Morocco’s new development model : lessons for Libya?
Date: 2022-04-03
Institutions: European University Institute
Subjects: Libya, Morocco, administrative reform, development plan, development policy, digital transformation, economic reform, educational reform, organisation of health care, public consultation, social change, social integration

Morocco’s New Development 
Model: Lessons for Libya?

Abstract

This  paper  examines  a  new  developmental  model  in  Morocco  on 
the  initiative  of  King  Mohamed  VI,  one  for  addressing  the  multiple 
challenges that the country faces. The paper reviews the mechanisms 
used to elaborate this new vision, the proposals issued by experts to 
boost  the  country’s  development,  as  well  as  the  challenges  ahead 
in the implementation of this new strategy. The author asks whether 
the  model  can  provide  lessons  for  other  countries  facing  similar 
challenges, and whether it might even be a useful model for Libya 
despite obvious differences in contexts. In particular, the Moroccan 
experience  provides  a  case-study  in  how  Libyans  could  create 
together an inclusive and participatory roadmap. That roadmap might 
offer  a  common  vision  for  Libya,  despite  its  demographic  diversity 
and political divisions.

Issue 2022/09
January 2022

Author
Abdellah Tourabi 

Political Journalist, columnist and former editor of TelQuel, a leading magazine in Morocco. Graduate in law and political 
science (Sciences Po Paris et Université Hassan II, Casablanca). 

This research paper is part of a series of publications prepared in the framework of the “Dialogue Platform for Peace and 
Stability in Libya”. The project aims to establish a platform for dialogue and exchange between Libya’s main political forces, 
Libyan and international researchers and key actors in the international community on key policy issues for Libya’s future.

POLICY BRIEFIntroduction

On  19  November  2019,  King  Mohamed  VI 
established  an  advisory  body  known  as  the 
Special  Commission  on 
the  Development 
Model,  which  was  tasked  with  preparing  a 
comprehensive  report  on  the  current  state  of 
development  in  Morocco  and  proposing  a  new 
middle-  and 
long-term  development  model 
to  address  various  challenges  that  Morocco 
has  faced  in  social,  economic,  territorial,  and 
environmental  spheres.  The  king  appointed 
the 
Chakib  Benmoussa1  as  president  of 
commission,  which 
included  35  people  of 
different backgrounds and approaches, including 
10  women  and  Moroccans  living  abroad,  who 
were  chosen  on  the  basis  of  their  professional 
experience and qualifications.2

The  king  gave  the  Special  Commission  a  six-
month  period  to  submit  its  report  to  him,  but 
the COVID-19 pandemic threw a wrench in the 
process  at  both  the  national  and  international 
level. The period for the commission’s work was 
therefore extended in order to take into account 
new priorities imposed by the pandemic and to 
address  additional  dimensions  stemming  from 
this new reality.

the 

submitted 

After  more  than  a  year  and  a  half  of  meetings, 
commission’s 
Benmoussa 
report3  to  King  Mohamed  VI  on  25  May  2021, 
at an official audience held at the Royal Palace 
in  Fez,  which  was  attended  by  the  head  of 
government  as  well  as  a  number  of  ministers 
and party leaders and representatives of various 
constitutional institutions. Immediately after, the 
king  issued  his  directives  to  the  government 
and to the country’s institutions to contribute to 
implementing  the  recommendations  laid  out  in 
the report. He stated that the report represented 
“a  new  outlook  and  vision  for  development”  in 
Morocco,  according  to  a  statement  from  the 
Royal Court.

In  this  paper  we  will  discuss  the  general 
economic and social context that prompted King 
Mohamed VI to reevaluate the Morocco’s twenty-
year-old  development  model  and  to  establish 
a  commission  to  set  a  new  course  across 
different  fields.  We  will  also  examine  how  the 
commission prepared the report, the approach it 
adopted, and materials and models it drew upon. 
We  will  then  detail  the  proposals  made  by  the 
commission and its perspectives on obstacles to 
development in Morocco and how to overcome 
them. We will also address how different sectors 
of Moroccan society have received the report.

lessons 

In  view  of  the  originality  of  the  Moroccan 
experiment,  which  offers 
to  other 
countries,  we  will  conclude  with  some 
recommendations  for  Libyans  to  draw  upon. 
In  particular,  Libyans  may  find 
interesting: 
the  guiding  role  played  by  state  institutions 
in  the  Moroccan  experiment;  its  participatory 
dimension; and its mindfulness of the country’s 
diversity.

Contextualizing the Report of 
the Special Commission on the 
Development Model

During  the  last  twenty  years  of  King  Mohamed 
VI’s rule, Morocco has experienced two rounds 
of reforms to its political institutions and to both 
economic and social spheres.

