ICT enhances the engagement of
the people most affected in making
decisions about issues on which
they are concerned. Technology
enables meetings that can be held
in virtual space and with the
addition of video, a face-to-face
meeting can take place in virtual
space. Simple technologies inclu-
ding instant messaging and instant
quick polls and surveys, allied with
direct submission facilities, provide
easy ways to get input and discuss
options. Through such mechanisms,
ICT serve the essential require-
ments for effective development –
the people most affected by deve-
lopment issues can get involved in
making the decisions that influence
their circumstances and prospects.
Over the last decade Internet has
developed rapidly. Today it is used
not only for correspondence and
self-expression, it is also providing
space for multiple party engage-
ment and networking, especially
through web-based communities
and services such as social networ-
king sites (Facebook, MySpace, Lin-
kedIn, Viadeo), twitter, wikis and
blogs focused on creativity, collabo-
ration and sharing. Expatriates may
no longer be physically located in
their communities of origin but they
remain very much a part of
that community, contributing to
development through remittances,
the sharing of information and
acting as relays for other community
members who wish to open
themselves to the world. By defying
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63
physical distances, ICT allow
expatriates all over the world to
cultivate home community relations.
ICT for youth empowerment.
Increasingly sophisticated web
applications integrated with
databases and deployed as “plat-
forms” have combined to unleash
the “social media” phenomenon.
Social media are a medium that
because of the very rich transaction
set (indexed and cross-referenced
identity profiles, file exchange and
instant messaging) have become an
extension of the self, interacting and
exchanging with other extensions-
of-self in a social environment.
Nearly one person in five living
in the MENA region in 2005 is
between the ages of 15 and 24
(95 million). The Mediterranean
population is young and drives local
society to adopt these community-
centric social platforms. It is this
young population who has adopted
ICT as a powerful new tool for
social leverage, using it to connect,
communicate, innovate and take ac-
tion on issues that matter to them
on a scale that transcends their lo-
cation, making them active players
at a global level. The events of the
first quarter of 2011,
progressively acknowledged as Arab
Spring, are an illustration of the
wildfire effects of instant
communications and crowd sour-
cing, where mobilization and politi-
cal change were in large part made
possible by the use of social media.
During the mass uprisings and revolutions which recently swept the Arab
world, particularly in Egypt and Tunisia, both the usage and utility of digital
communications were pushed to new frontiers. Arab protesters pioneered
innovative ways of using the Internet, turning it into a powerful medium
for crowd mobilization, political campaigning and incitation to rebellion.
The Arab Spring clearly highlighted the potential which ICT holds for enabling
direct communications at a massive scale.
The events of the past months demonstrate the power of digital technologies
to challenge and in some cases, overthrow, territorial authority. It is these
technologies that transformed ordinary users into ad hoc reporters fanning
the flames of conflagration in an outbreak of public outrage,
catalyzing new waves of action with each “tweet”. Such empowerment,
added to common purpose, enabled faceless and nameless individuals to act
directly in their social, economic and political environments.
When Internet access was available and undisrupted, tools such as social
media gave voice to citizens to speak their minds. Social networking sites
like Facebook and Twitter were used effectively to connect large numbers of
people. Twitter’s limitation of text messages to 140 characters reinforced the
Box 5-1 The “Arab spring”, a case study for social media and community empowerment
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64
telegraphed urgency of communications. Every action causes a reaction:
the process snowballed to the point where the euphoria took on a
dimension of its own. This dynamic interactive process was succinctly
summed up by Wael Ghonim, who compared the Egyptian revolution to
Wikipedia, an open platform where anonymous people steadily contribute
to build content.
When authorities blocked the social
networking sites, alternatives were found
to sustain communication and information
sharing. When Facebook was shut down in
Egypt following the announcement of the
locations for some of the protests on the
Facebook page, “We Are All Khaled Said”,
Google Groups was used to inform people
of the locations through mass mailings. At
the same time, communications and postings continued in a variety
of ways, most notably via blogs and YouTube but also via cell phone
messages and the uploading of videos and photos to widely-viewed news
channels.
24/7 news channels like Al-Jazeera played a crucial role in relaying social
media by scrolling cell phone text messages across the bottom of their
screen. This was especially effective in the case of Egypt, where only 21.2%
of the population have access or use the Internet. In Tunisia where
Internet penetration is relatively higher, 34% in 2010,21 Al Jazeera
similarly fanned public opinion by broadcasting videos that had originally
been posted on the Internet.
Of course social media do not cause revolution; they facilitate revolution
and they propagate rebellions. The true causes of a revolution lie in the
objective reality and living conditions of the
people and the ability and capacity of
local authorities to redress the people’s
legitimate grievances. In the always
connected world of cell phones and
the 24/7 news cycle, people are no longer
so easily fooled.
ICT and social media have been critical
enablers for the emergence and development
of the Arab Spring. It is important to note
however, that the impact of ICT has not been uniform.
In Tunisia and Egypt, ICT played a decisive role in fanning the revolutionary
flame; in Syria and Libya, the impact of ICT has been less clear. In these
countries, ICT was used by state agents to distribute information to their
security agents, to track down activists, organize counter demonstrations
and otherwise sow confusion and polarize the protest movement. As
Amnesty International so justly highlighted, the Internet, and especially
social media, worked as a double-edged sword in the Arab revolts.22
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Intenrieur Hand Book OK_bsa_v2_Mise en page 1 5/16/2012 2:58 PM Page 65
• ART-ISI@MED pilot project 1 – Lebanon
• ART-ISI@MED pilots projects 2 & 3– Morocco
ICT4
D B
est
Prac
tice
s:C
ase
stu
die
s &
Ch
alle
ng
es
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67
It is certain that ICTs are of strategic importance, not only because of
their economic weight and their growth, but also because of the role
played by improving governance and service delivery at the municipal
level. In Tripoli, Lebanon, the Spanish city of
Malaga is supporting local authorities to
develop a GIS to improve a large number of
services. This project is being implemented
through ISI@MED technical support and
facilitated by the ART-UNDP programme in
Lebanon.
The project, launched in February 2011, is
setting up a GIS system for managing street
names and postal addresses that will provide
the City of Tripoli with a powerful, flexible and
technologically advanced system for creating
and maintaining a directory of the municipa-
lity’s streets and postal addresses. The City of
Malaga is providing the GIS software to the
municipality of Tripoli, and is training those
responsible for managing the system at the municipality.
The project involves the active participation of two experts from
Malaga, one from the public sector (Malaga Municipality) and the
other one from the private sector (a GIS company), to aid in the
planning, training as well as execution of the
project. Following intensive discussions between
the experts and personnel at the Tripoli
Municipality, an urban neighbourhood within
Tripoli city covering an area of 2 sq. km. has been
selected as a pilot area for the GIS project – to be
replicated later to cover the entire city of Tripoli.
The project is expected to contribute to the
modernization and improved efficiency of Tripoli
municipality, the second biggest city in Lebanon
with a total population of 250,000. As part of the
project, the municipality will erect street signs
showing, in addition to the official street name,
the street number.
The Tripoli Municipality will benefit greatly from
the GIS database, managing the city more
ICT4D Best Practices: Case studies & Challenges ART-ISI@MED PILOT PROJECT 1 – LEBANON
PROJECT 1PROJECT 1
The added value of
Decentralized Cooperation
The partnership between the municipalities
of Malaga and Tripoli underscores
the significant role of decentralized
cooperation in linking communities
together, fostering social dialogue
among them and promoting development
within their regions.
The experience of Malaga municipality
has been entirely disclosed and lessons
learned shared with their Lebanese
counterparts in Tripoli, fostering an
intrinsic sense of collaboration and
solidarity between the two cities.
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68
efficiently. For example, if an underground pipe gets damaged,
the municipality will be able to identify the street number and dig at
the exact location of the pipe to repair, resulting in better services
to the community. “The municipality, aided by GIS, will address
governance issues including taxes, zoning, and water supplies more
effectively”, said Mrs. Dima Hosri, head of technical and engineering
department of Al-Fayhaa Urban community. “This will undoubtedly
enhance the service delivery to the citizens.”
“The City of Malaga integrated ICTs into its urban management
systems and was able to yield significant results in terms of improved
service delivery and more efficient planning,” said Arturo Rodríguez
Menéndez, head of the city’s ICT department. He now hopes this
experience will benefit his colleagues at the other end of the
Mediterranean in Tripoli, Lebanon. “The technological support we are
providing should have a dual benefit,” he said. “At the level of
internal management, the technology should offer enormous solutions
for human resource management including management system
control registers and computerized document tracking files, as well as
mapping of fiscal management and inspection plan for municipal
works. In terms of external management, they should serve as an
exceptional opportunity to link and directly interact with citizens.”
NEEDS ANALYSIS
Some streets in Tripoli have been given
completely new names by the local
community. This has the effect of confusing local
visitors and especially tourists, who find it difficult
to match the names commonly used by the people with the
official names of streets.
What is more, if an underground pipe gets damaged, the municipality
is not able to identify immediately the street where it is to intervene
and fix the problem. The same situation is repeated with governance
issues including taxes, zoning, and water supplies.
There is a great need for modernization and improved efficiency of
the municipality of Tripoli, a need for more efficient management of
the neighborhoods, better management of the municipality and bet-
ter planning of the municipality needs as a whole.
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PROJECT 1PROJECT 1
69
ICT4D PROJECT SHORT DESCRIPTION
1. Installation of the GIS software base for street name management.
2. Installation, customization and configuration of the application for
managing street names.
3. Configuration and adaptation to the specific local infrastructure
(local network, local system, Internet access, etc.).
4. The system is to be installed in a local network allowing access from
various points within the municipal offices with the necessary access
controls to ensure that the application is only used by authorized
persons, and with different levels of authorization.
5. Provision of training for the administrators of the application, who
must have experience of networking, databases and GIS.
6. Provision of training for the various user’s groups so that they use
the application properly. They need to have experience of networking,
databases and GIS.
7. Users’ support and backstopping during one year by telematic means.
8. Documentation to be delivered in English: comprehensive user’s
manual, system administration manual, source of the programs for
the application (detailed description of the mechanisms for restoring
databases).
