Handbook ART/ISI@MED

HARNESSING THE POWER AND POTENTIAL

OF INFORMATION AND COMMUNICATION TECHNOLOGIES FOR LOCAL

DEVELOPMENT

H ARNESSING OF INFORMATION AND

THE

P OWER

AND

P OTENTIAL

COMMUNICATION TECHNOLOGIES FOR LOCAL DEVELOPMENT

A practical Handbook for local Mediterranean policy makers

Harnessing the Power and Potential of Information and Communication Technologies for Local Development:

a practical Handbook for local Mediterranean policy makers Copyright Š 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.

i

Contents 3 – ICT, the basis for development

Acknowledgements Foreword Joint Preface

1 3 5

❱ Historical background: From information society to knowledge economy

❱ ICT4D and the MDGs

❱ Lessons Learned from ICT4D efforts

❱ ICT for territorial economic growth and social progress in the MENA Region

❱ ICT for good governance and development

1 – Overview Target audiences

“Why is Malaga becoming the new Mecca for

25

Information Technologies?”

27 28

❱ In the beginning

❱ Strategic Objectives

❱ ART-ISI@MED service lines

❱ The ART-ISI@MED 2010 Strategic Workshop

15 15

❱ ART ISI@MED pilot project 1 – Lebanon

4 – The decentralized cooperation process and the international development agenda

7- Implementing the ART-ISI@MED Initiative: Practical framework

Local Governance in the World and in the 38

59 62

6 – ICT4D Best practices: Case studies & challenges

67

❱ ART ISI@MED pilot projects 2 & 3 – Morocco 71

❱ Articulation through the ART ISI@MED Initiative : How to proceed?

79 ❱ Templates 82 8 - Practical Conclusion

91

Glossary

97

“How the UNDP ART Global Initiative adds value to development programmes”

16

development cooperation”

31

MENA Region

56

❱ ICT for community empowerment

adoption

❱ Decentralization, Local Democracy and

13

❱ ICT for economic development

30

❱ Decentralization: What, Why, and How? 37 2 – The ART -ISI@MED Initiative

54

“The link between Champagne and

9 10

53

21

in the MENA Region

❱ Leapfrogging development through ICT Objectives

5 – ICT for territorial development

❱ ICT for strategic urban planning

❱ From decentralized cooperation to

41

triangular cooperation: The new South-South experience

43

References, Notes and others

103

Acronyms

107

ii

Annexes Annex 1 -Decentralized cooperation:

2-1 The ART-ISI@MED Projects and

definition, actors, benefits, modalities and multilateral frameworks

109

Annex 2 - Common Schemes within

Partners

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

18

3-1 World Summits on Information Society

which decentralized cooperation initiatives take place

➲ Charts

Boxes

22

3-2 Prerequisites for capturing ICT-Induced Benefits 3-3 MDGs and role of ICT

24 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

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

social media and community empowerment

Chart 3-1 Morocco ICT profile

63

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

iii

1

Acknowledgements

The genesis for this handbook Officer at UNDP Geneva as well as for the time, talent and energy • Region of Champagne Ardenne: was the ISI@MED 2010 Strategic the contribution of Nada Tarbush, contributed by the following:

Jean-Paul

Workshop

Abderahim el Khantour, Director of

on

the

“Territorial Intern at the Directorate of UNDP • City of Malaga: Francisco de

Bachy,

President;

approach to development and Geneva.

la Torre Prados, Mayor; Arturo

democratic governance through the As a joint publication of the UNDP

Rodriguez, Director of Information • ART-ISI@MED Team: Cristino

use of ICT”, which was held in office in Geneva and the Marseille

Technologies

International Relations Pedraza Lopez, Claudia Micciche,

Marseille, France on 30 November Center for Mediterranean Integration, • City of Marseille: Jean-Claude

Francesco

and 1 December 2010. The foundation the publication benefited from

Gaudin, Mayor; Michelle Reynaud,

Muhieddine, Nisrine Qadouri,

for what was to become a practical the support of teams from both

Director of International Relations

Lurdes Gomez, Andrea Biswas

publication was established during institutions and from a large panel • Union of Municipalities of Al the two days. The material grew and of cooperation partners.

Fayhaa: Nader Al Ghazal, Mayor

evolved over the subsequent year While the “parents” of this publication

of Tripoli, Lebanon; Abdallah

under the guidance and supervision are UNDP and CMI, a large group

Abdul Wahab, Director of Al Faya

of Najat Rochdi of UNDP Geneva of people from many diverse

Urban Communities

and with the overall day-to-day backgrounds contributed in some • City of Chefchaouen: Mohamed coordination provided by Najet way to the research, writing and

Sefiani, Mayor

Tenoutit, Programme Coordinator at peer review of the handbook. In par- • City of Oujda: Omar Hejira, Mayor CMI in Marseille supported by Kelly ticular, the parent organizations • Region of Oriental: Ali Belhaj, Papadaki, ART- ISI@MED Programme would like to express their appreciation

President

Bicciato,

Abdallah

2

In addition to the above list of direct contributors, the following served on a consultations panel of peer reviewers: • 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 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

3

Foreword Information and communications in poverty reduction, while promoting ART-ISI@MED’s strategic objective dialogues among sub-national technologies (ICT) are critical for the inclusive growth.

is to strengthen and bolster decision makers on the role of ICT

effective operation of government

development

efforts

in

the for the local development of the

and the delivery of services to ART-ISI@MED (Information Society Mediterranean Region through the region.

President of Regions,

citizens and businesses. This is Initiative for the Mediterranean) is effective and efficient use of ICTs at Mayors, and other high level especially true at the local level, the result of an initial partnership the local level. The Initiative has representatives where municipal and local authori- between

the

United

of

Lebanon,

Nations three components: ICT for territorial Morocco, Syria, France, Spain,

ties need to be able to respond Development Programme (UNDP) management, that is, for strategic Senegal and Mauritania gathered for effectively and efficiently to the office in Geneva and the Centre for planning and management of local two days. The results of their needs of their citizens. ICTs facilitate Mediterranean Integration (CMI) in resources; ICT for local economic deliberations form the foundation responsive and responsible public Marseille. The initiative is part of development, notably for helping of the handbook you now hold in service delivery through enabling, for UNDP’s work in the practice areas of small and medium-size enterprises your hands. example, access to online transac- democratic local governance within and cooperatives’ management; and tional services, public information the framework of decentralized ICT for community engagement.

This guide is targeted at the local

and communication channels with cooperation and its work through

level because we believe there is authorities – promoting voice, the UNDP ART Global Initiative In December 2010, CMI and UNDP tremendous energy and resources accountability and transparency. In (Articulation of Territorial and held the first Workshop of the there to facilitate equitable and this way and many others, ICTs serve Thematic Networks of Cooperation ART-ISI@MED Initiative in Marseille. sustainable development in local as a crucial enabler for territorial for Human Development). development, accelerating progress

The meeting was an extraordinary communities. It takes into consideopportunity to build on Mediterranean ration the more developed northern

4

shores of the Mediterranean as well, concrete and easy-to-use guidelines given the growing efforts

in on

how

to

effectively

and

decentralized partnerships between strategically apply ICTs to produce regions and municipalities to build better

results

and

improved

bridges across the digital and livelihoods for all their citizens. 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

Mats Karlsson

Cecile Molinier

Director

Director

Centre for Mediterranean Integration

United Nations Development Programme, Office in Geneva

Joint preface of the mayors and local authorities in the Mediterranean Region involved in the ART- ISI@MED Initiative We, mayors and regional authorities of the Mediterranean region, have Byzantine, Ottoman, Christian, and Islamic cultures that spread upon our inherited responsibilities that have been passed down through the ages for shores – all had to establish and maintain roads, shipping lanes, ports, centuries. Without effective strategic planning and management skills, our irrigation, health and sanitation, etc. The ability to which they were able to predecessors could never have built and expanded great civilizations, and deliver these often determined how long their civilizations lasted. spread ideas, knowledge, trade and technology to the farthest reaches of the Compared with the early days when the people of the Mediterranean first world known to them at the time.

planned their civilizations, the cities around the Sea today have more tools

The history of these great civilizations is rooted in the proficiency to and examples on which to plan, but their tasks are in some ways even more which they managed the delivery of public goods and services - the challenging.

Mesopotamian, Egyptian, Canaanites, Greek, Roman, Carthaginian, Francisco De La Torre Prados, Mayor of Malaga, Spain

Jean-Claude Gaudin, Mayor of Marseille, France

Omar Hejira, Mayor of Oujda, Morocco Ali Belhaj, Mohamed Sefiani, Mayor of Chefchaouen, Morocco

President of Oriental Region, Morocco

The skills required to effectively manage municipalities and rural communities see one sea, one people, and ultimately, one planet, without borders. The are made more complex by the myriad of tools at our hands, the foremost bottom line is that we are all in this together, and by working together in of which are the information and communications technologies, which have solidarity, we will grow together in solidarity. become essential for the effective operation of government and the By bridging the digital divide, and sharing both technology and knowledge delivery of services to citizens and businesses. This is especially true at the of best practices, we are helping to close the human development divide. local level, where municipal and local authorities need to be able to This effort benefits all of us, from Malaga to Oujda, from Marseille to Tripoli, respond effectively and efficiently to the needs of their citizens.

Lebanon, and from Champagne Ardenne to the Oriental Region. By

At different times in the ancient past, standards of living fluctuated improving the management of our municipalities and regions, we can between civilizations. At times, the people of North Africa enjoyed standards facilitate economic growth, development and improved livelihoods, thus of living higher than any previously seen. At other times, it was the Romans, widening trade, commerce, communication and travel amongst all our the Turks, the Moors. Today, there is a distinct divide separating the peoples, as it has been for millennia. Through the Information Society northern and southern shores of our common sea – a digital divide and one Initiative for the Mediterranean (ISI@MED), this is already happening. of human development. But, when you look at the region from space, you

Jean-Paul Bachy, President of the Regional Council of

Nader Al Ghazal,

Champagne Ardenne Region, France

Mayor of Tripoli, Lebanon

Overview

9

Overview ART-ISI@MED Handbook mobilization and implementation of support them in decision making. matter in local administration and all local development activities.

Each chapter – from those focusing how these kinds of projects objectives on the background and context of The primary objective of this joint As a result, local public officials ICT for development (ICT4D) to publication of UNDP and CMI is to often need to build new capacities those dealing with the practical use provide local decision makers and skills to effectively leverage of ICTs in the field of decentralized throughout the Mediterranean with available ICT tools to efficiently cooperation – is enriched by field a set of concrete and easy-to-use manage their new functions. interviews of experts, local decision guidelines on why and how ICTs Another raison d’etre for this makers, technicians or institutional should be integrated into local publication is to offer a space -- for representatives. development policy making. all partners involved and those Best practices and partners’ This handbook intends to provide interested in the ART-ISI@MED feedback are available throughout local policy makers with a practical Initiative -- in which to share their the text to provide readers with a tool to support them. These experiences and lessons learned. ‘hands-on’ approach on the kinds of national and local authorities in This is a knowledge management projects being developed under the charge of strategic planning for exercise that provides stakeholders ART-ISI@MED Initiative. economic and social development with the opportunity to learn from have new roles and responsibilities each other’s projects and best practices. The Lebanon and Morocco pilot within the framework of the This handbook is designed to allow projects are the major case studies ongoing decentralization of their readers to switch from one chapter presented in the handbook. These functions, which requires them to to another to discover the practical two projects complement each take charge of planning, resource information they are looking for to other in demonstrating why ICTs

influence the way local decision makers

formulate their local

development plans.

The themes in the handbook reflect months of discussion and consultation. 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, Lebanon and the Region de l’Oriental, Morocco cases, the handbook’s audience will have two different stories, two different practices in two different countries, with common constraints and challenges shared by practitioners across all territories and countries.

10

There is very little operational the Middle East and North Africa forming thematic work groups on use of ICTs for local development. duplication between the two pilot (MENA) Region. 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

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.

social and economic development. ICT projects are quick win-win Local authorities’ work plans reflect initiatives which help to build local budgets and budgeting priorities, confidence among all actors involved municipal or collective services, in the development of their community infrastructure needs and investments. – from the decision makers to the This

manual

addresses

these citizens. Integrating ICTs into sub-

subjects (even if only superficially at national development initiatives is times) to show that the ART Global an innovative and sustainable way Initiative and associated governance to ensure optimal results through values are viable alternatives. an effective participatory planning

ART-ISI@MED Handbook The ART-ISI@MED handbook intends process. countries and their cooperation target audiences to be a valuable reference in strategy and (ii) encourage the two

partners to formulate triangular The primary target audience of this harnessing ICTs to facilitate or cooperation projects from Morocco handbook includes all sub-national improve local government service and Lebanon but working on local levels of government, from rural delivery in response to the needs development in Mauritania, Senegal villages to municipalities and cities and priorities of local populations. and Gabon. This form of triangular as well as groups of local municipaMy personal interest and expertise cooperation is one of the corners- lities and regional entities. in the international aid and tones of the ART-ISI@MED Initiative.

