draft operations manual - mena transition fund · web viewoecd evidence suggests that better...

Date of Submission to Coordination Unit:

A. GENERAL INFORMATION

1. Activity NameSupporting open government and anti-corruption reforms to strengthen trust in administration in Morocco

2. Requestor Information Name: Mr. Mohammed Boussaid

Title: Minister of Economy and Finance

Organization and Address: Ministry of Economy and Finance, Direction of the Treasury and External Finance; Bd. Med V. Quartier Administratif, Rabat – Chellah, Morocco

Telephone: (+212) 5 37 76 06 61 Email: [email protected]

3. Recipient Entity

Name:

Mr. Ahmed Laamoumri Title: Secretary General, Ministry of Administrative Reform and Public Service (MRAFP), Morocco

Organization and Address: Ministry of Administrative Reform and Public Service

Telephone: +212661649781 Email : [email protected]

4. ISA SC Representative

Name: Mr. Nicolas PINAUD Title: Head of the Sherpa Office and Global Governance Unit

Organization and Address: Organisation for Economic Co-operation and Development (OECD), 2 Rue Andre Pascal, 75016, Paris, France

Telephone: (+33) 01 45 24 18 55 Email: [email protected]

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19 April 2017

5. Type of Execution (check the applicable box)Type Endorsements Justification

Country-Execution Attach written endorsement from designated ISA

Joint Country/ISA-Execution

Attach written endorsement from designated ISA

√ ISA-Execution for Country Attach written endorsement from designated ISA

The project “Trust in government” (the “Project”) will be implemented by the Organisation for Economic Co-operation and Development (OECD) in coordination with the Government of Morocco. It is divided into 3 components:

Component 1: Assist the Ministry of Administrative Reform and Public Service (MRAFP)in the implementation of the reforms

Component 2: Support the Government in fostering a strong inter-institutional collaboration and communication capacities

Component 3: Promote CSOs’ engagement in open government and anti-corruption reforms

The proposal has been developed in response to a request of the Ministry of Administrative Reform and Public Service to the OECD, of which it is a long-standing partner, to support the Ministry as an implementing agency in order to share its expertise, good practices and standards on open government reforms.

The OECD will be the ISA responsible for the direct implementation of the project, which will reinforce the work carried out by the recipients, notably based on the OECD Open Government Principles.

The OECD methodology involves an interactive peer-review process which identifies the challenges and opportunities for implementation of effective strategies related to open government policies included in the Action Plan.

The OECD will support Morocco in implementing the actionable recommendations of the review processes through the provision of targeted technical assistance. The support draws on the work of the MENA-OECD Initiative of which Morocco is a founding member and former chair.

The OECD has been engaged with the Government of Morocco for over a decade with

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several projects carried out. These projects have included: An Open Government Review that offers a framework of action to design and implement policies that promote transparency, participation and accountability (2015), a project dedicated to strengthening institutional capacity for public-sector integrity and citizens participation in the fight against corruption in collaboration with the Anti-Corruption Agency, a project to support youth engagement in public life and the OECD CAWTAR Report “Women in Public Life Gender, Law and Policy in the Middle East and North Africa” 2014. Finally, the OECD and the Government of the Kingdom of Morocco signed on 15th June 2015 a two year country programme to support Morocco’s reform agenda. In this framework, OECD is assisting Morocco in the implementation of various projects in the areas of integrity, Centre of government’s functioning, and local governance.

Therefore, Morocco has experience in directly accessing OECD research and tools and demonstrated capacity to absorb OECD expertise. Moreover, the present proposal will build on the results of the above mentioned cooperation with Morocco and create synergies with ongoing projects in the field of open government and media, youth and women in public life.

Finally, the Project will draw on the accumulated expertise of the 35 OECD countries benefitting from direct access to OECD and MENA networks and the mobilization of OECD and MENA country peers. The results of the Project will be peer-reviewed for quality and wide dissemination in the OECD’s Public Governance Committees.

The OECD’s strategic advantage in the international environment lies in its robust and long-term knowledge and policy dialogues that support reform agendas in member and non-member countries. This multidisciplinary knowledge-building approach is of increasing interest to non-members seeking advice and dialogue on good practice.