The first series of reforms was launched at the 
beginning  of  the  first  decade  of  the  twenty-first 
century,  particularly  through  the  process  of 
national  reconciliation.  In  2001,  the  Equity  and 
Reconciliation  Commission  was  established 
to  address  human  rights  violations,  killings, 
detentions, and torture that had occurred since 
independence  in  1956.  This  reform  movement 
also 
involved  economic  and  social  affairs. 
In  the  economic  sphere,  Morocco  launched 

1  Chakib  Benmoussa  has  held  several  positions  in  Morocco,  including  as  interior  minister  from  2006  to  2010  and  president  of  the 
Economic, Social, and Environmental Council (CESE) from 2011 to 2013. He was also appointed the Moroccan ambassador to France 
in 2013, a role he held while serving as president of the Special Commission on the Development Model. Benmoussa has been the 
Minister of National Education, Primary Schooling, and Sports since 8 October 2021.

2  Among those appointed to the commission were Driss Jettou, the former prime minister of Morocco and president of the supreme 
audit  institution;  Ahmed  Reda  Chami,  the  president  of  the  Economic,  Social,  and  Environmental  Council  (CESE);  and  Mostafa 
Terrab, CEO of the OCP Group, the largest state-owned company in Morocco. The commission also included specialists in digital 
technologies, economics, and the social sciences, as well as heads of private corporations, writers, and artists.

3  “The New Development Model: Releasing energies and regaining trust to accelerate the march of progress and prosperity for all”, 

General Report, April 2021: https://csmd.ma/documents/CSMD_Report_EN.pdf 

2  

  Robert Schuman Centre | January 2022

liberalization. 

“megaprojects”  to  modernize  its  infrastructure, 
including airports, seaports, roads, and railways, 
as  well  as  developing  the  national  economy 
through  privatization  and 
It 
also  launched  new  sector-based  strategies, 
including  agriculture,  manufacturing,  tourism, 
fisheries,  etc.  This  new  momentum  galvanized 
the Moroccan economy and a new middle class 
emerged  as  work  opportunities  were  created 
for  youth.  There  were  also  a  variety  of  social 
initiatives  launched  to  reduce  inequality  and 
fight poverty and precarity, such as the National 
Human Development Initiative, expanding health 
coverage, etc.

The  second  round  of  reforms  was  launched 
during the “Arab Spring,” and was influenced by 
the social movements that sprung up in Morocco 
during  this  time,  particularly  the  20  February 
Movement. A  new  constitution  was  established 
in  2011,  which  gave  the  government  and 
parliament broader authority, limited the powers 
of  the  king,  and  strengthened  regulatory  and 
oversight bodies and regulatory laws.

to  absorb 

those  entering 

However,  the  country  suffered  from  a  lack  of 
public  trust,  particularly  in  its  elected  political 
institutions,  and  as  a  result  of  its  slowing 
economic  growth,  which  fell  from  an  annual 
average  of  5  percent  between  2000  and  2009, 
to  2.8  percent  between  2018  and  2019.  The 
economy  was  unable  to  create  sufficient  work 
opportunities 
the 
labor  market,  especially  youth.  Meanwhile,  the 
human development sphere continued to suffer 
from  many  problems,  especially  with  regard 
to  education,  vocational  training,  and  health. 
According  to  official  statistics,  the  general  level 
of  education  remained  very  low:  two-thirds  of 
students  were  unable  to  read  upon  finishing 
primary school, while other deficiencies continued 
to  plague  Moroccan  universities.  Things  were 
not  any  better  in  the  health  sector,  where 
official statistics indicated that 38 percent of the 
population  did  not  have  health  insurance,  and 
that  half  of  Moroccan  families  were  personally 
bearing  the  costs  of  doctors  and  medicines. 
Additionally,  social  inequality  had  worsened: 
the wealthiest 10 percent of the population was 
11  times  wealthier  than  the  poorest  10  percent 
of society. The purchasing power of the middle 
class fell as a result of the high costs of education 

and health services, which were provided by the 
private  sector  due  to  the  decline  in  the  quality 
of, and lack of trust in, services provided by the 
public sector.

All  of  these  points  were  documented  in  official 
reports  that  the  Special  Commission  for  the 
Development Model drew upon in its work, and 
led  Morocco  to  reexamine  its  path  forward.  It 
had  become  necessary  to  rethink  the  outlook 
for  the  future  and  find  new  ways  to  address 
these  challenges.  King  Mohamed  VI  stated 
that  it  would  be  necessary  to  reevaluate  the 
national development model when he addressed 
parliament on 13 October 2017, at the opening 
of  the  new  legislative  year.  He  warned  that 
“the  national  development  model  has  become 
unable to address the urgent demands of these 
times, and citizens’ growing needs. It is unable 
to  reduce  inequalities  between  socioeconomic 
classes  and  regional  disparities  or  to  achieve 
social 
the 
government, parliament, and various institutions, 
to  “rethink  our  development  model  so  that  we 
can  keep  up  with  developments  happening  in 
the  country.”  He  mentioned  this  again  at  the 
same podium a year later, when he announced 
in October 2018 that he had decided to form a 
special  commission  to  accelerate  reform,  and 
which  would  “be  responsible  for  gathering  and 
organizing input, sharing its conclusions as part 
of a comprehensive and integrated strategy, and 
proposing a draft for a new development model 
to us, along with clearly-defined goals, avenues 
for change, and ways to implement this.”

justice.”  The  king  called  on 

The Commission’s Approach

Since beginning its work in November 2019, the 
Special Commission for the Development Model 
decided that its report would not only summarize 
the work of experts and specialists from various 
fields  of  development,  but  would  first  and 
foremost gather input from the Moroccan people, 
as well as actors working in institutional, political, 
and economic spheres.