Decision makers of all kinds will cooperation field make me a deep This book also presents the many benefit from this handbook – believer in the high value of the complexities of ICT4D projects in the whether they are elected officials context of decentralized cooperation preparing work plans or technicians within the specific circumstances of

Najat Rochdi Deputy Director, UNDP Geneva

The ART-ISI@MED Initiative • In the beginning • Strategic Objectives • ART -ISI@MED service lines • The ART -ISI@MED 2010 Strategic Workshop

13

The ART-ISI@MED Initiative From concept to fieldwork, ART-ISI@MED brings information and communication technologies to territorial governance and development

In the beginning…

Globalization accelerates information implications of information processing about the publication and exchange The trend in dealing with data flow to the point where we know technologies as a response to of information. It is life itself, proliferation has been to adapt more

about

everything

and globalization, as a strategy for augmented and accelerated by governance systems to improve

anything that can be digitized, from community development, and as a machines processing data at the data capture through decentralized encyclopaedia entries with embedded plethora of new tools for territorial speed of light. photographs and statistical charts governance to indexed lists and correspondence development. 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 transformation

processing

and

through

value

added processes. The purpose of this manual is to explore the

and

economic

organization.

The key to understanding the concept lies not in the “information”,

What is the Information Society? but in the “society” that is driven Information itself is simply data. by that information. Society means It has no value until and unless it is public spaces. It means civil organized and exchanged. But even intercourse, public accountability, organized, information-rich data shared

goals

and

objectives.

sets have no value if they cannot be Information Society refers to the accessed and transformed by use. intelligent use of information The information society is more processing technologies for the than the mere processing and responsible governance of public storage of information, it is as much spaces.

collection allowed

Improved

data

analysis

have

and states

governance,

to

streamline

concentrating

on

policy-making, supervising and reinforcing local autonomy. The process of decentralization has led developing and developed countries to reform their administrative structures and fully leverage local productive systems, a source of national wealth.

14

Decentralization

transfer

and local governments around

physical infrastructure and soft

operational authority in various

the world rely on information

infrastructure, and the role that

policy areas including health,

technologies for data management,

innovative ICT models1 play in

education, resource management,

local development and sustainable

strategic planning and local economic

social and cultural affairs, economic

urbanisation. Our focus is on both

and social development.

development

laws

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 perspective on local development. This book is about local development and about how that development is supported by information technologies. Cities

15

Strategic objectives

ART-ISI@MED services lines

ISI@MED was designed by UNDP millennium, and with the World ART-ISI@MED to address the digital divide Summits

on

the

supports

local local small- and medium-sized

Information players and communities in their enterprises (SMEs) in poor areas to

between Africa and Europe and to Society (WSIS Geneva 2003 and use of ICT networking, knowledge better seize market opportunities leverage new technologies to WSIS Tunis 2005), UNDP has taken sharing and capacity building in facilitate

and

accelerate

the a particular interest in harnessing these areas:

improvement of livelihoods and the ICT4D to help transform the creation of opportunities for people living in poverty. Through ICTs, communities are leapfrogging development 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

ICT for community empowerment: Fostering diaspora and migrants’

ICT for strategic urban planning: engagement, social inclusion and expanding digital divide into a (i) Using ICTs, information systems cross cultural youth involvement digital opportunity. With its in general and Geographical Informa- through social media experience in 177 countries, UNDP tion System (GIS) in particular, for Two countries were selected to is working to stimulate the strategic urban planning, land and implement first-phase pilot enabling environment, catalyzing resource management and programmess in 2009 to July 2011. applications and innovative monitoring of local services and This phase was devoted to finalizing projects on the ground to bridge local resources, and (ii) Offering the concept and piloting the Initiative the information gap and bring computerized public administration with the implementation of the first everyone into the global economy. and improved service delivery to ci- ISI@MED ICT4D projects in the Retizens gion de l’Oriental in Morocco and in

decentralization,

building the capacities of local

ICT for economic development:

actors to plan, implement and

Targeting youth employability and

monitor local development strategies.

access to labour markets, job

Since the dawn of the current

creation, income generation, and

the

Al

Fayhaa

Union

of

Municipalities in the North of Lebanon.

16

The ART-ISI@MED 2010 Strategic Workshop The second phase started in July

In 2010, the ART-ISI@MED Initiative organized by the UNDP Geneva debates and roundtable discussions

2011. The aim is to consolidate and

joined the multi-partner platform of Office in cooperation with CMI, provided insight into the policies and

capitalize on the results and

the Marseille CMI. CMI aims to assembled the stakeholders of the problems of territorial development in

outcomes of the projects implemented

facilitate access to knowledge, ART-ISI@MED Initiative. A featured the southern Mediterranean, as well

in Morocco and Lebanon. These will

practices and support from public event

be rolled out to other cities/regions

and private institutions to improve Economic Week, it received support in the local development process.

in the countries of implementation

cooperation, encourage sustainable from the French Ministry of Foreign

(from the city of Oujda to the City

development

of Chefchaouen in Morocco) and

convergence of policies for an Provence-Alpes-Côte d’Azur Region

transferred to sub-Saharan countries

integrated Mediterranean region. and the City of Marseille.

and

achieve

of

the

Mediterranean as the transversal role played by ICT

a Affairs, the Regional Council of the

(e.g. Gabon, Senegal and Mauritania)

CMI’s founding members are Egypt,

and other Mediterranean countries

France, Jordan, Lebanon, Morocco

(e.g. Tunisia and Syria) using

and Tunisia, with the European

the South-South and triangular

Investment Bank (EIB) and the

cooperation mechanisms.

World Bank.

Beyond the digital divide separating the North and South Mediterranean shores, the

worshop offered

participants and speakers a platform

Fifty participants from around the to

discuss

(i)

ART-ISI@MED

Mediterranean basin participated in implementation strategies, (ii) best the workshop, including senior practices representatives of various national experience

arising and

from

field

observation,

authorities (Ministries of Interior, especially with regards to social and

In November 2010, a two-day Foreign

Affairs

and

National cultural obstacles, and (iii) the

ART-ISI@MED Workshop was held Planning), local authorities (gover- prospects for generalizing the in Marseille, in conjunction with norates, regional councils and local ART-ISI@MED approach through the “Semaine Economique de la and municipal authorities) and the triangular cooperation with sub-

Méditerranée”

(Mediterranean private sector and civil society Saharan Africa.

Economic Week). This workshop, organizations.

The

workshop

17

For two days and across six sessions, delegates worked on these subjects.

Their contributions and conclusions comprise the core of this Handbook.

18

Box 2-1 The ART-ISI@MED Projects and Partners

ICT4D Project

International Partner

GIS for the street management of the City

ART-ISI@MED

of Tripoli

Municipality of Malaga, Spain

Improvement of public services delivery to citizens through ICT use at the Municipality

ART-ISI@MED Municipality of Malaga, Spain

of Oujda Improvement of public services delivery to citizens through ICT use at the Municipality

ART-ISI@MED Municipality of Malaga, Spain

of Chefchaouen

Development of a database of all material and immaterial assets of the Oriental Region

ART-ISI@MED Region of Champagne-Ardenne, France

and promotion of local products through ICT

Development of an e-government portal –

ART-ISI@MED

pilot project of the Oriental Region

Province of Como, Italy

Local Partner Municipality of Tripoli, Lebanon Al Fayhaa Union of Municipalities, North of Lebanon 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 Region Wilaya Regional Investment Center (CRI)

ICT, the basis for development

• Historical background: From information society to knowledge economy • ICT4D and the MDGs • Lessons Learned from ICT4D efforts • ICT for territorial economic growth and social progress in the MENA Region • ICT for good governance and development in the MENA Region • Leapfrogging development through ICT adoption

21

ICT, the basis for development Historical background: From information society to knowledge economy

The idea of “information society” post-industrial society and projected which information and its enabling is coded raw data organized by first appeared in Japan in the 1960s a growing role for information technologies are at the heart of software applications into useable as the association of “information” technologies. By the turn of the social preoccupations.

information: documents, films, recor-

(processed and output in such millennium, information society

dings, sensor data and many more.

diverse forms as books, recordings, studies were widely recognized as an photographs, film, advertising, financial academic discipline. Meanwhile, the reports) and “society” in the sense of notion of an “information society” a group whose livelihood was became rhetorical shorthand for related to the production, distribution information technologies as social and archiving of such information.

The concept was further refined by sociologists seeking to understand post-World War social transformations,

engineering tools with a high probability of success and as political marketing and planning tools for public policy makers.

In the first decade of the second

millennium, with the advent of In the 2000s, particularly with the digital telephony and the proliferation 2003 Geneva and 2005 Tunis World of connected data terminals (both Summits on the Information Society computers and mobile telephones), (WSIS), UNDP took a particular the information society debate has interest in the issue of ICTs for moved to the centre of the globalization development by making this topic debate, focusing on national infra- one of its six priority areas in structures and local empowerment implementing the MDGs. through access.3 Information flows

and the notion that somehow all of If the concept was originally coined have become ubiquitous in a world this progress was “post-industrial”. to speak of the production, ownership where data is transferred at the American sociologist and futurologist and distribution of information in speed of light. Despite the vast flows Daniel Bell wrote a popular book fields as diverse as education, and seemingly endless demand for entitled The Coming of the Post-In- science, innovation and culture, it data, it should be recognized that

dustrial Society2 in which he defined now addresses a social reality in much of the data that is transferred

22

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.

23

The information useful for territorial society, elected officials or public To better understand the actionable knowledge. Information

information society, itself is merely organized data which we must first look at the requires transformation to be useful. processed data assembled and fit to Since the first decade of the second knowledge economy. development models, which provide

development is not raw data. It is servants.

Recent innovations in collaborative Building Knowledge As highlighted in and social media, the extraordinary accepted that IT productivity, when proximity, by empowering local and combined with the social empower- Economies: Advanced strategies development of accessibility and sub-national communities or by 5 ment of decentralized governance, for development , “the knowledge applications for handheld telephones providing a more qualified assessment produces a win-win situation for economy is an economy in which and low-cost geospatial tools provide of markets and risk. The net result local development, including knowledge is acquired, created, new opportunities to radically is improved decision-making and inclusive productivity4 across all disseminated, and applied to improve public services. The opportugreater proximity to core project aspects of the development agenda, enhance economic development”. nities are rich and diverse because of constituency, both determining from local and sub-national planning ICT holds major potential for social the nature of the tools – they are factors in project sustainability. and implementation to national and economic development in that open and collaborative, transparent, The key for ICT and sustainable social policy administration. Whether ICT infrastructure is at the heart of adaptable and for the most part, tangible value whether by reinforcing

millennium, it has become widely

and economic territorial development speaking of agriculture, water, civil worldwide knowledge exchanges. low cost. These tools can be used in is proximity and vital engagement. defence and emergency preparedness, The Oxford dictionary defines “know- almost all the languages of the world.

Closeness or proximity is by defini- urban development, transportation ledge” as “facts, information, and Although ICT is neither a panacea tion vital to one’s interests. Proximity or the social sector including health, skills acquired by a person through nor an exclusive response to the stimulates response but it also education, employment and local experience or education”. Such a major problems in development, it stimulates a virtuous cycle, a feed- engagement, ICT today is at the heart definition is simply the first step in understanding the model by which is nevertheless a valuable tool. It is back process. In this way, action and of innovative policy choices. data and observation from personal an indispensable tool in providing engagement are reinforced by members experience are transformed into fair access to health services, of the reference group, whether civil

24

education and employment and es-

underinvestment have resulted in

These questions are all the more

sential for local democratic processes.

significant

delay.

important for economic development

Although ICT plays a valuable role

in the southern Mediterranean

in “catching up”, it adds value only

by virtue of their contribution to

In the Mediterranean basin, where most states are intermediate income countries and where decentralization processes are engaged in different and unequal ways, ICT is particularly useful in addressing

development

as part of a strategy to support

community solidarities in each

human competencies in using these

area’s towns and regions.

innovative tools.

“Which innovative tools?” is the

problems and opportunities raised

obvious question. However, the real

by integration. ICT offers a valuable

question is above all, “Which tools,

opportunity for leapfrogging, that is,

for which uses, and with what

for providing access to communica-

content?” These questions are at

tions networks where decades of

the heart of the issue of ICT4D.

Box 3-2 Prerequisites for capturing ICT-Induced Benefits

Readiness

Access

Usage

Source: Building Knowledge Economies, Advanced strategies for development, World Bank Institute 2010

Value

25

ICT4D and the MDGs In 2000, 189 nations promised to 2010, the world recommitted itself to • ICT is an integral part of efforts to work together to free people from accelerate progress towards these extreme poverty and multiple goals. deprivations. Their pledge was substantiated into eight Millennium Development Goals (MDGs), to be achieved by 2015. In September

ICTs play a crucial role in achieving MDGs at different levels, as shown in the box below. ICT experts in the development sector agree that:

achieve MDGs, and • Progress toward MDGs impact the demand for ICT.

26

Box 3-3 MDGs and role of ICT6

MDGs Poverty 1. Eradicate extreme poverty and hunger Education 2. Achieve universal primary education Gender 3. Promote gender equality and empower women Health 4. Reduce child mortality 5. Improve maternal health 6. Combat HIV/AIDS, malaria, and other diseases Sustainable development 7. Ensure environmental sustainability

Goal/Target Role of ICT 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

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).

