Annex 4 the FORSATY Mode.docx

Annex 4 FORSATY Model

The FORSATY One-Stop-Shop Model The “FORSATY Model” presented here is the result of the experience of implementing the program between 2012 and 2019. It is based on the original One-Stop-Shop concept contained in the first proposal and complemented by other program approaches that proved successful and are now considered to be part of the FORSATY Model.

The One-Stop Shop The One-Stop-Shop original concept is based on a neighborhood approach and places an emphasis on the role of the community in reducing marginalization. The community unit is the neighborhood. Services are proximate and reach enough youth in different categories of marginalized youth to make a difference in the neighborhood. Ultimately, the OSS Model aims to transform each neighborhood into a neighborhood that integrates all its youth as productive citizens.

The OSS is the principal instrument expected to transform the neighborhood by providing tailored, improved services (direct intervention). OSS are employed alongside capacity-building of public institutions to provide “better” services. FORSATY works on two levels: neighborhood OSS and public services.

The OSS is a civil society organization (CSO) that: 1) provides tailored services that were previously nonexistent; 2) makes them available to categories of youth that essentially do not access any service. It is those services that change youth paths. Mechanisms for access ensure that marginalized youth are included and that services are not directed to youth with better socioeconomic conditions to the detriment of marginalized youth.

Moreover, because of its proximity and of its characteristics as a CSO, the OSS can provide fragile youth with the care, personal attention, mentoring and follow-up that public institutions lack. This capacity of the OSS dramatically narrows the giant cracks through which fragile youth fall out of system.

One-stop-Shops: basic transformation OSS are not CSOs with better approaches and tools. OSS are a new type of organization that contrasts sharply with local CSO practices. OSS services center on the youth while most CSOs essentially center on the available service on offer.

This means that OSS are aware of youth profiles and cater to the needs of each profile. It means OSS properly inform and orient youth about the appropriate service including services provided by other organizations. It means types and duration of service consider the socioeconomic necessities of target youth and focus on outcomes, including academic success, employment and reintegration. It means that area services coordinate with central psychosocial services to identify and follow up progress in youth with difficulties. It means that participating youth are prepared to carry on not only technically but as whole persons.

To the knowledge of the Program, none of the above are practiced in existing CSOs. The evolution from CSO to OSS requires a minimum of two years of intensive technical and organizational support. This is further discussed below.

One-stop-Shops and institutions As CSOs become OSSs they become catalysts for marginalized neighborhood youth. They are the stepping stone between the neighborhood grassroots and opportunities. OSS work with community-based organizations (CBOs) to reach excluded youth they arguably would have difficulty to access and serve. OSS partner with neighborhood schools and provide to at-risk students tailored services the school is not able to provide. OSS work with public and private employment agencies to open new avenues to decent employment to meet growing demand. OSS manage long-standing partnerships with private firms, based on the quality of workers prepared by the OSS. Through these relations the CSOs transform from an isolated service provider to a neighborhood powerhouse providing opportunity.

One-Stop-Shops and the private sector As a rule, the Program puts the OSS in the driver’s seat of relations with the private sector. Technical assistance (TA) is provided to build OSS capacity to negotiate and manage operational partnership. The OSSs engage directly with the private sector in a market-based approach in which the quality of youth preparation of the OSS must compete with other recruitment methods and sources. Recognition of the quality of employees in turn enables the OSS to negotiate in-kind and cash contributions. The Program has no formal relations with the private sector.

Capacity Building and Partnership for One-Stop-Shops The OSS model as implemented by the FORSATY program is high-performing and high-maintenance. OSS partners have excelled far beyond what is commonly expected of CBOs. Achieving that level of performance requires a close-up method in which training and coaching is provided nearly daily, with detailed monthly progress meetings.

The model supposes that the participating CSO has the will to engage in a full-on transformative process that will fully engage the organization. The becoming OSS develops and implements methods and tools in six disciplines concurrently, namely information and referral community, education, vocational, psychosocial, data and monitoring. It does so with much higher numbers of participants and while managing several types of partnerships that did not exist before.

Coordination with the OSS partners is key. It is based on a standard quantitative and output-focused annual road-map disaggregated into quarters. FORSATY M&E and organizational development (OD) components jointly coach the coordinator. FORSATY staff attend monthly OSS staff meetings and help troubleshoot issues directly with the OSS. Performance is reviewed quarterly in the same fashion.

