Clear authority
Every role and office should operate under a defined mandate.
Governance
Growth with clear authority, records and safeguards.
GOB governance separates MYCDIC strategic oversight, project leadership, specialized administration and independent member organizations.
GOB Institutional NetworkOne network. More capacity.
Institutional support for Moroccan and African associations, organizations and aligned diaspora networks.
Governance principles
Documented decisions
Admissions, partnerships and appointments require traceable records.
Independent members
Organizations retain legal identity and responsibility.
Safeguarded affiliation
Membership may not be presented as governmental or diplomatic authority.
Review mechanisms
Conduct issues can be reviewed under published policies.
Transparent appointments
Names are published after formal appointment; the Director General remains to be announced.
Level 01
MYCDIC institutional framework
Strategic parent and institutional boundaries.
Level 02
Founder & Director General
Founding direction and executive management.
Level 03
GOB offices
Specialized administrative functions.
Level 04
Beneficiary organizations
Independent members under GOB programme rules.
Expanded framework
Governance that scales with the network
Growth requires clear authority, separation of roles, accountable admissions, transparent partnerships and documented safeguards.
Strategic oversight
MYCDIC provides the institutional framework and strategic alignment for the project.
Executive management
The Director General, once appointed, coordinates implementation through defined offices and reporting lines.
Independent member identity
Member organizations retain their own legal personality, leadership, governance and responsibility for their acts.
Governance practice
Authority should remain clear as the network grows
GOB governance separates strategic oversight, project management, operational offices and network participation. This helps avoid informal authority and makes it easier to determine who may approve programmes, partnerships, communications, data use and public representation.
Strategic oversight
MYCDIC provides the institutional framework and reserves matters that affect its identity, strategic position or formal external relations.
Project management
The Director General, once appointed, is responsible for implementation within the delegated mandate and approved governance framework.
Operational accountability
Specialized offices maintain records, controls and delivery processes appropriate to their functions.
Decisions and records
Material decisions should be documented at the appropriate level. Participation in the network does not create voting or governance rights unless a specific rule expressly provides them.
Governance and administration
A framework for decisions as the network grows.
Governance protects the GOB and MYCDIC identities, clarifies delegated authority and creates continuity when teams or appointments change.
Institutional oversight
GOB operates within the strategic and institutional framework of MYCDIC. Matters that materially affect the Council’s identity, high-level relationships, major partnerships or project direction can require Council-level authorization.
Founder and project direction
The founding role concerns origin, strategic logic and institutional continuity. Day-to-day executive coordination is designed to sit with the Director General and relevant offices once appointments are formally made. The Director General remains publicly marked as to be announced soon until a formal appointment exists.
Operational offices
Functions can include Membership & Network Affairs, Partnerships & Member Benefits, Programmes & Capacity Building, Africa coordination, Morocco and Diaspora Networks, Digital Systems, Opportunities & Knowledge, Communications, Governance/Safeguarding and Administration.
Decision rights and delegation
Admission, suspension, partner approval, branding, public commitments, high-risk activity and other consequential decisions should be handled through the responsible authority rather than informal promises by individual volunteers.
Conflicts, records and continuity
People involved in decisions should disclose material conflicts, recuse where appropriate and document significant decisions at a level proportionate to their importance. This protects continuity when people or teams change.
Country coordination
Country or regional coordination exists to improve communication and programme delivery where activity justifies it. Such roles are network and administrative functions, not diplomatic, consular or governmental appointments.
Governance principle
Publish responsibilities first and names second. A credible structure should remain understandable even when appointments change.
Decision architecture
Governance should make responsibility visible before the network becomes large.
This section sets out the operating logic behind the page so organizations, partners and external institutions can understand how the principle should work in practice.
Central decisions
Institutional identity, senior appointments, core policies, major partnerships, cross-continental programmes and matters carrying significant legal or reputational risk remain within the relevant central decision structure.
Continental decisions
Continental Presidents manage regional development, country structures, member-network priorities and continental coordination within delegated authority. They escalate matters that exceed that mandate.
Country execution
Country Coordinators maintain local relationships and operational awareness. They are not independent office holders with unlimited authority to make commitments on behalf of the project.
Documented delegation
Roles should be defined through appointment, written terms of reference or another traceable governance instrument. Public titles should match actual authority so external organizations can understand who is authorized to do what.
Review and correction
Governance includes the ability to review appointments, suspend inappropriate use of identity, correct public information and change structures when experience shows that a different model is needed.
GOB Governance in the wider GOB operating model.
This section adds operational context so the page explains not only what the subject is, but how it connects to membership, programmes, continental coordination, partnerships and institutional trust.
Authority should be traceable
Governance should make clear who can decide, appoint, approve, communicate or commit the project in a given context.
Roles are limited by mandate
Project, continental and country titles are responsibilities within GOB. They do not create diplomatic, governmental or consular status.
Risk and integrity
Governance includes conflicts, safeguarding, privacy, partner review, document control and responsible public communication.
Proportionate review
Routine administration and material institutional risk should not be treated identically. Significant decisions should be documented at the level appropriate to their impact.
Institutional standard
Public information should remain accurate to current appointments, approved members, active programmes and signed agreements. Future ambition is presented as direction, not completed impact.