ITU adapted from The Significance of Information and Communication Technologies for Reducing Poverty, Department for International Development (DFID - United Kingdom), www.dfid.gov.uk.

27

Lessons Learned from ICT4D efforts ICT4D focuses on using ICT to provided poor individuals and Crucial in making any ICT4D • Representation from the target deliver specific development goals, communities the opportunity to effort successful is effective audience. most notably the MDGs. It concerns learn computer skills, access the partnership among the folloThe World Bank’s Information for with directly applying Internet and be informed on wing stakeholders: Development Program (infoDev)7, information technology approaches development issues, such as health, • Public sector (governments - from published 6 lessons from an analysis to poverty reduction. ICTs can be education, and agriculture. These developed nations, developing of 17 pilot programmes. These applied either in the direct sense, telecentres have also started nations, such as emerging lessons are backed by a variety where their use benefits the delivery of online government Southern aid donors, international of examples as well as a list of disadvantaged population, or in an services. bodies, and local governments); recommendations8: indirect sense, where they assist ICT4D is moving to a phase that will • Private sector (companies • Lesson 1: Involve target groups in aid organizations, NGOs, governrequire the latest technologies belonging to members of the ments, or businesses improve project design and monitoring; and innovative approaches to ICT target audience, multi-national general socio-economic conditions. application for the poor in • Lesson 2: When choosing the organizations wishing to expand The adoption of MDGs as a deve- developing countries. It will be less technology for a poverty their markets to the poor as lopment tool general availability concerned with e-readiness, more intervention project, pay particular bottom of the pyramid [BOP] and increased use of the Internet in interested in the impact of ICTs on attention to infrastructure requiconsumers, pro-poor or social the industrialized world led to development and more focused rements, local availability, companies); a rapid rise in investment in ICT on the poor as producers and training requirements, and infrastructure, programmes, and innovators with ICTs (as opposed • Public-private partnerships; technical challenges. Simpler projects in developing countries. to just consumers of ICT-based • Informal sector (non-governmental technology often produces better A characteristic example was the information). results; organizations [NGOs], advocacy itself

establishment of telecentres that

groups, think tanks);

28

ICT for territorial economic growth and social progress in the MENA region • Lesson 3: Existing technologies— particularly the telephone, radio, and television—can often convey

Box 3-4 ICT4D sustainability, scalability and evaluation

A recent study by the United Nations Conference on Trade and

information less expensively, in

Currently, the main three perspectives coming out of this sector are,

Development (UNCTAD) found that,

local languages, and to larger

first, to ensure sustainability and viability of ICT programmes/projects,

in a typical developing country, an

numbers of people than can

for example, through emphasizing the need for external aid to build

increase of 10 mobile phones per

newer technologies. In some

infrastructure. Second, to design ICT programmes/projects which are

100 inhabitants boosts GDP growth

cases, the former can enhance

sustainable and scalable with greater reach and able to survive after

by 0.6%.10 Several InfoDev studies

the capacity of the latter;

the external initial funding. Sustaining the project's scalability is a huge

report that ICT is a major contributor

• 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-fordevelopment initiatives; • Lesson 6: Projects that focus on ICT training should include a job placement component.

challenge of ICT4D; how the target user will continue using the

to productivity, profitability and

platform. The need arises to develop and build on local talent. Last,

growth at company levels in

to ensure objective evaluation of impacts of ICT programmes/projects

transition economies.

9

implemented.

In the MENA region, large investments 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,

29

Box 3-5 Four soft policy instruments for successful cities in the knowledge economy there remains a significant digital divided national spaces, sub-national divide between MENA and developed and city authorities must understand countries, within the countries and encourage community-based themselves, among cities and solutions for changing market between urban and rural areas. conditions. They must constantly MENA

countries

show

great strive to address locally the

variability in levels of ICT infra- influence of globalized processes. 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

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 cultural sectors, which can, in turn, have an impact on economic success; Collaboration: Different cities have different assets, but frequently

A dynamic ICT sector implies broad

these assets are complementary. Inter-city collaboration can enhance

involvement in all aspects of public

the offer that each city makes to businesses and workers. For example,

life, from education and health

a large city could find it easier to employ workers if a nearby city

services to employment and public

offers a high “quality of life” where workers can live with their

debate. To limit the undesirable

families. Collaboration may be particularly important for cities where

social consequences of digitally

the core industry has declined.

30

ICT for good governance and development in the MENA Region In

the

North Africa

region, and forms or interfaces which allow terizing the electoral process for is particularly relevant and beneficial

e-Government deployment rankings citizens to request ID card renewals electoral census purposes, etc. place Tunisia in the lead, followed or file tax declarations. In this way,

by Egypt, Libya and Morocco. In the citizens save time on performing Levant however, e-Government civic duties which require travel and rankings for Jordan, Lebanon often, queuing. Enhanced transparency and Syria were lower in 2010 than considerably reduces opportunity for in 2008.13

corruption and ensures universal

e-Government refers to “the use

and fair access to public information.

We should also mention that recent advances in mobile technologies, including wireless and internetenabled mobile devices, have led to increased government use of mobile device channels. m-Government, or the extension of e-Government

of ICT to transform government by e-Government initiatives include to mobile telephony platforms, making it more accessible, effective the creation of electronic databases is defined as “a strategy and its and

accountable.”14 This

has containing citizens’ identification implementation” using a broad

become especially important in records, such as the civil registry array of wireless and mobile the context of the “information that can provide to citizens a timely technologies, services, applications revolution” and has had a major and efficient delivery of personal and devices. The main advantage of impact on society, on constituencies’ documents needed (birth certificates, mobile strategy is that governmentexpectations and on working criminal records, etc), as well as the citizen interaction is ubiquitous, processes at large. Examples of electoral registry that can help improve with citizens able to access government e-Government initiatives include the electoral process by updating services and information anytime, on-line government information electoral lists, eliminating double anywhere. and services, publication of regulations entries in the electoral roll, compu-

Last, but not least, m-Government

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 developing countries to bypass adoption of costly and time consuming fixed-wire telecommunications infrastructure.16

31

Leapfrogging development through ICT adoption: ICT country profiles for selected MENA and sub-Saharan countries

➲ Chart 3-1: Morocco ICT profile 2000

2009

79,1

To have a better understanding of These specific indicators were the ICT profile of the countries selected among a set of indicators where

ART-ISI@MED

Initiative covering the economic and social

operates (such as Morocco and context, the structure of the 32,2

Lebanon) or intends to operate information and communication using the model of South-South and technology sector, sector efficiency

11

Syria, Senegal, Gabon, and Mauri- related to access, usage, quality, tania),

the

following

section affordability, trade, and applications

0,1 Telephone lines

Mobile Fixed Internet subscriptions subscribers

showcases important ICT indicators. of a recent, comprehensive publication These indicators include telephone of World Bank, namely The Little lines, mobile cellular subscriptions, Data Book on Information and fixed broadband Internet subscribers, Communication Technology, 2011, personal computers, Internet users, while data analysis and presentation e-government web measure index. was made by UNDP, Geneva Office, The definitions of the terms used ART- ISI@MED Initiative. 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.

1,5

8,2

4,9

triangular cooperation (such as and capacity, and sector performance

5,7 1,2 Personal Computers

0,24

0,7 Internet users

0 Egov web measure index

• 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

32

➲ Chart 3-2: Lebanon ICT profile 2000

➲ Chart 3-3: Syria ICT profile 2009

2000

36,1

17,8 15,3

46

23,7 19,7

18,7

18,4 10,2

7,5 2,2 Telephone lines

2009

Mobile Fixed Internet subscriptions subscribers

4,6

10,1 8 0

Personal Computers

0,2

0,27

Internet users

Egov web measure index

Telephone lines

9

3,7 0,1

Mobile Fixed Internet subscriptions subscribers

1,5 Personal Computers

0,2 Internet users

0,04 0 Egov web measure index

• 2-fold or 83% increase in mobile phone subscriptions

• 230-fold or 22,900% increase in mobile phone subscriptions,

• 3-fold or 241% increase in fixed internet subscribers

• 37-fold or 3,600% increase in fixed internet subscriptions

• 2-fold or 122% increase in the number of personal computers

• 6-fold or 500% increase in the number of personal computers

• 3-fold or 196% increase in the number of internet users

• 94-fold or 9,250% increase in the number of internet users

• Lebanon is ahead of several MENA countries. However, despite the

• Despite the increase in these indicators, progress has to be made

increase in these indicators, progress has to be made for Lebanon

for Syria to catch up in terms of fixed internet subscribers,

to catch up in terms of fixed internet subscribers, ownership of per

ownership of personal computers, internet users and

sonal computers, internet users and e-Government services

e-Government services

33

➲ Chart 3-4: Senegal ICT profile 2000

➲ Chart 3-5: Gabon ICT profile 2009

2000

55,1

93,1

2,2 2,1 Telephone lines

2,5

2009

0,5 0,1

Mobile Fixed Internet subscriptions subscribers

Personal Computers

1,8

7,4

2,2 1,6

0,18

0,4 Internet users

0 Egov web measure index

• 22-fold or 2,104% increase mobile phone subscriptions • 5-fold or 400% increase in fixed internet subscriptions

3,2

0,8

9,7 0,4

Telephone lines

Mobile Fixed Internet subscriptions subscribers

3,4 1 Personal Computers

6,7 0,08

1,2 Internet users

0 Egov web measure index

• 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

• 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

• 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 in telephone lines, progress has to be made for Gabon to catch up in terms of fixed internet subscribers, ownership of personal computers, internet users and e-Government services

34

➲ Chart 3-6: Mauritania ICT profile 2000

2009

66,3

2,3 0,7 Telephone lines

4,5

0,3 0,6

0

Mobile Fixed Internet subscriptions subscribers

1 Personal Computers

2,3 0,2 Internet users

0,09 0 Egov web measure index

• 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.

The decentralized cooperation process and the international development agenda • Decentralization: What, Why, and How? • Decentralization, Local Democracy and Local Governance in the World and in the MENA Region • From decentralized cooperation to triangular cooperation: The new South-South experience

37

The decentralized cooperation process and the international development agenda Decentralization: What, Why, and How? United Cities and Local Governments important for at least three reasons. implicit in the delegation of authority.

holders in sub-national governance

(UCLG) defines decentralization Decentralization:

processes;

It requires that states ensure

as the devolution of responsibility 1. Promotes allocation efficiencies as compliance with a number of condi- • A programme for the developas well as of financial and political a natural consequence of the tions, most notably, that they adopt: ment of local managerial and decision-making to sub-national proximity between citizens and • A comprehensive national decenadministrative capacities. levels of government.

For our purposes, the term subnational government and authority shall be used interchangeably to refer to municipalities (cities, towns, wards, boroughs), provinces

public sector decision-makers,

tralization policy where specific

who must account for their actions;

powers are transferred to sub-

2. Confers tacit recognition of local

national governments along with

authority and responsibility for

corresponding

public services entrusted to the

technical resources;

local organization;

(including the French “départe- 3. Allows sub-national governments to cultivate local autonomy, ment”), regions (including federal

• Corresponding

financial measures

and to

organize state administration at sub-national levels;

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 including and especially via • Fiscal policies that ensure challenges in governance and decentralized cooperation. ciations of each of those. adequate resources to fund local economic development. and sub-national priorities; Properly organized, decentralization Successful decentralization is a • Measures aimed at reinforcing fosters local governance and as matter of understanding and civil society organizations as stake a result, local democracy, which is institutionalizing the subsidiarity states and governorates) and asso-

38

Decentralization, Local Democracy and Local Governance in the World and in the MENA Region The ART-ISI@MED approach is fully The idea of local autonomy grew awareness of local context has In 2000, the Eurocities network of integrated into the matrix process out of the Mediterranean experience arisen both as an unintended European cities launched what was of cooperative local development, of independent city states, from consequence of globalization and to become the Medcities network. wherever ART National Framework Athens and Sparta to Syracuse, the hyper-connected environment Medcities was instrumental in Agreements are in place to coordi- Carthage, Rome, Venice, Marseille of trade and finance, and as a obtaining one of the first EU grants nate situations in which there are and Barcelona, to name a few. response to external pressures to for municipal leadership capacity multiple support partners (partners These city states were eventually adapt local structures for emergence building. In 2005, UCLG formed the in development cooperation) and incorporated into national systems of new political leadership at Mediterranean Commission which local development processes driven formed to provide collective security sub-national levels.

has played a critical role in lobbying

by local elected leaders and civil so- against competing national systems.

for the participation of city

ciety organizations. More than just These national systems proved very a programme, ART-ISI@MED sup- effective in mobilizing resources for ports local development through a the colonial enterprise of national learning process which involves the mercantilism. individuals, organizations and collective practices of an inclusive multilateralism.

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

In the last 20 years, decentralization, municipal and sub-national partners both as a policy and as a model for with which to build a shared administrative organization, has Mediterranean region of “peace, been widely adopted in the world, stability and prosperity”. Development resulting in renewed awareness efforts were made to create “inclusive of the city as the basic unit of networks” of partner cities for the territorial governance. This new transfer of governance skills.

networks in a deliberative assembly for the Union for the Mediterranean.

