Transition toward Sustainability in the Moroccan Food System: Drivers, Outcomes, and Challenges
Abstract
:1. Introduction
2. Food Systems: Concept, Components, and Sustainability
3. Food System Transformation
3.1. Drivers
3.2. Outcomes
4. Food System Transformation in Morocco
4.1. Interventions Made for Transformation and Main Achievements
4.1.1. Institutional Innovations
- Founded in 1966, the ORMVA has a major influence in transforming food systems through its regional agricultural development initiatives, especially by modernizing the irrigation system; this includes the development of efficient irrigation techniques such as drip and micro-sprinkler systems, which help optimize water use and improve crop yields. The ORMVA has implemented projects to improve water-use efficiency in agriculture; this includes rehabilitation and maintenance of existing irrigation infrastructure to minimize water wastage and improve the reliability of water delivery [40]. In addition, this office integrates climate-smart agriculture practices into its development projects; this involves promoting resilient crop varieties, soil conservation techniques, and agroforestry to improve agricultural productivity in the face of climate change. Furthermore, the ORMVA has helped increase agricultural productivity and improve the income of smallholder farmers; this is achieved through better access to inputs, improved market linkages, and capacity-building programs [41].
- Founded in 2009, the ADA plays an important role in the modernization of agricultural infrastructure in Morocco. This includes improving irrigation systems, improving water management practices, and promoting sustainable agriculture techniques [41]. This agency implements programs to support smallholder farmers by providing access to credit, technical assistance, and training in modern agricultural practices. This helps improve productivity and income levels in rural communities. It also assists investors interested in entering the agriculture industry by furnishing them with information, counsel, and direction on project selection [42]. Additionally, the ADA facilitates the integration of smallholder farmers into market value chains by fostering market linkages, improving post-harvest handling practices, and supporting agribusiness development [40].
- Established in 2013, the National Office for Agricultural Advice (Office National du Conseil Agricole, ONCA) plays a crucial role in advising and supporting agricultural development, contributing to the transformation of the country’s food systems. ONCA provides extensive advisory services and technical support to farmers throughout Morocco; this includes training programs, workshops, and demonstrations aimed at promoting modern agricultural practices, improving productivity, and adopting sustainable farming methods. The office has embraced digital technologies to enhance agricultural extension services; this includes using mobile applications and online platforms to provide agricultural information, weather forecasts, market prices, and best agricultural practices to farmers [40]. In addition, the ONCA promotes climate-smart agriculture practices among farmers, focusing on resilience to climate change, water management, soil conservation, and the use of drought-resistant crop varieties [41].
- Founded in 2009, the National Office of Food Safety (Office National de Sécurité Sanitaire des produits Alimentaires, ONSSA) monitors and protects the animal and plant heritage of the country at the national level and the borders. The office ensures food safety from primary products to the final consumer, including fish products and animal feed. It provides registration and inspection of agricultural inputs and registration of veterinary drugs. ONSSA applies phytosanitary and veterinary policies, laws and measures and provides risk assessment [43].
- Founded in 1986, the Agricultural Development Fund (Fonds de Développement Agricole, FDA) endeavors to stimulate privately funded investment in agriculture. To achieve this, it offers targeted motivators, including financial support, that encourage the adoption of irrigation and enhance the yield of vegetables and fruits. Additionally, it develops downstream activities and improves breeding practices to bolster the performance of the cattle sector [44]. Thus, the FDA functions as an instrument for executing governmental policies in the agricultural industry and as a mechanism to stimulate ventures [45]. In the year 2019, the budgeted encouragement totaled MAD 8.6 billion, and farmers owning less than 10 ha accounted for 58% of the recipients. FDA expenditures increased to MAD 9.7 billion within 2020 and are anticipated to surpass MAD 10 billion in 2021 [46].
- Founded in 1949, the Credit Guarantee Corporation (Caisse Centrale de Garantie, CCG) of Morocco is considered a state instrument. It contributes to boost private initiatives by encouraging the creation, development, and modernization of companies. Additionally, the CCG supports social development through guaranteeing loans for housing [47].