ISA-Execution for Parliaments

Attach written endorsements from designated Ministry and ISA

6. Geographic Focus

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X Individual country (name of country): Morocco

Regional or multiple countries (list countries):

7. Amount Requested (USD)

Amount Requested for direct Project Activities:(of which Amount Requested for direct ISA-Executed Project Activities):

937,000 USD

Amount Requested for ISA Indirect Costs OECD:1 63,000 USDTotal Amount Requested: 1.000.000 USD

8. Expected Project Start, Closing and Final Disbursement Dates

Start Date:

1 September 2017

Closing Date:

31 August 2020 End Disbursement Date:

30 November 2020

9. Pillar(s) to which Activity Responds

Pillar Primary(One only)

Secondary

(All that apply)

Pillar Primary(One only)

Secondary(All that apply)

Investing in Sustainable Growth. This could include such topics as innovation and technology policy, enhancing the business environment (including for small and medium-sized enterprises as well as for local and foreign investment promotion), competition policy, private sector development strategies, access to finance, addressing urban congestion and energy intensity.

√ Enhancing Economic Governance. This could include areas such as transparency, anti-corruption and accountability policies, asset recovery, public financial management and oversight, public sector audit and evaluation, integrity, procurement reform, regulatory quality and administrative simplification, investor and consumer protection, access to economic data and information, management of environmental and social impacts, capacity building for local government and decentralization, support for the Open Government Partnership, creation of new and innovative government agencies related to new transitional reforms, reform of

√

1 ISA indirect costs are for grant preparation, administration, management (implementation support/supervision) including staff time, travel, consultant costs, etc.

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public service delivery in the social and infrastructure sectors, and sound banking systems.

Inclusive Development and Job Creation. This could include support of policies for integrating lagging regions, skills and labor market policies, increasing youth employability, enhancing female labor force participation, integrating people with disabilities, vocational training, pension reform, improving job conditions and regulations, financial inclusion, promoting equitable fiscal policies and social safety net reform.

Competitiveness and Integration. This could include such topics as logistics, behind-the-border regulatory convergence, trade strategy and negotiations, planning and facilitation of cross-border infrastructure, and promoting and facilitating infrastructure projects, particularly in the areas of urban infrastructure, transport, trade facilitation and private sector development.

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B. STRATEGIC CONTEXT

10. Country and Sector Issues

Morocco’s commitment to openness, integrity and participation has been clearly expressed in the 2011 Constitution, which opened up to the acceleration and deepening of governance reforms in the country.

The challenges confronting the government of Morocco to strengthen efficiency, transparency and openness within this new institutional context may be traced to three factors. First, implementation of significant reform is inherently difficult, especially under the complex set of economic and political circumstances now facing Morocco. Second, the reforms needed for open government require whole-of-government co-ordination of numerous parallel initiatives, many of which must be carried out across a range of public sector institutions, each with somewhat different open government responsibilities. This is a challenge for any government. Third, successful implementation in Morocco must be built on broad reinforcement of public sector institutional capacity.

Morocco has made significant efforts to enhance the efficiency and the transparency of the public sector in different areas:

Morocco has expressed its ambition to join the Open Government Partnership in order to reach a new form of governance based on principles of transparency, civic participation and accountability. In this perspective, the Moroccan government created in 2012 an Open Government Steering Committee bringing together public institutions, private sector and civil society. This Committee, established upon recommendation of the OECD, has been working to implement the recommendations of the OECD Open Government Review (2015) of which several are included in the draft Open Government Action Plan drafted by the Committee. The Action Plan identifies reform priorities and supports Morocco’s intention to join the OGP. It has been prepared while the government is awaiting the adoption of the draft Access to Information law, currently being discussed in the 2nd Chamber in Parliament. Once the law is adopted Morocco will be eligible to join the OGP. The challenges lie then in the implementation of the open government commitments included in the Action Plan, which require political will and capacity in the public sector as well as the effective involvement of civil society in the implementation and monitoring phase.

