Sport in the Plural for Morocco
Sport au Pluriel pour le Maroc
Sport au Pluriel pour le Maroc
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However, the number of sports facilities established by the M.J.S. which is the responsible service, remains unable to meet the needs of Moroccan youth, especially those under 25 who constitute approximately 60% of the population and are moving towards sports practice for several reasons:
- The unemployment rate is concentrated in the 15 to 25 age group (56% in 1992);
- Development of leisure activities to fill the idleness of the population;
- Passive youth entertainment;
The educational concept for idle young people.
Thus the M.J.S. only receives 0.6% of the state budget, according to DRONET Karim (1997),
the latest census shows that: 196 sports facilities belong to the M.J.S., compared to 2900 that belong to the M.E.N., 621 to the municipalities, and 460 to the private sector. All these means remain insufficient to meet the demand of Moroccan youth in terms of sports practice, a good number of young people thus find themselves in the neighborhoods, in the middle of the road, or even on the beaches and in wastelands.
So we can say that Moroccan sport, despite its positive results at the international level thanks to the collection of a few medals by a sporting elite in athletics and more particularly in middle distance, long distance, and cross country; still visibly lacks the means to develop and contribute to the development of its youth.
Concerning football, from the beginning of the eighties, we tried to renew the Moroccan selection with another younger one following a succession of defeats, this new formation began its international career with participation in the African championship in 1981 where she ranked third due to lack of experience. After a succession of Moroccan and European coaches, just before the Mediterranean games in Casablanca which represented a major challenge for those in charge, responsibility was entrusted to Brazilian executives who achieved a great feat with the new training and they won the IX Mediterranean Games, then management was entrusted to another Brazilian executive FARIA thanks to whom the Moroccan selection continued its successes with a very good demonstration during the 1986 Mexico World Cup after a success during which it was the first African team to reach the first round of this cup in the history of football. After a relapse in the international level of Moroccan training, Moroccan executives who were entrusted with the task of leading this selection towards a better level had to wait until 1994 when the Moroccan team obtained its ticket to the World Cup. world of football in the USA, unfortunately, its representation disappointed the faithful of Moroccan football and since then we have always looking for executives and talents who allow excellent representation of the country in events international, but to reach this level we must equip ourselves with the means, the skills, and a real sports policy in Morocco and not an occasional and short-term policy.
Saïd Zerzouri: The history of sport in Morocco, October 2006, Free University of Brussels
http://www.adrare.net/sport/infosport/elements/histoire_du_sport_au_Maroc%5B1%5D.pdf
Sport has become a lever for development and a real tool for growth for many countries around the world. In Morocco, sport is still relegated to a secondary role and has still not effectively integrated the development model initiated by the various governments that have succeeded one another over the last 20 years.
It is to shed light on the importance of this sector in the development of our country at the political and socio-economic levels, but also on the obstacles that prevent it from participating in development that the Scientific Observatory of Studies on Governance and Management organized, Thursday in Rabat, a study day with the participation of many actors linked to the world of sport in Morocco. Thus, during this conference, the speakers focused at length on the role of sport in our country, but also on the obstacles that this sector encounters in our country.
Speaking on “Matin TV”, the director of the Observatory on Governance and Management, Mohammed Guedira, indicated that the dynamic remains limited to integrating sport into the circuit of added value production in our country.
“The problem today is that there is a fundamental dynamic, but it remains unbalanced. We have a locomotive, a few sports, with a few teams in certain sports, but at the heart of these teams, we have a great lack of management, management, and governance.
The other major indicator that prevents sports from progressing in our country is that political parties do not have programs regarding sports. This means that when one of these parties comes to the head of government, it has no vision for the integration of sport into development strategies, knowing that this sector represents 3 to 4% of GDP in the world.
For Hamza Hajoui, president of Fath Union Sport, the growth of sport requires transparent economic management and trust.