In 2008, the EU Council of Foreign Ministers meeting in Marseille voted to establish the Euromediterranean 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.

39

Numerous capacity-building, de- elected regional councils with centralized cooperation efforts have attributions for economic and been successfully completed in the strategic development in Morocco past decade, including: constitutional and Jordan, restitution of mayoral reforms in Bahrain completed elections by universal suffrage in in 2002, Saudi Arabia’s first local Jordan and the organization of local elections, the creation of popularly elections in Palestine.

40

Box 4-1 Territorial Organization of selected Arab Mediterranean Countries Country

Population / Nbr of Regions (pop. for 2007, in millions)

Provincial Level

Local Level

Algeria

33.9

48 provinces/wilayas, 160 district/ constituencies (da'iras)

1,541 municipalities (communes)

Egypt

80.1

26 governorates, each divided into district

217 towns + Luxor (with special status) 4,617 villages

Jordan

5.9 (the creation of 3 regions announced in 2006)

12 governorates

99 municipalities

Lebanon

4.2

Morocco

31.2 (organized into 16 regions)

West Bank & Gaza

4.0

14 governorates (9 in the West Bank and 5 in the Gaza Strip), 2 autonomous provinces

74 municipalities (63 in the West Bank and 11 in the Gaza Strip), 368 village councils

Syria

20.5

14 départements

107 cities, 248 small cities, 207 villages

Tunisia

10.1

24 governorates (wilayat), each divided into district

264 municipalities

Turkey

73.0 (organized into 12 regions)

81 special provincial administrations

6 governorates (muhafazat), each (except Beirut) divided into district (aq-diya) 49 provinces (rural areas) and 1 3 prefectures (urban areas)

930 municipalities and villages 1,497 municipalities (communes)

3,225 municipalities, 16 metropolitan municipalities, and 35,000 villages

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 from UNDP 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 used elsewhere in this manual.

41

HOW THE UNDP ART GLOBAL INITIATIVE ADDS VALUE TO DEVELOPMENT PROGRAMMES

BY GIOVANNI CAMILLERI Coordinator, UNDP ART Global Initiative

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 for-

different actors and cooperation programmes in support of complex 978-92-1-055386-5common strategies such as the MDGs, • Work with local authorities to promote the active engagement of civil

ced displacement because of armed conflicts or natural disasters, climate 978-92-1-055386-5society organizations and networks, change, and the rational use of water and energy resources -- to mention but • Work in synergy with the local programming cycles, organized in the a few examples. These are issues that go beyond municipal, regional, and countries by the local stakeholders, to reach a greater complementarity national geographic boundaries, with direct repercussion on the day-to-day of actors. of all people, even if they belong to different cultures, religions and ethnic • Ensure the continuity of cooperation, with the processes of groups. development in the country, It is within this context that the UNDP ART Global Initiative was created. ART • Optimize the resources, sharing of common services, diagnosis, data, is a programmatic framework conceptualized, designed, implemented and 978-92-1-055386-5and technical assistance, monitored/evaluated in the concerned country, with various involved actors • Offer agile administrative procedures. 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

The acronym ART officially refers to Articulation of Territorial and Thematic 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.

42

Effective Development Requires Cooperation, Collaboration and The Genesis of the ART Initiative Communication

Development cooperation in the past was often criticized for being too fo-

To achieve development results, it is essential to facilitate real and cused on linear and symptomatic relief – on “band-aid” solutions that did permanent dialogue between local communities, to allow them to act not take into account the “big picture” by considering systems theory, or the simultaneously on the causes and effects of these issues of “common interconnected, complex and organic nature of societies, To tackle nutrition interest”. This is a very different approach to cooperation, contrasted with we would send food aid, health problems, send medicines, or local developthe old paradigm of “donors and beneficiaries”, in which the North, suppo- ment, launch projects in a municipality. Rather, the UNDP ART global apsedly developed, teaches the South “how to fish” (and by the way, whoever proach is about capitalizing on 978-92-1-055386-5experiences in the field said that the countries of the North are better at fishing – especially using and facilitating wide respectful and open collaboration that co-creates sotechniques for catching fish in northern seas?).

lutions to development challenges.

It may be necessary, therefore, to consider, and put at the disposition of the The strategic need for the ART approach emerged from the rapid growth in international community, new instruments of cooperation that allow the ci- the number development actors operating at sub- national levels, each often tizens of the North and the South to operate under a framework of alliances, focused on conflicting priorities, and often without the through a network of “allies and colleagues”, that allows committed partners involvement of representative bodies or participatory input from in the north and in the south to jointly face, in solidarity, the common chal- the local people. In short, the benefits to development of creating, lenges ensuring sustainably prosperous 978-92-1-055386-5livelihoods with strengthening and/or expanding an integrated network of alliances, 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 multilateral framework to better support sustainable development processes.

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.

43

From decentralized cooperation to triangular cooperation: The new South-South experience • It promotes an environment of mutual trust that even the best Equal partnerships between local triangular cooperation. With UNDP’s “expert” in international cooperation could not generate on his or her own, governments and their institutions support, which handles issues • It promotes south-south and triangular cooperation and encourages offer an effective platform to connected with developing and innovation, mobilizing much-needed knowledge resources frequently

exchange experiences, best practices strengthening South-South coopera-

forgotten by traditional development cooperation, including good and innovations. Both peer-to-peer tion, local authorities from the North practices in basic issues of local governance: management of basic exchange and active dialogue and the South have entered a new social services, economic local strategies in the environmental, energy, or between territorial actors are innovative phase of cooperation by integrating a gender policies, to mention but a few examples,

means to promote good governance third dimension to their classical

• It helps make development cooperation activities more participatory, and local development and to share partnerships. In addition to their tested and successful policies in a general scheme of knowledge transfer transparent, and dynamic.

• It facilitates a paradigm shift from a culture of “how much do you give

variety of fields. The partnerships from the North to the South, they are

978-92-1-055386-5me” to the broader question of “how do we work

between local governments are also considering and developing

through this together”, in support of national processes of local development, founded on mutual respect, solida- projects that will also offer a Southrity, common interests and joint South dimension in a second phase, and poverty alleviation strategies. responsibilities.

The ART Global Initiative is currently operational in more than 20 countries in Asia, Latin America and Africa, and is now being After years of decentralized cooperation expanded into the Arab Region.

capitalizing on the knowhow and the expertise gained in the first phase.

Because of its emphasis on local between the northern developed UNDP is giving special attention to

planning processes, community empowerment and multi-stakeholder col- countries and southern developing the transfer of contextually relevant laboration, it offers the perfect institutional home for the Information Society

countries on bilateral mode, a new lessons and experience between

Initiative for the Mediterranean (ISI@MED), which offers an

multilateral approach is starting to developing countries – particularly

approach that further strengthens the core principles of ART.

take shape and to show results: the from

Middle-Income

Countries

44

that cover formulation of a strategic • and a step-by-step approach to framework in Thailand; institutional

expand initiatives based upon a

and technical capacity strengthening

longer-term perspective while

in China; systematic data collection

achieving a short-term result to

and reporting in Turkey; and

gain momentum.

establishment of a Joint Cooperation Fund by Mexico and Chile. These cases indicate that increased SouthSouth cooperation has promoted country efforts in strengthening their (MICs) with successful track records other by sharing technical or economic policy and institutional frameworks. in addressing challenges common to knowledge and skills to facilitate Key contributing factors for the developing countries. MICs are development. UNDP’s triangular successful efforts described in these playing an increasingly important cooperation approach is about cases include: role in the international development facilitating technical cooperation and architecture, as donors, trading knowledge transfer among two or • enabling policy environment and partners and sources of expertise. more developing countries with the

commitment at all levels;

Some MICs are both donors and support (technical and financial) from • broad participation and partnerrecipients of aid, giving them a northern donors, decentralized ship, including government unique perspective on the develop- cooperation partners, private sector organizations and civil society; ment process.

Thus, UNDP’s South-South cooperation

partners and NGOs partners or by • capacity of the coordinating international organizations. organization and capacity develop-

mechanism and approaches involve There

are

documented

good

countries of the South helping each practices within UNDP programmes

ment of wider stakeholders through the process;

Donor and international organizations’ support has helped countries in developing capacity and networking among broader stakeholders.17

45

➲ Chart 4-1: Trend in SSC activities and budget South-South cooperation is becoming 0%

20%

40%

60%

80%

100%

essential. It is showing excellent results in answering crucial issues in the field of international cooperation:

Number of SSC activities

how to scale up operational capacities and how to improve the quality of capacity building support. Part of the

Budget

answer can now be found in the way international organizations, active in decentralized cooperation projects,

Donor funding

can

encourage

local

southern

communities to use the knowledge gained for their own “export-driven”

Cost-sharing with other pivotal countries

development to the benefit of their southern partners. South-South cooperation is an effective innovative

Cost-sharing from beneficiary countries

tool, first to scale-up, but also to improve

aid-effectiveness

and

international cooperation partner’s Substaintial increase

Increase

No change

Special Unit for South-South Cooperation, UNDP, 2009

Decrease

Substantial decrease

return on investment.

46

The ART-ISI@MED Initiative is aiming after successfully running ICT4D many different South-South and countries (Morocco and Lebanon, see at facilitating triangular partnerships projects in Municipality of Oujda and Triangular Cooperation cases; from chart No 4-6); from a Mediterranean between local governments from the L’Oriental Region, Morocco (see chart municipality to municipality within country to two Sub-Saharan countries South and the North of the Mediter-

4-2), and Municipality of Tripoli, the same country (Morocco, see chart (from Morocco to Senegal and

ranean Sea with a third local govern- Lebanon (see chart 4-3), the North- No 4-4 and Lebanon, see chart Gabon, see chart No 4-7). ment partner from a southern country South and Triangular Cooperation No 4-5); between municipalities (Mediterranean or Sub-Saharan). Thus, experience will be replicated in so of two different Mediterranean

➲ Chart 4-2: North-South & Triangular Cooperation, Case #1 | UNDP role: facilitating the process

Cooperation in Morocco

and enabling the knowledge transfer Support of Municipality of MALAGA, Spain

North – South cooperation in the Support of COMO Province, Italy

Municipality of OUJDA, Morocco UNDP GENEVA ICT Project No 1

| Example of 3 different cases of same country | ICT Project No 1: eAdministration Support of CHAMPAGNE ARDENNE Region, France

L’Oriental Region, Morocco UNDP GENEVA ICT Project No 2

L’Oriental Region, Morocco UNDP GENEVA ICT Project No 3

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

47

➲ Chart 4-3: North-South & Triangular Cooperation, Case #2

Cooperation in Lebanon

Municipality of TRIPOLI, Lebanon

Support of Municipality of MALAGA, Spain and a GIS expert company

UNDP GENEVA

| 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

48

➲ Chart 4-4: South-South & Triangular Cooperation, Case #1

Cooperation within Morocco

UNDP GENEVA

Municipality of OUJDA, Morocco

Municipality of CHAOUEN, Morocco

➲ Chart 4-5: North-South & Triangular Cooperation, Case #2

Cooperation within Lebanon Support of Municipality of MALAGA, Spain

UNDP GENEVA

Municipality of TRIPOLI, Lebanon

Municipality of TYRE, Lebanon

Support of MARSEILLE & PACA Region, France and Municipality of MALAGA, Spain

| UNDP role: facilitating the process and enabling the knowledge transfer

| UNDP role: facilitating the process and enabling the knowledge transfer

| Example of South – South cooperation within municipalities of the same

| Example of South – South cooperation within municipalities of the same

country

country

| Triangular Cooperation with the support of Malaga

| Triangular Cooperation with the support of Marseille and PACA region,

| ICT services to be transfered: eAdministration services

as well as Malaga | ICT services to be transfered: Urban development and street management GIS platform

49

➲ Chart 4-6: South-South & Triangular Cooperation, Case #3

Between two Mediterranean countries Support of Municipality of MALAGA, Spain Municipality of TRIPOLI, Lebanon Municipality of OUJDA, Morocco UNDP GENEVA

| 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

50

➲ Chart 4-7: South-South & Triangular Cooperation, Case #4

From Mediterranean to Sub-Saharan countries

GABON SENEGAL MOROCCO

Support of PACA Region, France & Municipality of MALAGA, Spain

UNDP GENEVA

| UNDP role: facilitating the process and enabling the knowledge transfer | Example of South – South cooperation from Mediterranean to SubSaharan countries | Triangular Cooperation with the support of PACA Region and Municipality of Malaga | ICT services to be transfered: eAdministration services

ICT for territorial development • ICT for strategic urban planning • ICT for economic development • ICT for community empowerment

53

ICT for territorial development ICT for strategic urban planning With decentralization policies, local would it occur to them that a collaborative project to address that management, public transit and authorities at all levels—regions, standardized urban grid is a desirable, need and learn from outside sustainable development are at the municipal or rural collectivities— even necessary, tool for urban sources. In the context of establishing heart of the urban and strategic are empowered to plan, fund and planning and service delivery, an urban grid, ICT-based methods planning issues for most of the implement regional development or that GIS might be used as a and tools facilitate strategic and region’s cities. projects on behalf of local populations. participatory approach in data city Decentralization empowers local collection

to

supply

authorities and enables public information. servants at all levels to collaborate for the planning, funding and implementation development.

of

territorial

planning

decision-making

missing processes of a city and are very welcome by local authorities.