Additionally, a National Anti-Corruption Strategy was adopted in December 2015 and officially launched in May 2016. This Strategy, developed by an inter-ministerial committee under the leadership of the Ministry of Administrative Reform and Public Service, aims at implementing an integrated and global approach involving all relevant stakeholders in fighting corruption, which includes the public and private sectors and civil society. The main objective of the Strategy is to strengthen integrity and significantly reduce corruption by 2025, as Morocco’s ranking fell from 80th place in 2014 to 88th in 2015 and 90th in 2016, according to the last Transparency International’s Corruption Perception Index (CPI) of 176 countries. The National Strategy is currently criticized by civil society notably due to the lack of implementation mechanisms and a weak communication of the measures so far taken.

11. Alignment with Transition Fund Objective

Transition countries in MENA face multiple opportunities in meeting the demands of the political transformation currently underway, and multiple challenges in doing so in a time of economic adversity and political transition. Their capacities to formulate policies and programs, and implement reforms, are in urgent need of enhancement and expansion in this new, unprecedented environment.

The objective of the MENA Transition Fund is to improve the lives of citizens in transition countries, and to support

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the transformation currently underway. As one of the main pillars, the Transition Fund identifies economic governance as core priority to support the transition. The Project «Trust in government in Morocco: Supporting open government reforms» is contributing to this objective.

The project will be achieved by reforms to aiming at strengthening transparency, anti-corruption, accountability, integrity and procurement. Therefore it contributes (directly and indirectly) to all the objectives of the Transition Fund.

OECD evidence suggests that better policies rest upon stakeholder engagement. Involving civil society and the private sector in policy making and giving them a voice will also help to strengthen citizens’ and businesses’ trust in public institutions. Therefore, the Project will support the Ministry of Administrative Reform and Public Service to improve the integrity of public service and to strengthen citizens’ trust in public institutions by supporting the implementation of both the Open Government Action Plan and the National Anti-Corruption Strategy. A particular focus will also be made on youth’s interests.

This is thus fully aligned with the Transition Fund’s objective to improve transparency, accountability and public service delivery in Morocco and create catalysis for change in the high impact area of open government to enhance economic governance and inclusive growth (pillars 1 and 3).

12. Alignment with Country’s National Strategy

The Project is in line with the 2011 Moroccan Constitution that recognised governance and integrity as fundamental and constitutional principles, as stated in its preamble. Moreover, in October 2016, H.E. King Mohammed VI called for the reform of public administration in an address at the opening of the autumn session of the new parliament. He criticised state agencies for creating obstacles to ensuring citizens’ rights and dealing with their concerns in a bureaucracy that has been facing important corruption.

In this context, Morocco has shown commitment at the highest level of Government to recall the priority that should be granted to open government and anti-corruption measures. On the one hand, in the framework of the Open Government Action Plan, four priority intervention areas were identified: access to information and digital government, integrity and fight against corruption, open budgeting and citizen participation.

On the other hand, the National Anti-Corruption Strategy aims at changing behaviours progressively and improving existing institutional, legal and functional mechanisms in order to prevent and fight efficiently against corruption. The Strategy contains 5 main pillars: a) Governance; b) Prevention; c) Repression; d) Communication & Awareness-raising; and e) Training & Education.

These pillars have two strategic goals: 1) Visibly and irreversibly reverse the current trend of declining citizens’ trust; 2) Improve integrity of the Moroccan business environment notably to foster Morocco’s business international positioning. In total, 239 projects have been programed under the Strategy, with a budget of 1.8 MDH.

Through its support to the governance framework dedicated to the effective implementation of open government measures and anti-corruption mechanisms, the Project will contribute directly to the achievement of these policy commitments.

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C. PROJECT DESCRIPTION

13. Project ObjectiveThe Project aims at improving governance by promoting open policy making in Morocco.

Through targeted assistance dedicated to the effective implementation of the National Open Government Action Plan and Anti-corruption Strategy, the project will support Morocco in moving closer to joining the Open Government Partnership and meeting international standards in open government and anti-corruption.

