USAID Morocco Strategy Plan for by jennyyingdi


									                      USAID Morocco Strategy Plan for 1999-2005


USAID's work in Morocco supports U.S. foreign policy efforts to maintain stability in the
region, promote economic prosperity and to support the Moroccan government's
enthusiasm to increase democracy, including promotion of decentralization.

Morocco's "government of alternance" presents a unique opportunity for the country, the
region, and the Islamic and Western world as it addresses a myriad of social, political and
economic challenges. It is in the United States' interest to assure that the Moroccan
experiment succeeds. In recognition of the goals that the U.S. and Morocco share,
USAID is working with government authorities, civil society and the private sector to
achieve significant economic and social reforms.

Today the economy is stronger….

Morocco has implemented numerous market-based reforms which strengthen overall
economic performance, stimulate private business, promote exports, and improve the
general well-being of its population. In the initial phase of its structural adjustment in the
mid-1980s, Morocco achieved substantial macroeconomic progress. Most of this
progress, however, resulted from debt relief, tax reform and policies to restrain demand.
At the same time, Morocco has benefited from a sharp drop in oil prices and weather
conditions favorable to agricultural production.

                                                   ……but does not benefit all Moroccans.

The impressive progress of the past fifteen years, however, masks a number of social and
economic challenges. Prime Minister Youssoufi has described Morocco's economy as
"non-performing" since it responds poorly to the needs of the people. For example,
relatively low economic growth rates have led to rates of high unemployment, with the
official 1999 figure at about 23 % in urban areas. The economy is expanding too slowly
to create enough jobs for the growing population and, therefore, does not meet the
demand for a rising standard of living.

Islands of prosperity exist within large areas of poverty, especially in the rural areas,
where almost half the population lives. Moreover, the unequal distribution of economic
benefits is reflected in Morocco's social indicators, which compare unfavorably with
those of neighboring countries. Yet, the burden of debt service and other factors limit the
government's capacity to address critical social needs.

As the Moroccan government works for democratization…..

The 1998 appointment of the opposition-led government signaled a fresh start to social
and economic reform, and a move toward decentralization and democratization.
Constitutional and institutional changes in recent years have started to bring institutions

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and decision-making closer to the local level, resulting in improved governance. The
creation of 16 regions with consultative councils plus a variety of parliamentary reforms
are significant developments. Today, civil society is blossoming in non-governmental
organizations and greater community participation.

                                           ……. U.S. assistance plays an important role.

It is important that Morocco succeed in its move towards greater democratization, human
rights and participatory development. This will indeed serve U.S. interests in the region.
Within this context, there is a clear and important role for continued and well-targeted
U.S assistance.

Key Program Focus

The USAID Morocco Country Strategic Plan for the years 1999-2005 builds upon past
experience in five pivotal programs.

      Economic Growth and Private Enterprise Development
      Environment and Natural Resources Management
      Population and Health
      Basic Education for Girls
      Democracy and Governance

This strategy seeks to sustain past USAID investments and better integrate the five
program areas. For example, we are concentrating activities in one of Morocco’s newly-
created regions, the Souss–Massa–Draa. This region was chosen because it combines
successful commercial activity with pressing social and environmental needs. On the one
hand, the region boasts a growing tourism industry and accounts for the production and
shipping of more than half of Morocco's exported fruits and vegetables. On the other
hand, development in the Souss-Massa-Draa is constrained by high rates of illiteracy, out
migration to the cities to the north, and rapidly falling water tables owing to intensive

In addition, we are evaluating all our work in light of two crosscutting themes: gender
issues and public-private partnerships. These crosscutting themes are enabling us to
identify new opportunities that promote synergies across technical areas, to create
cohesion and to leverage impact throughout our entire Moroccan program.