It is such information, vital for Local decision makers need data self-determination inaccessible

but

without

totally adapted to their own context outside to support the development of

contacts, that is the focus of modernizing

evidence-based

Local authorities frequently lack the ISI@MED. It is not enough to policies for strategic and urban capacity and local skills to respond stimulate demand. Project work planning. Such data must be to service demands. They have little groups and local and cooperation accurate and regularly updated knowledge of available ICT tools partners must cultivate and instil especially when talking about cities or how to use these to improve the local, transversal capabilities in the MENA region. Demographic municipal service delivery. Nor to identify a need, organize a growth, spatial disparities, land

54

WHY IS MALAGA BECOMING THE NEW MECCA FOR INFORMATION TECHNOLOGIES?

BY ARTURO RODRIGUEZ Director of Information Technologies, ICT Pole/City of Malaga, Spain

Although Malaga is a city, within a region, within a country, it has In 2002 the mayors of Nador and Tetouan asked the City of established its own network of partnerships to support decentralized deve- Malaga for its support to help them develop software to modernize the malopment cooperation in the Mediterranean Region. It does this with a mo- nagement of their city administrations. In response, we audited dest budget, while leveraging its specific comparative advantage within the our partners’ local requirements and began working with these information and communication technology (ICT) realm.

communities to build information technology infrastructure and capacity.

Malaga is the site of the largest regional technological industrial park, with In 2005 we started contributing to the Global Digital Solidarity Fund as 500 registered companies, 15,000 employees and 3,000 engineers. One of founding members. In October 2008, we hosted the first summit of Medithe areas of its core competence in Europe is in ICT support and services, terranean Towns and Local Authorities, organized on the theme, similar to Silicon Valley in California.

“Innovative Funding for a Digital Area in the Mediterranean”. This meeting

The Reasons for Supporting Development Cooperation

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-

Unlike many other European countries, the Spanish constitution allows its vember of that year, the Second Summit of Mediterranean Towns and Local cities and regions to engage directly with development cooperation with part- Authorities confirmed Malaga as Chair of the ICT working group, thus esMalaga tablishing Malaga as a reference for information technologies in the Mediidentified Morocco as a priority, due to the long shared history and terranean Region.

ners

in

the

South.

In

this

context,

the

City

of

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.

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 geolocalized contents (trees, bus stops, fire hydrants, parks and public infrastruc-

55

ture,

public

and

private

improvements

and

buildings).

Without this information it is very difficult to manage public services, whether 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 leveraging our comparative advantages to support the achievement of the Millennium 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 Morocco.

ISI@MED

in

Tripoli,

Lebanon,

and

in

northern

56

ICT for economic development

➲ Chart 5-1: Arab youth survey: Biggest challenges

The potential benefit of ICT to in MENA: the unemployment rate SMEs is well known. ICT enhances among the MENA youth is the productivity by improving output highest in the world: 25.1% for and reducing costs. This productivity Middle East and 23.6% for North dynamic has driven globalization Africa – nearly double the global and transformed the relations of average of 12.6% in 2010. 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

According to a survey on Arab

0%

10%

20%

Rising cost of living

34%

Unemployment Human rights

26%

Inequality

24%

Dangers of drugs

20%

three biggest challenges for the

Corruption

20%

Loss of traditional values

17%

human rights (see chart 5-1).

Opportunity for women

17%

According to a survey in April 2007, Undoubtedly, the political turmoil in

Personal debt

and energizing local communities.

of living, unemployment and

Youth in the MENA: Demographic the region that led and is still

Quality of education

16% 15%

Opportunity or Challenge, Population leading to Arab Springs, is ascribed Reference Bureau, "nearly one to issues such as high inflation, in five people living in the MENA demand for democracy, large region is between the ages of disparity in incomes, corruption, 15 and 24 (95 millions youth in and, last but not least, high 2005)".

However,

the

rising unemployment.

population is driving unemployment

Middle East conflicts

40%

50% 48%

youth conducted by ASDA’A, the Middle East are the rise in the cost

30%

13%

Source: ASDA’A 2010 Arab Youth Survey

60%

57

Creating jobs to accommodate new

“To strengthen their ICT sectors and burden does not have to be placed

entrants in the labour market forms

foster innovation, governments in entirely upon government expenditure,

the core agenda of most governments

the MENA region must act on five as private sector investment could

in the MENA region. A World Bank

core elements: identifying key focus complement such policy initiative.

report released in 2003 mentioned

areas, establishing innovation- The end result would be a stronger

that countries in the region need to

friendly policies and regulations, innovation environment, not only

create some 100 million new jobs

e.g. patent filings, making funding for the ICT sector but for the national

during 2000–2020 to overcome

more widely available, improving economy as a whole, as well as a

unemployment. MENA governments

ICT infrastructure, and developing maximization of the gain that lies

are seeking both long-term as well

the local talent pool”. Some focus in the domestic workforce.

as quick fix solutions to avoid

areas with strong local potential

facing the wrath of citizens.

can be “Arabic and Islamic services

In this respect, it is worthwhile

to mention the good practice of However, creating millions of new developing a vibrant and innovative and applications, IT services and Jordan,20 where the ICT sector: jobs each year is not an easy task. ICT sector, as a way to answer to smart devices for the energy and Some suggestions for solving the crucial needs for job creation in utilities sectors, e-education and • Is the fastest growing sector in Jordan's economy (avg. 25% the unemployment dilemma can be: the MENA region. As governments e-health systems, and devices growth); assisting self-employment/entre- in the region undergo a series of and systems for urban and preneurship, encouraging investments transformations, upcoming policy infrastructure management.”19 • Has created more than 80,000 from the private sector, continuing measures and investment applied jobs in total (direct/indirect/ MENA governments must significantly to give greater emphasis to education, to the ICT sector will be paramount induced); increase their research and nationalization employment policies, in spurring innovation and securing development (R&D) spending and • Comprises more than 14% of and economic diversification.18 consistent growth for the future. the country’s GDP (10% direct, provide financing for entrepreneurs 4% indirect); What should be highlighted is to tap benefits that lie in ICT the great opportunity that lies in

innovation. In light of this, the

58

• Has attracted many international

➲ Chart 5-2: ICT trade in selected MENA & sub-Saharan countries

companies on the ground (Cisco,

17,7 18

2000

Microsoft, Oracle, HP, Yahoo, Intel, Motorola, Ericsson);

2009

15,6

• Brings an average annual telecom

3,9

local spending of more than

13,5

13

US$500 million into the economy (Orange, Zain, Umniah, etc.); • Contributes more than US$500 million to the treasury;

9,1

• Exports to more than 45 countries with major export markets: USA

7,5

$48 million (22%), Saudi Arabia $47 million (21%), Iraq $29

6 4,4

Chart 5-2 showcases the ICT trade in the world and selected MENA & sub-Saharan countries (Syria, Senegal, Morocco, Lebanon, Jordan), as percentage (%) of total service exports, goods imports and goods exports respectively.

5,9

4,5

million (13%), UAE $16 million (7%), Palestine $9 million (4%).

7,4

6,9

5,5

3,2 1,3 1,4

5,4

4,6

4,5

3,7 2,9 1,4

3,5 3

3,7 3,1

1,6

0,2 0 s 0 0,2 0,4 ort rts s xp mpo port orts rts ts s e r rt p o i x e s vic ds s e ex imp xpo po ort rts ts s 00 ser goo good rvice ods ds e ce ex imp expo xpor port orts rts ts T T e o i s e im exp xpo or orts ts o o rv C IC CT s s I d g e d p xp or orts rts rld rld ld I ICT CT T g se goo oo vic ds ds ee m Wo Wo Wor yria yria I ria IC l ICT ICT ICT g T ser goo goo rvic ods i ods e e exp imp expo S S Sy ga al al IC ICT ICT T se go go rvic ods ods o T T o e o ne eg g o IC Se Sen Sene rocc rocc rocco on n IC n IC ICT s CT g CT g I I Mo Mo Mo eban bano bano an n n a a d L Le Le d d Jor Jor Jor

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

59

THE LINK BETWEEN CHAMPAGNE AND DEVELOPMENT COOPERATION

BY ABDERRAHIM EL KHANTOUR Director of International Relations and Cooperation Champagne-Ardenne Regional Council 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 ChampagneArdenne, which manages the region whence champagne originates, is fullycommitted 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.

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.

Supporting the development priorities of and partnering with developing countries is not new to Champagne-Ardenne, which has a history How does the Regional Council of Champagne-Ardenne organize of continuous development cooperation going back more than 24 years in the for cooperative development?

Central Region in Togo.

Our work for decentralized cooperation is mainly focused on Our cooperative relations with the Oriental Region of Morocco came about institutional cooperation between the Champagne-Ardenne Region and subin part because the Regional Council wished to explore cooperative projects national governments in three African countries: the Central Region Togo, the in Algeria. In the early 1990s, the Regional Council sent Bourgou and Alibori Administrative Districts in Benin and an exploratory mission to North Africa to evaluate cooperation the Oriental Region in Morocco. We also have on-going cooperation programmes with four East European countries: the Czech Republic, Slovakia, opportunities.

Hungary and Russia. From time to time, we support activities in other parts In Oujda, the delegation visited with municipal authorities of an of the world, as we have in China, Mexico or Argentina. administrative capital of a region the size of Portugal. Our delegation was warmly received in Oujda; it was obvious our help would be We directly support our European operations from the Regional welcome. Finally, and perhaps just as importantly, there was at the Council in Ch창lons-en-Champagne. Our African operations however, are time and there continues to be in Oujda, a French language institute. The overseen by a wholly owned non-profit agency, the Champagne-Ardenne

60

Regional Agency for Cooperation and Development (ARCOD-CA in French). ARCOD implements our cooperation policies in Africa and the various 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 approximately 500,000 euro.

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 The novelty is that we have chosen to work through an operator. Regional ad- networks, frequently even at the national level. ministrations have resources, but these are under great pressure. The detached agency arrangement offers several important advantages: first, the The link between information technology and economic developindependent structure is ideal to support partnerships with civil ment society actors. Then, the independent structure allows for independent pro- Given the profusion of projects and actors for cooperation in ject accountability.

Morocco, the Regional Council of Champagne-Ardenne has been The fact that we operate directly offers a number of advantages. First, we campaigning since 2006 for the creation of some means to coordinate and have an unrivalled capacity for cooperative work. Our delegations are share information of decentralized cooperation activities. We have succeeded in organizing a Euro-Moroccan Forum for local French and Belgian

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 Framework Programme for implementation of several ISI@MED ICT4D projects.

The decision led to a series of consultations with local, regional and national authorities in Morocco to understand what was expected of these initiatives. 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 project 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 Sa誰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.

62

ICT for community empowerment Empowering diaspora involvement. Over the last decade Internet has ICT enhances the engagement of developed rapidly. Today it is used the people most affected in making not only for correspondence and decisions about issues on which self-expression, it is also providing they are concerned. Technology space for multiple party engagement enables meetings that can be held and networking, especially through in virtual space and with the web-based communities and services addition of video, a face-to-face such as social networking sites meeting can take place in virtual (Facebook, MySpace, LinkedIn, space. Simple technologies inclu- Viadeo), twitter, wikis and blogs ding instant messaging and instant focused on creativity, collaboration quick polls and surveys, allied with and sharing. Expatriates may no direct submission facilities, provide longer be physically located in their easy ways to get input and discuss communities of origin but they options. Through such mechanisms, remain very much a part of ICT serve the essential require- that community, contributing to ments for effective development – the development through remittances, people most affected by development the sharing of information and issues can get involved in making acting as relays for other community the decisions that influence their members who wish to open circumstances and prospects.

themselves to the world. By defying

63

physical

distances, ICT

allow because of the very rich transaction (95 million). The Mediterranean their location, making them active

expatriates all over the world to set (indexed and cross-referenced population is young and drives local players at a global level. The events cultivate home community relations. identity profiles, file exchange and society to adopt these community- of the first quarter of 2011, ICT for youth empowerment.

Increasingly sophisticated web applications

integrated

with

databases and deployed as “plat-

instant messaging) have become an centric social platforms. It is this progressively acknowledged as extension of the self, interacting young population who has adopted Arab Spring, are an illustration of and exchanging with other exten- ICT as a powerful new tool for the wildfire effects of instant sions-of-self in a social environment. social leverage, using it to connect, communications and crowd sourcing,

forms” have combined to unleash Nearly one person in five living the “social media” phenomenon. in the MENA region in 2005 is Social media are a medium that between the ages of 15 and 24

communicate, innovate and take where mobilization and political action on issues that matter to change were in large part made them on a scale that transcends possible by the use of social media.