This very direct learning by doing through baptism of fire enables the OSS coordinator and component coordinators to acquire the skills to manage a diverse team and solve issues before they escalate. Monthly OSS meetings with Program staff present build-up the capacity to deliver among OSS staff. Review of monthly reports build standards and capacity to analyze in staff. Monthly meetings foster greater collaboration and cooperation between OSS staff. FORSATY staff become increasingly invisible in meetings as coordinators assume direction without support. OSS performance is covered in the Systemic Changes section, in the body of the report.

The Model’s level of effort requires a FORSATY support agent per component per city, in addition to the component head. The Community component, because of the reliance on multiple community-based organizations (CBOs), required two agents FORSATY and one coordinator per city. The Program’s cost and efficiency are covered in the Program Performance section, further below. The Community, Education and Vocational models are described in the Access section, in the body of the report.

The Community Model The Community Model is based on collaboration between partner OSS and grassroots CBOs; the latter bring the essential proximity necessary to reach out to the target youth. A three-staged process was established: 1) attracting excluded youth through outings and sports; running Open Clubs that can be attended with no strings attached; running Steady Clubs, in which regular attendance enables youth to achieve and grow personally. Community activities have a clear and direct impact on radicalization and recruitment by VEOs, as recoded through interviews with CBOs The Community Model has a development approach to CVE. The component is recognized locally as a catalyst for excluded at-risk youth to reduce negative behavior and acquire the personal assets that will enable them to seize opportunities to get on with their lives. Five major risks are addressed, namely violence, crime, extremism, drug abuse and irregular migration. By addressing all these risks instead of singling out extremism, FORSATY: 1) is more effective at enabling at-risk youth to move forward; 2) avoids intervening with a pre-set agenda; the latter would seriously undermine the legitimacy of the activity.

The Model does not input external content such as human rights or other value sets or otherwise introduce counter-narratives. Diverse interpretations of Islam, or degrees of conservatism in contrast to modern values, are not considered. Avoiding counter-narratives and injections of external content leaves the process entirely “home-grown” and legitimate in the eyes of all stakeholders. In FORSATY, “the medium is the message” – values emerge from natural interactions between youth and between youth and natural role models and leaders.

The values of participating youth are their own. The assumption is that, if the great majority of participating youth and leaders are firmly against violent extremist ideology, the values shared naturally shield them from VE messaging. CBO Presidents and youth coaches do not receive training on CVE. They are trained to recognize youth at risk of either of the five risks and provide those youth with extra attention in the application of the Community personal development method. They use their own words, logic and means to steer radicalized youth back.

Accordingly, the Program does not have a formal mechanism to gather data on CVE occurrences. Information is gathered through ordinary exchanges with CBO presidents and some youth coaches on the current state of their activities. Information is never solicited. The identity of radicalized youth is never exchanged or considered and remains entirely unknown to IOM staff.

The impact of the Community Model on radicalization and recruitment by VEOs is described in the Analysis of CVE relevance section, in the body of the report.

Cost of OSS services and overall program cost per beneficiary The average annual cost per beneficiary of OSS services is between 100 and 200 USD per beneficiary. The variations between components and OSS are presented in the table below.

Table 1: Cost of OSS services per beneficiary – four older OSS partners (USD)

Overall program efficiency The efficiency of the program is calculated based on cost per participant. The calculation was made for the fourth program year (FY2016), being the most representative of the Program. Beginning in FY2017, additional funding from the UK and the Netherlands increased the budget, changing both scope and numbers. In FY2018, the increase over the FY2017 Program budget was 280 percent.

The total program cost per beneficiary in FY2016 was $189 USD. The number of participants was 460 for every IOM staff that year.

Replicating the Model The examples described below from FY2018, illustrate the time and level of effort necessary to replicate the FORSATY Model. In summary, the Model can produce good results, including on OSS capacity, after two years. Relative autonomy of the OSS partner in model implementation, however, can take five years. OSS autonomy is discussed in the body of the report.