Finally, USAID Morocco is committed to supporting democracy-building and human
rights, issues that have been articulated on numerous occasions by Morocco's King
Mohamed VI. USAID serves on an interagency Democracy Working Group which
functions as a policy think tank and is responsible for the development and monitoring of
the Embassy's Democracy and Governance program. The primary objective of the
program is to increase the active participation and capability of non-governmental
organizations (NGOs) to support citizen rights. Activities contribute to strengthening
NGOs working in human rights and women's rights, networking and advocacy, situation

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monitoring, decentralization and the strengthening of local governance, and ethics in
government. For further details about the Embassy's Democracy and Governance
activities, see and

USAID's Vision of the Future

Our anticipated contribution to Morocco's continued social and economic development
can be summarized in our "vision" for the future – the anticipated results of the strategy
by 2005. The following statements indicate the challenges to be tackled and the impact of
careful, coordinated planning and implementation with our Moroccan partners:

               The Outlook for Economic Growth and Private Enterprise

               In the area of economic growth and private enterprise
               development, Morocco will have increased productive investment
               by improving the competitiveness of Moroccan enterprises in
               international markets and by creating an environment conducive to
               business. By 2005, the Government will have put into practice
               constructive economic policy reforms, reduced constraints to
               productive investment, strengthened institutions that support
               private sector expansion, and enhanced opportunities for small and
               microenterprise development.

               Natural Resources for Sustained Development

               In the area of the environment, Morocco will have mitigated a key
               constraint to its prosperity by improving water resources
               management by 2005. The establishment of a model agency in the
               Souss-Massa River Basin will have demonstrated integrated water
               management and tested mechanisms for better decision-making.
               This will bring higher efficiency in water-use, increased
               availability of potable water and sewerage, more sustainable
               economic returns in the region's key agriculture sector, and an
               easier transition to more efficient water use in industry and urban

               A Population with a Healthy Future

               In the health sector, Moroccan women, children, and families will
               be assured access to quality reproductive and child health care. The
               Moroccan government will have institutionalized a sustainable
               approach to family planning and maternal and child health that is
               independent of significant donor resources. Progress in
               contraceptive prevalence and other key indicators will have been

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              confirmed. In areas where there are USAID pilot projects, a model
              of management for preventive health will have been established,
              with the private sector playing a much more important role in the
              delivery of preventive health services.

              A Future for Rural Girls

              In the area of education, the Ministry of National Education will
              have a flexible, replicable model to integrate its activities at the
              school, community, and policy levels. The positive impact on girls'
              enrollment, retention, and attainment in primary education will
              have been validated. Morocco will have established capacity at the
              provincial and local levels. This will enable the Ministry to
              devolve decision-making authority to its provincial delegations and
              ensure that civil society is a partner in education reform in rural

             The Future of Democracy and Governance

              USAID, in close collaboration with other U.S. Embassy agencies,
              will have assisted Morocco putting in place sustainable, responsive
              systems that stimulate local participation in the decision-making
              processes that affect the lives of all Moroccans. To do this, we will
              focus on groups who currently lack representation, access to basic
              services, or both. Increased capacity in the institutions of civil
              society, the public sector and private enterprise will result in more
              efficient management of scarce natural, financial and human
              resources. Through these achievements, Morocco will have made
              important progress in becoming a more democratic state.

              Sustaining Benefits for Future Generations

              The crosscutting focus on gender integration and private-public
              partnerships and the concentration of program activities in one
              region of Morocco will have enabled the Mission to broaden and
              deepen community participation. By working with local
              community associations through Moroccan and U.S. non-
              governmental organizations, USAID will have helped to increase
              productive management and decision-making capacity at the local
              and regional levels. This will help ensure that USAID-funded
              investments in technical assistance are sustainable and sustained.

USAID Morocco's experienced staff and well-conceived pilot programs can help to
mobilize additional resources from other U.S. and Moroccan agencies, foundations,
private sector organizations, and other donors. With our focus on priority sectors,
important crosscutting themes, geographic co-location and cost-sharing, we hope to

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become a model for other small USAID missions in other countries seeking to make
significant contributions with limited staffs and budgets.