14. Project Components

Transparency and openness are the conditions for successful public governance reforms that would respond to citizens’ needs and support inclusive growth. Open government leads to improve the effectiveness and efficiency in public services. It means that decision makers are perceived as protecting and preserving the public interest rather than being captured by vested interests.

With the OG Action Plan and the National Anti-Corruption Strategy, the Moroccan Government is taking decisive political action towards greater legitimacy and efficiency in policy making. The objective of this project is thus to support the Moroccan Government's efforts to improve the integrity of the civil service and to strengthen citizens' confidence in its institutions by supporting the implementation of the OGP Action plan and the Anti-Corruption Strategy. Specific attention will be paid to youth participation in policy making.

The project will be aim at enhancing the governance framework of the implementation phase of the Action Plans since the legal and institutional framework has to be solid enough to create the necessary synergies and coherence between public institutions at all levels, allow an effective collaboration with CSOs and steer all stakeholders towards tangible results. As advocated in the OG review of Morocco: “ each element of the overall policy reform must have its own place within a well-designed whole of government strategy, with its own clear and well communicated objectives and outcomes, defined roles and responsibilities for all key actors and well-defined accountability measures to engage civil society”.

The project will also create synergies and complement the various projects already carried out in partnership by Morocco and the OECD in the fields of local governance, integrity, the promotion of youth and women in public life, open government and media, and open government at local level.

Key project beneficiaries will benefit from OECD expertise and its Member countries’ experience as well as good practices from the MENA region.

The project will also benefit from synergies from the OECD Global Project for Open Government, which supports countries around the world in their efforts to build more transparent and accountable governments.

This Project will consist of 3 components:Component 1: Assist the Ministry of Administrative Reform and Public Service (MRAFP) in the implementation of the reforms;Component 2: Support the Government in fostering a strong inter-institutional collaboration and communication capacitiesComponent 3: Promote CSOs’ engagement in open government and anti-corruption reforms.

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Component 1: Assist the Ministry of Administrative Reform and Public Service (MRAFP) in the implementation of the reforms

The MFPMA plays a central role in the development and implementation of the Open Government Action Plan and the National anti-corruption strategy, which it is leading. In addition, it holds the position of the permanent secretariat of the future National Anti-Corruption Commission.

The Ministry of Administrative Reform and Public Service (MRAFP) has asked the OECD, of which it is a long-standing partner, to assisting it as an implementing agency in order to share its expertise, good practices and standards, as it faces challenges in its coordinating role to implement both strategies.

The Ministry has to ensure the inter-ministerial coordination of the reforms, to follow up on their implementation, monitor progress and evaluate impact and to establish regular communication with stakeholders including within the Moroccan government, with independent institutions, civil society, the private sector but also international partners such as the secretariat of the Open Government Partnership (OGP).

Yet, evidence from the OECD Open Government Review (2015) shows that the Ministry faces challenges in this coordination role. The coordination of horizontal projects is by its very nature a challenge for all ministries. In addition, the Ministry needs to rely on the support of the Centre of Government and the commitment of other ministries to coordinate and steer the implementation. Evidence from OECD reviews further suggests that while being an important actor during the planning stage, it is even more difficult for Ministries to find its part for other stages of the policy cycle such as in monitoring and evaluation. Currently, while Morocco monitors the implementation of open government reforms, the country does not evaluate them (OECD Public Governance Review, Open Government in Morocco, 2015). Another challenge is the effective communication of reforms within the government and to the wider public.

Therefore, there is a need to support the Ministry to ensure a consistent and active leadership to bring together and coordinate the diverse efforts of multiple actors and contributors within the open government and integrity reforms.

This component will lay the ground for an upgrade of the Ministry’s capacities to ensure the implementation of reforms, with a particular focus on monitoring and evaluation of its coordinating mechanisms.

The OECD will assess the capacities of the Ministry to steer the OGP National Action Plan and the Anti-Corruption Strategy and provide actionable recommendations on how to ensure its leadership position in line with OECD standards and good practices.

The assessment will focus on the institutional mechanisms in place and evaluate its relevance according to the Ministry’s capacities. Indeed, the role of the Ministry will be critical to encourage policy coordination across government and monitor the evaluation of government policy but it also has to be effective for accountability, strategic planning and communication towards stakeholders.