“I think the interest in sport in the national economy is constantly growing. It is an economy that must be governed in a good way, and this requires the factors of transparency and trust, transparency which rhymes with what is happening at the level of the Royal Moroccan Football Federation, with the transformation of clubs into limited companies, but also what is being done at the level of the Ministry of Culture, Youth and Sports.
The Development Process of the New Football Strategy in Morocco:
We recommend an approach that provides and consolidates the bases and training structures, thus facilitating more adequate adaptation and integration of appropriate and innovative techniques in the detection, selection, recruitment, training, and modernization of means and techniques implemented. This will create renewable and constant resources, both in terms of the technical quality and civic personality of the players and that of the management.
These two vectors should be oriented towards the creation and application of a regionalized strategy in its national application, while not losing sight of its international standing targets, through a consolidation of the corresponding objectives, whether in the sense of performance, or control of adjacent and constituent stages.
This mastery of the process of integrating the training strategy through controlled progression should allow the enhancement not only of the quality of the game but also to facilitate the sharing of technical, administrative, and management skills of the entire strategy. of renewal of capacities and the development of the football potential of our Moroccan youth.
The first structures should also include training centers and youth and talent detection units. The designation of responsibilities and the setting of expected returns should induce, at all levels of the application of this strategy, a sort of identification of potential, a definition of contributions, and above all the establishment of open communication between all stakeholders. concerned bodies, to facilitate mutual commitment and cohesion of decisions, necessary for the renewal or modification of tactics and techniques, necessary for improving performance.
Our global vision at the regional level, while aiming at the national and international level, in its purpose and its performance. This implies an integration of new techniques, capable of allowing the improvement of the quality of operations and the results planned in this direction, at all levels.
Youth Training Centers, the cornerstone of the Moroccan Football Development Strategy:
We encourage the establishment of networks leading to the promotion of a national football development strategy as a strategy of the training center which is part of and optimizes the overall development strategy of the club.
For this objective, the value of the contribution of technical management must focus, among other things, on stimulating the community football movement, scouting work, and training young people, at the level of the management framework. and recruitment on the one hand and the mobilization of human resources for the development of this sport, on the other.
With this in mind, it became essential to put in place acceptance and training structures at the primary-secondary school l, which would also be of an educational and training nature. Not only in football but also in preparing these young people for professional development. And this on an academic level also through the development of school football.
Therefore, a partnership is essential between regions, schools, training centers, amateur clubs, and professional clubs, to guarantee good visibility for the best talents.
The primary goal is that a balance is achieved at the level of the definition of the career of a young recruited player, namely the pursuit and achievement of an efficient and productive harmony for the investment of young people in their life as a footballer. and that of students.
For this, the motivations of these young people are consolidated not only in the practice of football but also, in the integration of football, on a social level, as a contribution
beneficial to youth and by extension, to Moroccan society in its entirety. Therefore, post-training management must be adequate and productive and therefore encouraged.
In other words, the economic efficiency and profitability of a training center become the hub of the success of a sporting career and also the expression of the quality of the partnership established between the various institutions and organizations concerned. through the development of quality, high-level football.
Two parallel and complementary paths lead this strategy towards success in terms of the economic efficiency of the training center which remains the common denominator of the national football development strategy.
The first path lies in the management of the training center based on an economic objective of profit and this is through the sale of the best talents to the best bidder. And in this perspective, FC Porto and Arsenal have made hundreds of millions of euros in a decade from the resale of young players.
The second way is to train high-level young people who would bring sporting excellence to the club and at the same time opportunities to develop.
This option is specific to FC Barcelona which, as the most successful club in Europe, has a major squad with a typical eleven made up of 80% players from its training center.
The common point between these two directions remains fundamentally the training and management of young people, which should occupy the forefront of Moroccan sport by becoming the main concern of national football leaders.
For this, we consider football as a path towards empowerment and youth commitment towards participation through their intrinsic sporting qualities: quality performances (pillars of development) and progress throughout Morocco.