                      Promoting Increased Productive Investment
                              in the Moroccan Economy

The goal of USAID's Economic Growth Program for the period 1999-2005 is increased
productive investment in Morocco's economy. This will result from improved
competitiveness of Moroccan enterprises in domestic and international markets and from
the creation and expansion of small enterprises. Our activities help accelerate the pace of
administrative reform and reduce current constraints to productive investments in
Morocco. We also work to strengthen institutions that support private sector expansion
and make it easier for Moroccans to set up small businesses and microentreprises.

In collaboration with partners in the Moroccan government and the private sector,
USAID Morocco is implementing an Economic Growth strategy that includes two sets of

1. Improved Policy, Administrative and Regulatory Framework for Private Sector

The first set of initiatives promotes administrative and judicial reform:

      The third phase of the "Investor Roadmap" exercise provides technical assistance,
       training and limited commodities to help re-engineer administrative processes in
       government agencies that promote and facilitate private investment.
      Support for the Ministry of Justice creates a flexible and cost-effective
       mechanism for commercial policy analysis and other assistance that advances
       Morocco's process of judicial reform.

2. Building Capacity for Enterprise Support Services

Second, USAID is working to strengthen the capacity of institutions that provide
essential services to private enterprises located in the Souss-Massa-Draa (SMD) region of
southern Morocco. These institutions promote enterprise expansion and facilitate
domestic and regional investment.

      A pilot commercial court in Agadir and the Marrakech Court of Appeals
      Key industry associations in the region, including APEFEL (agriculture),
       FIPROMER (fishing and fish processing), and GRIT (tourism).
      Microfinance institutions
      A proposed National Investment Promotion Agency
      A proposed National Agency for Small and Medium Enterprise Development

Ongoing USAID Morocco Activities

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New Enterprise Development (NED)

The New Enterprise Development project aims to reduce constraints faced by small and
medium enterprises (SMEs) by supporting the following measures:

Organizational and Administrative Reform: We are assisting the government to simplify
rules and procedures in ways that facilitate small business creation and expand existing
commercial operations. To enable business associations to engage in policy reform
initiatives and better serve their members, a high-level consultative committee
representing both the private and public sectors is spearheading implementation efforts.

SME Financing: W are developing innovative financing mechanisms for small and
medium enterprises such as a revolving fund ("crédit relais") that enables SMEs in the
early phases of development to gain initial access to bank credit. Project funds guarantee
participating banks against risks of small loans ($5,000-$20,000). Once these small firms
have established a track record of loan repayment, they are likely to become regular
clients of the bank.

Business Support Services: These services for SMEs range from market research,
feasibility studies and business plans to training and organizational diagnostics.

                                                  Business Promotion Workshop

                                                  Thirty representatives from 19 regional small
                                                  business associations gather in Tendrara in
                                                  eastern Morocco for a workshop on promoting
                                                  small business.

Up until June 2000, Chemonics International has been contracted to manage all three
components of the project and subcontracts with Moroccan consulting firms in the areas
of administrative reform and business support services. A Project Steering Committee,
with representatives from USAID, the private sector and government guides all project
activities in coordination with the Moroccan Ministry of General Affairs of Government.

Microenterprise Finance Activity (MFA)

The Microenterprise Finance Activity (MFA) Project Agreement with the Moroccan
Ministry of Industry, Commerce, and Handicrafts was signed in September 1995. Its
purpose was to create the legal framework for an independent, self-sustaining institution
to provide financial services to microentrepreneurs in Morocco. The American

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contractor, Volunteers in Technical Assistance (VITA), helped to create Association Al
Amana on February 13, 1997. Al Amana made its first loans in March 1997.

The target group of Al Amana consists of male and female microentrepreneurs who are
unable to access more formal sources of credit. This Grameen Bank-type system has been
adapted to local customer preference and works exclusively in urban areas. Loans range
from 500 to 7000 Moroccan Dirhams, which is about $50 to $700.

The Association has opened 47 offices in 23 cities, including Fez, Marrakech, Essaouira,
Meknes, Kenitra, Tetouan, Oujda, Berkane, Casablanca, Tangier, Kser el Kebir, Beni
Mellal, Rabat, Settat, Sale, Agadir, Inezgane, Taroudant and Ouarzazate. Of the more
than 62,000 loans, 51 % were provided to women. The average loan amount is $240 and
is used to purchase materials (e.g., wool, leather etc.) or small machinery. The average
loan period is 5 months.

