Tuesday, July 28, 2015

Humphrey's Carnegie Scholar Touhtou co-authors peice on Morocco & human rights, with Prof Ron & HHH's Golden

For Moroccan rights groups, good reputations aren’t enough

This piece lead-authored by Carnegie Fellow to the Humphrey School Rachid Touhtou appeared today in English, French and Arabic: https://opendemocracy.net/openglobalrights/james-ron-shannon-golden-rachid-touhtou/for-moroccan-rights-groups-good-reputations

reprinted below:

Without building a strong popular base, the Moroccan human rights community cannot capitalize on its good reputation. A contribution to openGlobalRights’ Public Opinion and Human Rights debate. Français,  
On February 20, 2011, thousands of Moroccans took to the streets in Rabat, Casablanca, and Tangier, demanding wholesale change to the country’s constitution. The protests were led by the Moroccan Association for Human Rights (AMDH), a Rabat-based organization founded in 1979 by secular, left wing activists and former political prisoners.

AMDH leaders had begun strategizing for political change as soon as the Arab Spring began in Tunisia, two months earlier. They created a Facebook page, a new website, and a YouTube video calling on Moroccans to turn out en masse on February 20. In response, more protestors hit the streets than the country had witnessed since major social uprisings in the 1980s.

The AMDH’s initial success is puzzling. According to the Human Rights Perceptions Polls, based on a representative sample of 1,100 adults living in Rabat, Casablanca, and their rural environs, Moroccan rights groups have a weak social base. Although the public does afford local human rights organizations (LHROs) some trust, they have little personal contact with these organizations.
Consider Figure 1, which charts the public’s trust in LHROs, relative to their trust in other institutions. On a 4-point scale, in which 1 equals “no trust”, adults living in and around Casablanca and Rabat rated LHROs at 2.32, on average. This is lower than the most trusted actors—the army and religious institutions—but much higher than trust in the least trusted institution, the US government.
As Figure 2 demonstrates, however, the Moroccan human rights organizations’ contact with the broader population is very infrequent, suggesting that LHROs would struggle to mobilize large numbers. Only 7% of our sample reported ever having met a “human rights worker” (non-governmental or governmental), and only 1% reported ever having participated in the activities of, or donated money to, a human rights organization.
Despite this weak social base, however, the AMDH was able to play a pivotal role in the February 20th mass mobilization. It did this by making a crucial alliance with the Justice and Charity Organization (JCO), an Islamist social movement in Morocco that traces its roots to the 1970s.
According to a recent study, the JCO has up to 500,000 followers; according to its leaders, the real numbers are even higher. Most observers agree that the JCO has built a broad social base in Morocco through close, frequent contact with the public, strong ideological principles, and attention to organizational detail.

Unlike the AMDH and other secular Moroccan human rights groups, which focused on elite-level, anti-regime activities during the “Years of Lead”, Morocco’s repressive 1970s and 80s, the JCO spent its time building ties to ordinary Moroccans. It trained leaders, cultivated sympathizers and devoted time and effort to its popular base.

The Human Rights Perception Polls provide a measure of the ideational context in which the JCO thrives. As Figure 3 demonstrates, 96% of Moroccan survey respondents reported that religion was “very important” in their daily lives; 85% prayed at least once a day, and 46% attended mosque at least once a week. In addition, 27% said they trusted Moroccan religious institutions “a lot”, according it 4 on the 1-4 trust scale. Religion, in other words, is crucial to Moroccans, and the JCO has positioned itself squarely within that worldview.
Given the JCO’s popular strength, it was crucial that, in February 2011, the AMDH reached out to the Islamists and, in the heat of the moment, built a temporary coalition of convenience. That winter, the joint AMDH-Islamist demonstrations created a powerful street presence, undermining the king’s confidence in his power. 

Morocco’s monarch quickly adapted, announcing far-reaching concessions that few had expected. Mohammed VI paved the way for a constitutional monarchy by reducing his powers, changing Article 19 of the old constitution (which defined the king as a sacred personality), and stressing the primacy of universal human rights over domestic law.

The AMDH rejected the king’s concessions, saying they didn’t go far enough. Instead, they and other secular rights activists called for wholesale reconstruction of the state’s governing institutions, including forming a popular assembly to replace the parliament and drafting a new constitution. Although the AMDH did not openly call for the king’s removal, the suggestion was that, under the new system, the king would become little more than a figurehead.

In a sudden turnabout, the religiously-oriented JCO bolted from its alliance with the secular AMDH and decided to demobilize. Instead, the JCO joined forces with the Islamist Justice and Development Party (PJD), a political party that had accepted the king’s reforms. The reasons behind this sudden about-face remain unclear, but some speculate the JCO struck a deal with both the PJD and the king, abandoning street protests in return for free and fair elections.