In order to carry out what the commission called 
its “participatory approach,” it invited all political 
parties,  syndicates,  professional  associations, 
and  representatives  of  civil  society,  without 

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  Morocco’s New Development Model: Lessons for Libya?

excluding any elements, to participate in hearings 
with the commission’s head and members. Some 
of these sessions were streamed live on social 
media  platforms.  The  invitation  was  welcomed 
by  all  the  aforementioned  groups  except  the 
Democratic  Way  Party,  which  represents  the 
radical left, and which has previously boycotted 
elections. During these sessions, the commission 
received  all  oral  and  written  observations  and 
remarks, and discussed these for months before 
writing its report.

In addition, the commission made field visits to 
various parts of the Kingdom in order to meet with 
the  people  and  hear  their  perspectives.  It  also 
organized  meetings  with  foreign  researchers 
and  experts  from  various  countries  in  order  to 
incorporate their expertise and analyses into the 
report. However, the emergence of the COVID-
19  pandemic  prevented  the  commission  from 
engaging in further fieldwork. It was forced to rely 
entirely upon digital and remote communications. 
In addition to its daily interactions with Moroccans 
through social media websites, the commission 
launched  a  trilingual  digital  platform  to  receive 
input and ideas from citizens.

By adopting this approach, the commission was 
able to meet with more than 9,700 people directly 
and organized 1,600 hearings. The commission 
also received 6,600 written contributions (270 of 
which  were  sent  directly,  and  350  via  its  digital 
platform). It also received 1.5. million comments 
through Facebook.

The commission’s final report included excerpts 
from this public feedback. These comments both 
commended  the  progress  that  Morocco  had 
made, while also expressing concerns about the 
future, as well as a loss of trust in the capacity 
of institutions to serve the public interest. People 
criticized  political  and  economic  elites  and 
affluent  socioeconomic  groups,  and  claimed 
that these groups had received undue privileges 
and  were  not  committed  to  Morocco’s  future. 
The final report also including an appendix that 
included  all  the  feedback  and  input  from  the 
Moroccan  people  and  from  representatives  of 
various  institutions,  and  was  submitted  to  the 
king for his consideration.

4  

  Robert Schuman Centre | January 2022

There were also ongoing meetings with the press, 
and a general openness to the media throughout 
the commission’s work, which explains why the 
commission  received  such  regular  Moroccan 
media  coverage.  There  were  16,221  articles 
and  stories  published  or  broadcast  between 
January  and  October  2020  that  discussed  the 
commission’s work.

Obstacles to Development in 
Morocco: The Commission’s 
Perspective

After  more  than  a  year  and  a  half  of  work,  the 
Special Commission for the Development Model 
finished  its  report,  which  it  submitted  to  King 
Mohamed VI. The report demonstrated that there 
were  four  main  obstacles  to  economic  growth 
and social development in Morocco, which can 
be summarized as follows:

1.  Lack  of  a  comprehensive 

“strategic 

long-term 
strategic vision for Morocco, which would 
be adopted by all entities implementing public 
policy, with clear and specific roles enabling 
each  party  to  carry  out  its  responsibilities. 
The  report  noted  that  Morocco  did  not 
have 
long-term  benchmarks 
enabling  it  to  define  its  key  objectives  and 
to  mobilize  the  necessary  means  to  reach 
these goals, and to ensure the coherence of 
public policy.” According to the commission, 
efforts  continue  to  go  to  waste  because 
of  this  lack  of  coordination,  which  led  to 
implementing  reform  without  cooperation 
among  the  relevant  parties.  The  authors 
of  the  report  also  argued  that  the  lack  of  a 
coherent policy was evident in the failure to 
clearly  define  priorities  for  these  strategies 
and programs by which to implement them, 
and that the available resources and actual 
capacities  of  the  actors  involved  were  not 
taken into account. The report also indicated 
that  there  were  gray  areas  with  regard  to 
the  distribution  of  responsibilities  and  the 
division  between  theory  and  practice,  even 
though all of this was clearly laid out in the 
constitution. This raised the issue of how to 
translate the contents of the constitution into 
political reality.