The repayment rate for these loans is 99%. On the basis of this success, USAID estimates
that Al Amana's loan volumes and repayment rate can sustain its credit operations
without further donor assistance. For further details, see

                  Protecting the Environment and Natural Resources

Water Management in Morocco

The economy of Morocco depends largely upon renewable natural resources, the most
important of which is water. Moderate expansion of Morocco's network of dams and
reservoirs can increase the supply of water by one-fourth. The projected doubling of the
population over the next 30 years, however, means massive increases in demand with
corresponding decreases in per capita availability. Consequently, fresh water must be
managed more efficiently.

Water scarcity due to irregular rainfall patterns and increasing use affects economic and
social realities in Morocco: food security, access to potable water, opportunities for
economic growth, the health of the population, and the environment.

USAID Morocco Strategy for the Environment

Better water management through improved decision-making leads to more equitable
distribution of water, helps increase its availability, raises economic returns from the
agriculture sector, and mitigates social disruptions that are likely to stem from resource

Morocco's government has made considerable progress in addressing its impending water
storage and is committed to a program in line with international principles of water

      Water must be managed in an integrated and ecologically sound way

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      Water must be regarded as an economic good
      Water should be managed at the lowest effective organizational level
      The roles and capacities of women in water use and management must be
       explicitly addressed

The keystone of this approach is the 1995 law decentralizing financial and planning
authority for water resources to River Basin Agencies (RBAs). The USAID water
management activities build on this unique opportunity to support decentralization,
economic development, and improved environmental quality simultaneously.

USAID is helping to establish the Souss-Massa River Basin Authority. This RBA will be
directed by a council of representatives of national, regional and local government
agencies, private sector agricultural and industrial interests, NGOs, and citizens' groups.
By enabling local people to make decisions on the use and availability of a scarce
resource, the Souss-Massa RBA will become a model public-private partnership for water

In a word, USAID is helping the region of Souss-Massa (SM) transform the current
agglomeration of water agencies into a sustainable system where decisions based on
equity, efficiency, and transparency lead to enhanced quality of life and more sustainable
economic growth.

Activities Supporting USAID Strategy for the Environment

Urban Environmental Credit Program and Urban Environmental Services (UES)

The Urban Infrastructure, Land Development and Financing Program seeks to provide
access to affordable shelter for low-income households. One purpose of the program is to
increase the capability of the National Shelter Upgrading Agency (ANHI) and the
Municipal Finance Bank (FEC) to improve urban environmental infrastructure and
shelter in Moroccan cities. Loan guarantees of $100 million, as well as grant funding, has
helped ANHI and the FEC move toward self-sufficiency. Another purpose is to
strengthen the capacity of selected municipalities to collaborate to provide shelter and a
better quality of life for poor families.

Urban environmental protection will be emphasized throughout the program. Physical
improvements such as connecting households to potable water and sewerage systems will
be combined with efforts to raise awareness with a view to finding ways to minimize
social, financial and institutional problems related to the use and distribution of
environmental infrastructure in urban areas.

For further information, visit our web site at

Tadla Resources Management (TRM)

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The goal of the Tadla Resources Management (TRM) project was to increase the
efficiency, economic yield, and environmental sustainability of irrigated areas of
Morocco's Tadla Basin. This has been done through an integrated program of technology
transfer, research and demonstration, institutional and private sector strengthening, and
policy analysis. The project served as a model for improved irrigation system
management and on-farm water control that will be extended to other major irrigated
areas. The project ultimately seeks to ensure the long-term competitiveness and
environmental sustainability of Moroccan irrigated agriculture.

Over the past five years the TRM project has introduced innovations such as laser
leveling to improve water control, integrated pest management to reduce the use of
chemical insecticides, water conservation through electronic surveillance and Geographic
Information Service (GIS), and private associations through which farmers manage their
own water supplies.