THE ICT4D PROJECT IMPLEMENTED ISIN ALIGNMENT WITH:
The project falls within the ICT4D initiatives of the municipality of Tri-
poli itself and the ART- ISI@MED Initiative, as well as within the ini-
tiatives of all partners involved.
CHALLENGES
1. Capacity building of human resources in ICT to
ensure that the ICT4D projects are part of the daily routine of the
Municipality’s employees/users.
2. Maintenance cost must be put in Municipality’s regular planning to
ensure the project’s financial sustainability.
3. Ensure the projects’ implementation beyond the current political
team by incorporating the applications as part of the Municipality’s
daily routine.
4. Ownership of software applications not only by administrators, but
most importantly, by users through training and use of the applications.
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INNOVATIVE FEATURES
1. Use of ICT4D in strategic urban planning as a means to support
governance and bring more efficient and quality service delivery to
the citizens in the municipality of Tripoli in Lebanon.
2. The development of the ICT4D project shall be done on the Gvsig
desktop platform. This platform, based on open software, has been
chosen so that the project will not be bound by economic restrictions
resulting from subscribing to licenses for commercial products for
each potential simultaneous user of the project, which can in some
cases increase the overall cost by a considerable amount. Similarly,
roll out will be achieved by not being bound to any specific
operating system, and the product may be reused and adapted to
other similar projects without any of the licenses cost.
3. The ICT4D project of the Municipality of Tripoli is implemented
with a view to becoming a point of reference that will transfer its
knowledge to other cities in Lebanon, notably Tyre, and other countries
in the Middle East and Sub-Saharan Africa, by using the model of
South-South and triangular cooperation.
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Recognizing the strategic importance of ICTs in fostering economic
prosperity and improving governance, Morocco’s Ministry of Industry
and Commerce prioritized their use as a tool for social transformation
in 2008. The first steps involved making the
administration more user-oriented and
increasing the productive capacity of SMEs.
The Government also formulated a National
Strategy for Information Society and Digital
Economy (Digital Plan 2013), recognizing
at the highest level that ICTs can be effective
instruments of citizens’ empowerment. As part
of its effort to expand the benefits of ICTs to
the regions, the Government engaged
ISI@MED technical support through the
ART-UNDP programme in Morocco, to design
and implement a programme to improve public
administration.
This initiative is supported by the Municipality
of Malaga, Spain, which brought its expertise
in the provision of government services in the Municipalities of Oujda
and Chefchaouen. These initiatives have already facilitated the coordi-
nation and consolidation of information-improved productivity and
contributed to the streamlining of internal government administration
procedures (procurement, human resources,
budgeting, planning, evaluation), with
encouraging results in increased efficiency and
promising prospects in fostering accountability. In
addition, expanding the use of ICTs in running
local governments are making the offices
paper-free, thus reducing their carbon footprint.
Also in Morocco, the French region of Champagne-
Ardenne is working on the development of a
database of all material and immaterial assets of
the Oriental Region and subsequent promotion of
local products through ICT. Champagne-Ardenne
is working together with a multiplicity of local
partners.
Last, but not least, the Italian Province of Como
will support the creation of a portal for the Oriental
Region, Morocco, to promote greater citizen empowerment and
The added value of North-
South-South Triangular Cooperation
The support offered by the Municipality ofMalaga focuses on building local capacitiesand fostering the role that local partnersplay as determinant development actors. Once the ICT knowledge of the Municipalityof Oujda is reinforced as part of thispartnership, it will be transferred throughthese newly-strengthened capacities tothe Municipality of Chefchaouen. In this way, decentralized cooperationpartners not only support a particularstrategy for the benefit of a specificMoroccan community, but also buildcapacities so that the expertise can then bepassed along to other areas in the country
ART-ISI@MED pilots projects 2 & 3– Morocco
PROJECT 2PROJECT 2
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improve intra-citizen and citizen-government relationships. Working
through the Wilaya Regional Investment Centre, CRI, this ISI@MED
initiative will go beyond furnishing the necessary computer equipment
by building the capacities of the local administration to ensure the
appropriate and sustainable functioning of the platform. The ICT
support will include an effort to improve the productivity and
competitiveness of SMEs through access to new technology.
More information is provided below on ART-ISI@MED project 2 and
the challenges in the use of ICT4D as a tool for improved productivity,
streamlining of internal government administration and as a result
improved services offered to citizens in the municipalities of Oujda
and Chefchaouen in Morocco.
PILOT PROJECT 2: STREAMLINING INTERNAL GOVERN-MENT ADMINISTRATION
NEEDS ANALYSIS
The Department of Human Resources Management of the Municipality
of Oujda is not computerized, so handling routine personnel issues
(recruitment, leave, payroll, retirement, etc.) can be burdensome.
The Accounting Department is already computerized. There is a dysfunc-
tion between the two Departments, which need to cooperate closely
and function quickly and efficiently.
The Municipality of Oujda has 2,400
employees. This number is so high that
human resources management is very
complicated as it continues to be paper-based.
ICT4D PROJECT SHORT DESCRIPTION
1. Setting-up of servers, computers, printers, scanners, etc., and all
necessary peripherals as well as installation of cabinets and
communications wiring. All applications are installed in these
servers and connected with the managing departments.
2. Design and implementation of a human resources management
system that allows the integration of all information available in a
single database. The application will take into account all events of
the life cycle of an employee from recruitment to retirement.
3. Installation of the human resources management system in a local
network allowing access from various points within the municipal
offices with the necessary access controls to ensure that the
application is only used by authorized persons, and with different
levels of authorization.
4. Installation of a registry and records management system that will
allow document register and tracking and thus control of all
documents entering and leaving the Municipality. The application
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PROJECT 2PROJECT 2
73
will provide a standard "workflow" philosophy to all personnel
dealing with document/folder management.
5. Provision of training for all administrators and users of the
applications to ensure that they use the application properly.
Especially in the case of users, training will be focused to explain all
functions of the application and conduct process with real data.
6. Deliverable material: user manual, technical manual and sources of
programs that make up the applications.
THE ICT4D PROJECT IMPLEMENTED IS IN ALIGNMENT WITH:
CHALLENGES
1. Capacity building of human resources in ICT to ensure that the
ICT4D projects are part of the daily routine of the Municipality’s
employees/users.
2. Maintenance cost must be put in Municipality’s regular planning
to ensure the project’s financial sustainability.
3. Ensure the projects’ implementation beyond the current political
team by incorporating the applications as part of the Municipality’s
daily routine.
4. Alignment of the services of the two departments, namely of human
resources management and accounting.
5. Ownership of software applications not only for administrators,
but most importantly for users through training and use of the
applications.
6. Reduce environmental impact through significant paper reduction.
Morocco National
Strategy
The ICT4D project falls within
Morocco’s National Strategy for
the Information Society and Di-
gital Economy (Digital Plan
2013) and the ICT Strategy of
the Ministry of Interior, Directo-
rate General of Local Govern-
ments, in full concert with the
decentralization process under-
way in Morocco.
Art Global
Initiative
The ICT4D project falls within
priority “Governance and De-
centralization of the regional
guidelines: Support the moder-
nization of public administra-
tion through computerization”.
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74
INNOVATIVE FEATURES
1. Use of ICT in public administration as a means to support governance
and bring government closer to the needs of the citizens in terms of
efficiency, quality and transparency.
2. The ICT4D project of the Municipality of Oujda is implemented with
a view to becoming a point of reference that will be transferred to
other cities within Morocco, notably Chefchaouen, and other countries
in the Middle East and Sub-Saharan Africa, by using the model of
South-South and triangular cooperation.
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PROJECT 3PROJECT 3
PILOT PROJECT 3: MARKETING AND PROMOTION OFECOTOURISM
NEEDS ANALYSIS
The Oriental Region is the second major region in
Morocco, but amongst the most disadvantaged
areas of the country.
The region has significant potential: a significant
historical and cultural heritage, native crafts, an
infrastructure potential as the port of Nador and
tourism in the process of development, particu-
larly in Saïdia.
There is a wealth of local natural products of
high quality and culinary know-how, as well as
cultural heritage which, if saved and promoted
using all modern means, can be used as a tool
for territorial marketing and promotion of eco-
tourism.
ICT4D PROJECT SHORT DESCRIPTION
1. Development, maintenance and update of a database inventorying
the material and immaterial assets of the Oriental Region. These
assets are the following:
• Local natural products with special characteristics
of reputation, high quality and originality, such
as aromatic and medicinal plants, particular
types of honey, varieties of dates, medlars,
pomegranates, figs, truffles of the highlands, etc.,
• Simple and innovative food preparation based
on the natural products specific to the region,
• Cultural heritage, such as traditions, songs,
riddles, oral traditions, dances, etc.
2.Migration of the database to the Portal of the
Oriental Region with a view to promoting all
these local natural products, culinary know-how
and cultural heritage, of this "Route of the
Flavours and terroir products" of the Oriental
Region, through the use of ICTs (e-marketing).
3.Organization of campaigns for farmers and
producers’ awareness through the use of
cultural practices, packing, packaging, marketing,
environmental aspects of quality, etc.
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THE ICT4D PROJECT IMPLEMENTED IS IN ALIGNMENT WITH:
The project falls within the ICT4D initiatives of the Oriental Region
itself and the ART-ISI@MED Initiative, as well as within the initiatives
of all partners involved, namely the Development Agency for the
Oriental Region, the University of Oujda “Mohammed I”, the Regio-
nal Council, the Wilaya and OFPPT (Office of Vocational Training and
Work Promotion).
CHALLENGES
1. Data on material and immaterial assets are not always available.
2. Many different public institutions are involved in the data collection.
3. Foster natural and cultural conservation, as well as community
development through the use of ICT4D and Internet with their
significant potential for the promotion of knowledge creation,
acquisition and sharing.
INNOVATIVE FEATURES
Use ICT to develop a database on material and immaterial assets
of the Oriental Region and promote local natural products in view of
developing and promoting ecotourism.
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• Articulation through the ART- ISI@MEDInitiative: How to proceed?
• Templates: Project Sheet, Annual WorkPlan, Budget Breakdown
Imp
lem
enti
ng
th
e A
RT-
ISI@
MED
Init
iati
ve: P
ract
ical
Fra
mew
ork
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79
Implementing the ART-ISI@MED Initiative: Practical Framework
ARTICULATION THROUGH THE ART INITIATIVE - ISI@MED: HOW TO PROCEED?