2.  A faltering economic transition as a result 
of a poorly-regulated economy, which the 
report  claimed  affected  the  ability  of  new 
investors  to  innovate  and  take  initiative 
to  create  added  value.  The  commission 
that  rents  were  preventing  a 
indicated 
successful  economic  transition,  since  there 
were  still  unjustified  economic  incentives, 
and  preference  given  to  private  interests 
over the public good. Furthermore, the report 
demonstrated  that  the  laws  regulating  the 
national  economy  did  not  encourage  risk-
taking,  since  there  were  various  obstacles 
standing in the way of new actors. The report 
stated  that  complex  administrative  barriers 
as  well  as  tacit  agreements  between  the 
economic  actors  controlling  certain  sectors 
allowing 
from  permits, 
to  benefit 
concessions,  and  privileges  in  these  fields. 
This  exemplifies  the  kind  of  practices  that 
discourage  competition  and  investment  in 
Morocco.  The  commission  also  focused  on 
the  negative  role  that  the  informal  sector 
has  played  in  operating  outside  the  law, 
undermining  any  attempts  to  create  value, 
and  preventing  fair  and  open  competition 
that would promote economic prosperity.

them 

3.  The limited capacity of the public sector 
to develop and implement its vision. This 
is due to the fact that the public administration 
lacks  incentives,  does  not  attract  qualified 
persons,  and  that  its  work  is  constrained 
by  factors  related  to  its  set  budget.  This 
prevents  it  from  achieving  tangible  results 
and objectives and providing quality services 
to  citizens.  The  report  also  observed  that 
there  is  a  lack  of  initiative,  leadership,  and 
performance within the public administration. 
The  prevailing  culture  of  compliance 
produces  frustration  among  administrative 
personnel  and  encourages  employees  to 
draw  upon  outside  experience  in  preparing 
development  strategies  and  programs.  The 
report  also  focused  on  the  weakness  of 
regional  implementation  of  public  policies, 
since 
implement 
decisions  made  by  the  central  government, 
rather  than  making  their  own  decisions  in 
accordance  with  their  own  specific  needs. 

local  municipalities 

5  

  Morocco’s New Development Model: Lessons for Libya?

4.  Moroccans 

are 

frustrated  with 

a 
government  they  feel  does  not  protect 
them  and  which  they  do  not  trust. There 
is  a  lack  of  confidence  in  the  judiciary,  the 
bureaucracy,  the  convoluted  nature  of  legal 
procedure,  and  limited  avenues  for  public 
participation,  in  addition  to  concerns  about 
the gap between the letter of the law and its 
implementation. The  report  presented  a  set 
of problems afflicting the Moroccan judiciary 
which  have  contributed 
lack  of 
confidence in this entity, such as long delays 
in having a case heard, incompetence, lack 
of transparency, lack of ethics, etc. The report 
stated  that  these  obstacles  are  also  the 
result of an approach that views systematic 
oversight  and  centralized  administration 
as the best path for development, does not 
see  other  entities  that  might  contribute  to 
development—  including  the  people,  youth, 
private  sector,  and  civil  society—as  reliable 
partners,  and  conceptualizes  tradition  as 
being  at  odds  with  progress  and  societal 
realities.

the 

to 

these 

involved 

The  report  added  that  there  were  international 
factors  that  had  exacerbated  these  challenges, 
risks 
transformations 
since 
that  Morocco  needed  to  preempt  and  prepare 
for.  Morocco  needs  to  take  advantage  of  the 
opportunities that these changes have provided, 
including  the  emergence  of  new  geographic 
potentials  for  economic  growth,  in  light  of  the 
anticipated drop in global value chains, as well 
as  rapid  technological  changes  in  many  fields, 
which  place  human  capital,  innovation,  and 
progress at the forefront of development priorities. 
There  is  also  a  fundamental  shift  in  the  global 
energy  arena,  given  the  huge  developments  in 
renewable energy, as well as the growing risks 
related to the spread of pandemics, as Morocco 
has experienced during COVID-19. Finally, there 
are  the  escalating  effects  of  climate  change, 
especially 
resources  and 
biodiversity, and its associated risks.

regarding  water 

Given  all  of  these  factors,  the  commission 
warned that change is an urgent necessity, and 
that maintaining the status quo would not ensure 
stability, but rather would set the country back.

Four Strategic Options for Change

in 

the 

report, 

In  order  to  get  out  of  the  current  situation,  and 
to  overcome  the  obstacles  to  development 
mentioned 
the  commission 
suggested  focusing  on  the  need  to  adopt  new 
strategies, both through strengthening progress 
that  has  already  been  achieved,  and  leaving 
behind  old  ways  of  thinking  to  embrace  new 
mentalities and visions for the future.

