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Abstract The Moroccan mountains offer unique zones of biological and cultural diversity, yet most of their inhabitants suffer from poverty and vulnerability, and their ecosystems are highly vulnerable to natural hazards and environmental degradation. This research paper attempts to shed light on the role of actors in establishing a governance model that considers the peculiarities of development in mountainous regions. It further highlights the importance that governance has become in the process of evaluating territorial management as well as its role in managing development in the Moroccan mountain areas in general, while focusing on the Tichoukt massif in particular, as it is an integral part of the Moroccan mountain system. We therefore adopted a field study in which we worked on an inventory of the actors directly concerned with development at the massif level, whether at the local, provincial or regional level, defining their roles, goals and strategies, and understanding the structure of the relationships between them and then evaluate its implications on the reality of territorial governance in the field of study. Accordingly, the results of the field study analysis showed us that the mountain regions in general, and the Tichoukt massif in particular, lack basic actors capable of coordinating the interventions of the rest of the actors in the field of development, and that their positions do not correspond with the broad powers granted to them by the Constitution and the Charter of Administrative Decentralization. Keywords : territorial governance, actors, Tichoukt massif, strategies, territorial foresight. ملخص: تقدم الجبال المغربية مجاالت فريدة من التنوع االحيائي والثقافي، اال أن معظم سكانها يعانون من الفقر والهشاشة، كما أن النظم االيكولوجية بها معرضة بشكل كبير للمخاطر الطبيعية والتدهور البيئي. تحاول هذه الورقة البحثية تسليط الضوء على دور الفاعلين في ترسيخ نموذج حكامة يراعي خصوصيات التنمية بالمناطق الجبلية، نظرا الى األهمية التي أصبحت تحظى بها الحكامة في عملية تقويم التدبير الترابي، ودورها في تدبير ...

هدفت هذه الد اسة إلى كلفلة الإ تق ل من الرؤية الفردية لا إدا ة المؤسس ت اللأقفلة إلى عأ مؤسسي ف ل۔ وق م البحث اولاً ببل ن مفالأم الحلأكأة لغة واصطلاح , ثم ا تق الى ت ريف ت المنظأ ت الدوللة لمفالأم الحلأكأة, وعلاقة الحلأكأة بم فحة الفس د الم لي والادا ي, وب ده است راض المؤسس ت اللأقفلة قديم , وحديث , ع لمل , وعربل , واوضح دو المؤسس ت اللأقفلة فى التنألة المستدامة للأجتأع, وبين البحث ال رك ت اللأقفلة الحديثة لغة واصطلاح , وبين كلفلة ا ء هذه ال رك ت. وك ت م لة البحث نين إدا ة ني لب المؤسس ت اللأقفلة, تغلب عللا الرؤية والإجتا دات الفردية, لا علر تنلأعت فلا ال للأم والما ات الادا ية الحديثة, لذلك اجتاد البحث لايج د وقد اقترح ,"SGPMO", ح لهذه الم لة, ببن ء الم تب الإستراتلجي لإدا ة الحلأكأة وا داء البحث نملأذج للحلأكأة وا داء, ق ئ على ثلاث مح و هي "المأ ن ت, والسأ ت, وال ألل ت" وك محلأ بداخلا ثم لة عن صر لتف للا, وي أ م تب الحلأكأة لا ثلاث مستلأيات داخ المؤسس ت اللأقفلة حتى يستطلع حلأكأة هذه المؤسس ت ب ك م , وهي " المستلأى الاستراتلجي, والمستلأى التنفلذي, والمستلأى الت غللي", وداخ ك مستلأى يت تنفلذ مجألأعة من اللأظ ئف۔ ; The Role of Governance in WAQF Development and Sustainability. This study aimed at "how to move from individual vision in the management of WAQF institutions to effective institutional work. The study first introduced the concept of governance in terms of language and terminology. He then went on to the definitions of international organizations for the concept of governance, as well as the relationship of governance to combating financial and administrative corruption. He explained the role of foundations in the sustainable development of society. The research of modern waqf companies has shown language and terminology, and how to establish these companies. The problem of research was that the management of most Waqf institutions, dominated by vision and individual judgments, in an age of diverse science and modern management skills. The research proposed a model of governance and performance, based on three axes: "enablers, themes, processes" and each axis with eight elements to activate it. The Corporate Governance and Performance Management Office operates at three levels within Waqf institutions, namely, "Strategic Level, Executive Level and Operational Level". A range of functions are implemented within each level. ; Bu çalışma Vakıf kurumlarının yönetiminde bireysel vizyondan etkin kurumsal çalışmaya nasıl geçileceğini hedef almıştır. Çalışmada ilk olarak dil ve terminoloji açısından yönetişim kavramı tanıtıldı. Ardından yönetişim kavramı için uluslararası örgütlerin tanımlarına devam etti. Yönetişimin finansal ve idari yolsuzlukla mücadeleyle ilişkisinin yanı sıra. Vakfın toplumun sürdürülebilir kalkınmasındaki rolünü açıkladı. Araştırma modern vakıf şirketlerinin dili ve terminolojisi ile bu şirketlerin nasıl kurulacağı olarak tanımlandı. Araştırma sorunu, vizyon ve bireysel kararların hakim olduğu vakıf kurumlarının çoğunun, çeşitli bilim ve modern yönetim becerileri çağında yönetilmesiydi. Araştırma, üç eksene dayanan bir yönetişim ve performans modeli önerdi: "etkinleştiriciler, temalar, süreçler" ve her ekseni harekete geçirmek için sekiz unsurla birlikte. Yönetim ve Performans Yönetimi Ofisi, "Stratejik Seviye, Yönetici Seviyesi ve Operasyonel Seviye" olmak üzere üç düzeyde faaliyet göstermektedir.

