Strategic NGO Development in Ouaouizerth, Morocco by Kristen Young

Source: K. Young (2013). Photos taken during field Research in Morocco.

Strategic NGO Development In Ouaouizerth, Morocco A Case Study of the non-governmental organization Creativity and

Community

Development: Morocco Inc. conducted by Kristen Young, Master of Public Administration candidate at the College of Charleston. Independent study conducted in summer 2013.

Introduction A prevalent social and health issue in the rural regions of many developing countries is the capacity of the education systems to provide proper health education, leadership opportunities, and critical thinking skills to adolescents in high‐poverty areas. The Kingdom of Morocco faces increasing policy challenges in addressing widespread youth disaffection during a crucial time in history when Islamic radicalism permeates throughout the Maghreb. It is ranked below other Arab countries in major social indicators including primary school completion rates and female literacy, indicating larger systemic issues related to standardized education as well as poverty and unemployment in the country (Cohen and Jaidi, 2006; World Bank, 2010; Oxford Poverty and Human Development Initiative, 2011). In Morocco, criticisms of rural Arabic education reflect a deep concern for lack of critical thinking skills, leadership opportunities, and job preparedness among young people. Although they make up more than 30 percent of the total population, a recent World Bank survey found that an overwhelming 49 percent of young people in Morocco are neither working or in school. The government has not yet created policy to address long-term solutions to these problems. As a response, many small nongovernmental organizations (NGOs), health awareness projects and community development associations have spawned among Morocco’s rural villages and communities. The international nongovernmental organization Creativity and Community Development: Morocco Inc. (CCDM) was legally incorporated as a nonprofit in the State of Georgia in August, 2012. CCDM works in Ouaouizerth, Morocco, that uses the peer education method of disseminating information regarding health and environmental issues, leadership, and individual and community empowerment to adolescents and college‐age students. The organization is promoting an in-country, sustainable solution to these issues. The mission of CCDM is to “…improve the lives of Moroccan youth and the development of the Ouaouizerth community by facilitating peer-to-peer educational pathways

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in basic health, job training, and women's empowerment” (Creativity and Community Development Morocco: Inc., 2013). This case study will examine useful recommended strategies for NGO development and program implementation and apply these to CCDM’s unique circumstances to assist the organization in improving and enhancing its performance. The study will examine the strategic processes of existing community intervention strategies in Morocco, identify the common indicators of success, and analyze the social environment where a number of intersecting factors affect development. Following the review of literature on NGOs in Morocco, field research to collect primary data was conducted in the community of Ouaouizerth in May, 2013. This is the first study of its kind to be conducted in this area of the country. It was created in the hope of gaining an understanding and building a foundation of knowledge to improve associations—paying attention to communities, citizens, and needs as well as the systems that influence them. This research is also intended to contribute to the overall development of Morocco, a country that stands on a great precipice of economic and social change. It will also be used by the CCDM association to assess projects and create a long-term strategic plan.

Community Development A Grassroots Initiative Community development is about helping participants to overcome obstacles to achieving the lives that they deserve (Cohen and Jaidi, 2006). It can also be described as a kind of social planning that intends to improve the general welfare of an area or population. The practice also ultimately aims to change community behavior, and so any NGO strategy must take into account its complexity as a “living system” compromised of people (Spruill et al., 2001). A community consists of far more than its defined geographic boundaries; Brennan (2008) defines the term as a place where people live and meet their common daily needs, and where the emergence of social groups is a dynamic process of bringing people together. (Brennan, 2008). Young | 2

A community-centered approach to development is one that considers the careful implementation of NGOs within a framework of systems, but mainly emphasizes the importance of involving clients and participants at the grassroots level to help develop projects and contribute to organizational decision making. The approach “assumes that those who are most directly affected know firsthand what institutional obstacles thwart their aspirations, and who [become] the essential actors in deciding what to do about it” (Ben-Meir, 2006). Local residents are more suited to address their own long term needs, as well as solutions (Brennan, 2008). On the part of NGO initiatives, this means strategically developing goals and policies through an interactive process that encourages expression of interests and concerns to achieve common needs.

