Office of the Director General
Strategy implementation, cross-office coordination and institutional reporting.
Director to be announcedAdministration & Offices
An administrative architecture designed to scale responsibly.
GOB separates strategic oversight, executive management, member operations, regional coordination and programme delivery. Appointment names are published only after formal confirmation.
GOB Institutional NetworkOne network. More capacity.
Institutional support for Moroccan and African associations, organizations and aligned diaspora networks.
Administrative hierarchy
The architecture defines responsibility before positions are filled.
Institutional level
MYCDIC Strategic Oversight
Institutional parent, strategic alignment and project boundaries.
Founding level
Founder of GOB
Founding direction and relationship with the wider MYCDIC framework.
Executive level
Director General
Executive coordination of GOB offices and implementation. To be announced soon.
Operational level
Specialized Offices & Departments
Membership, partnerships, benefits, programmes, digital systems, regions, knowledge, communications and compliance.
Network level
Regional & Country Coordination
Authorized coordination structures can be established progressively according to network needs.
Core offices and departments
Membership & Network Affairs
Admissions, verification, onboarding, member records and directory publication.
Partnerships & Member Benefits
Corporate partnerships, negotiated offers and benefit activation.
Programs & Capacity Building
Training, organization-development programmes and mentors.
Africa Network Office
African organization relations, country growth and regional coordination.
Morocco & Diaspora Networks
National association relations and diaspora bridges.
Digital Systems & Member Services
Member systems, digital support and future portal infrastructure.
Opportunities & Knowledge
Opportunity Desk, research, toolkits and member intelligence.
Communications & Community
Public information, media, member communications and community engagement.
Governance, Safeguarding & Compliance
Policies, complaints, conduct, safeguarding and privacy coordination.
Administration & Operations
Records, logistics, scheduling and operational continuity.
Regional & Country Coordination
Authorized coordinators created progressively where justified.
Appointments: this page defines the administrative structure, not a claim that every office is currently staffed.
Expanded framework
An administration designed around service delivery
The structure separates strategic oversight, network operations, member services, partnerships, programmes, compliance and regional coordination so that growth does not depend on a single office.
Central coordination
Director General, administration, operations and institutional reporting.
Functional offices
Membership, partnerships, member benefits, programmes, digital services, opportunities, knowledge, communications and compliance.
Geographic coordination
Morocco, Africa, diaspora, regional and country coordination functions developed according to verified need and formal appointment.
Administrative structure
A scalable model, with appointments made only when operationally necessary
The structure describes functions that the project may require as it grows. It should not be read as evidence that every office is already staffed. Appointments, delegations and country coordination roles are valid only when formally issued through the project governance process.
Central functions
Project direction, membership, partnerships, programmes, digital systems, communications, administration and compliance.
Geographic coordination
Country or regional coordination may be established where there is sufficient activity and a clear operational need.
Specialized expertise
Advisers, mentors and technical contributors may support particular programmes without becoming part of the permanent administration.
Publication rule
Names and titles should be published only after appointment. Until then, vacant or planned functions remain clearly identified as such.
Governance and administration
Functions before titles.
The structure is designed around membership, partnerships, programmes, regional coordination, digital systems, knowledge, communications, governance and administration.
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.
Regional administration
Central offices, Continental Presidents and country coordination.
The continental layer gives the project a defined chain of coordination between central GOB offices and country-level relationship management.
Leads the project as a whole and coordinates central offices and continental leadership.
Lead network development, country coordination and continental reporting.
Maintain local relationships, support recruitment and member communication.
Remain independent participants and do not become administrative offices by membership alone.
GOB Administration & Offices 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.