To establish a technical and/or financial partnership with the ART
Global Initiative in support of its Country Framework Programmes, dif-
ferent procedures will have to be followed
depending on the specific context and the
nature of the intended collaboration. The
following section outlines the main steps that
need to be taken to set-up, initiate, formulate,
implement, monitor and complete an ISI@MED
project within the ART Global Initiative.
A.YOU ARE A DEVELOPMENT PARTNER WISHING TO INCLUDE AN ISI@MEDCOMPONENT IN AN ART FRAME-WORK PROGRAMME
1. CONTACT THE ART-ISI@MED INITIATIVE
Send a letter of intent to the UNDP ART
Coordination Office in Geneva via post or
email addressed to the following contacts:
Lurdes Gomez, ART Programme Specialist:
[email protected] and Kelly Papadaki,
Programme Analyst, ISI@MED Focal Point:
This letter or email of intent should contain the Partner’s basic information,
project background, and objectives, without exceeding one page. If
deemed appropriate, additional information can
also be attached.
The UNDP ART Coordination Office in Geneva will
then communicate the collaboration intention
to the respective partners, i.e. national and
subnational governments, through the relevant
UNDP Country Office and ART Framework
Programme.
2. PROJECT INITIATION, PLANNING AND
JOINT-FORMULATION MISSION(S)
If all requirements are met and project approval
is granted, a common planning phase, including
one or more formulation missions, is initiated
based on national and subnational development
priorities (development plans, development
guidelines for DPs, etc.).
The formulation mission(s) is/are jointly organized
with the government (national and subnational
Strategic Guidelines forInternational Cooperation
The formulation process is based on the
Strategic Guidelines that help align
international cooperation interventions
to local development needs and plans.
The Guidelines state the international
cooperation priorities for a given territory
and thus, channel efforts towards the
support of national policies for local
development. These Guidelines contribute
to mobilize international cooperation’s
technical and financial resources via the
establishment of horizontal, interde-
pendent, knowledge-based and
mutually reinforcing partnerships.
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level), the UNDP Country Office, the ART Programme and other
relevant development stakeholders to plan a joint intervention that
supports local development priorities.
3. PROJECT DOCUMENT FORMULATION
The Project Document is jointly formulated by relevant partners and
contains basic information about the project, such as background, ob-
jectives and expected results, budget, duration, partners involved, etc.
A template of the ISI@MED Project Document/ project sheet as well
as annual work plan and project budget breakdown templates can be
found at the end of this section.
Always bear in mind that the Project Document should be based on
one of the three ISI@MED areas of intervention.
4. AGREEMENT FINALIZATION
A standard legal agreement is signed
between UNDP and the DP with the Project
Document attached.
5. PROJECT IMPLEMENTATION, MONITORING AND
REPORTING
Included in the partner country’s UN Framework, the project is
implemented with the involvement of all relevant stakeholders. Project
monitoring and evaluation is carried out following UN standards and
following all necessary rules and regulations.
ISI@MED areas of intervention
ICT for strategic urban planning : (i) using ICTs, information systems in general and Geographical Information System (GIS) in
particular, for strategic urban planning, land and resource management and monitoring of local services and local resources, and (ii)
offering computerized public administration and improved service delivery to citizens
ICT for economic development: Targeting youth employability and access to labour markets, job creation, income generation, and local
Small- and Medium-sized Enterprises (SMEs) in poor areas to better seize market opportunities
ICT for community empowerment: Fostering diaspora and migrants’ engagement, social inclusion and cross-cultural and -boundaries
youth involvement using social media
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81
B. YOU ARE REPRESENTATIVE OF A SUBNATIONAL GOVERN-MENT AND/OR OTHER LOCAL ENTITY FROM A COUNTRY WHERE AN ART FRAMEWORK PROGRAMME IS IN PLACE AND WISH TO INCLUDE AN ISI@MED COMPONENT:
1. CONTACT THE ART-ISI@MED INITIATIVE
Territorial actors express their interest in this component through the
respective Working Groups that will channel such interest through
the National Coordination Committee to the line ministry of the ART
Framework Programme and UNDP Country Office.
The UNDP CO channels the request to the following contacts at the
UNDP ART Coordination Office in Geneva: Lurdes Gomez, ART
Programme Specialist: [email protected] and Kelly Papadaki,
rogramme Analyst, ISI@MED Focal Point: [email protected].
The ART-ISI@MED Initiative starts then to raise interest among its
partners and seeks those who better match the profile of the respective
partner country. Once the partners are identified, the ART-ISI@MED
Initiative follows the steps described above, namely:
2. PROJECT INITIATION, PLANNING AND JOINT FORMULATION
MISSION(S)
3. PROJECT DOCUMENT FORMULATION
4. AGREEMENT FINALIZATION
5. PROJECT IMPLEMENTATION, MONITORING AND REPORTING
To be successful, the formulation of specificICT4D ART-ISI@MED
projects has to address the following challenges:
Developing users’ capacities by fostering the adoption, use and
integration of the new information and communications technologies
for development
Building needed infrastructures (e.g. lack of electricity can hamper
ICT4D projects)
Designing feasible and realistic project deliverables
Assuring project viability after initial funding allocations (e.g. by
including the maintenance costs in regular planning)
Foreseeing project sustainability (e.g. beyond the current political
administration)
Offering constant follow-up to monitor whether the project has
been successfully implemented and is being meaningfully used
Using ICT4D cannot be done by implementing one-shot projects. It
is a complex process, being continuously enhanced. Projects evolve
to respond as local technological capacities are developed and ICTs
adapted to the local context.
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TEMPLATES: PROJECT SHEET, ANNUAL WORK PLAN, BUDGET BREAKDOWN
Project title
Province / Region
Implementing partner at the local level
Local partners
National partners
International partners
Start date
End date
Total budget
ART-ISI@MED
Local contribution
National contribution
Mobilized Resources
(if any from other sources)
Include exchange rate of USD and date
Local currency USD % of total budget
ART-ISI@MED Initiative ICT4D PROJECT Document / project SHEET template
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83
Project title
Province / Region / Municipality
Partnership strategy & management arrangements
Description of country & context at the local level
Justification / Needs assessment
Objectives
Implementation strategy,
activities & expected results
Duration
Targeted groups / Beneficiaries
What is the title of the ICT4D project
Mention Province / Region / Municipality where the project is going to be realized
Explain role and input to be provided by each partner in the project
Mention Steering Committee of the project
Mention financial and administrative management
Mention Strategic Guidelines and their connection with ICT
Mention outcomes of possible exchange mission(s)
Mention the partner(s) related expertise
Why do we need this project?
What are the region’s / municipality’s demands?
Which are the major development challenges identified?
What are the groups most adversely affected?
Which are the critical areas of capacity constraints?
Mention general and specific objectives to be accomplished
Breakdown all activities and mention connection with expected results / outcomes
Mention indicators and deliverables
Attach Annual Work Plan
Mention duration (in months), start date and end date
Mention targeted groups / beneficiaries (population, institutions, etc.)Mention the impact of the project to these targeted groups / beneficiaries
ART-ISI@MED Initiative analysis of ICT4D PROJECT Document / project SHEET
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84
Contribution to gender issues /
capacity development / other
Environmental impact
Monitoring framework & evaluation
Sustainability & local ownership
Innovative effects of the project
Possible multiplier effects of the project
Exchange Missions
ICT Training / Deliverables
Budget
Annexes
Are we adequately capturing the problems facing both men and
women, as well as marginalized populations? Are we addressing
problems that relate to key issues of capacity development?`
Consider the potential of ICT to reduce environmental impact
Mention technical and financial reports to be compiled on a quarterly basis
Mention final technical and financial report to be compiled
Mention impact analysis at the completion of the project
Attach lessons learned analysis
Viability and sustainability of the project are critical challenges that need to be addressed
Local ownership of the project must be pursued, as the implementation and progress of
each project evolves around the local education for, and adaptability of, the technology.
Mention innovative effects of the project in the community, municipality, region
Mention possible multiplier effects e.g. in case of possible replication pf the projectswithin the framework of South – South Cooperation and Triangular Cooperation
Attach list of exchange missions
Mention ICT training to be provided administrators and users of the ICT4D platforms /applications
Mention deliverables, such as manuals, etc.
Attach budget breakdown
Mention infrastructure, cabling, network, etc.
Mention material needed and technical specifications, etc.
Note: The above is only illustrative. It may be adapted for practical use as required.
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EXPECTED OUTPUTS PLANNED ACTIVITIES TIMEFRAME RESPONSABLEPARTY
PLANNED BUDGETAnd baseline, associated
indicators and annualtargets
OUTPUT 1Baseline:
Indicators:
Targets:
Related CP outcome:
1. Activity Result
- Action
- Action
2. Activity Result
- Action
- Action
3. Activity Result
- Action
- Action
OUTPUT 2Baseline:
Indicators:
Targets:
Related CP outcome:
1. Activity Result
- Action
- Action
2. Activity Result
- Action
- Action
3. Activity Result
- Action
- Action
List activity results andassociated actions
Q1 Q2 Q3 Q4FundingSource
BudgetDescription
Amount
ICT4D Project Annual Work Plan
Year:
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EXPECTED OUTPUTS PLANNED ACTIVITIES TIMEFRAME RESPONSABLEPARTY
PLANNED BUDGETAnd baseline, associated
indicators and annualtargets
OUTPUT 3Baseline:
Indicators:
Targets:
Related CP outcome:
1. Activity Result
- Action
- Action
2. Activity Result
- Action
- Action
3. Activity Result
- Action
- Action
List activity results andassociated actions
Q1 Q2 Q3 Q4FundingSource
BudgetDescription
Amount
TOTAL
Note: The above is only illustrative. It may be adapted for practical use as required.
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Description Analytical Unit Quantity Budget Total cost USDdescription cost USD Unit Direct Financing
UNDPOther
contribution (DC)Local
contribution
Personnel
Sub Total
CapacityDevelopment
Sub Total
Project activities
Sub Total
Equipment
Sub Total
Other
Sub Total
TOTAl USD
ICT4D Project Budget Breakdown
Note: The above is only illustrative. It may be adapted for practical use as required.