Water Resources Sustainability (WRS)

The Water Resources Sustainability project aims to improve Morocco's water resource
management in the agricultural, urban, and industrial sectors by introducing policies,
technologies, new water management processes and expanded community participation.
Key components focus on pilot and demonstration activities and on water resources
management in three areas:

      A municipal liquid waste treatment plant in Drarga, near Agadir, to treat
       municipal sewage and recycle treated water for irrigation.
      A chromium treatment and recycling plant in Fez to reduce pollution from
      Soil erosion control in the Nakhla watershed near Tetouan. This is a vehicle to
       demonstrate policy development, technology selection and application, as well as
       public participation in order to develop a global strategy for improved watershed

Souss-Massa Integrated Water Management (SIWM)

By helping to establish a River Basin Agency (RBA) in the Souss-Massa region, the
SIWM Project supports decentralization, economic development, and improved
environmental quality. The RBA's broad-based management council will enable local
decision making on the use and availability of a scarce resource which affects people's
everyday lives and provide a model for public/private partnership in water management.

To help make the Souss-Massa RBA operational, USAID will finance technical
assistance and training and fund pilot activities in irrigation efficiency, wastewater
treatment and reuse, erosion control, pollution prevention, coastal zone management, and
other improved practices of water management. All pilot activities will be defined and
developed according to the priorities of the RBA. A study tour to the United States will
enable Moroccan partners to observe successful integrated water management practices

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that may be useful models for the Souss-Massa. By the end of the SIWM project, the
Souss-Massa River Basin Agency will be entirely managed and funded within the region.

A major focus of the SIWM Project is to provide women and children access to safe and
reliable water supplies. SIWM also encourages dissemination and replication of
improved practices through decentralization and local participation. The lessons learned
from the development of an RBA in the Souss-Massa can be applied in other regions.

Key USAID Accomplishments in Protecting the Environment and Natural

      Irrigation technologies introduced by the Tadla Resources Management (TRM)
       project reduced water consumption on farms in the target area by 20% while
       improving crop yields. Protection of the environment and reduction of
       groundwater pollution was achieved through the introduction of integrated pest
       management practices in 57% of the Tadla irrigated area and through more
       rational use of fertilizer. One-third of the irrigated area (90,000 hectares) is
       managed by the 20 farmers' associations created during the project. These private
       water users' associations are now represented on the management council of the
       irrigation authority.
      The Water Resources Sustainability (WRS) Project has reduced silting of a major
       reservoir in northern Morocco's second largest city, Tétouan. In cooperation with
       farmers' associations, USAID planted 60,000 income-producing olive trees,
       stabilized 1.5 kilometers of ravines and introduced other methods of soil erosion
      WRS also designed and is building two model wastewater treatment plants, a
       chromium recycling plant in Fez and a municipal liquid waste treatment plant
       near Agadir. The first plant combines wastewater treatment, wastewater reuse,
       and production of methane. The second, a pilot wastewater treatment plant, built
       through the Urban Environmental Services Project, has begun operation.
       Monitoring and construction are continuing at these sites and at an additional pilot
      A total of 3,444,700 low-income urban residents in 34 communities have gained
       access to municipal services through UES and the Urban Environmental Credit
       Program (UECP). This work continues although current mechanisms, technical
       support and infrastructure financing may be modified.

                    Working for a Healthier Moroccan Population

USAID has been the primary partner of the Government of Morocco for programs in
Family Planning and Maternal and Child Health (FP/MCH). Working with the Ministry
of Health and other partners to improve the health and well-being of all Moroccans,
especially women and children, USAID Morocco support for the FP/MCH has evolved
over time in response to public health issues and the priorities of the Moroccan

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              Advocacy and policy efforts to raise public awareness of the importance of
              FP/MCH and to set the stage for new health care initiatives.

1970s         Operations research to reach urban and rural families with FP/MCH services,
              including home visits by health promoters.

1980s         Pilot projects successfully replicated in a national FP/MCH program.

1990s         Work to strengthen and sustain institutions to provide Moroccans access to high-
              quality services nationwide.