Box 5-1 The “Arab spring”, a case study for social media and community empowerment During the mass uprisings and revolutions which recently swept the Arab technologies that transformed ordinary users into ad hoc reporters fanning world, particularly in Egypt and Tunisia, both the usage and utility of digital the flames of conflagration in an outbreak of public outrage, communications were pushed to new frontiers. Arab protesters pioneered catalyzing new waves of action with each “tweet”. Such empowerment, innovative ways of using the Internet, turning it into a powerful medium added to common purpose, enabled faceless and nameless individuals to act for crowd mobilization, political campaigning and incitation to rebellion. directly in their social, economic and political environments.

The Arab Spring clearly highlighted the potential which ICT holds for enabling When Internet access was available and undisrupted, tools such as social direct communications at a massive scale.

media gave voice to citizens to speak their minds. Social networking sites

The events of the past months demonstrate the power of digital technologies like Facebook and Twitter were used effectively to connect large numbers of to challenge and in some cases, overthrow, territorial authority. It is these people. Twitter’s limitation of text messages to 140 characters reinforced the

64

telegraphed urgency of communications. Every action causes a reaction: Internet penetration is relatively higher, 34% in 2010,21 Al Jazeera the process snowballed to the point where the euphoria took on a similarly fanned public opinion by broadcasting videos that had originally dimension of its own. This dynamic interactive process was succinctly been posted on the Internet. summed up by Wael Ghonim, who compared the Egyptian revolution to Of course social media do not cause revolution; they facilitate revolution Wikipedia, an open platform where anonymous people steadily contribute and they propagate rebellions. The true causes of a revolution lie in the to build content.

objective reality and living conditions of the

When authorities blocked the social

people and the ability and capacity of

networking sites, alternatives were found

local authorities to redress the people’s

to sustain communication and information

legitimate grievances. In the always

sharing. When Facebook was shut down in

connected world of cell phones and

Egypt following the announcement of the

the 24/7 news cycle, people are no longer

locations for some of the protests on the

so easily fooled.

Facebook page, “We Are All Khaled Said”,

ICT and social media have been critical

Google Groups was used to inform people

enablers for the emergence and development

of the locations through mass mailings. At

of the Arab Spring. It is important to note

the same time, communications and postings continued in a variety however, that the impact of ICT has not been uniform. of ways, most notably via blogs and YouTube but also via cell phone In Tunisia and Egypt, ICT played a decisive role in fanning the revolutionary messages and the uploading of videos and photos to widely-viewed news flame; in Syria and Libya, the impact of ICT has been less clear. In these channels.

countries, ICT was used by state agents to distribute information to their

24/7 news channels like Al-Jazeera played a crucial role in relaying social security agents, to track down activists, organize counter demonstrations media by scrolling cell phone text messages across the bottom of their and otherwise sow confusion and polarize the protest movement. As screen. This was especially effective in the case of Egypt, where only 21.2% Amnesty International so justly highlighted, the Internet, and especially of the population have access or use the Internet. In Tunisia where social media, worked as a double-edged sword in the Arab revolts.22

ICT4D Best Practices: Case studies & Challenges • ART-ISI@MED pilot project 1 – Lebanon • ART-ISI@MED pilots projects 2 & 3– Morocco

67

ICT4D Best Practices: Case studies & Challenges

ART-ISI@MED PILOT PROJECT 1 – LEBANON

CT 1 PROJE It is certain that ICTs are of strategic importance, not only because of The project involves the active participation of two experts from their economic weight and their growth, but also because of the role Malaga, one from the public sector (Malaga Municipality) and the played by improving governance and service delivery at the municipal other one from the private sector (a GIS company), to aid in the 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 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

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, launched in February 2011, is

among them and promoting development

The project is expected to contribute to the

setting up a GIS system for managing street

within their regions.

modernization and improved efficiency of Tripoli

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 municipality’s streets and postal addresses. The City of Malaga is providing the GIS software to the

The experience of Malaga municipality

municipality, the second biggest city in Lebanon

has been entirely disclosed and lessons

with a total population of 250,000. As part of the

learned shared with their Lebanese

project, the municipality will erect street signs

counterparts in Tripoli, fostering an

showing, in addition to the official street name,

intrinsic sense of collaboration and

the street number.

solidarity between the two cities.

municipality of Tripoli, and is training those

The Tripoli Municipality will benefit greatly from

responsible for managing the system at the municipality.

the GIS database, managing the city more

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

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.

experience will benefit his colleagues at the other end of the There is a great need for modernization and improved efficiency of the Mediterranean in Tripoli, Lebanon. “The technological support we are municipality of Tripoli, a need for more efficient management of the providing should have a dual benefit,” he said. “At the level of neighborhoods, better management of the municipality and better internal management, the technology should offer enormous solutions planning of the municipality needs as a whole. 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.”

69

CT 1 PROJE 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.

THE ICT4D PROJECT IMPLEMENTED IS IN ALIGNMENT WITH: The project falls within the ICT4D initiatives of the municipality of Tripoli itself and the ART- ISI@MED Initiative, as well as within the initiatives of all partners involved.

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

CHALLENGES

various points within the municipal offices with the necessary access controls to ensure that the application is only used by authorized 1. Capacity 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.

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.

8. Documentation to be delivered in English: comprehensive user’s 4. Ownership of software applications not only by administrators, but manual, system administration manual, source of the programs for most importantly, by users through training and use of the applications. the application (detailed description of the mechanisms for restoring databases).

70

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.

71

ART-ISI@MED pilots projects 2 & 3– Morocco

CT 2 PROJE Recognizing the strategic importance of ICTs in fostering economic and Chefchaouen. These initiatives have already facilitated the coordiprosperity and improving governance, Morocco’s Ministry of Industry nation and consolidation of information-improved productivity and and Commerce prioritized their use as a tool for social transformation contributed to the streamlining of internal government administration 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

The added value of NorthSouth-South Triangular Cooperation The support offered by the Municipality of Malaga focuses on building local capacities and fostering the role that local partners play as determinant development actors.

Once the ICT knowledge of the Municipality of Oujda is reinforced as part of this partnership, it will be transferred through these newly-strengthened capacities to the Municipality of Chefchaouen.

In this way, decentralized cooperation partners not only support a particular strategy for the benefit of a specific Moroccan community, but also build capacities so that the expertise can then be passed along to other areas in the country

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 ChampagneArdenne 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

in the provision of government services in the Municipalities of Oujda Region, Morocco, to promote greater citizen empowerment and

72

improve intra-citizen and citizen-government relationships. Working The Municipality of Oujda has 2,400 through the Wilaya Regional Investment Centre, CRI, this ISI@MED employees. This number is so high that initiative will go beyond furnishing the necessary computer equipment human resources management is very by building the capacities of the local administration to ensure the complicated as it continues to be paper-based. 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.

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

PILOT PROJECT 2: STREAMLINING INTERNAL GOVERNMENT ADMINISTRATION

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.

NEEDS ANALYSIS

3. Installation of the human resources management system in a local

The Department of Human Resources Management of the Municipality

network allowing access from various points within the municipal

of Oujda is not computerized, so handling routine personnel issues

offices with the necessary access controls to ensure that the

(recruitment, leave, payroll, retirement, etc.) can be burdensome.

application is only used by authorized persons, and with different

The Accounting Department is already computerized. There is a dysfunc-

levels of authorization.

tion between the two Departments, which need to cooperate closely 4. Installation of a registry and records management system that will and function quickly and efficiently. allow document register and tracking and thus control of all documents entering and leaving the Municipality. The application

73

CT 2 PROJE 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.

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.

Especially in the case of users, training will be focused to explain all 2. Maintenance cost must be put in Municipality’s regular planning functions of the application and conduct process with real data. to ensure the project’s financial sustainability.

6. Deliverable material: user manual, technical manual and sources of 3. Ensure the projects’ implementation beyond the current political team by incorporating the applications as part of the Municipality’s programs that make up the applications. daily routine.

THE ICT4D PROJECT IMPLEMENTED IS IN ALIGNMENT WITH:

4. Alignment of the services of the two departments, namely of human resources management and accounting.

Morocco National

Art Global

Strategy

Initiative

The ICT4D project falls within

The ICT4D project falls within

Morocco’s National Strategy for

priority “Governance and De-

the Information Society and Di-

centralization of the regional

gital Economy (Digital Plan

guidelines: Support the moder-

2013) and the ICT Strategy of

nization of public administra-

the Ministry of Interior, Directo-

tion through computerization”.

rate General of Local Governments, in full concert with the decentralization process underway in Morocco.

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.

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.

75

CT 3 PROJE PILOT PROJECT 3: MARKETING AND PROMOTION OF ECOTOURISM 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, particularly 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 ecotourism.

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.

76

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 Regional 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.

Implementing the ART-ISI@MED Initiative: Practical Framework • Articulation through the ART- ISI@MED Initiative: How to proceed?

• Templates: Project Sheet, Annual Work Plan, Budget Breakdown

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 This letter or email of intent should contain the Partner’s basic information, Global Initiative in support of its Country Framework Programmes, dif- project background, and objectives, without exceeding one page. If ferent procedures will have to be followed

deemed appropriate, additional information can

nature of the intended collaboration. The

Strategic Guidelines for International Cooperation

depending on the specific context and the

also be attached.

The UNDP ART Coordination Office in Geneva will

following section outlines the main steps that

The formulation process is based on the

then communicate the collaboration intention

need to be taken to set-up, initiate, formulate,

Strategic Guidelines that help align

to the respective partners, i.e. national and

implement, monitor and complete an ISI@MED

international cooperation interventions

subnational governments, through the relevant

project within the ART Global Initiative.

to local development needs and plans.

UNDP Country Office and ART Framework

The Guidelines state the international

Programme.

cooperation priorities for a given territory

2. PROJECT INITIATION, PLANNING AND

and thus, channel efforts towards the

JOINT-FORMULATION MISSION(S)

A.YOU ARE A DEVELOPMENT PARTNER WISHING TO INCLUDE AN ISI@MED COMPONENT IN AN ART FRAMEWORK PROGRAMME

support of national policies for local

1. CONTACT THE ART-ISI@MED INITIATIVE

If all requirements are met and project approval

development. These Guidelines contribute

Send a letter of intent to the UNDP ART

is granted, a common planning phase, including

to mobilize international cooperation’s

Coordination Office in Geneva via post or

one or more formulation missions, is initiated

technical and financial resources via the

email addressed to the following contacts:

based on national and subnational development

establishment of horizontal, interde-

Lurdes Gomez, ART Programme Specialist:

priorities (development plans, development

pendent,

guidelines for DPs, etc.).

lurdes.gomez@undp.org and Kelly Papadaki, Programme Analyst, ISI@MED Focal Point: kelly.papadaki@undp.org.

knowledge-based

and

mutually reinforcing partnerships.

The formulation mission(s) is/are jointly organized with the government (national and subnational

80

level), the UNDP Country Office, the ART Programme and other 4. AGREEMENT FINALIZATION relevant development stakeholders to plan a joint intervention that A standard legal agreement is signed supports local development priorities.

between UNDP and the DP with the Project

3. PROJECT DOCUMENT FORMULATION

Document attached.

The Project Document is jointly formulated by relevant partners and 5. PROJECT IMPLEMENTATION, MONITORING AND contains basic information about the project, such as background, ob- REPORTING jectives and expected results, budget, duration, partners involved, etc. Included in the partner country’s UN Framework, the project is A template of the ISI@MED Project Document/ project sheet as well implemented with the involvement of all relevant stakeholders. Project as annual work plan and project budget breakdown templates can be monitoring and evaluation is carried out following UN standards and found at the end of this section.

following all necessary rules and regulations.

Always bear in mind that the Project Document should be based on one of the three ISI@MED areas of intervention.

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

81

B. YOU ARE REPRESENTATIVE OF A SUBNATIONAL GOVERNMENT AND/OR OTHER LOCAL ENTITY FROM A COUNTRY WHERE AN ART FRAMEWORK PROGRAMME IS IN PLACE AND WISH TO INCLUDE AN ISI@MED COMPONENT:

To be successful, the formulation of specific ICT4D ART-ISI@MED projects has to address the following challenges: Developing users’ capacities by fostering the adoption, use and

1. CONTACT THE ART-ISI@MED INITIATIVE

integration of the new information and communications technologies

Territorial actors express their interest in this component through the

for development

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: lurdes.gomez@undp.org and Kelly Papadaki,

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)

Programme Analyst, ISI@MED Focal Point: kelly.papadaki@undp.org.

The ART-ISI@MED Initiative starts then to raise interest among its

Foreseeing project sustainability (e.g. beyond the current political

partners and seeks those who better match the profile of the respective

administration)

partner country. Once the partners are identified, the ART-ISI@MED

Offering constant follow-up to monitor whether the project has

Initiative follows the steps described above, namely:

been successfully implemented and is being meaningfully used

2. PROJECT INITIATION, PLANNING AND JOINT FORMULATION MISSION(S) 3. PROJECT DOCUMENT FORMULATION 4. AGREEMENT FINALIZATION 5. PROJECT IMPLEMENTATION, MONITORING AND REPORTING

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.