Jbel Dersa: Replication of the Community Component in a New Neighborhood by an Existing OSS Partner OSS Al Amal adopted excluded youth as a new target group at a strategic level and, accordingly, added a third neighborhood to its existing two, in Tetouan. Within this fiscal year, the OSS restructured its Community department and promoted/hired new staff, identified a new target neighborhood, selected five partner community-based organizations (CBOs) (3 months), provided training and preparation support to partners (3 months), and provided support to CBOs in youth mobilization (3 months). Youth (253) registered for four Open Club activities in April and held their first neighborhood festival in June. Al Amal conducted this replication without any FORSATY technical support. This capacity of Al Amal was acquired over three years of Program technical assistance (TA) and field experience including two years of skills transfer, yielding not only methodological, but also financial and management capacity in working with CBO partners. The timeframe corresponds to FORSATY estimates. Replication by Al Amal was hugely successful.

In Fnideq, FORSATY selected OSS Fnideq Alumni and provided TA in financial management and to craft an education program in the first quarter of the fiscal year. FORSATY OSS partner UNFM-JM, from neighboring Tetouan, provided coaching and TA to Fnideq Alumni in preparations and in implementation throughout the year, assisting in recruitment, session design, scheduling, space preparations and in identifying at-risk students with partner schools. The FORSATY model of pedagogical, extracurricular, psychosocial and parental mobilization was launched with 206 participants (one primary and one middle-school, grades 5 to 8, (50% girls) three months after partner selection, in January. Further capacity building by FORSATY was carried out through sharing and learning workshops involving experienced and new OSS partners. UNFM-JM’s capacity to provide TA to a new OSS enabled the Program to cut the number of Program coaching visits in half, from more than 40 per OSS annually, in the past, to just over 20 for Fnideq Alumni.

After six months in the education program, participants – youth identified as having significant pedagogical and social issues, rose above the class passing rate in grades 6, 7 and 8 (51% against 50%, 49% against 45%, 68% against 56% respectively) and, in grade 5, remained below the class passing rate (95% against 100%). The FORSATY model enables 90 percent of at-risk youth on average to pass the school year after two or more years.

Vocational in Al-Hoceima: Five Months from Governor’s Office to Field Results As mentioned previously, in mid-January FORSATY initiated discussions with the Governor of Al-Hoceima. In March, FORSATY selected CSO Al Manal. FORSATY provided technical and organizational development support to Al Manal and, by April, Al Manal had a budgeted program of activities, had signed a contract with IOM, hired staff and received technical training. In May, Al Manal launched its vocational counseling service (VCS) and soft skills sessions.

The Al Manal VCS enrolled 513 youth (61% girls) of which 211 (74% girls) benefited from the VCS sessions through 19 workshops in total. Of the 211, 193 (97% girls), expected to work in a new textile factory, also benefited from soft skills sessions through 29 workshops. Ninety of the youth were hired in new textile factories (400 positions will be created over time). The success of youth in the new firms in Al-Hoceima is of strategic importance, as the Region strives to bring employers to Al-Hoceima.

Al Manal partnered with two Vocational Training Offices (OFPPTs) centers and the National Employment Agency (ANAPEC), and held 16 coordination meetings with the private sector to assess needs and explore avenues of collaboration. The association also conducted 19 coordination meetings with public actors such as ANAPEC, OFPPT, the National Solidarity Agency (Entraide Nationale - EN) and the Regional Investment Center, as per the FORSATY local solutions approach of building synergy among actors.

3. Other Models implemented through FORSATY While the One-Stop-Shop is the core of the Model, the FORSATY program also implemented existing, related models, namely in-school Life-Skills Clubs and Youth Leader Councils.

Life Skills Clubs Through sub-recipient The International Youth Foundation (IYF) FORSATY provided support to the Provincial Education Administrations (PEAs) of Tangier and Tetouan in establishing Life Skills Clubs in partner schools. Life Skills Clubs provide a participatory weekly one-hour soft skills session to students using modules adapted for in-school youth from the IYF Life Skills methodology. Clubs are run by teachers trained and coached by IYF staff. Life Skills Clubs methodology was developed for and implemented in the USAID/Itqane education program in Morocco. Results and lessons are covered in the Adaptive Management section, further below.

Youth Leader Councils Through sub-recipient Search for Common Ground (Search-Morocco) FORSATY launched Young Leader Councils (YLCs) in the four target cities covered by the Program. The YLC model constitutes and supports councils of young leaders made up of 25 educated youth, aged 18 to 25. Councils engage with local government on youth issues, organize public events on issues and implement local democracy assessments and small projects. The YLC Model was implemented in several Moroccan cities by USAID and SCFG between 2012 and 2015. Results and lessons are covered in the Adaptive Management section, further below.