Theoretical Perspectives in Community Development Though a number of frameworks for studying NGOs in an international capacity is evident, there are a few studies that address the idea that community inclusion in decision-making is crucial to the success of a development initiative (Ben-Meir, 2006; Cohen and Jaidi, USDOL, 2008; United Nations Educational, Scientific and Cultural Organization, 2010; World Bank, 2010). In recent years the number of associations and cooperative movements that act as agents of community development has risen globally. Given the nature of international NGOs and development initiatives as variant across global contexts, there are numerous approaches and theories that have been developed to study them (Camphens, 1997; Cook, 1994; Woolcock and Narayan, 1999; Peterson et al., 2008; Ennis and West, 2010; Spruill et al., 2001; Brennan, 2008). What is most necessary in the study of NGOs is the application of a case-focused conceptual framework (Camphens, 1997; Cook, 1994; Vesley, 2011). Peterson, et al. relate community development to psychology, by defining the connections between individuals and the larger social groups in which they reside. Particularly, they use a framework for NGO assessment focusing on the “sense of community” or the feeling that members have of belonging to one another and in groups. The authors Young | 3

specifically address the idea that NGOs and the individuals that comprise operate within complex institutional and inter-organizational transactions (Peterson et al., 2008). Conversely, Asset Based Community Development (ABCD) focuses on developing assets or strengths within a community rather than its pertinent needs. Assets may be categorized into those held by the individual (skills and abilities), and those of the NGO (experience and resources). While this framework is useful in studying the links between individuals and organizations, there are some critical issues related to an asset or strength-based model. It tends to ignore the fact that disadvantaged communities may face macro-level challenges, related especially globalization and capitalism, which directly affect community systems and networks. (Ennis and West, 2010). A social network theory of development directly confronts the issues of globalization, by defining social structure as a network of ties or relationships (Ennis and West, 2010). The two main elements of this theory are actors and the relationships that occur between them. Actors include individuals, organizations, and communities. Recognizing where and how power flows through social networks can be imperative for determining how to strategically access it. However, the study of networks is not concerned with understanding concepts of individual meaning or examining total social structures. Rather than focusing on strengths, assets, or sense of community, this model focuses on the constraints that exist in NGO implementation (Ennis and West, 2010). A theory of empowerment is also applicable to the examination of NGOs in the community development context, although it focuses on positive outcomes rather than the constraints of a network theory. Pigg (2010) highlights three â&#x20AC;&#x153;facesâ&#x20AC;? of empowerment in community leadership development programs; individual, interpersonal, and social action. He asserts that all three of these areas should be present in NGO strategies for development in order for the organization to be successful in empowering a community. More specifically, those NGOs that attempt to give rise to social changes by fostering

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inclusion of disadvantaged (or seemingly powerless) people through community-centered methods would result in positive outcomes (Pigg, 2010).

A Systemic Approach In studying NGOs for community development, emphasis should be placed on interactions, relationships, and bridges between people and social systems that would ultimately affect the wellbeing of the community (Cook, 1994). For the purpose of this case study, a systems framework is used as a lens to observe and describe NGOs to form recommended strategies for the organization Creativity and Community Development Morocco, Inc. A community may be affected by numerous systems whose members act to achieve various goals; the coordination of individuals and groups contributes to development efforts. Essentially, NGO strategies would emphasize the system as “greater than the sum of its parts” (Brennan, 2008). The community is treated as a system, where it is conceived relative to its internal and external environment. Further, a systems framework ultimately maintains that everything is interconnected, and so activities that intend to target different aspects and processes of the community should also be interconnected (Cook, 1994; Woolcock and Narayan, 1999).