These strategic options are as follows:

for  workers 

1.  Transform  the  Moroccan  economy  so 
that  it  becomes  more  dynamic,  diverse, 
and  competitive.  The  economy  must  be 
able to create added value and opportunities 
for  decent  work,  provide  the  resources 
necessary  to  meet  societal  needs,  and 
affirm  the  sovereignty  of  the  kingdom  in 
certain  spheres.  In  order  to  achieve  this 
goal,  the  commission  recommended  that 
investment  be  directed  towards  productive 
activities  by  creating  appropriate  incentives 
for  entrepreneurship  and  a 
suitable 
environment 
is  open, 
that 
secure, and able to anticipate change, while 
at  the  same  time  remaining  subject  to  the 
law and to independent legal and regulatory 
systems. This will also require bolstering the 
competitiveness  of  the  Kingdom  through 
reducing energy and logistical costs through 
fundamental  reforms  in  those  two  sectors, 
and  through  ensuring  the  fair  distribution  of 
the  fruits  of  economic  growth.  The  goal  of 
all of this must be to develop the Moroccan 
economy from an “economy of weak added 
value, low productivity, and rent-seeking and 
protected economic activities, to a diversified 
and competitive economy.” The report added 
that this must be grounded in a “dense fabric 
innovation  and 
of  enterprise  promoting 
flexibility.”

2.  Build  human  capital  and  put  it  to  the 
best use for the future through developing 
the  health  and  education  sectors  to  carry 
out 
functions  alongside 
their  partners  in  the  private  sector.  This 
also 
reforming 
organizations  working  in  health,  education, 
higher education, and vocational training. In 

includes  proposals 

their  necessary 

for 

6  

  Robert Schuman Centre | January 2022

oversee 

implementation, 

order to empower all citizens to benefit fairly 
from education and health services, the report 
recommended  adopting  a  new  approach 
centered  around  improving  the  quality  of 
services  provided,  determining  objectives, 
having  the  relevant  regional  administrative 
entities 
and 
expanding  the  autonomy  of  educational 
institutions, universities, and hospitals, while 
also placing these under periodic evaluation. 
According  to  the  commission,  the  intended 
goal in this field is to establish a high-quality 
health system capable of withstanding future 
health crises through prevention and warning 
mechanisms,  and  through  producing  basic 
medicines  and  vaccines.  Likewise, 
the 
educational  system must focus on teaching 
students  basic  principles  and  developing 
their  “civic  sense  so  that  they  uphold  the 
country’s values.”

3.  Provide opportunities for social integration 
to  everyone  and  strengthen  social  ties 
through involving the people  and especially 
youth  in  society  and  developing  a  spirit  of 
independence  and  self-sufficiency  so  that 
youth  can  actively  develop  themselves  and 
their  country’s  economy.  To  this  effect,  the 
commission 
recommended  strengthening 
social  protections  for  the  most  vulnerable 
groups  according  to  principles  for  equitable 
participation, 
including  affirming  parity 
between  men  and  women,  and  “mobilizing 
cultural  diversity  in  Morocco  as  a  pathways 
towards openness, dialogue, and cohesion” 
between different segments of society, as a 
testament  to  the  historical  complexity  and 
depth of the country.

that 

4.  Enable regional administrative entities to 
act as key implementers of development 
they  become  more 
by  ensuring 
sustainable  and  capable  of  success  and 
better connected to structures around them. 
In  order  to  achieve  this,  the  report  focuses 
on  developing  transportation  and  improving 
the  standard  of  living  through  providing 
adequate  housing,  water  services,  and 
ensuring that local talent is used to empower 
regional  entities,  rather  than  gathering  all 
skilled  persons  in  the  capital.  Instead,  they 
implementing 
should  become  active 

in 

public  policies  at  the  local  level.  There  is 
also  a  need  to  preserve  and  value  natural 
resources,  especially  water  resources.  The 
report  emphasized  the  need  to  reform  the 
water sector and to ration use of this critical 
resource  which  has  become  increasingly 
scarce in Morocco.

In  order  to  implement  these  strategies,  the 
development model proposed a series of tangible 
and  specific  measures,  as  well  as  a  number 
of  practical  projects  across  various  sectors, 
including renewable energy, nontraditional uses 
of water resources, digital platforms, high-speed 
internet, developing transportation and logistics 
sectors, a capital market, financing the economy, 
prioritizing  products  that  carry  the  “Made  in 
Morocco”  logo,  developing  the  research  and 
training  sector,  social  safety  nets,  culture,  and 
integrating  youth  into  society.  The  commission 
also added a detailed appendix to the report to 
clarify the pace and practical steps that need to 
be taken in order to carry out reforms in different 
sectors. However, the head of the commission, 
Chakib  Benmoussa,  always  said 
the 
commission’s work was not to outline a roadmap 
for  sector-level  reforms,  but  rather  to  set  forth 
a  comprehensive  philosophy  and  approach  in 
order to enact change.

that 

The  commission  designated  2035  as  a  target 
for  reaching  these  goals,  and  outlined  specific 
objectives,  including  doubling  the  country’s  per 
capita  income,  having  90  percent  of  students 
attain  proficiency  in  necessary  competencies 
upon  finishing  primary  school,  reducing  work 
in  the  informal  sector  by  20  percent,  doubling 
women’s participation in political and economic 
life,  and  reaching  80  percent  satisfaction  with 
public administration and services.

Means for Achieving Development 
Goals

In  order  to  achieve  the  structural  changes  that 
the  report  recommended,  the  commission  took 
into  consideration  the  human  resources  and 
material and technical capabilities that could turn 
these plans into reality. The report argued that it 
was necessary to focus on five main avenues for 
launching this model, which are as follows:

7  

  Morocco’s New Development Model: Lessons for Libya?