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Prac
tica
l co
ncl
usi
on
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591
As seen throughout this handbook,
Mediterranean local decision
makers can take large benefits
from the use of information and
communication technologies to
initiate and support their local
development policy plans. To take
full advantages of the knowledge
shared in this handbook, let us
conclude by recalling the five
lessons learned from the seven
main chapters.
Each chapter was developed either
to provide the reader (i) with key
information to understand the
specific context of the ICT4D field
within the decentralized cooperation
scheme and/or (ii) with very practical
knowledge on how to develop and
implement local development
projects in one of the three main
thematic of the ART-ISI@MED
initiative. From each chapter, there
is a clear lesson to be learned
that is apt to be used as a final
recommendation.
These recommendations, combined
with the priorities imposed by local
specific realities should help local
governments build their strategies
and advance at their own pace
towards sustainable development
policy plans.
THE FIVE LESSONS LEARNED FROM THE SEVEN CHAPTERS OF THEHANDBOOK
Lesson 1 - ICT is an unprecedented and valuable tool to support the
fight against poverty
Lesson 2 - Local governments: from their new responsibilities to their
growing role as a key actor in the international development
agenda.
Lesson 3 - ICT is at the heart of economic and social territorial development
Lesson 4 - From case studies to best practices or how to provide evidence
for better public policy choice
Lesson 5 - ICT4D projects within decentralized cooperation schemes:
a framework built on available and proven tools ready for
you. Use it!
Practical conclusion
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CHAPTER 2 & 3- First lessonlearned
The ART-ISI@MED was designed to
facilitate and accelerate the improve-
ment of livelihoods and the creation
of development opportunities in
the MENA region through the
integration of ICTs into local policy
plans.
Such an initiative is a direct contri-
bution to achieve MDGs. ICT4D
projects are considered as unprece-
dented leapfrogging to improve
public service delivery as well as
to connect local communities to
the global market and to the
knowledge economy.
CHAPTER 4- Second lesson learned
The growing role of the decentralized cooperation process in the international development agenda is showing
the efficiency of local governance in addressing development issues. More than ever, since the Arab spring, the
responsibilities of local governments tend to extend thanks to the ongoing decentralization process in several
countries of the MENA region. Decentralization transfers to local communities operational authority in various
policy areas including health, education, resource management, social and cultural affairs, economic development
and land-use management. To respond to this challenge towards democracy, decentralized cooperation partners
(on a North/South or South/South basis) can rely on ICT to fulfil their new role and conduct bottom up, concrete,
transparent and sustainable approach for their development policy plans.
CHAPTER 5- Third lesson learned
A long consultation process among decentralized cooperation partners, multilateral and bilateral institutions,
civil society and ICT4D organizations was at the heart of the conceptualization of the ART-ISI@MED until the
initiative was launched early in 2010.This process led to identify the three main thematic where ICT appeared
as a concrete tool to support specific local development issues.
• ICT for strategic urban planning
• ICT for economic development
• ICT for community empowerment
Working and implementing local projects using ICT for strategic urban planning, economic development or
community empowerment is not only addressing social and economic needs but is also building the capacities
of local communities, providing them with the knowledge to design and conduct long term local development
policy planning.
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93
CHAPTER 6- Fourth lessonlearned
The best practices highlighted in
Chapter 6 show the broad develop-
ment opportunities induced by
ICT4D local approaches in the
specific context of decentralized
cooperation projects in Morocco
and in Lebanon, the two pilot
countries of the ART-ISI@MED. By
showcasing these case studies, the
handbook demonstrates how a
bottom-up approach, developed
through field consultation pro-
cesses, together with local pilot
project implementation can lead to
evidence for better policy choice.
Such an approach would be very
useful in replicating best practices
from territorial to national level
as well as within South/South
decentralization cooperation schemes.
CHAPTER 7- Fifth lessonlearned
As a practical document, this handbook
was designed to provide Mediterranean
decision makers with concrete
information on the high-level interest
for them to design and conduct their
local policy plans by integrating ICT
tools into their development strategies.
To do so, a framework built on
available and proven tools was
developed to offer a ready to use
“kit” where the project process from
the first consultation meeting to the
implementation of an initiative is
detailed.
The lesson to be learned here is very
simple: there is a framework to
support the major steps that need to
be undertaken to initiate, formulate,
finalize, implement and monitor an
ISI@MED project within the ART Global
Initiative: take it, use it, discuss it and
adapt it to your local specificities.
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94
As stressed in the first sections of
this handbook, this does not aim at
presenting ICT as a panacea to all
ongoing issues in the developing
world. On the contrary, it shows that
ICT is only a means to support well-
prepared development strategies. The
best practices showcased in Chap-
ter 6 excel in demonstrating how
powerful ICT can be as a tool to sup-
port local development policy plans
combined with decentralized co-
operation projects.
We are living in a changing world
and a changing environment. The
work on this handbook was started
early in 2011, almost at the same
time as the events that led a few
months later to what is now called
the Arab Spring.
Rather than accomplishing miracles,
in this unprecedented situation in
the Arab world, ICT (particularly
social media here) played a crucial
role in being, on one hand, the voice
of young people who decided to
change their political environment
into a democratic one, and on the
other hand, the eyes of the global
world that had to face and take a
position on a situation they were
not meant to be aware of.
In that sense, ICT is providing
innovative ways to tackle development
issues, whether political, social or
economic.
In the strategy to address territorial
approach, and the very specific need
at the local level, ICT4D is
becoming relevant not only in any
kind of local project to be developed
from the design and implementation
of specific strategic urban planning
tool (i.e., GIS), but also to the
opportunity for communities to be
connected to the global world and
benefit from the large gains of the
knowledge economy. The challenge
then is to scale up local initiatives
from territorial to national or
regional level to spread the benefits
of local best practices. Capacity
building, online communities of
practices, and training are the key
words for the next steps and
the challenges ahead of the
ART-ISI@MED initiatives.
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Glo
ssar
yR
efer
ence
s, N
ote
s an
d o
ther
sA
cro
nym
s
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97
Capacity development
The process through which individuals, organizations and societies ob-
tain, strengthen and maintain the capabilities to set and achieve their
own development objectives.
Decentralization
The transfer of powers from the State to local authorities (municipalities,
departments, regions), as well as the transfer of corresponding financial,
fiscal and administrative means.
Decentralized cooperation
The systematic cooperation links between local communities in donor
countries and local communities in countries that need support, aiming
to create and/or consolidate long-term cultural, technical and economic
partnerships between the two.
Digital divide
The gap between people with effective access to digital and information
technology and those with very limited or no access at all. It includes the
imbalance both in physical access to technology and the resources
and skills needed to effectively participate as a digital citizen and, for this
reason, do not have the same opportunities for social and economic
development.
e-Administration
The use of information technologies and communication technologies and
strategies in political and governance processes. Democratic actors and
sectors in this context include governments, elected officials, the media,
political organizations, and citizens/voters.
e-Commerce
The buying and selling of information, products and services on the
Internet. It is the use of electronic communications and digital information
processing technology in business transactions to create, transform, and
redefine relationships for value creation between or among organizations,
and between organizations and individuals.
e-Democracy
Aims for broader and more active citizen participation enabled by the
Internet, mobile communications, and other technologies in today's
representative democracy, as well as through more participatory or direct
forms of citizen involvement in addressing public challenges.
e-Education
Broadly defined as the use of ICT for pedagogy, from the creation of
content to interactive exercises. An ICT strategy for education is especially
important in developing countries to preserve cultural diversity in public
Glossary
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98
education systems which are all too frequently characterized as low
quality, low quantity and high cost. Knowledge creation, transmission and
storage are at the heart of the Information Society, while education is at
the centre of social and economic development.
e-Government web measure index
Measures the level of sophistication of a government’s online presence
based on four stages of e-government evolution: emerging presence,
enhanced presence, transactional presence, and connected presence.
A value of 0 indicates the lowest presence, a value of 1 the highest.
e-Health
The use of ICT in support of health and health-related fields (European
Information Society). European and international health practitioners have
been unanimous in recognizing the value of ICT applications in the area
of health services specifically to address interactions between and among
patients, health-service providers and third-party insurers. Such interac-
tions include data transmission, peer-to-peer communications and remote
consultations, to name only a few of the major applications in the field.
e-Tourism
A service export activity. It is particular in that services are usually reserved
and paid for before they are consumed. This “information application”
par excellence has strong justification for the use of multiple media types
(photography, video, text, geolocation) greatly enhancing the diversity of
cultural production in the destination territory and e-Commerce (see infra).
ICT is used in e-Tourism to: present a destination’s attractiveness; offer
destination services (accommodation, transport and schedules, local
activities); or manage service availability (inventory) by requiring poten-
tial visitors to guarantee their reservation with a credit card deposit. e-
Tourism initiatives that are essentially consumer-driven include Web
portals and are usually cooperative efforts organized by local authorities
(a tourism marketing board, for instance) to provide inclusive access to
local tour and travel suppliers.
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99
Fixed broadband Internet subscribers
Broadband subscribers with a digital subscriber line, cable modem, or
other high-speed technology. (International Telecommunication Union)
Free and Open Source Software (FOSS)
An important instrument in delivering development-appropriate solutions.
FOSS is the software that is liberally licensed to grant the right of users to
use, study, change, and improve its design through the availability of its
source code. "Free" refers to the freedom to copy and re-use the software,
rather than to the price of the software. This means that the programme's
users have the four essential freedoms:
• The freedom to run the programme, for any purpose;
• The freedom to study how the programme works and change it so
it does your computing as you wish. Access to the source code is a
precondition for this;
• The freedom to redistribute copies so you can help your neighbour;
• The freedom to distribute copies of your modified versions to others.
By doing this, you can give the whole community a chance to benefit
from your changes. Access to the source code is a precondition for this.
Geographic Information System (GIS)
A system designed to capture, store, manipulate, analyze, manage, and
present all types of geographically referenced data. GIS is the merging of
cartography, statistical analysis, and database technology.