The JCO is a social movement, not a political party, but their alliance with the parliamentary PJD is mutually beneficial. In November 2011, when the PJD emerged as the leader in national elections with 27% of parliamentary seats, the JCO was the PJD’s silent, but willing, partner.

The PJD’s political gains are real. Under the new Moroccan constitution, rewritten by the king in the summer of 2011, the monarch was obliged to select a member of the PJD, as the largest political party, to form the next government. In early 2012, the PJD gained control over major government ministries, including social affairs, economics and foreign affairs.

The PJD is thus gaining valuable government experience while proving itself to Moroccan voters. It has also demonstrated its ability to work with the monarchy and earn the king’s trust. For the JCO, the alliance with a successful Islamist political party has provided all manner of benefits, including a mechanism for transitioning into a more overtly political role should it decide to do so in the future.

The AMDH and other secular rights activists, by contrast, have emerged weakened from the process. The AMDH and other secular rights activists, by contrast, have emerged weakened from the process. Although they continue to organize weekly protests, their numbers are small and declining. The AMDH has not been successful in advancing its agenda of wholesale government reform, further reductions in monarchical power, poverty reduction, unemployment alleviation, and more. Most importantly, from the AMDH’s perspective, they have not been able to gain a royal pardon for their former leftist comrades in arms.

There seem to be several lessons for the Moroccan human rights movement. First, some kind of accommodation with the palace appears crucial for political impact. The Islamists chose to strike a deal, and have been rewarded with power and access. By remaining steadfast opponents to the king, the AMDH has been shut out.

More importantly, the AMDH’s inability to sustain a broad-based social movement without the Islamists demonstrates the weakness of their long-term strategy. Although the Human Rights Perceptions Polls do show popular trust in LHROs, good feelings alone cannot sustain a movement. Instead, Morocco’s rights groups must cultivate a robust social base by providing social services and popular education, and by raising money from ordinary members of the public.
Failing these efforts, the Moroccan human rights movement is likely to tread water. The Islamists are growing more powerful, while the Ministry of Interior has just banned several AMDH conferences, threatened to strip the group of its legal status, and demonized the NGO as anti-Islamic and anti-national.

The time has come for a strategic rethink. The Moroccan human rights movement registered some real successes in the 1990s and 2000s. It put human rights on the monarchy’s agenda, forced the state to recognize past abuses, and advocated successfully on a range of issues. The movement’s reputation among ordinary Moroccans, moreover, is reasonably strong.

Without actively cultivating a broad popular base however, Morocco’s local rights groups are destined to remain marginal political players.

MDP team blog post on Mount Malindang Protected Area, Philppines

We are pleased to share with you the latest entry in our blog, which documents the heart of our field experience in the Philippines: a seven-day hike through the Mount Malindang Range and immersion with the indigenous communities residing in the protected area. 

On behalf of my teammates, Felipe and Abdiwahab,

Maria Victoria F. Punay
Cohort, 2014-2016
Master of Development Practice (MDP)
Humphrey School of Public Affairs
Interdisciplinary Center for the Study of Global Change (ICGC)
University of Minnesota
Minneapolis, MN

Jobs at Saferworld

Job Opportunities at Saferworld: 

  •  Project Manager (Participatory Governance and Peace Programme) 

  • Adviser, Participatory Governance Programme



This material is cross-posted from the Peace and Collaborative Development Network, http://internationalpeaceandconflict.org and appears to be an interesting opportunity for the Humphrey community.    
This is meant for information sharing purposes only.  

Description of Saferworld Somalia/land programme
Saferworld is an independent non-governmental organisation that works to prevent and reduce violent conflict and promote cooperative approaches to security. We work with civil society, governments and international organisations to encourage and support effective policies and practices through advocacy, research and policy development, and through supporting the development of local capacities and structures
Saferworld’s Strategy 2014-2017 for Somalia/land has three core components.
  • Supporting the development of a democratic culture including the oversight of free and fair elections
  • Supporting reconciliation processes between the local authorities
  • Supporting the provision of community-based security and justice and related policy reform

Global Witness, Sr Comm Advisor, Conflict & Fragile States (London, UK)

This material is cross-posted from the Peace and Collaborative Development Network, http://internationalpeaceandconflict.org and appears to be an interesting opportunity for the Humphrey community.   This is meant for information sharing purposes only. 
Global Witness is seeking a dynamic and experienced communications professional to work on our conflict and fragile states campaign.  
This campaign covers our work on conflict minerals, DRC, Sudan, Zimbabwe and Afghanistan. The successful candidate will provide communications expertise to all aspects of this area of work, serving as an integral part of the campaigning team. 
The advisor will input into campaign strategy, lead on the development and implementation of the campaign’s communications strategy, and contribute to the wider communications needs and objectives of the organisation. 