1.  Digital  technology  as  a  key  tool  for 
change  and  development,  which  would 
contribute to strengthening trust between the 
people,  contractors,  and  the  state,  through 
creating  more  transparent  and  streamlined 
technologies  would 
relationships.  Such 
facilitate  access  to  public  services,  and 
reduce  bribery,  corruption,  and  disparities 
between  regions.  The  objective  of 
this 
approach  is  to  bridge  divides  between  the 
Moroccan  people  and  their  country  and 
to  make  information  accessible  to  them. 
This  would  also  contribute  to  “having  many 
different  voices 
for 
take 
shaping public opinion.” In order to achieve 
this,  the  report  outlines  in  detail  the  steps 
necessary  to  mobilize  the  capabilities  of 
digital technology.

responsibility 

2.  Build  a  new  and  modern  administrative 
apparatus dedicated to the public interest. 
To  this  effect,  the  report  indicates  that  it  is 
necessary to create a new generation within 
the public administration, its institutions, and 
enterprises,  who  care  about  high-quality 
work and are held accountable for delivering 
results.  The  report  also  emphasized  that 
high-level  civil  service  positions  at  both  the 
local  and  national  level  need  to  be  able  to 
attract  talent  and  empower  well-qualified 
individuals  to  take  initiative  without  being 
constrained by fears of taking risks or making 
their own decisions.

3.  Establish diverse and innovative funding 
mechanisms  in  line  with  the  aspirations 
stated  in  the  new  development  model, 
and  which  follow  through  on  the  genuine 
desire  for  change.  To  this  effect,  the  report 
indicates  that  resources  must  be  directed 
towards  developing  human  capital  and 
integration in order to foster a new economic 
dynamic.  With  regard  to  searching  for  new 
funding  sources,  the  commission  proposed 
restructuring 
economic 
institutions in Morocco in order to transform 
them 
anonymous 
independent, 
corporations, through better evaluating their 
assets,  and  opening  their  capital  accounts, 
wherever  possible,  to  public  contributions 
for  development 
funding.  This  process 
would  happen  at  the  same  time  as  certain 

certain 

public 

into 

reforms  in  key  economic  sectors  in  order 
to  enable  citizens  to  obtain  high-quality 
services  at  lower  costs,  and  to  strengthen 
the  country’s  competitiveness.  The  report 
clarifies  that  it  is  necessary  to  undertake 
reforms in order to open Morocco to private 
investment, within the context of autonomous 
regulatory institutions working at the highest 
international  standards,  which  can  provide 
governance  frameworks  to  reassure  and 
attract investors.

4.  Focus  on  the  role  of  Moroccans  living 
abroad  and  mobilize  their  talents.  To 
this  effect,  the  commission  recommended 
pursuing  new  approaches  more  likely  to 
living 
attract  highly-educated  Moroccans 
abroad who have a background in developing 
sectors such as new technologies, alternative 
energy,  etc.  The  report  also  mentioned  the 
need  to  engage  with  Moroccans  abroad  in 
order  to  mobilize  capital  and  to  promote 
Moroccan products and services.

to 

the 

5.  Liberalize  and  globalize  the  Moroccan 
economy,  contribute 
regional 
prominence  of  the  Kingdom,  and  make  the 
most  of  Morocco’s  status  as  a  crossroads 
of cultures, in order to build and strengthen 
international partnerships that can contribute 
to Morocco’s growth and progress.

Oversight Mechanisms

the  Special  Commission 

Unlike  official  reports  by  various  previous 
commissions, 
for 
the  Development  Model  proposed  oversight 
mechanisms for the implementation of the new 
development  model,  which  would  evaluate  its 
impact  on  public  policy.  These  mechanisms 
were as follows:

1.  Establish 

a 

charter 

for 
national 
development  which  would  function  as  a 
form  of  consensus  around  a  common  point 
of reference and shared goal for the future, 
which  all  actors  in  the  field  of  development 
(political  parties,  constitutional  institutions, 
the  private  sector,  social  partners,  and 
regional  entities)  are  committed  to.  The 
commission proposed that all parties officially 

adopt this charter as a political commitment 
made  before  their  king  and  country.  The 
charter  would  also  aim  to  establish  the 
necessary  conditions  for  understanding  the 
main  avenues  for  development  in  Morocco 
in  the  middle-  and  long-term.  Two  weeks 
after  presenting  the  general  report  to  King 
Mohamed  VI,  Chakib  Benmoussa  held 
various  meetings  with  political  parties, 
syndicates,  professional  organizations,  and 
representatives  of  other  entities  with  the 
goal of preparing this charter, determining a 
formulation that everyone could agree upon, 
and issuing it as soon as possible.