82

TEMPLATES: PROJECT SHEET, ANNUAL WORK PLAN, BUDGET BREAKDOWN ART-ISI@MED Initiative ICT4D PROJECT Document / project SHEET template Project title Province / Region Implementing partner at the local level Local partners National partners International partners Start date End date Total budget

Include exchange rate of USD and date Local currency

ART-ISI@MED Local contribution National contribution Mobilized Resources (if any from other sources)

USD

% of total budget

83

ART-ISI@MED Initiative analysis of ICT4D PROJECT Document / project SHEET Project title

What is the title of the ICT4D project

Province / Region / Municipality

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

Partnership strategy & management arrangements

Mention Steering Committee of the project Mention financial and administrative management Mention Strategic Guidelines and their connection with ICT

Description of country & context at the local level

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?

Justification / Needs assessment

Which are the major development challenges identified?

What are the groups most adversely affected?

Which are the critical areas of capacity constraints?

Objectives Implementation strategy, activities & expected results

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

Duration

Mention duration (in months), start date and end date

Targeted groups / Beneficiaries

Mention targeted groups / beneficiaries (population, institutions, etc.)

Mention the impact of the project to these targeted groups / beneficiaries

84

Contribution to gender issues /

Are we adequately capturing the problems facing both men and

capacity development / other

women, as well as marginalized populations? Are we addressing problems that relate to key issues of capacity development?`

Environmental impact

Consider the potential of ICT to reduce environmental impact Mention technical and financial reports to be compiled on a quarterly basis

Monitoring framework & evaluation

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

Sustainability & local ownership

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.

Innovative effects of the project

Mention innovative effects of the project in the community, municipality, region

Possible multiplier effects of the project

Mention possible multiplier effects e.g. in case of possible replication pf the projects within the framework of South – South Cooperation and Triangular Cooperation

Exchange Missions

Attach list of exchange missions

ICT Training / Deliverables

Mention ICT training to be provided administrators and users of the ICT4D platforms / applications Mention deliverables, such as manuals, etc.

Budget Annexes

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.

85

ICT4D Project Annual Work Plan

Year: EXPECTED OUTPUTS PLANNED ACTIVITIES And baseline, associated List activity results and indicators and annual associated actions targets

OUTPUT 1

1. Activity Result

Baseline:

- Action

Indicators:

- Action

Targets:

2. Activity Result

Related CP outcome:

- Action - Action 3. Activity Result - Action - Action

OUTPUT 2

1. Activity Result

Baseline:

- Action

Indicators:

- Action

Targets:

2. Activity Result

Related CP outcome:

- Action - Action 3. Activity Result - Action - Action

TIMEFRAME

Q1

Q2

Q3

RESPONSABLE PARTY

Q4

PLANNED BUDGET

Funding Source

Budget Description

Amount

86

EXPECTED OUTPUTS PLANNED ACTIVITIES And baseline, associated List activity results and indicators and annual associated actions targets

OUTPUT 3

1. Activity Result

Baseline:

- Action

Indicators:

- Action

Targets:

2. Activity Result

Related CP outcome:

TIMEFRAME

Q1

Q2

Q3

RESPONSABLE PARTY

Q4

- Action - Action 3. Activity Result - Action - Action

TOTAL Note: The above is only illustrative. It may be adapted for practical use as required.

PLANNED BUDGET

Funding Source

Budget Description

Amount

87

88

ICT4D Project Budget Breakdown Description

Analytical description

Unit Quantity Direct Financing cost USD Unit UNDP

Budget Other Local contribution (DC) contribution

Personnel

Sub Total Capacity Development

Sub Total Project activities

Sub Total Equipment

Sub Total Other

Sub Total TOTAl USD Note: The above is only illustrative. It may be adapted for practical use as required.

Total cost USD

Practical conclusion

91

Practical conclusion As seen throughout this handbook, thematic of the ART-ISI@MED

THE FIVE LESSONS LEARNED FROM THE SEVEN CHAPTERS OF THE decision initiative. From each chapter, there HANDBOOK makers can take large benefits is a clear lesson to be learned

Mediterranean

local

from the use of information and that is apt to be used as a final communication technologies to recommendation. 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.

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

5

fight against poverty These recommendations, combined with the priorities imposed by local specific realities should help local

Lesson 2 - Local governments: from their new responsibilities to their

governments build their strategies

growing role as a key actor in the international development

and advance at their own pace

agenda.

towards sustainable development policy plans.

Each chapter was developed either

Lesson 1 - ICT is an unprecedented and valuable tool to support the

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!

92

CHAPTER 2 & 3- First lesson learned

CHAPTER 4- Second lesson learned

The ART-ISI@MED was designed to

the efficiency of local governance in addressing development issues. More than ever, since the Arab spring, the

facilitate and accelerate the improve-

responsibilities of local governments tend to extend thanks to the ongoing decentralization process in several

ment of livelihoods and the creation

countries of the MENA region. Decentralization transfers to local communities operational authority in various

The growing role of the decentralized cooperation process in the international development agenda is showing

of development opportunities in

policy areas including health, education, resource management, social and cultural affairs, economic development

the MENA region through the

and land-use management. To respond to this challenge towards democracy, decentralized cooperation partners

integration of ICTs into local policy

(on a North/South or South/South basis) can rely on ICT to fulfil their new role and conduct bottom up, concrete,

plans.

transparent and sustainable approach for their development policy plans.

Such an initiative is a direct contribution to achieve MDGs. ICT4D

CHAPTER 5- Third lesson learned

projects are considered as unprecedented leapfrogging to improve

A long consultation process among decentralized cooperation partners, multilateral and bilateral institutions,

public service delivery as well as

civil society and ICT4D organizations was at the heart of the conceptualization of the ART-ISI@MED until the

to connect local communities to

initiative was launched early in 2010.This process led to identify the three main thematic where ICT appeared

the global market and to the

as a concrete tool to support specific local development issues.

knowledge economy.

• 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.

93

CHAPTER 6- Fourth lesson learned

CHAPTER 7- Fifth lesson learned

The best practices highlighted in

As a practical document, this handbook

Chapter 6 show the broad develop-

was designed to provide Mediterranean

ment opportunities induced by

decision makers with concrete

ICT4D local approaches in the

information on the high-level interest

specific context of decentralized

for them to design and conduct their

cooperation projects in Morocco

local policy plans by integrating ICT

and in Lebanon, the two pilot

tools into their development strategies.

countries of the ART-ISI@MED. By

To do so, a framework built on

showcasing these case studies, the

available and proven tools was

handbook demonstrates how a

developed to offer a ready to use

bottom-up approach, developed

“kit� where the project process from

through field consultation pro-

the first consultation meeting to the

cesses, together with local pilot

implementation of an initiative is

project implementation can lead to

detailed.

evidence for better policy choice.

The lesson to be learned here is very

Such an approach would be very

simple: there is a framework to

useful in replicating best practices

support the major steps that need to

from territorial to national level

be undertaken to initiate, formulate,

as well as within South/South

finalize, implement and monitor an

decentralization cooperation schemes.

ISI@MED project within the ART Global Initiative: take it, use it, discuss it and

adapt it to your local specificities.

94

As stressed in the first sections of role in being, on one hand, the voice then is to scale up local initiatives this handbook, this does not aim at of young people who decided to from territorial to national or presenting ICT as a panacea to all change their political environment regional level to spread the benefits ongoing issues in the developing into a democratic one, and on the of local best practices. Capacity world. On the contrary, it shows that other hand, the eyes of the global building, online communities of ICT is only a means to support well- world that had to face and take a practices, and training are the key prepared development strategies. The position on a situation they were words for the next steps and best practices showcased in Chap- not meant to be aware of.

the challenges ahead of the

ter 6 excel in demonstrating how

ART-ISI@MED initiatives.

powerful ICT can be as a tool to support local development policy plans combined with decentralized cooperation 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.

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

Rather than accomplishing miracles, opportunity for communities to be in this unprecedented situation in connected to the global world and the Arab world, ICT (particularly benefit from the large gains of the social media here) played a crucial knowledge economy. The challenge

Glossary References, Notes and others Acronyms

97

Glossary Capacity development

e-Administration

The process through which individuals, organizations and societies obtain, The use of information technologies and communication technologies and strengthen and maintain the capabilities to set and achieve their own strategies in political and governance processes. Democratic actors and development objectives.

sectors in this context include governments, elected officials, the media, political organizations, and citizens/voters.

Decentralization The transfer of powers from the State to local authorities (municipalities, e-Commerce departments, regions), as well as the transfer of corresponding financial, The buying and selling of information, products and services on the fiscal and administrative means.

Internet. It is the use of electronic communications and digital information processing technology in business transactions to create, transform, and

Decentralized cooperation

redefine relationships for value creation between or among organizations,

The systematic cooperation links between local communities in donor and between organizations and individuals. countries and local communities in countries that need support, aiming to create and/or consolidate long-term cultural, technical and economic e-Democracy partnerships between the two.

Aims for broader and more active citizen participation enabled by the

Digital divide

representative democracy, as well as through more participatory or direct

Internet, mobile communications, and other technologies in today's The gap between people with effective access to digital and information forms of citizen involvement in addressing public challenges. technology and those with very limited or no access at all. It includes the imbalance both in physical access to technology and the resources e-Education and skills needed to effectively participate as a digital citizen and, for this Broadly defined as the use of ICT for pedagogy, from the creation of reason, do not have the same opportunities for social and economic content to interactive exercises. An ICT strategy for education is especially development.

important in developing countries to preserve cultural diversity in public

98

education systems which are all too frequently characterized as low (photography, video, text, geolocation) greatly enhancing the diversity of quality, low quantity and high cost. Knowledge creation, transmission and cultural production in the destination territory and e-Commerce (see infra). storage are at the heart of the Information Society, while education is at ICT is used in e-Tourism to: present a destination’s attractiveness; offer the centre of social and economic development.

destination services (accommodation, transport and schedules, local

e-Government web measure index

visitors to guarantee their reservation with a credit card deposit. e-Tourism

activities); or manage service availability (inventory) by requiring potential Measures the level of sophistication of a government’s online presence initiatives that are essentially consumer-driven include Web portals based on four stages of e-government evolution: emerging presence, and are usually cooperative efforts organized by local authorities (a enhanced presence, transactional presence, and connected presence. tourism marketing board, for instance) to provide inclusive access to local 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 interactions 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

tour and travel suppliers.

99

Fixed broadband Internet subscribers

Green ICT (smart ICT or sustainable IT)

Broadband subscribers with a digital subscriber line, cable modem, or An umbrella term for ICT that affects the natural environment on one or other high-speed technology. (International Telecommunication Union)

more of three levels. As identified by the Organization for Economic Cooperation and Development, these comprise:

Free and Open Source Software (FOSS)

• Direct impacts: ICT products are designed in such a way as to reduce

An important instrument in delivering development-appropriate solutions.

the negative direct impact that the production, use and disposal of

FOSS is the software that is liberally licensed to grant the right of users to

non-green ICT can have on the environment;

use, study, change, and improve its design through the availability of its • Enabling impacts: ICT change the manner in which other products are source code. "Free" refers to the freedom to copy and re-use the software,

"designed, produced, consumed, used and disposed of" in a way that

rather than to the price of the software. This means that the programme's

reduces those products' negative impact on the environment;

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.

• Systemic impacts: ICT that intentionally or unintentionally lead to behavioural change in favour of "greener" habits and practices.

100

Human development

Internet users

A process of enlarging people's choices. The most critical choices are People who pay for Internet access (dialup, leased line, and fixed commonly a long and healthy life, acquiring knowledge and enjoying broadband) and people with access to the worldwide computer network a decent standard of living. Other choices include political freedom, who do not directly pay (for example, people who are a member of a guarantee of human rights and self-respect.

household with access and people who access the Internet from work or school). (International Telecommunication Union)

Information and Communication Technologies (ICT) An umbrella term that includes any communication device or system Local Economic Development (LED) encompassing radio, television, mobile phones, computer and networking A transformation process of the way economic and political decisions hardware and software, satellite systems, as well as the services and are made at the local level, with the objective of improving the living applications associated with them.

conditions of the local society in an inclusive manner. It is a process by which public, business and nongovernmental sector partners work

Information and Communication Technologies for Development collectively to create better conditions for economic growth and employment (ICT4D)

generation. It offers local government, the private and not-for-profit

Focuses on using digital technology to deliver specific development goals sectors, and local communities the opportunity to work together to im(most notably the MDGs). It concerns itself with directly applying prove the local economy. It focuses on enhancing competitiveness, ininformation technology approaches to poverty reduction. ICTs can be creasing sustainable growth and ensuring that growth is inclusive. applied either in the direct sense, where their use directly benefits the disadvantaged population, or in an indirect sense, where the ICTs assist aid m-Government organizations or NGOs or governments or businesses to improve general Includes government-to-citizen information delivery via SMS, such as socio-economic conditions.