Based on the findings and recommendations of the assessment, three capacity building activities will gather high officials from the Ministry to strengthen their ability to steer the OG reforms. Advisory sessions will be organized at the occasion of the seminars to monitor closely follow path of reforms, adapt the project action plan and provide specific recommendations.

The output of this component will be:

- A strategic guide will be provided to the Ministry of Administrative Reform and Public Service to ensure its role and capacities in the implementation of the reforms. The guide will collect actionable policy recommendations based on good practices in OECD and MENA countries. It will be disseminated through capacity building activities that will notably focus on monitoring and evaluating the Ministry’s implementation practices.

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- Three capacity building activities, such as workshops and advisory sessions on:

Improving the coordination functions of the Ministry.

Strengthening the communication tools of the Ministry.

Scaling-up monitoring and evaluation mechanisms of the Ministry (use of performance data).

These activities will focus on the mandate given to the Ministry to implement the OGP action plan and the National Anti-Corruption Strategy. Experts from MENA and OECD countries will facilitate the discussion and share good practices and lessons learned in implementing reforms from the Centre of Government.

The outcome of the component will be an efficient implementation of the reforms by the Ministry, based on strengthened capacities and communication.

Component 2: Support the Government in fostering a strong inter-institutional collaboration and communication capacities

The OG reforms constitute a transversal axe of different but interrelated areas. Therefore, effective implementation requires horizontal and vertical inter-institutional support. The alignment of the various actors in working towards a joint vision and objectives can be ensured if the key institutional entities involved in delivering reforms are collaborating within effective mechanisms to monitor, evaluate programs and ensure communication. However, it has been assessed that governance structures and coordination mechanisms now in place are still insufficiently adequate to implement whole-of-government reforms. Another implementation challenge relates to the relations between public institutions at the central and sub-national level to ensure the outcomes of the reforms on the ground. Therefore, OG reforms should be coordinated with the regionalisation process engaged by Morocco since 2015 through which central institutions will increasingly need to coordinate with sub-national entities to deliver public policies and services and open public policies to citizens.

The OECD will assess the coordination mechanisms between the line ministries and sub-national governments to promote a whole-of-government approach to the implementation of reforms and ensure coordination and engagement of all stakeholders in delivery and evaluation. It will be based on the analysis provided in the OECD Open Government Review of Morocco (2015) that provided recommendations for an enabling institutional and legal environment for OG reforms and the OECD expertise on Centre of Government functioning and multi-level governance.

In particular, the OECD will assess the relevance and performance of the steering committee created to set directions and establish priorities in the implementation of OG reforms (the OG Steering Committee and the National Anti-Corruption Committee) and evaluate the possibility to better integrate the Services du Chef du Gouvernement to streamline and coordinate governmental efforts.

The evidence for the assessment will be collected through fact-finding missions, surveys and roundtables with senior public officials from involved ministries and selected local governments. Peer review-driven approach will allow for the systematic exchange of information and lead to actionable policy recommendations.

The outputs of this component will be:

- A strategic assessment of implementation mechanisms to carry out OG reforms

The assessment will allow a better understanding of the responsibilities, mandate and possible bottlenecks in the delivery of the OG action plan and the Anti-corruption strategy. It will contribute to fully mobilize institutional stakeholders and ensure the conditions for successful reforms

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- Two high-level national conferences and two advisory sessions with government officials and other key entities from the different levels of government on:

Ensuring effective horizontal and vertical coordination in implementing OG reforms: to exchange on effective ways to overcome challenges (e.g. communication, coordination, planning) in implementing the provisions of the OG Action plan and the Anti-corruption strategy.

Ten capacity building activities to train public sector staff to implement open government and anti-corruption reforms and to Sstrengthening the Ministries’ capacities in terms of communication within the government and with external stakeholders (promoting reforms and sharing results). Activities will focus on the communication requirements laid out in the OG reforms and the identification of good practices and lessons learned from MENA and OECD countries to promote visibility.