2.  Establish an oversight mechanism under 
the  auspices  of  the  king  to  oversee  the 
implementation of the model and to support 
future strategic projects and efforts to enact 
change.  These  mechanisms  would  ensure 
public agreement and coordination regarding 
the  proposed  strategies,  promote  future 
reform  and 
transformation,  and  require 
actors to carry out their responsibilities.

Reception of the Report

After  the  general  report  was  released,  the 
country  expressed  both  positive  and  negative 
reactions  to  its  contents  and  proposals.  The 
general  impression  especially  among  political 
parties, syndicates, and professional and societal 
organizations was positive. They welcomed what 
the report had to offer, especially after the praise 
it received from the monarchy, and the king’s call 
to  engage  with  the  report’s  proposals.  Directly 
after  the  report  was  issued,  the  head  of  the 
commission, Chakib Benmoussa, held meetings 
with various parties to explain the contents of the 
report, respond to comments and criticisms, and 
prepare the national charter for development.

The report also received a great deal of attention 
in the national media. There were 2,554 articles 
devoted to the topic in the week after the report 
was  published.  The  report’s  reception  was 
generally  positive:  commenters  praised  how 
the commission had carried out its work and its 
courage  in  confronting  the  country’s  problems. 
Some  felt  that  the  report  offered  new  hope  for 
pursuing  progress  at  the  national  and  regional 

8  

  Robert Schuman Centre | January 2022

levels,  and  for  inviting  all  Moroccans,  without 
exception,  to  join  this  new  path  forward  and 
to  participate  in  building  the  country’s  future.4 
Others  expressed  that  the  commission  had 
succeeded in diagnosing the problems at hand 
and  provided  many  possible  avenues  towards 
progress,  using  a  discourse  that  sometimes 
drew upon the opposition’s language.5

the  generally  positive 
However,  despite 
response, there were also many questions raised, 
particularly  about  how  this  report  was  going  to 
be implemented and whether political actors had 
the  capacity  to  make  this  a  reality.  There  were 
concerns  that  the  report  would  be  filed  away 
and  remain  nothing  but  empty  promises.  The 
main  concern  expressed  by  many  observers 
concerned the weakness of current political and 
party elites, and their direct responsibility for the 
problems highlighted in the report, as well as their 
likely inability to carry out the reforms necessary 
to  address  these  challenges  and  to  adopt  new 
policies that could improve the current situation.

These  criticisms  were  voiced  by  opposition 
movements  outside  parliament 
(such  as  
Al- Adl wa Al-Ihssane and the Democratic Way 
Party), civil society organizations, and university 
professors, who criticized the report for a variety 
of reasons, including the following:

•	

•	

It  ignores  potential  political  avenues  for 
reform,  particularly  given 
to 
introduce changes to the constitution;

the  need 

It is reluctant to cross red lines, despite the 
king’s  request  that  the  commission  present 
the truth, no matter how harsh;

•	 The  overwhelmingly  technical  nature  of  the 

report;

•	

It  strengthens  the  monarchy  in  Morocco  at 
the  expense  of  political  parties  and  other 
political actors.

Conclusion

Morocco  held  legislative,  local,  and  regional 
elections  on  8  September  2021,  in  which 
three  political  parties  prevailed  (the  National 
Rally  of  Independents,  the  Authenticity  and 
Modernity  Party,  and  the  Istiqlal  Party),  while 
the Justice and Development Party (a Moroccan 
Islamist  party  –  known  as  PJD)  was  defeated. 
In  accordance  with  the  constitution,  the  king 
appointed Aziz Akhannouch, head of the National 
Rally of Independents Party (the front-runner in 
the  elections),  to  be  the  head  of  government, 
replacing  Saadeddine  Othmani  (PJD).  The 
three parties formed a coalition in order to form 
a government and divided amongst themselves 
the  leadership  of  the  various  administrative 
bodies  and  mayorships  of  the  major  cities  of 
Morocco. 

This  new  political  situation  raised  questions 
about the status of the new development model, 
its  relationship  with  the  governmental  program, 
the  promises  made  by  the  elected  parties,  and 
to  what  extent  these  different  entities  were 
on  the  same  page  or  at  odds  with  each  other. 
The  first  answer  came  from  King  Mohamed  VI 
during his speech before the new parliament, in 
which  he  emphasized  that  the  new  model  was 
important because this was “not a development 
plan  in  the  strict  and  traditional  sense,  but 
rather  a  general  and  flexible  framework  that 
sets  new  parameters  for  a  brighter  future 
for  all.”  He  affirmed  the  government’s  role  in 
implementing the plan and in finding the means 
to  implement  it.  This  was  later  echoed  by Aziz 
Akhannouch,  the  head  of  government,  when 
he  presented  the  new  government  program 
to  parliament  and  expressed  a  commitment 
to 
the  new 
development program. In his statement, he drew 
attention  to  various  procedures  and  priorities 
outlined in commission’s general report. From a 
political angle, Chakib Benmoussa, the head of 
the  commission,  seemed  to  be  given  the  reins 
of national education out of a genuine desire to 
turn  the  commission’s  recommendations  into  a 
reality, so that they would not remain only wishful 
thinking.

the  contents  of 

implementing 

4  See for instance the edition of the newspaper Al-Ahdath Al-Maghribia of 27 May 2021.

5	 See	 for	 instance	 S.	 Ibn	 Aicha,	 “Namodhaj	 tanmawy	 binokhat	 al-mo‘aradha	 [A	 development	 model	 with	 a	 flavor	 of	 opposition]”	

Hespress, 27 May 2021: https://bit.ly/3FsHdFf

9  

  Morocco’s New Development Model: Lessons for Libya?