Early         A focus on sustainability in national programs for reproductive and child health.

   With USAID support, the national FP/MCH program has achieved impressive results.
   The total fertility rate was reduced from 7 children per woman in 1962 to the current 3.1.
   The infant mortality rate decreased from 91 deaths per 1,000 live births in 1980 to 37
   deaths per 1,000 in 1997.

   Today Morocco's reproductive and child health program functions well and enjoys
   substantial donor support. However, problems remain to be resolved. Health indicators in
   rural areas lag as much as 10 years behind the rest of the country and are on a par with
   those in the less developed countries. Most maternal and child health care is provided by
   the public sector, placing a burden on national health financing. USAID is now
   collaborating with the Ministry of Health, NGOs and other partners to address these
   issues. In this way, USAID Morocco is working to ensure sustainability of the preventive
   maternal child health program well beyond the planned phase-out of USAID assistance in

   The USAID Morocco Population and Health program is currently in transition: activities
   implemented under the previous strategy period are continuing through the year 2000,
   while activities under the new Country Strategic Plan are getting underway.

   Lower Fertility and Better Health for Women of Childbearing Age and Children under
   Five [1993 - 2000]

   The goal of USAID assistance is to increase use of quality family planning and maternal
   and child health services and to increase the sustainability of Morocco's national
   program. This is being done through training, quality management techniques, the
   introduction of management information systems, and improved procurement of
   contraceptives and other supplies. Operations research in pilot areas is introducing
   emergency obstetric care, integrated case management of sick children and other new
   approaches to service delivery.

   This family planning, maternal and child health program has four main components:

           Promote greater access to quality client-focussed FP/MCH services.

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      Improve the policy environment.
      Reinforce the capacity of the Ministry of Health to decentralize management of
       FP/MCH programs to be more responsive to clients.
      Facilitate diversification of the resource base for service delivery.

For this program, John Snow International is the institutional contractor and the
University Research Corporation and Johns Hopkins University are sub-contractors.
Other cooperating agencies include International Sciences and Technology Institute
(ISTI), The Johns Hopkins Program for International Education in Gynecology and
Obstetrics (JHPIEGO), Management Sciences for Health (MSH), Partnerships for Health
Reform (PHR), The Futures Group and The Partnership for Child Health Care.

Progress Toward Sustainability in Population, Health and Nutrition Programs [1999-

USAID will maintain a limited program in the health sector until 2004. Two main
elements will reinforce the access of Moroccan women, children and families to quality
reproductive and child health care, independent of USAID resources after 2004.

      Effective pilot systems of decentralized management of primary health care
       services in two administrative regions.
      Increased citizen access to private sector FP/MCH services nationwide.

Activities support improved program management at the local level and an increased role
for the private sector in reproductive and child health. By providing tools to work on
outstanding issues in the health sector, USAID Morocco addresses needs in rural areas
and provides alternatives to free government reproductive and child health services. In
addition, USAID continues to provide technical assistance to the MOH for selected
systems previously developed with USAID support.

 The new program is being implemented by a contractor under the Technical Assistance
and Support Contract (TASC) mechanism and through projects of USAID/Washington
Global Bureau, including but not limited to Micronutrient Operational Strategies and
Technologies (MOST) and Commercial Market Strategies (CMS). The main partner
remains the Moroccan Ministry of Health.

                    Helping Rural Girls to Get a Basic Education

USAID's work in basic education began in 1996 when the Ministry of National Education
(MNE) requested support for its reform of the primary education system to better meet
the needs of rural children, especially girls.
Of Morocco’s 2.5 million girls of primary school age, over half live in rural areas. In
1996, merely 27% of rural girls were enrolled in primary school. Today, because of MNE
and donor efforts, nearly all girls and boys are entering the first grade. Unfortunately,
many children are dropping out along the way and only 8% of rural girls ever make it to

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middle school. If girls don’t finish school, the rural women’s illiteracy rate of 89% will
remain alarmingly high. (1994 Moroccan census.)