The outcome of this component will be an alignment of the strategies and mechanisms of relevant Ministries in fostering a more transparent and efficient public service, through a more solid coordination and communication.

Component 3: Promote CSOs’ engagement in open government and anti-corruption reforms

One of the defining characteristics of open government is the role of citizens and civil society as agents for change, rather than passive recipients of public governance. Civil society can play various roles in the policy cycle of open government reforms: auditor, data analyst, decision maker, policy maker, service provider and watchdog. With the OG Action plan and the Anti-corruption strategy, Morocco takes a step further to implement more inclusive policy making processes and improve citizen trust. Even though civil society was involved in the design of the reforms included in both the Open Government Action Plan and the Anti-Corruption Strategy, participation was limited to few organisations at the central level. Their involvement in the implementation phase also remains a challenge. Therefore, it is crucial to build a consensus among all levels of government and CSOs on how to best involve civil society in carrying these reforms forward. Awaiting for a the final validation of the Access to Information Law that would reinforce the legal framework for citizen’s participation, a set of guidelines, tools and mechanisms will be required to interact with CSOs.

Special attention will be given to the use of ICTs as they can be of considerable assistance in changing mentalities and providing solutions during the implementation phase of OG reforms. If Morocco has developed a great number of initiatives to promote citizens participation in policy, they have to be consolidated, accelerated and cover the whole territory.

This component will focus on the role of CSOs in the implementation of OG reforms. It will foster a joint understanding among both sides for ways to exploit conventional and innovative forms of engagement.

The outputs of this component are:

- Country specific guidelines for effective involvement of CSOs during the implementation/evaluation phase of OG reforms. These guidelines will describe the roles that CSOs can play (informer, expert, service provider, co-producer, citizen champion..) and suggest both in-person and online mechanisms to ensure an effective interaction.

Five capacity building activities, including workshops and advisory sessions on:

Increasing the quality of coordination between CSOs and public authorities through an analysis of good practices identified in Morocco, the MENA region and OECD countries and the identification of areas for improvement at the central and local level.

Promoting new partnerships between the government and youth in the implementation of OG reforms through discussion on how to engage young men and women in the implementing of public policies. It will highlight

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the critical role of digital technologies to foster youth engagement. Activities will provide an opportunity to bring forward findings from the OECD-Ministry of youth and sports project on fostering a more systematic and inclusive dialogue between public officials and youth associations.

Empowering communities, individuals and civil society organisations (CSOs) to take part in the implementation of the OG Action Plan on environmental issues. Organized in cooperation with the Ministry of Environment, activities should improve the legitimacy and sustainability of decisions in the area of environment through exchanges of expertise on environmental democracy (in accordance with Principle 10 of the Rio Declaration from 1992). The activity will cover public participation in environmental decision-making (development of policies, plans and regulations, environmental impact assessment, permitting, etc.), access to environmental information, access citizens and CSOs to justice on environmental matters, and environmental education. It will analyse Morocco’s practices in these areas and draw upon relevant experience of OECD member countries. The analysis and respective policy recommendations will be presented in a strategic note which will be discussed at a dedicated workshop bringing together Moroccan governmental and civil society stakeholders.

The outcome of this component is a better understanding among public officials and CSOs of how to better engage in a constructive and inclusive dialogue. It should also help to ensure that OGP accession process offers an opportunity to improve the overall perception of the Morocco government’s willingness to openly and transparently engage with its citizens and CSOs.

15. Key Indicators Linked to Objectives

Results indicators for the Project are:

Number of Studies, assessments, reports, action plans, roadmaps, models of good practices or frameworks endorsed

Number of national institutions, regions, municipalities mobilized to implement strategies Number of CSOs engaged in open government and anti-corruption reforms Public sector staff trained to implement open government and anti-corruption reforms Improved enabling environment and government capacity to implement the OG Action Plan and the National

Anti-corruption strategy

D. IMPLEMENTATION

16. Partnership Arrangements (if applicable)

The Project will be implemented by the OECD in close coordination with the main recipient, the Ministry of Administrative Reform and Public Service. The Ministry will closely coordinate with ministries involved in OG reforms (e.g. Ministry of Interior, Ministry of justice and liberties, Ministry of Economy and Finances, Ministry of Education and professional, Ministry of Equipment, Transport and Logistics, Ministry of Health, Ministry of general affairs and governance, Ministry of environment, Ministry of parliament and relations with CSOs), potentially trough the existing inter-institutional committee. Given its important role in OG reforms the Parliament should be engaged properly as the Court of Cassation, audit institutions and independent institutions as the Institution of the Mediator, the Central Agency for Corruption Prevention and the National Council of Human Rights.