To  what  extent  can  we  learn  from  the  work  of 
the  Special  Commission  for  the  Development 
Model in Morocco in order to better understand 
the situation in Libya?

•	 Digital technologies and social media should 
be relied on as much as possible in order to 
connect with citizens, receive their feedback, 
and involve them in generating solutions.

•	 There needs to be openness to national and 
international  media  and  transparency  and 
integrity  should  be  ensured  throughout  the 
work. In order for this to happen, fake news 
must be avoided so that public trust can be 
built towards official proceedings.

•	 The conclusions from the roadmap or model 
should be presented to the public for national 
discussion, in order to hear positive feedback 
as well as criticisms. Ongoing discussion of 
these conclusions and plans is the best path 
for  implementing  and  continuing  to  engage 
with the proposed model. 

Despite  the  historical  and  political  differences 
between the two countries, and the different forms 
of government and kinds of political institutions 
in  each,  the  Moroccan  experience  sets  an 
important  example.  The  monarchy  in  Morocco 
played a strategic role in drawing up ambitious 
plans for the country’s future and ensuring that 
these  long-term  goals  would  be  implemented. 
Here  we  highlight  a  set  of  conclusions  that 
political  actors  in  Libya  might  draw  upon  in 
developing  a  roadmap  and  philosophy  for  their 
own work:

•	 Priority should be given to the public interest, 
accepting  differences 
in  viewpoints  and 
perspectives,  listening  to  all  sides,  and 
including  them  in  preparing  a  roadmap 
that  provides  an  honest  and 
impartial 
representation  of  the  reality  on  the  ground, 
even when this may seem harsh, and even 
if these perspectives are at odds with certain 
private or sectarian interests.

•	

to  work 

Individuals  who  have  proven  themselves 
to  behave  with  integrity  and  who  have 
for 
competence  and  capacity 
the  public  good  should  be  entrusted  to 
oversee  the  preparation  of  this  roadmap 
or  comprehensive  model  for  the  country. 
These  individuals  must  represent  diverse 
backgrounds  and  perspectives,  gender 
parity between men and women, and include 
participation from citizens living abroad who 
can  enrich  the  discussion  and  bring  new 
perspectives  and  approaches  from  their 
experiences  and  important  roles  they  have 
held abroad.

•	 There  is  a  need  to  meet  with  citizens 
from  across  the  country  and  listen  to  their 
views.  Solutions  cannot  be  devised  in  the 
offices  of  experts  or  by  hermetically-sealed 
commissions.  The  specific  needs  and 
regional  variations  of  the  population  can 
only  be  understood  through  involving  these 
communities in the process.

10  

  Robert Schuman Centre | January 2022

Middle East Directions
in  2016, 
The  MIDDLE  EAST  DIRECTIONS  Programme,  created 
is  part  of 
for  Advanced  Studies.  
the  Robert  Schuman  Centre 
It has the ambition to become an international reference point for research 
on  the  Middle  East  and  North  Africa  Region,  studying  socio-political,  
economic  and  religious  trends  and  transformations.  The  programme 
produces academic outputs such as working papers and e-books. It also 
liaises with policy makers with a wide range of policy briefs, policy report 
and analysis.
middleeastdirections.eu

for  Advanced  Studies 

Robert Schuman Centre for Advanced Studies
(RSCAS), 
The  Robert  Schuman  Centre 
created  in  1992  and  directed  by  Professor  Erik  Jines,  aims 
to 
develop  inter-disciplinary and comparative research on the major issues 
facing  the  process  of  European  integration,  European  societies  and 
Europe’s  place  in  21st  century  global  politics.  The  Centre  is  home  to  a 
large  post-doctoral  programme  and  hosts  major  research  programmes, 
projects and data sets, in addition to a range of working groups and ad hoc 
initiatives.  The  research  agenda  is  organised  around  a  set  of  core 
themes  and  is  continuously  evolving,  reflecting  the  changing  agenda 
of  European  integration,  the  expanding  membership  of  the  European 
Union, developments in Europe’s neighbourhood and the wider world.

www.eui/rsc

© European University Institute, 2022.  Licensed to the European Union under 
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Editorial matter and selection © Abdellah Tourabi, 2022

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11  

  RSC | Policy Brief | Issue 2022/09 | January 2022

doi:10.2870/70588
ISBN:978-92-9466-148-7
ISSN:2467-4540 
QM-AX-22-009-EN-N