This reform will make it possible to redefine the scale of the intervention of these agencies, in light of the new territorial organization and in view of the attributions of the other stakeholders, in particular those linked to investments and regional investment centers, through the adjustment of their structures according to a hierarchical scheme with appropriate levels of intervention, underlines the Court of Auditors in its report for the 2021 financial year.
The Court also recommended strengthening the role of urban agencies in supporting investment and development opportunities through flexible planning instruments and development regulations.
It also recommended rethinking the control mission, ensuring the establishment of a framework for cooperation with other stakeholders and the promotion of the use of new technologies for monitoring offences, the report underlines.
Based on the fact that urban agencies are an important player in the areas of town planning and regional development, the Court noted a set of constraints which hinder the exercise of their powers.
Indeed, these agencies are faced, in terms of urban planning, with obstacles linked to the slowness and complexity of procedures, the multitude of actors interfering in the process, as well as the difficulty of accessing information, the document notes.
Furthermore, the agencies do not carry out their control missions effectively, due to the lack of qualified human resources and the predominant place of urban management to the detriment of other responsibilities, the report deplores.
The planning documents also lack the necessary flexibility given the freezing of planning provisions for a long period and the process of their revision which can only be done according to the same procedure as that used for their preparation.
Added to this, the same source specifies, is the slowness and delay in the process of their preparation and approval (sometimes up to 7 years for the urban development master plan, and 5 years for urban development plans and 4 and a half years for the development of rural agglomeration development plans).
This situation impacts the adaptation of these documents to new dynamics and their capacity to deal with territorial problems and particularities and new and rapid developments and sometimes makes them obsolete or incompatible with reality.
As for the technical support mission provided by the agencies, it lacks a clear frame of reference and two thirds (2/3) of the technical support provided is implemented outside of any contractual or conventional framework defining the terms and obligations of the parties concerned.
On another level, the Court noted shortcomings relating to the governance of the Bouregreg Valley Development Agency, despite the performance achieved in improving the attractiveness of its territorial jurisdiction and its infrastructure provision.
These shortcomings are mainly linked to the reduced effectiveness of its board of directors, which does not promote the adoption of strategic resolutions and solutions to the Agency’s major challenges.
The Court also found that the agency’s economic and financial model is not viable, given the difficulties encountered in mobilizing its own resources (approximately 989 MDH for the period 2015-2020, or 13% of its budget) and the financial contributions made by partners (total amount of unpaid contributions is 280 MDH), as well as the reduced profitability of its subsidiaries.
This situation has created difficulties in the implementation and completion of the agency’s investment programme, which only shows an overall execution rate of 58%, three years after its expected completion date.
To this end, the Court recommended strengthening the role of guidance and control of the agency’s board of directors, through the review of its composition and operation, while ensuring the implementation of a strategy for the creation of subsidiaries and their dissolution, where appropriate, with a view to guaranteeing the efficiency and profitability of investment projects.
The Court also recommended putting in place a plan and mechanisms to mobilize innovative financing and additional resources for the completion of the agency’s investment program, within the framework of a new program contract capable of guaranteeing the sustainability of its economic and financial model.
2024-09-15 14:37:26