Green ICT (smart ICT or sustainable IT)
An umbrella term for ICT that affects the natural environment on one or
more of three levels. As identified by the Organization for Economic
Cooperation and Development, these comprise:
• Direct impacts: ICT products are designed in such a way as to reduce
the negative direct impact that the production, use and disposal of
non-green ICT can have on the environment;
• Enabling impacts: ICT change the manner in which other products are
"designed, produced, consumed, used and disposed of" in a way that
reduces those products' negative impact on the environment;
• Systemic impacts: ICT that intentionally or unintentionally lead to
behavioural change in favour of "greener" habits and practices.
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Human development
A process of enlarging people's choices. The most critical choices are
commonly a long and healthy life, acquiring knowledge and enjoying
a decent standard of living. Other choices include political freedom,
guarantee of human rights and self-respect.
Information and Communication Technologies (ICT)
An umbrella term that includes any communication device or system
encompassing radio, television, mobile phones, computer and networking
hardware and software, satellite systems, as well as the services and
applications associated with them.
Information and Communication Technologies for Development
(ICT4D)
Focuses on using digital technology to deliver specific development goals
(most notably the MDGs). It concerns itself with directly applying
information technology approaches to poverty reduction. ICTs can be
applied either in the direct sense, where their use directly benefits the
disadvantaged population, or in an indirect sense, where the ICTs assist aid
organizations or NGOs or governments or businesses to improve general
socio-economic conditions.
Internet users
People who pay for Internet access (dialup, leased line, and fixed
broadband) and people with access to the worldwide computer network
who do not directly pay (for example, people who are a member of a
household with access and people who access the Internet from work or
school). (International Telecommunication Union)
Local Economic Development (LED)
A transformation process of the way economic and political decisions
are made at the local level, with the objective of improving the living
conditions of the local society in an inclusive manner. It is a process by
which public, business and nongovernmental sector partners work
collectively to create better conditions for economic growth and employment
generation. It offers local government, the private and not-for-profit
sectors, and local communities the opportunity to work together to im-
prove the local economy. It focuses on enhancing competitiveness, in-
creasing sustainable growth and ensuring that growth is inclusive.
m-Government
Includes government-to-citizen information delivery via SMS, such as
emergency alerts to registered citizens. Enhanced civic participation
through interactive m-Government applications can help promote citizen
involvement through ICT, encouraging broader and more active citizen
participation by making existing institutions more representative (e.g.,
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by using SMS to contact legislators, to promote voter registration or to
campaign more effectively), and, by enhancing the role of civil society
(e.g. use of SMS messaging to mobilise voters on polling day). However,
mobile phones are not the be-all and end-all of e-governance. Indeed,
access to timely information, election campaigns and mobilization are
greatly enhanced by social media tools. Social media, including chat rooms
and online fora are likely better platforms for serious political discussions
than the limited SMS format.
Millennium Development Goals (MDGs)
The MDGs are eight international development goals that 192 United
Nations member-states and at least 23 international organizations have
agreed to achieve by the year 2015. These are:
• eradicating extreme poverty and hunger,
• achieving universal primary education,
• promoting gender equality and empowering women,
• reducing child mortality rates,
• improving maternal health,
• fighting disease epidemics such as AIDS/HIV, malaria and other diseases,
• ensuring environmental sustainability and
• developing a global partnership for development.
Mobile cellular subscriptions
Subscriptions—including postpaid and prepaid—to a public mobile tele-
phone service using cellular technology that provides access to the public
switched telephone network. (International Telecommunication Union)
Personal computers
Self-contained computers designed to be used by a single individual. (In-
ternational Telecommunication Union)
South-South Cooperation (SSC)
The exchange of resources, knowledge and technology between developing
countries (the majority of which are located in the Southern hemisphere).
Telephone lines
Lines that connect a subscriber’s terminal equipment to the public
switched telephone network and that have a port on a telephone
exchange. Integrated services digital network channels and fixed wireless
subscribers are included. (International Telecommunication Union)
Territorial approach to development
Characterized by the development of one territory, at the same time on
multiple sectors, implemented by multiple stakeholders and structured by
multi-level governance. It does not strictly define the ideal level and
the best actor who should lead the development efforts, but it clearly
positions multilevel governance at the heart of this development model.
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Triangular cooperation
Provides joint assistance to third party countries to foster their development,
with the coordinate use of human, technological and financial resources
from the parties involved. This new concept of cooperation involves i) new
providers; ii) recipient countries; iii) traditional donor countries and
international organizations. Considering the Accra Declaration and the
Heiligendamm process, triangular cooperation initiatives must be
planned, funded and executed by a partnership that must include, at least,
one traditional donor, one new provider active in South-South cooperation,
and a third recipient country.
Web Portal
Or links page is a website that functions as a point of access to informa-
tion in the world wide web (www). A portal presents information from di-
verse sources in a unified way. Apart from the standard search engine
feature, web portals offer other services such as e-mail, news, stock prices,
information, databases and entertainment.
There are many types of web portals, such as personal portals, news por-
tals, government web portals, national tourism portals, travel and tourism
web portals (see supra), corporate web portals, stock portals, health &
medical web portal, search portals, tender's portals, etc.
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1. Whether referring to the plural or singular modes, the acronyms ICT (Information and Communication Technology) and ICTs (Information and
Communications Technologies) are used throughout this manual interchangeably.
2. Bell, Daniel. The Coming of Post-Industrial Society. New York: Harper Colophon Books, 1974.
3. Information access for good governance, economic and social development moved to the centre of the globalization debate.
4. The phrase “inclusive productivity” is used in the UNDP sense of motivating all sectors of society, including the traditional poor, to engagement.
5. Building Knowledge Economies: Advanced strategies for development, World Bank Publications, June 27, 2007.
6. ITU adapted from The significance of information and communication technologies for reducing poverty, Department for International
Development (DFID - United Kingdom), www.dfid.gov.uk.
7. infoDev is a technology and innovation-led development finance programme in the Financial and Private Sector Development (FPD) Vice
Presidency of the World Bank and the International Finance Corporation, a member of the World Bank Group. infoDev supports global
information sharing on ICT4D and helps to reduce duplication of effort and investment. infoDev creates partnerships with private-sector
organizations that are leaders in the field of technology, innovation and ICT4D. More information is available at www.infodev.org.
8. S. Batchelor, S. Evangelista, S.Hearn, M. Pierce, S. Sugden, M. Webb (November 2003). ICT for Development Contributing to the Millennium
Development Goals: Lessons Learned from Seventeen infoDev Projects, World Bank.
9. The Information Economy Report 2010, UNCTAD/IER, 2010.
10. The ICT4D 2.0 Manifesto: Where Next for ICTs and International Development?, Development Informatics, Working Paper Series, Paper No. 42,
Richard Heeks, 2009.
11. See box 3-2 on Prerequisites for capturing ICT-induced benefits.
12. Chief Executive of The Work Foundation.
References and Notes
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104
13. The Information Economy Report 2010, United Nations Conference on Trade and Development UNCTAD/IER, 2010.
14. Will Hutton , paper on “Building successful cities in the knowledge economy: the role of soft policy instruments”.
15. Ghyasi, F. and Kushchu, I., 2004.
16. Can the digital divide be contained? International Labour Organization, 2001.
17. Enhancing South-South and triangular cooperation, Study of the Current Situation and Existing Good Practices in Policy, Institutions, and
Operation of South-South and Triangular Cooperation, UNDP, 2009.
18. MENA: The Great Job Rush Report, The ‘unemployment’ ticking time bomb and how to fix it, 2011, Al Masah Capital Management Ltd.
19. Stimulating Innovation Building the Digital Advantage for MENA Countries, Perspective, Booz & Company, global management consulting firm,
2011, http://www.booz.com.
20. Information Technology Association of Jordan (int@j), non-profit, private organization representing, promoting and advancing the Jordanian
software and IT services industry in the global market, http://www.intaj.net.
21. Internet World Stats. 2010.
22. Amnesty International's, Annual Report on World Human Rights, 2011.
23. Development Partners (DPs) comprise diverse entities such as regional or local governments and their associations,
Decentralized Cooperation partners, Civil Society Organizations (CSOs), NGOs, Universities, private sector, etc.
24. More information on Working Groups is available in Annex 1, How UNDP ART multidonor Framework Programme
works at the local level.
