Municipal Development Plan for Tetouan

Municipal Development Plan for Tetouan

Municipal Development Plan for the Urban Municipality of Tetouan

The Municipal Development Plan (MDP) is a strategic plan to develop the city of Tetouan: identifying a vision of the future and the main objectives for the city, as well as the key strategies to reach these objectives including, in particular, the structural projects that will drive urban transformation.

The FDP approach is to:

  • Identify the key aspects of the city
  • Identify the economic, social, territorial and environmental challenges.
  • Plan future projects based on current projects, or projects that are planned between now and 2016.

Contact:

M. Abdelaziz Ben Abdelkrim 

azizmary15@hotmail.com

 

Date: 2011-01-01

State: Finis

Country: Morocco

Category: Urban Planning

  • Innovation and Strategy

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    Innovation refers to the process. Given the characteristics of Tetouan, and in particular the complexity of the processes involved, we have opted for an innovative methodology; successfully used for the "Estrategias de Calidad Urbana" while developing a strategic framework for social action in Barcelona, and it was also used to develop the II Strategic Plans for Malaga, Seville and Granollers in Spain, Caguas in Puerto Rico, the provinces of Cordoue and Malaga. This methodology is called FPD, and it replaces the usual SWOT methodology as the key reference document for analysis and diagnostic work.

    Legislation: a program created by the Ministry of the Interior, which states that the City (Municipality or Local Government) should draw up a plan for the next five years, focussing solely on the aspects that are the responsibility of the municipality, and which highlights the projects be undertaken by the City Council, and outlines how the project will evolve over the five years.

    Methodology: The analytical stage is now based around the FDP document, instead of the usual SWOT document.

    The FDP analysis consists of:

    1) Identifying the main events that have taken place in the city. This refers to events that will be influential in the future of the city, and will have an effect on the city in years to come.

    2) These events pose certain economic, social and territorial challenges (infrastructures, planning and environmental issues) which should be addressed through a city planning strategy.

    3) The city already has several projects that are either planned or already in progress.

    Objectives:

    The PCD has been configured as a second generation Strategic Plan, as it is the beginning of this type of management, setting the following objectives:

    1. A shared strategy, spearheaded by the municipality, which will ensure the future of the city. This made up the strategic framework of reference, which was then used to establish cooperative programs and projects, and in particular to define the programs and projects that the City Council will run between 2011 and 2016.
    2. Work towards agreements and start building trust with major urban organisations so that, once the structural projects and specific actions have been drawn up, they can be carried out by uniting the efforts and resources of the different players involved.
    3. Encouraging a system of participation that, in the plan development stage, identifies the needs and interests of the different sectors of the population, forming the basis for the strategic content of the PCD.

    Strategy:

    The PCD is limited to a small part of the broader framework of the larger PCD or Strategic Plan, particularly strategy and structural projects. It defines the actions within the projects as well as the actions that require municipal investment or municipal planning.

    In this sense, there are three different types of projects that fall under the responsibility of the municipal authority or City Council:

    • Those that require municipal investment or planning.
    • Those that need to be developed in conjunction with others (this means projects in which the municipal authority is involved, for example projects involving land use that also require the participation of other institutions or private entities).
    • Municipal projects that will be financed with funding from international organisations.

     

    Six strategic outlines for PCD:

    • 1st Strategy

    MANAGING SPACE AND PRESERVING THE CITY'S CULTURAL AND URBAN HERITAGE

    • 2nd Strategy

    DEVELOPING THE LOCAL ECONOMY AND BOLSTERING PRODUCTIVE INDUSTRIES

    • 3rd Strategy

    TRANSPORT AND MOBILITY

    • 4th Strategy

    ENVIRONMENTAL ISSUES AND DEVELOPING OUED MARTIL

    • 5th Strategy

    SOCIAL ACTIONS AND WELL-BEING

    • 6th Strategy

    STRENGTHENING GOVERNANCE

  • Concertation

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    Partners:

    DGCL - Morocco (Directorate General for Local Authorities)

    ARTGOLD Programme, UNDP, Morocco

    AMB - Àrea Metropolitana de Barcelona,

    Medcities.

    1) The City Council, as a body that promotes local development, is by definition the responsible party for developing the land.

