Strategic planning

• Strengthen the partnership between the municipal and district councils, the private sector and international donors in order to enhance the role of municipal and district councils in approving and implementing development

projects in local communities. Municipal and district councils should have a key role in the partnership by providing the appropriate environment to stimulate investment, especially regarding the simplification of procedures and the provision of appropriate infrastructure.

• MoPIC could play a greater role in providing support to Governorates and in particular to the GLDUs in the Executive Development Programme 20162018 and implementation of governorate strategic plan. Specific training and capacity-building could also be addressed.

• Once the strategic unit within the GLDUs created, MoPIC could second qualified staff at the governorate level that would support the strategic unit within the GLDUs.

Promoting Inter-institutional dialogue

Institutionalise mechanisms for the inter-governmental co-ordination of the

decentralisation process by implementing a more flexible and adapted structure and ensuring that it is fully supported by centre of government structures and line ministries. This could include:

  • - Effective interministerial co-ordination. National ministers responsible for key policies will need to work together more effectively. There is a large variation in economic conditions and governance capability across the country, and a need to better integrate national policies at the regional level. Vertical co-ordination occurs within a complex governance system. The national government therefore needs to co-ordinate more effectively and in a way that accounts for the diversity and differences in capability across the governorates.
  • - Establish a co-ordination council between governorates to share experiences, information and tackle challenges. This would also allow governorates to share experiences on decentralisation implementation and strategic planning, together with the designing and implementing of a basic single framework for subnational management that is linked to performance- based management. This co-ordination council could be composed of the CoG at the central level and representatives of each governorate (political, governor and a technical manager).
  • • Ensure that the leading role given to governorates in strategic planning through a bottom-up approach effectively integrates the lowest levels of the administration, as well as civil society and the private sector.
  • • Municipalities, and in particular mayors, could also gather in a national association to promote the role of municipalities in strengthening decentralisation reform and local development.

Capacity building and human resource management at the subnational level

  • • Identify the specific needs of civil servants at the governorate and local level in the context of the decentralisation reform, and provide capacity building and training at the subnational level to ensure a well-prepared, competent and efficient civil service.
  • • Develop and extend the national Law on Civil Service Reform and the tasks attributed to the Civil Service Bureau to the governorate and municipal levels.
  • • All levels of government should be encouraged to define and plan for the types of workers they will need in order to carry out new responsibilities.

Training should contribute to the formation of new working relationships. In addition to building local capacity, training can be a tool for creating personal networks among various levels of government, regions, or types of government workers. One recommendation, for example, might be to train career civil servants and local politicians together to insure that they better understand what is expected of them and what they can expect from each other.

  • • Create a network of community agents to provide local government with capacity building especially to the LDUs. A national federation/association of municipalities (once created) may also be involved to connect local experiences and identify good policy practices across municipalities. Councils should involve citizens and non-governmental organisations in the identification of key local assets and economic drivers, which should be taken into account in local development strategies.
  • • Greater flexibility in managing the workforce at the local level is required.

Subnational governments need to develop competency-management systems so that they can ensure they have a well-selected, trained and evaluated public workforce.

• This regime should be co-ordinated by key ministries such the Civil Service Bureau (together with the Ministry of the Public Sector), MoI and MoMA.

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