- Founded in 2010, Tamwil El Fellah (TEF) was originally established as the Banque de Développement Agricole (BDA), which was formerly known as the Credit Agricole Group of Morocco (Groupe Credit Agricole du Maroc, GCAM). Small producers are eligible for collateral-free financial services through a partnership between the GCAM and the Moroccan government. About 25% of the farmer’s income, was established as the loan limit. Inputs and working capital may account for no more than 20% of the total, while other investments may account for no more than 80%. TEF, on the other hand, offers a partial guarantee program under which the government insures 60% of the risk. To accommodate the lengthier and more seasonal nature of agricultural finance, adjustments have been made to the loan term. GCAM has expanded its client base and improved risk management by prolonging the periods in which loans are deemed pre-doubtful, doubtful, and compromised [48]. TEF also promotes productivity and enhances low-risk investments, such as in mechanization and irrigation, through facilitating credit for these investments. The financial services are complemented by technical assistance [49]. By 2015, the operations of TEF had reached break-even point. By 2016, more than 67,000 smallholders had benefited from loans, and the loan repayment rate at the end of the term was 98%. About 70% of the loans had been granted to finance investments in dairy production, irrigation, agricultural equipment, and tree planting [50]. Particularly popular reasons for borrowing included the conversion of crops towards higher value-added production like olives, almonds and figs, diversification towards off-farm and processing activities, and intensification. Interestingly, as of October 2015, more than 1800 irrigation projects using solar water pumping systems have also been funded. The model was so successful that it has also been extended to small and medium-sized enterprises (SMEs) [48].
- Founded in 1963, the Mutual Moroccan Agricultural Insurance Company (Mutuelle Agricole Marocaine d’Assurances, MAMDA) is a significant agricultural insurance company in Morocco. MAMDA and the Moroccan government have formed a public–private partnership to manage Morocco’s agricultural insurance program, which covers a wide range of climatic and agricultural risks. MAMDA offers multi-risk climate insurance coverage for large crops in three agricultural zones and 10 regions of Morocco, with five levels of insured capital, and also manages, on behalf of the State, a multi-risk guarantee fund for fruit trees. For the first insurance product, a range of insurance amounts and subsidies are offered for the 15 possible zone/level combinations. Eligibility for payment of claims is officially declared when the yield of insured crops falls below 60% of the average yield of the previous 10 years in a rural municipality. Designing and operating this insurance system is very complex. Only 17% of farmers are insured in Morocco (with the reduction in cereal areas in recent years, this rate has increased to 40%). Insurance mainly covers large farms: while 40% of large farms (>50 ha) are insured, this is the case for only 24% of medium farms (10 to 50 ha) and less than 3% of small farms (<10 ha) [51].
- By leveraging educational and training institutions, a network of 52 institutions has been created in Morocco with 24 different curricula across the country to improve the uptake and efficiency of agribusiness. Furthermore, eight secondary schools prepare young people to obtain a baccalaureate degree in agricultural sciences in addition to 30 middle schools in rural areas dedicated to training young people in agricultural technology. All agricultural vocational training institutions provide vocational training to improve employment opportunities for rural youth who are not in school, but have basic literacy skills. Every year, 10,000 young people receive retraining in 20 professions [33].
- Founded in 2000, the National Agency for the Promotion of Employment and Skills (Agence Nationale de Promotion de l’Emploi et des Compétences, ANAPEC) facilitates access to job opportunities by matching individual skills with labor market requirements. The agency provides intensive training programs to enhance job seekers’ skills, making them more prepared for the requirements of modern jobs. ANAPEC provides career counseling to help individuals identify the best career paths and develop their professional plans. Many testimonials from individuals who have benefited from the agency’s services show important changes in their career paths, highlighting the agency’s effective role in improving individuals’ lives and providing real job opportunities [52].
- Founded in 1999, the Social Development Agency (Agence de Développement Social, ADS) was set up as a public agency with legal status and financial autonomy, and with a mandate to initiate and support programs aimed at sustainably improving the living conditions of the most vulnerable populations, including smallholders. It finances income-generating activities and employment opportunities, such as food processing and local restaurants, and provides financing that covers all stages from production to consumption. ADS, for example, has funded the program «TATMINE», which promotes local production chains for small farmers, including women [53].