    The President of the City Council and his or her team (office, municipal staff and local council) are the key players within the Municipality; in relation to the Technical Team in the Municipality, it should be noted that the size of the team (reduced to 5 people with a support team of 5 other people), the hard-working nature of all the members, their professionalism and their knowledge of the city, combined with their engagement with the proposed methodology, have been fundamental to the success of the process.

    2) Local Authorities headed by the Governor (Wali) act in an administrative capacity to supervise, coordinate and manage any legal aspects;

    3) Private services not directly linked to the State should be used for guidance and for decentralised action (branches, offices, ADS, other agencies, etc.);

    4) Support structures or donors, including programmes, projects and NGOs, especially when the structures are eligible for PCD funding and strengthen the ability of other entities;

    5) The private sector and any professional groups that might provide a critical look at the city's finances, especially in terms of promoting investment and employment (companies, professional organisations, federations, etc.)

    6) Civil society organisations on a local level, which might include individuals, women's associations and youth organisations, cooperatives and economic interest groups.

    7) Other local authorities involved, including organisations on a regional and provincial level.

    8) Other urban and rural municipalities that border the city, and which may be linked to the city through regional or provincial programs, through a cooperative partnership, or through exchange experiences.

    Delegating responsibility/Participation of beneficiaries

    PCD MANAGEMENT POLICY:

    City Council

    Responsibility: PCD Vote

    PCD STRATEGIC MANAGEMENT

    - President of the CUT

    - Planning Commission

    - Other elected parties

    Responsibility: Validating the subsequent stages of the planning process:

    1) Approach

    2) Conclusions on the current state of the Strategic Vision

    3) Equipment and development projects

    4) Budgeting

    OPERATIONAL MANAGEMENT OF THE PCD

    - Secretary General of the City Council

    - PCD Technical equipment coordinator

    Responsibility:

    Validating work carried out by work groups

    Supervising and coordinating work

    SHARED PCD WORK

    - PCD Technical team

    - PCD Associated team

    - City Council services

    - Local Authorities

    - Third party services

    - Civil society

    - Private sector

    Responsibility:

    Organising themed workshops (diagnostics)

    Issuing progress reports

    Defining challenges and issues

    Deciding on operational objectives

    Drawing up project sheets

    TECHNICAL ASSISTANCE

    - Technical assistance (Art Gold Programme, UNDP, Morocco – Medcities)

    - Research (REJJES consultants)

    Responsibility:

    Methodological framework

    Training for the PCD technical team

    Logistics and assistance

  • Impact and evaluation

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    Results:

    Priority economic projects

    • Restructuring the current industrial area
    • Creating a new industrial area
    • Creating an area to monitor environmental activities that cause pollution
    • Creating a goods storage area
    • Transport links between the city and Tangier Port via Anjra
    • Etc…

    Priority social projects

    • Building health centres and providing equipment to existing centres
    • Setting up a chemotherapy unit at the Tetouan local hospital
    • Providing support for the literacy programme
    • Partnerships with third-party services and other organisations
    • Etc.

    Priority environmental and territorial projects

    • Development and upgrade of the Martil Oued
    • Implementation of the urban mobility plan
    • Develop the road network and improve the quality of urban transportation

    The evaluation and reformation of the strategic plan has been done with the support of the network of andalusian town and regional strategic planning (RADEUT) and some more active members: The CIEDES Foundation-Malaga, The Malaga Delegation, Jaen University and the Pablo Olavides University in Seville.

    It has established a methodology for evaluating projects and perception surveys have been conducted for the evolution of the city and new projects to be undertaken.

    Indicators:

    In the definition phase they collected a series of indicators to measure the objectives and structuring projects from the plan to be completed by the end of 2014 upon which thy will build synthetic indicators.

  • Sustainability

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    After defining the plan, the City Council was responsible for the implementation of projects and in 2013 a new team for monitoring and evaluation of the results was created

  • Transfer capability

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    The process continues, and they have even become drivers of the network of cities with strategic planning in northern Morocco. Thanks to contacts with Medcities and partner networks of the Andalusian cities RADEUT are participating in several projects to exchange experiences with other Mediterranean cities that are driving their planning process


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