MOROCCAN YOUTH COUNCIL / LONG-TERM DIRECTION

2045

Long-term direction / 2030 - 2045

Vision 2045

A durable international base for Moroccan youth cooperation. Beyond a single programme, presidency or major event, MYCDIC seeks a stable network of offices, people and institutional relationships that can help develop shared solutions, sustain professional exchange and connect Moroccan expertise with international opportunities.

Our direction Regional cooperation

THE LONG VIEW

An international youth platform should be judged by what remains useful after its leadership changes.

THE STANDARDContinuity / cooperation / knowledge / integrity

Expansion is meaningful only when it strengthens these four institutional qualities.

01 / AN INSTITUTION THAT ENDURES

What must become permanent.

By 2045 the Council aims to maintain a reliable base for international youth cooperation rather than a series of disconnected individual mandates.

Continuity across mandates

A useful international institution cannot rely on personal networks alone. Document decisions, preserve archives, train successors and maintain reliable membership and appointment registers. Develop a common operating standard that allows a representation to change leadership without losing relationships or project history. The objective is not to claim the creation of a new generation, but to build a solid international base from which young people can undertake responsible work together.

Depth before geographical scale

International expansion should follow actual needs and relationships. Establish regional coordination where legal status, local leadership and partners make cooperation realistic, and review country representations against agreed standards. The Council should be able to connect diaspora communities, universities, public-interest organisations, research institutions and youth platforms without claiming to replace diplomatic missions or state institutions.

Knowledge as an institutional asset

Develop the Journal of Strategic Studies, Academy, Youth Diplomacy Observatory and thematic working groups into mutually reinforcing sources of learning. Encourage original research, practitioner interviews, policy briefs, technical workshops and carefully maintained archives. Publications need identifiable authors, clear review procedures and transparent sources; expertise should accumulate from one institutional cycle to another.

Relationships beyond events

Use sporting and cultural exchange as long-term channels for dialogue and cooperation. Initiatives inspired by the 2030 sporting horizon should mature into recurring community partnerships where they show educational or social value. Programmes should be inclusive, safe and financially credible, with distinct roles for local clubs, educators, cultural institutions and civil-society partners.

A credible international public voice

Create a multilingual public information and research system that reflects activities accurately across regions. Encourage thematic editorial teams, country correspondents, media partnerships and an accessible correction process. Visibility matters only when it helps audiences understand verified work, discover credible expertise and engage with programmes of common interest.

A record that can be examined

Use consistent public references for offices, decisions, projects, reports and authorised appointments. Maintain separation between internal operational information and publishable public evidence. Regularly review programme delivery, finance controls, data protection, integrity procedures and partner outcomes. An institution earns trust through the quality of its records and actions as well as the strength of its ambitions.

02 / INTERNATIONAL PRESENCE

Build regional ties with practical purpose.

Not every region requires the same structure. Each office, collaboration or exchange should match local requirements and credible opportunities for reciprocal cooperation.

Africa

Develop relevant continental partnerships in training, youth dialogue, culture, education and cooperation among local institutions. Favour regionally informed work, reciprocal value and sustained follow-up.

Europe

Connect Moroccan communities with universities, research and professional networks, youth institutions and practical educational or cultural programmes, including Morocco-Europe cooperation routes.

The Americas

Build careful transatlantic connections through higher education, professional exchange, community partnerships and subject-specific research where a credible local counterpart exists.

Asia-Pacific and other regions

Develop long-range partnerships with research, youth, education and cultural institutions. Establish appropriate regional expertise before expanding formal representation.

03 / KNOWLEDGE AND PUBLIC TRUST

Beyond appointments, archives and institutional memory.

Knowledge as an institutional asset

A record that can be examined

Research and analysis ↗Public records ↗

04 / FOUR PERIODS

Think in successive, reviewable commitments.

A long-term strategic horizon should adapt to external circumstances and evidence from completed programmes. These periods are indicative, not claims of guaranteed growth.

2030–34

2030 to 2034 / Consolidation

Move from a broad network to consistent operating standards. Institutionalise succession, programme evaluation, partner records and shared administrative services.

2035–39

2035 to 2039 / Recurring cooperation

Support multi-year exchanges, professional knowledge networks and selected joint programmes where independent evaluations justify continuation.

2040–44

2040 to 2044 / Institutional maturity

Strengthen archives, research capacity, professional training and regional coordination. Review the resilience of systems and the quality of cross-border relationships.

2045

2045 / Independent review

Assess the public evidence behind the international network, including completed work, safeguarding, partnerships and knowledge outputs, before setting the following strategic horizon.

05 / MEASURING LASTING VALUE

How enduring value will be judged

Consider the durability of partnerships, independent knowledge products, fair participation, continuity of service, traceable project results and the Council's ability to operate under sound governance. Expansion alone will not establish success.

View documented programme results ↗

06 / CONNECTED PUBLIC RECORDS

Projects within the long-term horizon.

Listings follow the current project registry and are controlled from the dashboard. Planned initiatives are not represented as delivered results.

Current programme details are published in the project portfolio. Long-term projects will be listed here when their corresponding horizon tag is approved.