25. Zapata Garesché, Eugene D. 2007.
26. Chichowlaz, Philippe, 2006.
27. UN-HABITAT Seville Best Practices Centre for City-to-City Cooperation.
28. CUF, "Qu’est-ce que la coopération décentralisée?"
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105
Decentralization
• Decentralization and Local Democracy in the World: "GOLD Report", UCLG, Barcelona, 2008
• Decentralisation and Local Governance in the MENA Region. Dr. Sylvia I. Bergh (in Med.2010 (IEMed. Mediterranean Yearbook), Barcelona, 2010
• UCLG Country Profiles available for most of the Mediterranean countries
Decentralized cooperation
• Practical Manual for the Internationalisation of Cities. Eugène ZAPATA GARESCHE, for the Observatory for Decentralised Cooperation between
the European Union and Latin America Montevideo, 2007
• Aid Extended by Local and State Governments, OECD, Paris, 2005
• Survey on European local government international cooperation. UN-Habitat Best Practices Office for City-to-City Cooperation Barcelona, 2007
• Local governments and international development cooperation: a European survey on strategies and policies UN-Habitat Best Practices Seville
Centre for City-to-City Cooperation, Seville, 2006
• Foundations, Priorities and Future Outlook of German Development Policy Regarding the Middle East and North Africa Region. BMZ (Federal
Ministry for Economic Cooperation and Development), Bonn, Berlin, 2008
Other resources
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106
ICT for Development and City-to-City Cooperation
• Development Outreach Special Report: The Power of Innovation. World Bank Institut, Washington D.C.2010
• Public/Private ICT Services Cooperation and Benchmarking, Towards Economic Development Radwan Habli (Lebanese Ministry of Economy and
Trade), for ESCWA, Beirut, 2004
• Monitoring the WSIS Targets: A mid-term review International Telecommunication Union (ITU) Geneva, 2010
• ICT for Development: Contributing to the Millennium Development Goals- Lessons learnt from Seventeen infoDev Projects Information for
Development Program (infoDev). The World Bank, Washington D.C. 2003
• Stratégie de Développement des TIC dans le Monde Islamique. Organisation islamique pour l'Education, les Sciences et la Culture (ISESCO),
Rabat 2009
• Knowledge Society and Human Development in the Arab World, Ibrahim A. Tayfour (Al Hasseb, Dubai). Barcelona, 2007
• Knowledge Economies in the Middle East and North Africa: Toward New Development Strategies. World Bank Institute, Washington D.C. 2003
• Planifier et gérer un technopôle en Méditerranée : Guide d’aide aux décideurs . Banque Européenne d'Investissement (BEI), Luxembourg /
Marseille, 2010
• Information and Communication Technologies (ICT) for Youth in MENA: Policies to Promote Employment Opportunities Gloria La Cava, Carlo
Maria Rossotto, and Cecilia Paradi-Guilford (World Bank). Washington D.C., 2011
• The E-Government Handbook for Developing Countries "Center for Democracy & Technology, with funding support from InfoDev". Washington
D.C. 2002
• World e-Government Rankings, in United Nations E-Government Survey 2010: Leveraging e-government at a time of financial and economic
crisis. United Nations Department of Economic and Social Affairs, New York, 2010
• Towards Green ICT European Research Consortium for Information and Mathematics (ERCIM) Sophia Antipolis, 2009
• ITU Symposium on ICTs and the Environment & Climate Change International Telecommunication Union (ITU), Cairo 2010
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ART Articulation of Territorial and Thematic Networks of Cooperation for Human Development
BOP consumers Bottom of the pyramid consumers
CMI Centre for Mediterranean Integration
DC partners Decentralized cooperation partners
EIB European Investment Bank
FOSS Free and open source software
GIS Geographical information system
ICT / ICTs Information and communication technologies
ICT4D Information and communication technologies for development
ILO International Labour Organization
InfoDev World Bank’s Information for Development Program
ISI@MED Information Society Initiative for the Mediterranean
ITU International Telecommunications Union
LED Local economic development
LWGs Local working groups
MDGs Millennium Development Goals
MedCities Mediterranean network of cities
MENA region Middle East North Africa region
Acronyms
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MIC Middle-income country
NCC National Coordination Committee
NGO Non-governmental organization
ODA Official development assistance / aid
PACA Provence-Alpes-Côte d'Azur
PPP Public-private partnerships
R&D Research & development
RWGs Regional working groups
SDI Spatial data infrastructure
SMEs Small- and medium-sized enterprises
SMS Short message service
SSC South-South Cooperation
UCLG United Cities and Local Governments
UN United Nations
UNCTAD United Nations Conference on Trade and Development
UNDP United Nations Development Programme
WSIS World Summit on the Information Society
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Decentralized cooperation: definition, actors, benefits, modalities,
multilateral frameworks
DEFINITION
In this handbook, we use decentralized cooperation to refer to international
cooperation initiatives undertaken or promoted by sub-national governments.
In decentralized cooperation, the design and planning of a cooperative
effort is typically the responsibility of sub-national government. The
sub-national government then decides on the implementation process.
Implementation may be handled internally, that is, using national staff
delegated to a support committee or local beneficiary group, or delegated
to agents working on behalf of the cooperation partner.
Within the ART context, the preferred strategy for decentralized cooperation
is to establish and support inclusive horizontal partnerships with and
among sub-national actors, elected officials and technicians, civil society
and non-government organizations, the private sector and academia.
Whenever possible, decentralized cooperation partners are drawn from
communities that have established problem-solving networks.
ACTORS
Sub-national governments, including regions, provinces and municipalities
are the exclusive partners for decentralized cooperation. They are gene-
rally and by default the project leaders and they may choose with whom
they wish to collaborate in the interest of project effectiveness. In this
way, territorial authorities may invite representatives of civil society (non-
profit groups, universities, NGOs), other public administrations or mem-
bers of the private sector to offer financing, skills or in-kind support for
any given project.
BENEFITS
Decentralized cooperation initiatives focus on supporting territorial
development and improving public services through inclusive work
processes which contribute to capacity building among local staff,
elected officials and local stakeholders.
Successful decentralized cooperation efforts provide a number of
benefits, including:25
- Improved public services to citizens;
- Development of project management skills;
- Improved social cohesion among diverse stakeholders;
- Economic development through local investment and trade;
- Enhanced professional networking;
- An opening to the world;
- Diversification of financial and technical cooperation resources;
- Promotion of intercultural tolerance and understanding.
ANNEX 1
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MODALITIES
The many forms of decentralized cooperation may be broadly categorized
into four groups:
Bilateral cooperation is generally long-term (such as a longstanding
city-to-city relationship) or short-term, organized by sub-national
governments to support a specific project;
Joint projects are generally of fixed-duration and involve a number of
sub-national governments;
Network projects link various sub-national governments for long-term
and permanent relations. For example, the Global Cities Dialogue
(a worldwide network of cities for organized dialogue on the information
society);
Programme projects are projects commonly coordinated by national
governments, international organizations, or associations of municipalities
which aim to promote relations within a given framework
MULTILATERAL FRAMEWORKS
The UNDP ART Global Initiative offers a powerful example of decentralized
cooperation within a multilateral framework.
UNDP acknowledges the key importance of all new cooperation actors
active at the local level (such as regional and local governments, the
private sector, universities and civil society organisations) in achieving
the MDGs, reinforcing governance, and promoting decentralization and
de-concentration processes. As a result, in 2005 UNDP established at its
Liaison Office in Geneva, an innovative global programme conceived as
a multilateral framework to enhance concertation and harmonization
between these new development actors: the ART Global Initiative -
Articulation of Territorial and Thematic Cooperation Networks for
Human Development.
ART is an entry point for International Cooperation actors interested in
harmonising and aligning their interventions with national and local
development strategies. ART’s territorial and multilevel governance
approach to development appraises the role of local actors and promotes
complementarities in the field. This in turn leads to increased development
effectiveness and efficiency at local level, in consonance with national
policies for human development.
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• Actor coordination mechanisms (TWGs)
• Strengthening decentralization and
de-concentration processes
• Articulation of thematic and territorial
networks with local development plans
• Strategic guidelines on cooperation priorities
• Strengthening capacities and institutional
structures
• Inter-agency and multi-donor framework
• Decentralized Cooperation
• South-South Cooperation
• Exchange and transfer of innovative practices
• Actor coordination mechanisms (NCC)
• Strengthening capacities and institutional strucutures
• Decentralized planning and international cooperation
management
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ART MULTI-DONOR FRAMEWORK PROGRAMMES
The ART Multi-donor Framework Programmes promote complementarities
and links between local, national and international development
actors at the national and sub-national levels, at the request of partner
countries. Such linkages are instrumental in stimulating demand-driven
human development processes and improving aid effectiveness at local
level.
The ART Multi-donor Framework Programmes provide Development
Partners with a tested mechanism effective in aligning and harmonizing
development interventions with national and local priorities and strategies,
thereby contributing to achieve the MDGs at the local level and to
implement the principles of the Paris declaration. These framework
programmes allow Development Partners to move from project-driven
initiatives to longer term development processes focussed on consen-
sus-based demands made by local development actors. ART thereby
increases effectiveness where it matters most - the local level. Through
ART, cooperation actors and their counterparts can rely on a proven
instrument that increases the sustainability and impact of their
interventions without sacrificing their identity and/or visibility. UNDP
subsequently carefully phases out its direct support to the local
frameworks as national and sub-national governments gradually
institutionalise the approach and mechanism.
NCC
Coherence betweennational and local
policies
Harmonisation Process monitoring
Co-financing Inter-sectorialcoordination
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LOCAL LEVEL
At the local level, ART promotes inclusive ownership through the creation
and consolidation of Regional and Local Working Groups, while
simultaneously strengthening existing concertation mechanisms.
Working Groups (WG) are headed by a representative of the sub-national
governments and composed of members of decentralised and de-concen-
trated governmental structures, civil society and the private sector.
Local governments hence become entry and reference points for
international and decentralised cooperation actors interested in aligning
their initiatives with territorial demands and priorities. Participative
territorial planning cycles are initiated or, in the case they already exist,
strengthened by the WGs. This process leads to integrated local
development plans and becomes a guiding tool, also known as International
Cooperation Guidelines, for international cooperation actors. These are
important instruments to facilitate the harmonisation and alignment of
international development actions with local and national development
strategies.
➤
➤
➤
CapacityStrengthening
Demand-drivenCooperation
Actorcomplementarity
in the field
Working Groups
Guidelines-LocalDevelopment Plans
LocalProgramming
Cycles
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NATIONAL LEVEL
The National Coordination Committee (NCC) provides strategic guidance
and ensures quality-control of all interventions. As a multi stakeholder
instrument under the joint leadership of the National Government and
UNDP, it promotes articulation and linkages between local development
processes and national policies. The NCC brings together representatives
from line ministries, local governments, UN agencies and international
cooperation actors (bilateral and decentralised).
The NCC also channels donors and partners towards the Framework Pro-
grammes and promotes the programmes’ inclusive ownership principles;
this can only be achieved when the active participation of all relevant in-
ternational, national and local stakeholders is ensured. The NCC is des-
igned as a flexible governance structure and a platform for dialogue,
where proposals can be discussed with local governments. It can also
promote the dissemination and replication of best practices to other re-
gions in the country.
INTERNATIONAL LEVEL
The ART initiative facilitates the internationalisation of local develop-
ment through the systematic exchange of best practices and innovative
solutions between development partners and all relevant local stake-
holders. ART promotes mutually enriching international partnerships
(North-South, South-South and triangulation) to boost innovation mains-
treaming, capacity development and knowledge management.
The main objectives of the ART Programme in Morocco are the
promotion of democratic governance at the decentralised level,
through the implementation of a participatory approach in local
development programming and the management of resources from
the international cooperation. It also aims at strengthening the
capacities of local governments by means of training in local
development planning, project formulation, territorial marketing,
monitoring and evaluation.