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.,

101

by using SMS to contact legislators, to promote voter registration or to Mobile cellular subscriptions campaign more effectively), and, by enhancing the role of civil society Subscriptions—including postpaid and prepaid—to a public mobile tele(e.g. use of SMS messaging to mobilise voters on polling day). However, phone service using cellular technology that provides access to the public mobile phones are not the be-all and end-all of e-governance. Indeed, switched telephone network. (International Telecommunication Union) access to timely information, election campaigns and mobilization are greatly enhanced by social media tools. Social media, including chat rooms Personal computers and online fora are likely better platforms for serious political discussions Self-contained computers designed to be used by a single individual. (Inthan the limited SMS format.

ternational Telecommunication Union)

Millennium Development Goals (MDGs)

South-South Cooperation (SSC)

The MDGs are eight international development goals that 192 United The exchange of resources, knowledge and technology between developing Nations member-states and at least 23 international organizations have countries (the majority of which are located in the Southern hemisphere). agreed to achieve by the year 2015. These are: • eradicating extreme poverty and hunger,

Telephone lines

• achieving universal primary education,

Lines that connect a subscriber’s terminal equipment to the public

• promoting gender equality and empowering women,

switched telephone network and that have a port on a telephone

• reducing child mortality rates,

exchange. Integrated services digital network channels and fixed wireless

• improving maternal health,

subscribers are included. (International Telecommunication Union)

• fighting disease epidemics such as AIDS/HIV, malaria and other diseases, • ensuring environmental sustainability and • developing a global partnership for development.

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.

102

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 information in the world wide web (www). A portal presents information from diverse 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 portals, 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.

103

References and Notes 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.

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?"

105

Other resources 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

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

107

Acronyms 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

108

MIC

Middle-income country

NCC

National Coordination Committee

NGO

Non-governmental organization

ODA

Official development assistance / aid

PACA

Provence-Alpes-C么te 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

109

ANNEX 1 Decentralized cooperation: definition, actors, benefits, modalities,

rally and by default the project leaders and they may choose with whom

multilateral frameworks

they wish to collaborate in the interest of project effectiveness. In this way, territorial authorities may invite representatives of civil society (non-

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

profit groups, universities, NGOs), other public administrations or members of the private sector to offer financing, skills or in-kind support for any given project.

BENEFITS

sub-national government then decides on the implementation process.

Decentralized cooperation initiatives focus on supporting territorial

Implementation may be handled internally, that is, using national staff

development and improving public services through inclusive work

delegated to a support committee or local beneficiary group, or delegated

processes which contribute to capacity building among local staff,

to agents working on behalf of the cooperation partner.

elected officials and local stakeholders.

Within the ART context, the preferred strategy for decentralized cooperation

Successful decentralized cooperation efforts provide a number of

is to establish and support inclusive horizontal partnerships with and

benefits, including:25

among sub-national actors, elected officials and technicians, civil society

- Improved public services to citizens;

and non-government organizations, the private sector and academia.

- Development of project management skills;

Whenever possible, decentralized cooperation partners are drawn from

- Improved social cohesion among diverse stakeholders;

communities that have established problem-solving networks.

- Economic development through local investment and trade; - Enhanced professional networking;

ACTORS

- An opening to the world;

Sub-national governments, including regions, provinces and municipalities

- Diversification of financial and technical cooperation resources;

are the exclusive partners for decentralized cooperation. They are gene-

- Promotion of intercultural tolerance and understanding.

110

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.

111

• Inter-agency and multi-donor framework • Decentralized Cooperation • South-South Cooperation • Exchange and transfer of innovative practices

• 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 • Actor coordination mechanisms (NCC)

• Strengthening capacities and institutional

• Strengthening capacities and institutional strucutures

structures

• Decentralized planning and international cooperation management

112

ART MULTI-DONOR FRAMEWORK PROGRAMMES The ART Multi-donor Framework Programmes promote complementarities

Coherence between national and local policies

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

Process monitoring

Harmonisation

development interventions with national and local priorities and strategies, thereby contributing to achieve the MDGs at the local level and to

NCC

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 consensus-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.

Co-financing

Inter-sectorial coordination

113

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-concentrated governmental structures, civil society and the private sector.

Capacity Strengthening

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,

Demand-driven Cooperation

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.

Actor complementarity in the field

➤ ➤ ➤

Working Groups

Guidelines-Local Development Plans

Local Programming Cycles

114

NATIONAL LEVEL

INTERNATIONAL LEVEL

The National Coordination Committee (NCC) provides strategic guidance

The ART initiative facilitates the internationalisation of local develop-

and ensures quality-control of all interventions. As a multi stakeholder

ment through the systematic exchange of best practices and innovative

instrument under the joint leadership of the National Government and

solutions between development partners and all relevant local stake-

UNDP, it promotes articulation and linkages between local development

holders. ART promotes mutually enriching international partnerships

processes and national policies. The NCC brings together representatives

(North-South, South-South and triangulation) to boost innovation mains-

from line ministries, local governments, UN agencies and international

treaming, capacity development and knowledge management.

cooperation actors (bilateral and decentralised).

The NCC also channels donors and partners towards the Framework Programmes and promotes the programmes’ inclusive ownership principles; this can only be achieved when the active participation of all relevant international, national and local stakeholders is ensured. The NCC is designed 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 regions in the country.

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.

115

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

• Territorial Planning and Management; • Environment; • Mechanisms for Local Level Aid Effectiveness; • Social services.

The objective of such a multidisciplinary approach is to provide an

actors and networks, from Associations of Local Economic Development

integrated response to the territory’s demands while reducing the cost

Agencies to Local Governments, Universities, Research Institutes and

of international aid, by inverting the ‘traditional’ logic of formulating a

United Nations programmes. This enables ART to offer a comprehensive

specific project for each development priority as it leads to much higher

technical support to requesting partner countries in the field of LED.

operational costs.

ART Programmes around the world

ART’s Strengthening and Capacity Development component facilitates

ART works in 75 regions and 325 municipalities in more than 20 countries:

the involvement of internationally reputed universities and research/

Africa: Gabon, Mauritania, Mozambique and Senegal;

training centres from the North and the South in the creation and

Asia: Indonesia and Sri Lanka;

dissemination of MDG-related knowledge, support local development

Balkans: Albania and Kosovo;

and offer cooperation management skills and expertise.

Latin America: Bolivia, Central America (El Salvador, Guatemala, Honduras, Nicaragua), Colombia, Cuba, Dominican Republic, El Salvador,

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;

Ecuador and Uruguay; Mediterranean: Lebanon, Morocco and Syria.

ART is supported by: 8 major donors and more than 600 decentralized cooperation actors.

116

It is worthwhile mentioning the successful course of LOCAL ECONOMIC

Consolidation of the territorial approach by strengthening the role of

DEVELOPMENT AGENCIES (LEDAS) for planning and delivering local

territorial communities and harmonizing their respective actions in

economic development strategies within the framework of the ART

support to national strategies for local development,

Initiative. The Local Economic Development (LED) component is

Creation and consolidation of Local Economic Development Agencies

supporting and providing specialized services in the field of economic

(LEDAs),

development to the LEDAs active in many countries and to the different

International promotion of the LEDAs (a network of 60 LEDAs currently

ART Programmes. Since LEDAs inception, the number of agencies has

exists),

increased from 13 to 60.

Reactivation of local development potential and effective use of local

The LEDAs are non-profit and sustainable organizations that belong to

resources to generate endogenous local development,

the local public and private actors and support small and medium

Internationalization of local economies,

enterprises, promote employment without discrimination, develop

Capacity development through training of economic development agents,

regional marketing strategies and encourage the creation of international

etc.,

alliances. It is worthwhile mentioning that the LEDAs have already

Job creation for young people, the most disadvantaged, women, etc.,

incorporated the development of ICT projects in their activities and are

Inclusion, economic integration of vulnerable groups traditionally

planning to do even more so due to multiplying positive effect of ICT in

excluded, socioeconomic empowerment of women,

other sectors of national economy.

Knowledge sharing, experience exchange and peer learning through

Among LED successful results the following can be mentioned:

the development of specific tools (operational guides, personalized

Support to national territorial economic development projects, policies

assistance, virtual library, fast learning courses, etc.),

and strategies (integration of LED in local development plans and

Establishment and promotion of international territorial partnerships:

national strategic guidelines),

North–South, South–South (Latin America LEDAs Network founded in

Promotion of local (LWGs) and regional (RWGs) working groups and

2010) and Triangular Cooperation, PPP.

networks,

117

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

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;

general framework of relations (economic, political and social) between

Inter-Mediterranean Commission of the Conference of Peripheral

the European Union’s member states and Southern Mediterranean countries;

Maritime Regions (CPMR) of Europe, established in Andalusia in 1990,

The Mediterranean network of cities (MedCities), established in

aims to “express the shared interests of the Mediterranean regions in

Barcelona in 1991, this network of coastal cities aims to enhance

important European negotiations”.

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

118

ANNEX 2

CE FRAN

Common Schemes within which decentralized cooperation initiatives take place

Local organization

Several legal, financial and logistical considerations should be considered

26 regions, each administered by a Regional Council headed by a Council

before embarking on a cooperative development project. The following

President. Each region also has a prefect representing the state;

section presents examples of common schemes for organizing community

100 ‘départements’, each administered by a Council and Executive elected

participation in decentralized cooperation, including the institutional and

by the Council. Each department also has a prefect representing the state;

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

36,779 municipalities, each administered by a Municipal Council presided by a Mayor.

framework agreement.

Legal framework for decentralized cooperation: Principal Legislation

National frameworks: France, Germany, Italy and Spain Among the four

General Principles Law of 1992: stipulates that “sub-national governments

examples presented, we may distinguish three distinct models for decentra-

and the amalgamations thereof may undertake decentralized cooperation

lization of international cooperative efforts: the federalist model (Germany);

actions in areas within their remit and in accordance with France’s

the autonomous region model (Italy and Spain) and the decentralized

international commitments.” The Law also created a National Decentralized

national model (France).

Cooperation Commission to coordinate local initiatives, maintain an

The ability of one territorial authority to contract relations with another

updated list of decentralized cooperation practices and organize training

territorial authority varies according to national context. In a federal context,

and seminars;27

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.

119

Thiollière Law of 2007: completes the Law of 1992 rendering “international

and provides that Länder may be authorized by the Federal Government

action” a full attribution of sub-national governments and allowing greater

to enter into agreements with foreign regions or states to the limit of their

freedom of initiative, for example, by allowing sub-national territorial

legislative attributions. Municipalities and district may do so “providing they

authorities to put in place or finance actions of a humanitarian nature in

take full responsibility, in accordance with the law and within the limit of

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).

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

ANY GERM

Cooperation (BLA Z), chaired by the Ministry of Economic Cooperation and Development.

Financing of decentralized cooperation activities

Local organization

The Länder finance their decentralized cooperation activities from their own

16 Federal states (Länder, of which three are city-states), each having a

budgets;

parliament, a government headed by a Prime Minister and a constitution;

Municipalities finance most of their decentralized cooperation activities, but

439 District (Landkreise) each with a legislative assembly headed by a

may also receive funds from the Länder or the EU.

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

120

ALLYY IITTA

Also note that: The Observatory for Interregional Development Cooperation, OICS, of which

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.

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.

121

N AIIN SSPPA

Regional legislation. Some autonomous regions, notably Andalusia, Catalonia, Madrid and Navarra have passed specific laws regarding international

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;

development cooperation, all of which recognize the role of local governments 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. Coordination of central government aid is ensured through the Inter-territorial Commission of Development Co-operation composed of 19 representatives of

50 provinces, each having a Provincial Council and President elected by the

the autonomous cities and 19 provincial delegates appointed by the Spa-

Provincial Council;

nish Federation of Town Councils and Provinces and the Municipal Coope-

8,092 municipalities, each having a Municipal Council and presiding Mayor.

ration and Solidarity Funds.

Municipalities with populations greater than 5,000 also having a Local Go-

Financing of decentralized cooperation activities

vernment Council.

In 5 autonomous communities (and in some municipalities), budget affecta-

Legal framework for decentralized cooperation

tions have been as high as 0.7%;

1978 Constitution recognizes that development cooperation is an essential

In some autonomous communities, special funds have been created to

element of democratic states’ foreign action. Autonomous communities are

facilitate community participation in cooperative development initiatives.

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;

122

ANNEX 3 Decentralized cooperation in the Mediterranean region: Focus on the most active decentralized cooperation links

CE FRAN

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.

ANY GERM

123

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.

124

ALLYY ITA ITALY-EGYPT Within the “Support Programme for Regional Cooperation in the Mediterranean Basin- APQ”, 17 Italian sub-national governments (16 regions and 1 province) 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 province) 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.

125

N SPAI 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 Services (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 provinces 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-THE SAHARAWI PEOPLE Between 2005 and 2009, 74 Spanish provinces and municipalities made twinnings with Saharawi sub-national authorities. Spanish municipalities and provinces contributed 4’076’254 euros in ODA to the Saharawi people in 2009. These were focused mostly on: Social Infrastructure and Services (especially Health) and Assistance to Refugees.

126

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.

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.

E ITIATIV ART IN

ART Programmes have been implemented in the Mediterranean countries of Lebanon (ART Lebanon Programme), Morocco (ART Morocco Programme) and Syria (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,

127

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 Communes of Piedmont for Peace (COCOPA), University of Florence.

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; Universities 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