A Project Implementation Team composed of staff from the OECD Secretariat assisted by a local project consultant in Morocco will carry out the Project (appointed by OECD after consultation and coordination with the MRAFP).

Given the Anti-corruption strategy’s objective of instituting a Nation anti-corruption Commission (Commission Nationale Anti-Corruption (CNAC)), this body, once created, would play a key role in the overall oversight and

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implementation of the Strategy and will be involved in project activities.

The activities of the Project will be implemented in close collaboration with the MENA-OECD Governance Programme. Through the Working Group on Open and Innovative Government (WG II) and the Civil Society Advisory Board, the Programme provides a sustainable institutional structure to exchange international good practices and experiences in fostering inclusive policy-making, citizen participation and systematic consultation throughout the policy cycle. Through these networks, the MENA-OECD Governance Programme regularly invites donors, international organisations and civil society representatives providing a space to coordinate activities react to emerging priorities and benefit from possible synergies with multilateral or country-specific initiatives. The project will benefit from synergies with a series of OECD projects to support Morocco´s reform agenda in the framework of the OECD Country Programme with Morocco. The two-year programme is assisting Morocco in the implementation of projects in various areas such as the operation of the Centre of Government in driving cross-sectorial reform, integrity and local governance. Through the Country Programme and previous collaborations with the OECD, Morocco has experience in directly accessing OECD research and tools and demonstrated capacity to absorb OECD expertise.

17. Coordination with Country-led Mechanism/Donor Implemented Activities

Several International organizations and bilateral donors are assisting the Government of Morocco on reforms aimed at promoting integrity and transparency in the public service and improving citizen participation The OECD will also ensure a regular consultation with other donors, including the World Bank, the EBRD and the EU in order to avoid any duplication in the support provided to Morocco in the area of the governance. No overlap has been identified or is foreseen.

- UNDP has signed on March 2017 an agreement with Morocco’s government to assisting the implementation of the National Anti-Corruption Strategy- UNODC is elaborating a project on public policies evaluation.The project will specifically coordinate closely with UNDP and ONUDC in order to ensure complementarity of initiatives, by regularly exchanging information on their activities.

The MENA-OECD Initiative on Governance and Competitiveness for Development is a strategic partnership between MENA and OECD countries to share knowledge and expertise, with a view of disseminating standards and principles of good governance that support the ongoing process of reform in the MENA region. This Initiative will be used as a platform for the Project in order to disseminate results and coordinate with donors.

18. Institutional and Implementation ArrangementsThe Project will be ISA-executed by the OECD, in consultation with the Ministry of Administrative Reform and Public Service as the lead partner institution in Morocco.

A project steering committee, chaired by the Ministry of Administrative Reform and Public Service, shall be created. The Working Group will consist of the major stakeholders including representatives of the open government steering committee and representatives from the steering committee of the Anti-Corruption National Commission. The role of the Working Group is to provide guidance/ recommendations on reforms, work programs and ensure adequate coordination among the key stakeholders for the Project. The Working Group will report on a quarterly basis to ensure that the project is on track in the delivery of activities and outputs as outlined above. In addition, the Working Group will coordinate closely with major donors in Morocco and the region and create synergies with other ongoing projects.

For all components of the project, the OECD will submit twice per year the progress reports to the Coordination Unit

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of the Transition Fund.

19. Monitoring and Evaluation of ResultsMonitoring is the ongoing process by which stakeholders obtain regular feedback on the progress being made towards achieving their goals and objectives.