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A GLIMPSE OF ART’S COMPONENTS AND PARTNER INITIATIVES
ART works closely with several international thematic initiatives and
centres of excellence to promote comprehensive and innovative
solutions that tackle development challenges in areas such as Local
Economic Development (LED). The ART LED component links relevant
actors and networks, from Associations of Local Economic Development
Agencies to Local Governments, Universities, Research Institutes and
United Nations programmes. This enables ART to offer a comprehensive
technical support to requesting partner countries in the field of LED.
ART’s Strengthening and Capacity Development component facilitates
the involvement of internationally reputed universities and research/
training centres from the North and the South in the creation and
dissemination of MDG-related knowledge, support local development
and offer cooperation management skills and expertise.
SECTORAL INTEGRATION AT THE LOCAL LEVEL
ART facilitates the integration of different thematic areas within a
common platform at the local level, often through the Municipal or
Regional plans for development in fields such as:
• Decentralisation and Local Governance;
• Capacity Development for territorial actors;
• Local Economic Development;
• Territorial Planning and Management;
• Environment;
• Mechanisms for Local Level Aid Effectiveness;
• Social services.
The objective of such a multidisciplinary approach is to provide an
integrated response to the territory’s demands while reducing the cost
of international aid, by inverting the ‘traditional’ logic of formulating a
specific project for each development priority as it leads to much higher
operational costs.
ART Programmes around the world
ART works in 75 regions and 325 municipalities in more than 20 countries:
Africa: Gabon, Mauritania, Mozambique and Senegal;
Asia: Indonesia and Sri Lanka;
Balkans: Albania and Kosovo;
Latin America: Bolivia, Central America (Guatemala, Honduras, Nicaragua),
Colombia, Cuba, Dominican Republic, El Salvador, Ecuador and Uruguay;
Mediterranean: Lebanon, Morocco and Syria.
ART is supported by: 8 major donors and more than 600 decentralized
cooperation actors.
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It is worthwhile mentioning the successful course of LOCAL ECONOMIC
DEVELOPMENT AGENCIES (LEDAS) for planning and delivering local
economic development strategies within the framework of the ART
Initiative. The Local Economic Development (LED) component is
supporting and providing specialized services in the field of economic de-
velopment to the LEDAs active in many countries and to the different ART
Programmes. Since LEDAs inception, the number of agencies has
increased from 13 to 60.
The LEDAs are non-profit and sustainable organizations that belong to
the local public and private actors and support small and medium
enterprises, promote employment without discrimination, develop
regional marketing strategies and encourage the creation of international
alliances. It is worthwhile mentioning that the LEDAs have already
incorporated the development of ICT projects in their activities and are
planning to do even more so due to multiplying positive effect of ICT in
other sectors of national economy.
Among LED successful results the following can be mentioned:
Support to national territorial economic development projects, policies
and strategies (integration of LED in local development plans and
national strategic guidelines),
Promotion of local (LWGs) and regional (RWGs) working groups and
networks,
Consolidation of the territorial approach by strengthening the role of
territorial communities and harmonizing their respective actions in
support to national strategies for local development,
Creation and consolidation of Local Economic Development Agencies
(LEDAs),
International promotion of the LEDAs (a network of 60 LEDAs currently
exists),
Reactivation of local development potential and effective use of local
resources to generate endogenous local development,
Internationalization of local economies,
Capacity development through training of economic development
agents, etc.,
Job creation for young people, the most disadvantaged, women, etc.,
Inclusion, economic integration of vulnerable groups traditionally
excluded, socioeconomic empowerment of women,
Knowledge sharing, experience exchange and peer learning through
the development of specific tools (operational guides, personalized
assistance, virtual library, fast learning courses, etc.),
Establishment and promotion of international territorial partnerships:
North–South, South–South (Latin America LEDAs Network founded in
2010) and Triangular Cooperation, PPP.
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OTHER MULTILATERAL CHANNELS FOR DECENTRALIZED
COOPERATION IN THE MEDITERRANEAN26:
The Euro-Mediterranean Partnership (or Barcelona Process), initiated in
1995 following the Euro-Mediterranean Conference in Barcelona, is the
general framework of relations (economic, political and social) between
the European Union’s member states and Southern Mediterranean countries;
The Mediterranean network of cities (MedCities), established in
Barcelona in 1991, this network of coastal cities aims to enhance
municipalities’ environmental and sustainable development management
capabilities;
The Euromed Commission of the EuroCities network was formed in 2000
to promote city-to-city technical cooperation in urban management.
Euromed was instrumental in obtaining European Union endorsement
for decentralized cooperation and relaunching the Barcelona Process
through MED’ACT, Mediterranean-European Development Action for
Cities and Towns;
The Mediterranean Commission of United Cities and Local Governments
(UCLG) based in Marseille was established in 2005 to assemble the very
large number of Mediterranean cities who are direct members of UCLG.
The Mediterranean Commission of UCLG promotes programme
exchanges and partnerships for local development;
The Latin Arc includes the Spanish, French and Italian cities and regions
of the West Mediterranean spanning the north shore of the Mediterranean,
from the Algarve to Sicily. It was officially constituted as an association
in 2002 to build relations with the Southern and Eastern shores of the
Mediterranean;
Inter-Mediterranean Commission of the Conference of Peripheral
Maritime Regions (CPMR) of Europe, established in Andalusia in 1990,
aims to “express the shared interests of the Mediterranean regions in
important European negotiations”.
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Common Schemes within which decentralized cooperation
initiatives take place
Several legal, financial and logistical considerations should be considered
before embarking on a cooperative development project. The following
section presents examples of common schemes for organizing community
participation in decentralized cooperation, including the institutional and
legal contexts for decentralized cooperation in France, Germany, Italy
and Spain. Also presented is background information for a selection of
multilateral frameworks valuable to understanding the parties in a multilateral
framework agreement.
National frameworks: France, Germany, Italy and Spain Among the four
examples presented, we may distinguish three distinct models for decentra-
lization of international cooperative efforts: the federalist model (Germany);
the autonomous region model (Italy and Spain) and the decentralized
national model (France).
The ability of one territorial authority to contract relations with another
territorial authority varies according to national context. In a federal context,
the degree to which sub-national governments may engage in external
relations will vary from one state to another. In other decentralized jurisdictions
the extent of empowerment tends to be uniform.
Local organization
26 regions, each administered by a Regional Council headed by a Council
President. Each region also has a prefect representing the state;
100 ‘départements’, each administered by a Council and Executive elected
by the Council. Each department also has a prefect representing the state;
36,779 municipalities, each administered by a Municipal Council presided
by a Mayor.
Legal framework for decentralized cooperation: Principal Legislation
General Principles Law of 1992: stipulates that “sub-national governments
and the amalgamations thereof may undertake decentralized cooperation
actions in areas within their remit and in accordance with France’s
international commitments.” The Law also created a National Decentralized
Cooperation Commission to coordinate local initiatives, maintain an
updated list of decentralized cooperation practices and organize training
and seminars;27
ANNEX 2FRANCEFRANCE
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Thiollière Law of 2007: completes the Law of 1992 rendering “international
action” a full attribution of sub-national governments and allowing greater
freedom of initiative, for example, by allowing sub-national territorial
authorities to put in place or finance actions of a humanitarian nature in
cases of emergency;
Sub-national authority development assistance programmes may be
supplemented by state funding (e.g. from ministerial sources or the French
Development Agency) or by external sources (e.g. from the European Union).
Local organization
16 Federal states (Länder, of which three are city-states), each having a
parliament, a government headed by a Prime Minister and a constitution;
439 District (Landkreise) each with a legislative assembly headed by a
President.
12,500 Municipalities (städte or gemeinde) each with a Municipal Council
and Mayor.
Legal framework for decentralized cooperation
The German Constitution (Basic Law Article 28.2) guarantees local autonomy
and provides that Länder may be authorized by the Federal Government
to enter into agreements with foreign regions or states to the limit of their
legislative attributions. Municipalities and district may do so “providing they
take full responsibility, in accordance with the law and within the limit of
their attributions.” It should be noted that sister-city relations have been the
Länders’ preferred approach although the Länder are relative newcomers to
decentralized development cooperation.
Coordination mechanisms: Development cooperation is coordinated through
annual meetings of the Federal Länder Committee on Development
Cooperation (BLA Z), chaired by the Ministry of Economic Cooperation and
Development.
Financing of decentralized cooperation activities
The Länder finance their decentralized cooperation activities from their own
budgets;
Municipalities finance most of their decentralized cooperation activities, but
may also receive funds from the Länder or the EU.
GERMANYGERMANY
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Local organization
20 regions, all organized according to the following structure: Regional
Council and Executive elected by the Council. Five regions enjoy special status,
103 provinces each with a Provincial Council and Executive elected by the
Council;
8,103 municipalities each with a Municipal Council and Mayor elected by the
Municipal Council.
Legal framework for decentralized cooperation
Act 49/87 of 1987: Municipalities, provinces and regions may partake in
decentralized cooperation;
Constitutional Act of 2001: Providing they have authorization from the
national government, regions may sign agreements with their foreign
counterparts and states on matters for which they have competent attribution.
Consultation procedures for national authorization are outlined in the
Loggia Law of 2003. Municipalities and provinces may also contract with
their international counterparts for development assistance under state
supervision;
The Constitution does not explicitly mention development cooperation but
12 Regions have adopted related legislation.
Also note that:
The Observatory for Interregional Development Cooperation, OICS, of which
all regions are members, promotes and coordinates regional development
cooperation policies;
The Directorate-General for Development Cooperation of the Ministry of
Foreign Affairs collaborates with the National Association of Italian
Municipalities,ANCI, and the Union of Italian Provinces, UPI.
Financing of decentralized cooperation activities
Provinces and municipalities may allocate up to 0.8% of the first three items
of the provisional budget to development cooperation;
In recent years, provinces have increasingly participated in co-financing
programmes initiated by third party organizations;
Between 2000 and 2004, the Directorate-General for Development
Cooperation co-financed regions’ initiatives for an overall amount of
8.5 million euros.
ITALYITALY
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Local organization
17 Autonomous Communities (plus 2 autonomous cities), each having a
Legislative Assembly elected by universal suffrage and an Executive elected
by the parliament. The President appoints a Regional Government Council.
A representative of central government oversees the State’s administration
within the autonomous community;
50 provinces, each having a Provincial Council and President elected by the
Provincial Council;
8,092 municipalities, each having a Municipal Council and presiding Mayor.