Through the National Charter for Education and Training (1999) Morocco now
recognizes that it must provide quality basic education for all children to complete a basic
education in order to develop the human resources it needs to face increasing
globalization. The education of rural girls brings positive returns to investment at the
national level and enhances the well-being of individual families. With a basic education,
a girl's horizons widen. She develops more fully as a human being, passes the benefits to
her parents and siblings and, over time, to her children and grandchildren. And when a
nation's girls stay in school longer, they marry later and have fewer children, bringing
globally proven improvements in maternal and child health.

At the request of the MNE, USAID is providing support to implement National Charter
reforms aimed at increasing primary school enrollment and completion rates of girls. Our
strategy rests on a two-phased approach. Phase I (1996-2001) was dedicated to
developing a school environment that encourages learning and enlists community support
for education. In active partnership with the MNE, Phase II (2001-2003) is focused on the
national diffusion of lessons learned and best practices. USAID works with the MNE at
the local, provincial, regional and, increasingly, national levels. Our many partners
include teachers, school directors, PTAs, inspectors, education planners, teacher-training
faculty and NGOs. Pilot activities that were tested in eight provinces of Morocco
(Errachidia, Essaouira, Al Hoceima, Sidi Kacem, Ouarzazate, Tiznit, Taroudant and
Zagora) during Phase I, are now being spread nationally by the MNE for national use in
all 34 Teacher-Training Colleges and the National Center for Educational Planning.
USAID also provides support to civil society initiatives focused on rural girls’ education
issues. The two programs of USAID's integrated approach are Morocco Education for
Girls (MEG) and assistance to the Moroccan PVO, Girls’ Education Support
Committee/Comité de Soutien à la Scolarisation des Filles Rurales-CSSF.

Morocco Education for Girls (MEG)

To improve the learning environment for rural girls and boys, MEG has developed an
integrated set of activities to produce change through:

              Improved pedagogical practices in the classroom and better-
               managed schools. Throughout Morocco, we are training MNE
               staff, teachers, school directors, inspectors, teacher-trainers and
               education planners.
              Introduction of new information technology through the creation of
               seven multi-media centers in teacher-training colleges and the
               development of an interactive education web-site, Ibtikar, for use
               by the Moroccan education community ( or by
               link from the official MNE web-site:
              Stronger community participation via more effective Parent-
               Teacher Associations (PTA) and better communication among

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               teachers, provincial educational authorities, and members of the
              Improved ability of regional and provincial education planners to
               manage strategically by assessing needs, evaluating results, and
               determining appropriate strategies for sound education.

Currently in its final Phase (2001-2003), MEG is collaborating closely with the MNE to
introduce training guides nationally at the 34 teacher-training colleges and the National
Center for Educational Planning. MEG also works with national NGO networks to
strengthen PTAs. The Morocco Education for Girls project office is in Rabat {Telephone
(212) 37 63 13 13}.

                                                  Promoting Access to Education for Girls
                                                  Girls work together with boys in a primary
                                                  school in Ouarzazate in Morocco's deep south.

Girls’ Education Support Committee/Comité de Soutien à la Scolarisation des Filles

Since its creation in 1997, USAID has provided support to the CSSF, the only Moroccan
PVO dedicated solely to rural girls’ education issues. Our assistance aims to build the
CSSF’s capacity to lobby for funding from the private sector, expand partnerships with
local partner NGOs, and develop more transparent financial systems. Their highly
successful "scholarships for success" program which allows rural girls to access middle
school is funded entirely by the Moroccan private sector and managed locally by smaller
partner NGOs. As a result of increased professionalism and transparent systems, the
CSSF was able to expand from 7 to 15 girls’ homes managed by local partner NGOs. The
number of girls’ benefiting from the program has quadrupled from 112 to over 400. Due
to the significant public and private contributions to this civil society program, the CSSF
successfully obtained Global Development Alliance funds for the period covering 2002-
2005. The CSSF office is in Rabat {Tel: (212)37 26 35 08}.

(The Democracy and Governance section of the report is just a bunch of links, so I have
not included it.)

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