4.1.2. Policy Innovations
- The Plan Maroc Vert, or Green Morocco Plan (PMV), which is one of Morocco’s delineating national strategies for the years 2008–2020, makes a substantial contribution to the development of sustainable agricultural systems. For the period 2008–2020, Pillar I of the PMV sought to develop modern agriculture through the establishment of key value chains and high-value-added investments; Pillar II sought to assist vulnerable actors in reducing rural poverty through the enhancement of their incomes, and it aimed to halve rural poverty by 2020 [54]. The PMV implemented a regional strategy, which aimed to maximize the capabilities of individual regions. In pursuit of this objective, regional agricultural plans were developed in collaboration with local and regional stakeholders. Once endorsed by the relevant Ministry, these plans would serve as the primary policy documents [55]. It fostered food self-sufficiency in Morocco to the extent that all vegetables, livestock, and milk are produced domestically, in addition to approximately 70% of the local cereal market. Agricultural value was added, and agricultural exports increased twofold between 2007 and 2018. The PMV facilitated the creation of over 250,000 agricultural sector jobs. The implementation of interventions, including agricultural insurance, irrigation, and water management, benefited over 2.7 million individuals. Each USD 1 of publicly funded incentives generated USD 2.3 of private investment [56].
- The Green Generation Strategy (GG), which is aligned with the 2030 Agenda, spans the years 2020 to 2030. Building upon the achievements of the PMV, the GG provides a contemporary instrument for agricultural development, a fresh perspective on the sector, and a framework for recovering from the COVID-19 pandemic and bolstering the resilience of rural regions. Human capital development and sustainable agricultural development comprise its two pillars, respectively [57]. Pillar I promotes the formation of a new generation of youthful entrepreneurs and an agricultural middle class comprised of 10,000 families. By bolstering the performance of the agricultural value chain, doubling agricultural exports and gross domestic product (GDP) by 2030, and modernizing wholesale markets to ensure more efficient merchandise dispersal, the second Pillar will guarantee the long-term viability of agricultural progress and seeks to stimulate the annual revenue of production chains and ecotourism, replant 13,000 ha of forest, and generate an additional 2750 direct employment jobs. A multitude of facets of food security are influenced by the two pillars when joined. By establishing forest nurseries, an educational and research institution, a water and forest agency, and a nature conservation agency, the GG intends to inspire and engage local communities in forest management activities. Profiting from the comparative advantages of each region, it is implemented using a regional strategy [58].
- Halieutis Plan (Plan Halieutis), which was introduced in 2009 as a supplement to the PMV’s emphasis on agricultural and cattle farming, seeks to improve the sector’s competitiveness in the global economy, preserve of marine biomes and the fishing sector, as well as increase quality and productivity. It aimed to increase the sector’s contribution to gross domestic product and exports, as well as enhance food and nutrition security, all while ensuring the water resources’ long-term viability. Three processing zones were established in Tangier (northern Morocco), Agadir (central Morocco), and Laayoune-Dakhla (southern Morocco) to increase annual domestic fish consumption from 11 kg to 16 kg per capita. The productivity of marine fisheries increased by 7.2% in value by 2017, a 2.3% annual average increase. Presently, 108,000 positions are aboard vessels and 97,000 are on shore in the marine fisheries industry. By elevating fish consumption per capita in Morocco from 11 kg in 2009 to 14 kg in 2017, the associated increased production enhanced the country’s food security and nutrition. Additionally, private investment in the sector amounted to USD 295 million. Fish processing industry investment peaked at 13% [59]. However, a strategy operating under the territorialization approach has been formulated for the period of 2020–2030 [43].
