Mouvement Démocratique et Social

الحكامة والعمل التشريعي

Morocco already has consultation and legislative-impact channels. Making them consistent, transparent and measurable across lawmaking can fit the 2026-2031 term. It depends on binding procedures, early publication of drafts, trained staff and public follow-up. The programme does not specify coverage, response standards or funding, so the extent of implementation cannot be measured in advance.

الحياة السياسية والحزبية

A shared party-ethics charter can be drafted and signed within 2026-2031 because it mainly requires political agreement and modest administrative support. Existing rules for parties and parliamentary ethics offer reference points, but they are not the same as a national inter-party charter. Its practical value would depend on public rules, credible monitoring, reporting and voluntary consequences accepted by major parties.

العلاقات الدولية والدبلوماسية الموازية

Parliamentary diplomacy, friendship groups and international parliamentary sections already operate. Adding regular coordination with Foreign Affairs, training and structured links with experts and Moroccans abroad is institutionally manageable during 2026-2031. It must remain aligned with Morocco’s official foreign-policy framework. The programme gives no targets or budget for teams, travel, training or outreach, so its scale cannot be assessed.

التنمية القروية والبنيات التحتية

Past rural investment shows that large road, water and service programmes can be delivered. Yet the promise does not define acceptable sanitation, digital access, road standards, the places to be covered or a funded target. The remaining sanitation gap is large, but the overall five-year commitment cannot be measured reliably.

الاقتصاد القروي والتشغيل

Investment and employment-linked support tools exist, and cooperatives can help diversify rural activity. However, rural employment fell in 2025. Turning that around while improving finance, land access, processing, tourism, market access and job verification would require unusually strong coordination and resilience to climate shocks.

الحكامة وتدبير المشاريع العمومية

Morocco already uses performance tools in the state budget, but extending binding funding conditions to territorial projects is much harder. Recent audit findings show weak completion, planning and coordination in State-Region contracts. A nationwide system by 2031 needs legal alignment, reliable data and local implementation capacity.

الماء والسيادة المائية

The pledge matches an existing national desalination programme, with operating plants and further projects underway. Expanding desalination, repairing networks and promoting water-saving irrigation can be advanced by 2031, provided investment delivery, renewable-power supply, network works and basin enforcement remain on schedule.

الفلاحة والأمن الغذائي

The programme has an implementation channel for support to farmers, but it gives no national target, cold-chain baseline, budget or beneficiary scope. It is therefore not possible to judge whether the promised scale can be delivered by 2031.

التجارة وتنظيم الأسواق

Targeted market upgrades and direct-sales pilots can be implemented within the term. But a nationwide overhaul that reduces unproductive intermediaries requires municipal investment, enforceable rules, reliable formal-market data and workable alternatives for traders and cooperatives. Earlier next-generation market projects experienced substantial delivery delays.

الطاقة والسيادة الطاقية

The official electricity plan for 2026-2030 already covers renewable generation, storage and grid expansion. But it requires very high annual delivery and relies heavily on private finance. Building domestic equipment supply at the same time adds an industrial challenge that the promise does not quantify.

الاقتصاد والاستثمار

Existing SME investment support shows that public financing tools are already available, although the scheme is limited to eligible industrial firms. Continuing simplification and widening access to finance and markets can be done by 2031 if budgets, bank participation and administrative coordination are maintained.

الصحة والوقاية

Morocco already runs prevention and screening activities through primary care, including diabetes-risk screening and cervical-cancer screening. Regularly strengthening these services through 2031 is feasible if it is phased and voluntary, with supplies, trained staff and reliable referral and treatment. It should not be read as compulsory testing or guaranteed universal coverage. The programme provides no coverage targets, service intervals, workforce plan or dedicated funding.

الصحة والحماية الاجتماعية

Primary-care facilities and territorial health groups are being expanded, and mobile outreach is already used in remote areas. But guaranteeing a minimum service package everywhere and changing funding to performance-based payment would require staffing, logistics, reliable data and new financial rules at nationwide scale. The service package and cost are not specified.

التعليم العالي

Cross-disciplinary pathways and hybrid teaching already have a pedagogical basis, while recognition of experience has precedents in vocational training. Updating university rules and launching phased skills-recognition procedures are therefore feasible in 2026–2031. Wider implementation depends on national standards, assessment panels, funding for student support, and equity for learners with weak digital access.

التعليم العالي والتشغيل

Programme evaluation already considers relevance to labour-market needs, so changing standards is feasible. However, making supervised practical placements and verified graduate tracking work across all public university programmes by 2031 requires extensive employer participation, data systems and quality control.

التعليم والتكوين المهني

Second-chance education is already expanding: 60 new schools brought reported beneficiaries to 35,000 in 2025. That makes the creation of flexible pathways realistic. Extending them effectively to employed adults still needs recognised courses, flexible delivery, employer partnerships and dedicated places, none of which the promise quantifies.

الإدارة العمومية والرقمنة

The once-only rule already exists in law, but applying it reliably across administrations, local authorities and public bodies remains a major delivery task. The legal digitalisation deadline passed on 28 September 2025, while official material still described a continuing second phase. Delivery by 2031 needs interoperable records, lawful data sharing, cyber safeguards and service-by-service redesign; progress cannot be quantified from published national evidence.

التحول الرقمي والذكاء الاصطناعي

Developing digital identity and a limited set of proactive services is feasible in 2026–2031: the IDARATI and national-wallet project has begun. But AI-enabled proactive delivery needs accurate linked data, strong safeguards and clear rules for human review and appeals. The promise identifies neither services, agencies nor funding, so it cannot be read as guaranteeing universal coverage.

البيانات والأمن السيبراني

Morocco already has application-security guidance and personal-data rules. Creating a trusted data environment is achievable in principle, but sharing reusable administrative data with universities and businesses needs common systems, lawful access controls and sustained operational capacity across many public bodies.

الوظيفة العمومية والتربية الرقمية

Introducing AI modules and launching phased continuing training are feasible in 2026–2031 because national digital-skills programmes exist. However, the promise gives no number of pupils, teachers or civil servants to train, and no dedicated budget. Its wording does not support assuming a uniform rollout across every administration and educational institution.

جودة التشريع والمساطر الإدارية

Morocco has mechanisms for impact assessment, simplified procedures and deadlines for some administrative acts. But assessing every new law in advance, reviewing obsolete texts and enforcing effective deadlines across all administrations require rule changes, assessment teams, monitoring and published results. With no inventory, budget or compliance target, comprehensive delivery within five years is demanding.

إصلاح الإدارة والحكامة

Morocco already uses performance tools for ministerial budgets, but extending results-based contracts and service-quality evaluation to managers across administrations and public institutions is much broader. At least 12,395 identified civil-service responsibility posts would need contracts, indicators, data and annual evaluations. Reaching that scale by 2031 requires substantial legal, human-resources, digital and change-management work; the programme gives neither a budget nor a rollout plan.

الربط البيني وتبادل المعطيات

The law permits electronic data exchange, and IDARATI and interoperability work have begun. But broad database unification and automated exchange across agencies require data inventories, common standards, governance, cybersecurity and maintenance funding. Linking priority services is feasible; delivering wide, secure integration in five years is demanding without clear targets and financing.

إصلاح منظومة العدالة

Morocco already has a legal basis for arbitration and mediation and existing digital justice services. But jointly speeding up cases, expanding mediation and simplifying legal aid nationwide requires legal and operational reform, recurrent funding and cooperation from courts and legal professions. The promise sets no targets for cases, courts or beneficiaries, making the five-year outcome demanding.