The monitoring and evaluation of the Project and its expected results will be coordinated by the steering committee of the Project which shall regularly report against the targets indicated in the results framework of the Project. Quarterly monitoring and progress reports will be prepared and submitted to the OECD. A local consultant in Morocco will ensure close monitoring and provide timely support to the executing agency as required.

A mid-term review will be carried out to assess and draw lessons from the Project and provide an opportunity to readjust any activities to ensure that the Project meets its objectives. A final report will be prepared at the end of the Project.The monitoring and evaluation activities will be undertaken throughout the project cycle and will be reviewed and updated regularly.

E. PROJECT BUDGETING AND FINANCING

20. Project Financing (including ISA Direct Costs2), Estimated budget

Cost by Component Transition Fund(USD)

Country Co-

Financing (USD)

Other Co-Financing

(USD)

Total(USD)

Component 1 289,308.47



Total Project Cost 1,000,000

21. Budget Breakdown of Indirect Costs Requested (USD)

Description Amount (USD)For grant preparation and administration * 63,000.00Total Indirect Costs 63,000.00

2 ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project.

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* Since 1 March 2005, the Organisation applies an indirect VC administration charge to all voluntary contributions accepted. A new cost recovery policy was adopted by Council in November 2009. The current base rate is 6.3% of the total amount of the contribution to which adjustments may apply.

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F. Results Framework and Monitoring

PDO: Enhancing economic governance through specific support to open government and anti-corruption reforms

PDO Indicators Unit of Measure Baseline

Cumulative Target Values Frequency Data Source/Methodology

Data Collection Responsibility Description

YR1 YR2 YR3

National institutions, regions, municipalities engaged to implement strategies

Number 0 510 1520 3040Bi-

annuallyAnnually

Progress ReportProject

Implementation Team (PIT)

National and local public institutions participating in the implementation of the reforms based on the two strategies

Public sector senior staff received support services through trainings Number 0 1545 3090 40120

Bi-annuall

yAnnualyProgress report

Project Implementation

Team (PIT)

Number of national and local senior public officers officials trained to implement the measures based on the tow strategies

CSOs engaged and empowered Number 0 510 2010 3015Bi-

annuallyAnnually



Number of CSOs participating in the implementation of the reforms based on the two strategies

Institutions increased their capacity to implement strategies open government initiatives and communicate them and deliver results to stakeholders

Qualitative 0 150 300 502Bi-

annuallyAnnually



Facilitated implementation of the two strategies

Intermediate Results IndicatorsComponent 1 Assist the Ministry of Administrative Reform and Public Service (MRAFP)) in the implementation of the reforms

Number of guides completed and endorsed

Number of guides 0 0 1 1

Bi-annuall

yAnnuallyProgress Report Project


Strategic guide provided to the MFPMA to ensure its role and capacities in the implementation of the OG reforms

Number of capacity-building seminars Number 0 12 23 33Bi-

annuallyAnnually

Progress Report Project Implementation

Team (PIT)

Three cCapacity building activities

Component 2 Support the Government in fostering a strong inter-institutional collaboration and communication capacities

Number of high-level national conference and advisory sessions programmes

Number 0 1 2 4 Bi-annuall

yAnnually


Team (PIT)

Two high-level national conference and two advisory sessions programmes with

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government officials and other key entities from the different levels of government

Number of capacity-building seminars Number 0 3 7 10 Bi-annually Progress Report Project Implementation

Team (PIT)

Capacity building activities

Number of strategic assessmentsNumber of strategic

assessments0 0 1 1

Bi-annuall

yAnnuallyProgress Report Project


Allow a better understanding of the responsibilities, mandate and possible bottlenecks in the delivery of the OG action plan and the Anti-corruption strategy

Component 3 Promote CSOs’ engagement in open government and anti-corruption reforms

Number of capacity-building seminars Number 0 1 2 5Bi-

annuallyAnnually


Team (PIT)

CFive capacity-building seminars

Number of guidelines produced and endorsed

Number of guides 0 0 1 1

Bi-annuall

yAnnuallyProgress Report

Project Implementation

Team (PIT)

Guidelines for effective involvement of CSOs during the implementation/evaluation phase of OG reforms

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