- Initiative Nationale pour le Développement Humain (INDH) translates to the National Human Development Initiative and is a territorial approach to administering agricultural systems, which has been adopted by Morocco to facilitate a more inclusive political process and bring the decision-making process closer to the populace. Initiated in 2005 by the King of Morocco to tackle the underlying factors that contribute to poverty and socioeconomic exclusion, the INDH embodies this novel framework. The INDH endeavors to alleviate poverty through the promotion of collective entrepreneurial thought and networking, as well as the establishment of income-generating activities. Under the INDH, a multi-level governance structure including a strategic committee has been adopted. Under the INDH, agricultural and rural development are top priorities [60]. From 2005 to 2014, over 80% of financed endeavors were concentrated in the farming sector. Youth and women residing in rural regions comprised the majority of the beneficiaries [61]. In addition, efforts were made to strengthen the actors engaged in the implementation of the INDH and develop their capabilities [55].
- A collaboration among nine ministries resulted in the conception and execution of the National Nutrition Strategy (SNN) for the period 2011–2019 [62]. By ensuring the safety and integrity of food goods, it seeks to enhance nutrition, food accessibility, and affordability. To capitalize on the benefits of regional agricultural products, this strategy involved the implementation of improved cost-control mechanisms, including price support for food, and increased efficiency of small-scale producers. Although the strategy approach was fundamentally central and lacked regional or local dimensions, it did not presume a regional orientation [55].
- The National Integrated Youth Policy (SNIJ), which spans the years 2015 to 2030, endeavors to rectify the inefficacy of disparate sectoral approaches through the implementation of a youth policy that transcends sectors. It ensures that actions for youth in all domains are coordinated by involving sectors including agriculture, environment, education, employment, health, and culture. Particularly for disadvantaged adolescent groups, economic and social inclusion is emphasized. Young people should reach high-quality educational resources, permanent employment opportunities, and adequate health facilities; they should also be able to actively participate in the sociopolitical and cultural sphere, and their basic rights should be respected. The SNIJ was designed to ensure greater youth participation in the formulation of public policies [63].
4.1.3. Programmatic Approaches
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- Stage 1 (2005–2010) was organized around four programs that focused on combating rural poverty, urban social exclusion, and volatility, and an intervention that spans human development.
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- Stage 2 (2011–2015) gave a strong impetus to the INDH insofar as the financial envelope allocated to it was increased. Aiming for one million receivers in 3300 rural communities encompassing 22 isolated mountainous areas, this phase of the initiative focused on rural communes and urban neighborhoods.
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- Stage 3 (2019–2023) solidified the accomplishments documented in the preceding phases. It is founded upon four programs that prioritize the provision of fundamental services and infrastructure in underdeveloped regions, assistance to those in precarious circumstances, enhancement of youth income and economic integration, and investment in human capital to foster human development for the benefit of future generations [64].
4.2. Challenges of Sustainable Food Systems
4.3. Opportunities
4.4. Outcomes
5. Conclusions
Funding
Conflicts of Interest
References
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Benayad, A.; Bikri, S.; Hindi, Z.; Lafram, A.; Belfakira, C.; Yassif, F.-Z.; El Bilali, H.; Aboussaleh, Y. Transition toward Sustainability in the Moroccan Food System: Drivers, Outcomes, and Challenges. World 2024, 5, 627-644. https://doi.org/10.3390/world5030032
Benayad A, Bikri S, Hindi Z, Lafram A, Belfakira C, Yassif F-Z, El Bilali H, Aboussaleh Y. Transition toward Sustainability in the Moroccan Food System: Drivers, Outcomes, and Challenges. World. 2024; 5(3):627-644. https://doi.org/10.3390/world5030032
Chicago/Turabian StyleBenayad, Asmaa, Samir Bikri, Zakia Hindi, Amina Lafram, Chaimaa Belfakira, Fatima-Zahra Yassif, Hamid El Bilali, and Youssef Aboussaleh. 2024. "Transition toward Sustainability in the Moroccan Food System: Drivers, Outcomes, and Challenges" World 5, no. 3: 627-644. https://doi.org/10.3390/world5030032
APA StyleBenayad, A., Bikri, S., Hindi, Z., Lafram, A., Belfakira, C., Yassif, F. -Z., El Bilali, H., & Aboussaleh, Y. (2024). Transition toward Sustainability in the Moroccan Food System: Drivers, Outcomes, and Challenges. World, 5(3), 627-644. https://doi.org/10.3390/world5030032