Assembly of the Union Thirty-Second Ordinary Session 10 - 11 February 2019 Addis Ababa, Ethiopia ; During the 28th Ordinary Session of the African Union Assembly of Heads of State and Government, held on the 30-31 January 2017 in Addis Ababa, Ethiopia, Member States of the Union (hereinafter Member States)resolved in its decision Assembly/AU/Dec. 631(XXVIII) to seize the African Peer Review Mechanism (APRM) with the responsibility to "play a monitoring and evaluation role for the African Union Agenda 2063 and the United Nations Sustainable Development Goals Agenda 2030".

ان حجم ظاهرة الفساد في العالمآخذة في التفاقم، إلى درجة أن اثاره صارت تهدد مجتمعات كثيرة بالانهيار ، لكن الدلائل القاطعة أثبتت انه كلما حقق المجتمعات قدرا اعلى من الديمقراطية والشفافية، يزداد دور مؤسسات المجتمع المدني والمنظمات الدولية ، في مكافحة الفساد ومحاصرته، أي كلما زادت جودة الحكم تقلص مستوى الفساد ، وظاهرة الفساد في الجزائر حقيقة موجودة منذ الاستقلال لاسبيل لانكارها، بل ان حجمه ازداد ودائرته اتسعت، وجرائمه انتشرت، لدرجة انها صارت اخطر على الدول من جرائم الارهاب، خاصة مع بداية انطلاق المشاريع التنموية مطلع القرن الحالي ، تاركة الجزائر في مؤخرة الترتيب العالمي لأقل الدول فسادا ; The size of the phenomenon of corruption in the world is getting worse to the point that its effects become threatening many societies to collapse. But the evidence unequivocal proved that whenever communities and societies achieved a higher level of democracy and transparency, the role of civil society organizations and international organizations increases to fight against corruption; i.e. the higher the governance's quality, the diminished level of corruption. The phenomenon of corruption in Algeria is a fact which exists since independence and there is no way to deny it. But its size has increased, his circle has widened and his crimes have propagated to the extent that it becomes more dangerous on the state than terrorism's crimes on the state. This raise was more apparent on the 21st century onset especially with the beginning of development projects. According to several international organizations interested in corruption, Algeria is in the front of the ranking of countries the most corrupted.

Executive Council Thirty-Fourth Ordinary Session 7 – 8 February 2019 Addis Ababa, Ethiopia ; The significance of human rights and transitional justice (TJ) cannot be overemphasized. This underscores why Aspiration three (3), "An Africa of good governance, democracy, respect for human rights, justice and the rule of law",and Aspiration four (4), "A peaceful and secured Africa", of Agenda 2063 – The Africa We Want – focus on human rights promotion, silencing the guns by 2020, peace, security and development. In order to accomplish these objectives of Africa's Agenda 2063, a ten-year implementation plan was developed. The year 2015 was dedicated to Women's empowerment and 2016 to human rights, with a special focus on the rights of women

Executive Council Thirty-Fourth Ordinary Session 7 – 8 February 2019 Addis Ababa, Ethiopia ; The African Capacity Building Foundation (ACBF) was created in 1991 in response to the shortage of capacity to build indigenous human and institutional capacity to promote sustainable development in Africa. The Foundation was designed to serve as a coordinating mechanism for donor support to capacity building in Africa, through the pooling of resources and a common governance and reporting system. To date, 40 African countries have become members of ACBF. ACBF has, however, continued to avail its support to all African countries regardless of their membership status. In recognition of its effective support to African countries, ACBF was designated by African Heads of States and Government a Specialized Agency of the African Union by Decision Assembly/AU/Dec.621 (XXVIII) of the 28th Assembly in January 2017.