Municipalities with populations greater than 5,000 also having a Local Go-
vernment Council.
Legal framework for decentralized cooperation
1978 Constitution recognizes that development cooperation is an essential
element of democratic states’ foreign action. Autonomous communities are
entitled to engage in international relations that fall within the limits of their
attributions;
The 1998 Law of International Cooperation for Development authorizes
sub-national governments to conduct decentralized co-operation activities
consistent with the international cooperation instituted by the Spanish State.
Furthermore, development cooperation actions are based on the principles
of budget autonomy and self-responsibility;
Regional legislation. Some autonomous regions, notably Andalusia, Catalo-
nia, Madrid and Navarra have passed specific laws regarding international
development cooperation, all of which recognize the role of local govern-
ments as well as municipality-established “cooperation funds” intended for
underwriting regional cooperation;
Regional coordination occurs through a network of sub-national councils for
development cooperation who share information on their activities. Coordi-
nation of central government aid is ensured through the Inter-territorial Com-
mission of Development Co-operation composed of 19 representatives of
the autonomous cities and 19 provincial delegates appointed by the Spa-
nish Federation of Town Councils and Provinces and the Municipal Coope-
ration and Solidarity Funds.
Financing of decentralized cooperation activities
In 5 autonomous communities (and in some municipalities), budget affec-
tations have been as high as 0.7%;
In some autonomous communities, special funds have been created to
facilitate community participation in cooperative development initiatives.
SPAINSPAIN
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Decentralized cooperation in the Mediterranean region: Focus on the most active decentralized cooperation links
of France, Germany, Italy, Spain and the ART Initiative
FRANCE-MOROCCO:
According to the French Ministry of Foreign and European Affairs (MAEE), 86 French sub-national governments are engaged in DC activities in Morocco, with
251 projects underway. The Official Development Assistance (ODA) to Morocco for 2009 (in the framework of DC) amounted to 2’903’570 euros. In 2010, this
amounted to 989’124 euros.
Specific fields in which DC is carried out include: culture, social policy, environment, urban planning, user services (transport, water and sanitation), and
issuance of vital records (actes d’état civil).
FRANCE-PALESTINIAN TERRITORIES:
According to the MAEE, 58 French sub-national governments are engaged in DC activities in Palestine, with 159 projects underway. The ODA to the
Palestinian Territories for 2009 amounted to 2’334’600 euros.
FRANCE-ALGERIA:
According to the MAEE, 45 French sub-national governments are engaged in DC activities in Algeria, with 156 projects underway. The ODA to Algeria for 2009
amounted to 1’519’197 euros.
FRANCE-TUNISIA:
According to the MAEE, 32 French sub-national governments are engaged in DC activities in Tunisia, with 86 projects underway. The ODA to Tunisia for 2009
amounted to 1’674’492 euros.
FRANCE-LEBANON:
According to the MAEE, 22 French sub-national governments are engaged in DC activities in Lebanon, with 68 projects underway. The ODA to Lebanon
for 2009 amounted to 1’645’726 euros.
Specific fields in which DC is carried out include: support to the productive sector, water and sanitation, infrastructure development, the development of
francophonie, reform of Lebanese administrations to improve governance and strengthen the rule of law.
ANNEX 3
FRANCEFRANCE
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GERMANY-TUNISIA
8 German municipalities have official twinnings with Tunisian ones. 1 commune (Stuttgart) has engaged in a DC project in Tunisia, financed by the German GIZ.
GERMANY-PALESTINIAN TERRITORIES
2 German municipalities have official twinnings with Palestinian ones.
GERMANY-EGYPT
2 German municipalities have official twinnings with Egyptian ones. 1 commune (Hildesheim) has engaged in a DC project in Egypt.
GERMANY-SYRIA
1 German municipality has an official twinning with a Syrian one.
GERMANYGERMANY
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ITALY-EGYPT
Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 17 Italian sub-national governments (16 regions and 1 pro-
vince) are engaged in DC projects, with projects underway in 5 of the programme’s sectors of intervention. This is financed for an overall amount of 3’991’709
euros.
ITALY-MOROCCO
Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 17 Italian sub-national governments (16 regions and 1 pro-
vince) are engaged in DC projects, with projects underway in 4 of the programme’s sectors of intervention. This is financed for an overall approximate amount
of 3’447’861 euros.
ITALY-ALGERIA
Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 3 Italian Regions are engaged in DC projects, with 1 project
underway. This is financed for an overall approximate amount of 1’000’000 euros.
ITALY-JORDAN
Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 2 Italian Regions are engaged in DC projects, with 1 project
underway. This is financed for an overall approximate amount of 259’467 euros.
ITALY-TUNISIA
Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 8 Italian Regions are engaged in DC projects, with 2 projects
underway. This is financed for an overall approximate amount of 2’353’137 euros.
ITALYITALY
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In 2009, 12.73% of Spanish municipalities and provinces’ Official Development Aid (ODA) was provided to the Mediterranean Region (including North Africa
and the Middle East). In that year, in total, 144 municipalities and provinces contributed in ODA to 527 projects in countries of the MENA region (specifically
including Morocco, the Saharawi people, the Palestinian territories, Lebanon, Iraq, Jordan, Tunisia, Syria).
SPAIN-MOROCCO
Between 2005 and 2009, 3 Spanish municipalities made twinnings with Moroccan sub-national authorities.
Spanish municipalities and provinces contributed 4’066’040 euros in ODA to Morocco in 2009. These were focused mostly on: Social Infrastructure and Ser-
vices (especially Education, Government and Civil Society), and Productive Sectors.
In 2009, 13 Autonomous Communities (ACs) contributed a total of 16’361’673 euros in ODA to Morocco.
SPAIN-PALESTINIAN TERRITORIES
Between 2005 and 2009, 6 Spanish municipalities and 1 province made twinnings with Palestinian sub-national authorities. Spanish municipalities and pro-
vinces contributed 2’642’410 euros in ODA to the Palestinian Territories in 2009. These were focused mostly on: Social Infrastructure and Services (especially
Government and Civil Society), Productive Sectors, and Emergency Aid.
In 2009, 14 ACs contributed a total of 16’271’727 euros in ODA to the Palestinian Territories.
SPAIN-SENEGAL
Between 2005 and 2009, 2 Spanish municipalities made twinnings with Senegal. Spanish municipalities and provinces contributed 2’390’827 euros in ODA
to Senegal in 2009. These were focused mostly on: Social Infrastructure and Services (especially Education), Multisectorial and the Productive Sectors.
In 2009, 14 ACs contributed a total of 10’771’065 euros in ODA to Senegal.
SPAIN-MAURITANIA
Spanish municipalities and provinces contributed 3’829’290 euros in ODA to Mauritania in 2009.
In 2009, 9 ACs contributed a total of 583’100 euros in ODA to Mauritania.
SPAINSPAIN
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SPAIN-ALGERIA
Spanish municipalities and provinces contributed 914’200 euros in ODA to Mauritania in 2009.
In 2009, 3 ACs contributed a total of 97’157 euros in ODA to Mauritania.
ART Programmes have been implemented in the Mediterranean countries of Lebanon (ART Lebanon Programme), Morocco (ART Morocco Programme) andSyria (ART Syria Programme).
BELGIUM- ART LEBANON PROGRAMME
DC is undertaken by: Municipality of Saint-Truiden (Belgium).
FRANCE- ART MOROCCO PROGRAMME
DC is undertaken by: Provence-Alpes-Côte d'Azur Region (PACA); International Centre for Advanced Mediterranean Agronomic Studies (CIHEAM – Ile
de France).
ITALY- ART LEBANON PROGRAMME
DC is undertaken by: Regions of Sicilia, Puglia, Veneto, Toscana, Campania and Friuli-Venzia-Giulia; University Rovira i Virgili; Coordination of Local Entities
for Peace and Human Rights (some 40 local administrations with the direct involvement of the Municipalities of Padua and Torino, the Provinces of Ferrara,
Milano, Cremora and Gorizia, and CRELP); Province of Naples; Municipalities of Arezzo, Milan, Siena, Torino, Livorno, Grosseto, Mazara del Vallo and Cosenza;
Umbrian Fund of Local Entities for the Decentralised Cooperation and Sustainable Human Development (FELCOS); Coordination Committee of the Com-
munes of Piedmont for Peace (COCOPA), University of Florence.
ART INITIATIVEART INITIATIVE
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ITALY- ART MOROCCO PROGRAMME
DC is undertaken by: Tuscany Region; Umbrian Fund of Local Entities for the Decentralised Cooperation and Sustainable Human Development (FELCOS);
Marche Region; Provinces of Florence, Sicilia, and Rome; Municipalities of Como, Florence, Foligno and Spoleto; Universities of Perugia, Siena, Pisa, Florence
and Urbino.
SPAIN- ART MOROCCO PROGRAMME
DC is undertaken by: Andalusia Municipalities Fund for the International Solidarity (FAMSI); Catalan Fund for Development Cooperation (FCCD); Catalan
Agency for Development Cooperation (ACCD); Government of Valencia; Government of Murcia; Provinces of Huelva, Jaen, Cordoba and Seville; Employment
and Technological Development Institute of the Province of Cadiz (IEDT); Andalusia Foundation Training and Employment Fund (FAFFE); ESAN Foundation; Uni-
versities of Cadiz, Cordoba, Granada and Malaga; Medicos Mundi; Solidarity Project IAT (Innovation and Technology); Municipality of Barcelona, Terrassa, and
Sabadell; Centre for European Initiatives and Research in the Mediterranean (CIREM); European Institute of the Mediterranean (IEMED); Centre for Research
on the Economies of the Mediterranean (CREMed); UNESCO Centre of Catalonia (UNESCOCAT); CIFAL Barcelona; Labein Tecnalia Foundation; Extremadura
Agency for International Development Cooperation (AEXCID); Government of the Balearic Islands; Federation of Valencian Social Economy Businesses (FEVES).
SPAIN- ART LEBANON PROGRAMME
DC is undertaken by: Andalusia Municipalities Fund for the International Solidarity (FAMSI); Catalan Agency for Development Cooperation (ACCD);
Municipalities of Tarragona, Barcelona
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