To apply for this position, please send a CV and covering letter, neither of which should exceed two-pages, to recruitmentcampaigns(at)globalwitness.org.
For this vacancy only shortlisted candidates will be contacted. For further info, download the information pack below.

Kiva Fellows Program

This material is cross-posted from the Peace and Collaborative Development Network, http://internationalpeaceandconflict.org and appears to be an interesting opportunity for the Humphrey community.   This is meant for information sharing purposes only. 
Job Description:
Kiva is the world’s first person-to-person micro-lending website. Kiva's field partners, in 80 countries around the world, post thousands of loans to Kiva.org every month so that individual lenders can help fund entrepreneurs who have limited access to capital.
Kiva Fellows have a unique opportunity to witness the realities of microfinance firsthand by working directly with Kiva field partners, or supporting Kiva’s newest initiative (Kiva Zip), for a minimum of 16 weeks. The Kiva Fellowship is designed to increase Kiva's global impact, offer participants a unique insider experience into the microfinance industry, and provide a career opportunity of a lifetime. The position is volunteer-based, and all fellows receive a week of in-depth training at Kiva’s headquarters, plus ongoing access to Kiva’s network of staff and former fellows.
Kiva Fellows are integral to the organization, serving as our eyes and ears on the ground and helping to extend limited resources to maximize impact. Fellows fulfill a core set of deliverables laid out in a personalized workplan that is defined by Kiva along with the host field partner or Kiva Zip team. Kiva aims to leverage the unique skill set of each fellow to accomplish key tasks that are crucial to the success of the partnership or initiative.
Core Responsibilities
Although no two fellowships are the same, core responsibilities may include the following:
Consulting/Capacity Building
  • Train field partner staff on Kiva processes, policies and best practices
  • Observe, learn and document the field partner’s operations and its use of the Kiva platform, making recommendations as appropriate
  • Help identify new field partners or loan products that align with Kiva’s mission and help to further strategic goals
  • Interview Kiva borrowers to assess loan impact, verify data, and gather information for journal updates
  • Provide updates and feedback through field reports
  • Contribute regularly to the Kiva Fellows Blog
  • Create content to help tell the story of Kiva’s impact in the field and engage Kiva lenders
  • Capture images and video footage to be used by Kiva’s marketing team
Scale New Initiatives
  • Identify and onboard new Kiva Zip trustees and borrowers
  • Raise awareness about Kiva Zip through community outreach and public speaking
  • Conduct field-based research and analyze findings
  • Document best practices and learnings
Desired Skills/Experience
Successful Kiva Fellows tend to share certain skills and characteristics:
  • Overseas experience, preferably in developing countries (not required for placements within the United States)
  • High degree of flexibility, self-motivation and problem solving abilities
  • Ability to adapt to new cultures and be flexible in new, challenging environments
  • Background in finance, consulting, international development, business/social enterprise, social science, media production, marketing/communications, economic development, urban studies
  • Familiarity and comfort with various web applications and technology
  • Dedication to working in the field
  • High degree of self-motivation and ability to work independently
  • Minimum 4-month commitment 
  • Ability and commitment to fund the experience
  • Enthusiasm for Kiva!
Fluency or advanced communication ability in Arabic, French, Khmer, Mandarin, Mongolian, Pashto, Portuguese, Russian, Spanish, Swahili, Tagalog/Cebuano, Turkish, Urdu, and Vietnamese are highly preferred or required for many positions.  English-only speakers are encouraged to apply to our diverse Anglophone portfolio.  

Where Fellows Serve
Kiva currently has active partnerships with over 200 field partners in over 80 countries, while Kiva Zip currently operates in the United States and Kenya. Fellowship placements may occur at any of these locations, but availability is dependent upon partner need and the ability of a fellow to successfully complete assigned tasks.  As such, individuals that express a high degree of geographic flexibility are more likely to be selected for a placement.

Additional Benefits
All individuals who successfully complete their fellowships are highly valued members of the Kiva family and will join the dynamic network of 600+ Kiva Fellow Alumni. The Kiva Fellows Program is extremely selective, and alumni of the program are becoming industry leaders around the world.

How to Apply
The deadline for the 29th Class of Kiva Fellows is September 27, 2015. Fellows must attend a one-week training in San Francisco from January 25-29, 2016, and deploy into the field within two weeks of training.
We accept applications on our website. To apply, visit www.kiva.org/fellows/application. For more information on the application process, and to see information on upcoming application deadlines and training schedules visit our website, www.kiva.org/fellows.
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