Literature Review Measuring Success In examining the useful strategic recommendations for NGOs in Morocco, there must also be guidelines for what constitutes a successful organization in terms of its design and development. According to Ben-Meir, “the magic bullet [of NGOs] is “community-wide participation in the design and management of development projects” (Ben-Meir, 2004). Alternatively, Lewis and Kanji assert that “the idea of a straightforward… magic bullet that would help to reorient development efforts and make them more successful has now passed” (Lewis and Kanji, 2009). For Lewis and Kanji, the strength and success of a development NGO remains in their fundamental role in exhibiting an alternative to status quo. In being non-governmental, NGOs constitute as catalysts for social change in ways that would not typically Young | 5

be possible through government programs. These organizations work “as instruments for alternative ideas, and [invariably] turn alternative forms of participation into [real] practices and hard outcomes” (Lewis and Kanji, 2009). Most NGOs rely on performance outcomes to measure success. According to Cook (1994), judgment decisions concerning improvement or success would be more correctly measured by the people who are directly affected. It seems logical, then, that the definition and understanding of success depends on the cultural context (Cook, 1994).

Confronting Challenges NGOs in international society are also faced with many challenges to achieving success. They must battle increased globalization of aid programs, growing demands of accountability, and widening expectations of the capacity to respond to issues and address development challenges (Ronalds, 2010). The difficulties in NGO development can be mediated by being aware of organizational processes and maintaining accountability and mission focus. Participant groups should be equally and well represented in project development, so that they might lend insight into particular cultural considerations for NGO implementation (Heins, 2008). Despite the effort behind NGO development initiatives, directives such as increasing literacy rates among women or expanding basic education have “often occurred without enough thought as to the materials, motivation, and time necessary to teach them effectively, how literacy improves their daily life, or how education leads to employment” (Cohen and Jaidi, 2006). This speaks to the need for strategic development processes for NGOs in Morocco, in battling the larger systemic issues that associations and communities must face. Organizations must be mindful of clear project implementation plans and may benefit from learning from best practices of other organizations through formation of strategies (Camphens, 1997).

Examining Strategies Strategic methods are defined as those pre-planned efforts by an organization to incorporate within a community successfully. According to Camphens (1997), the achievement of balanced Young | 6

development in communities or at regional or national levels is dependent on directive strategic planning. In this instance the term is best defined as planning for change and crisis, as well as attempting to form possible program outcomes, and providing a flexible plan in case of change (Camphens, 1997). There are a number of studies that address the subject of best practices for strategic NGO Implementation, directly (Avolio-Toloy, 2010; Ben-Meir 2004; Flores, 2011; Lewis, 2003; Imam and Bullain 2012; Pyati and Kamal, 2012; World Bank, 2008). According to Vesely, best practices may be difficult to characterize because they can be highly complex and multidimensional. For this reason, useful strategic recommendations will be formulated under the realization that “best practices” is theoretically vague. Table 1 summarizes NGO portraits that outline various practices and outcomes for development initiatives; for this study, these items will be used to develop useful strategic recommendations for CCDM. Learning from the successes and failures of other organizations is particularly important in Morocco, where communities are oft inclusive to themselves and their traditions (Camphens, 1997). In examining other organizations it can be concluded that the strengths of a community-centered approach include active participation of the client group in project designs, implementation, and monitoring. R’Mel, An NGO project outside the capital city of Rabat, used this technique in the implementation of its project to create a sustainable neighborhood for underprivileged Moroccans. Further, a community inclusive NGO is more likely to be recognized and accepted by civil authorities. R’Mel used a collaboration of members such as citizens, private sector businesses, and local government agencies to assure project success. The practices for this organization emphasize creative dialogue between residents and government. As a result, they also formed a permanent committee to mediate

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discussions and disputes among stakeholders and to help organize community participation (UNESCO, 2008).

Table 1. Select NGO Practices in Morocco Organization

BAJI Program (UNDP)

High Atlas Foundation

Migration and Development Program

Râ&#x20AC;&#x2122;Mel (UNESCO)

Young Entrepreneurs (Jeunes Promoteurs)

Problem

Purpose

Strategy

Outcome

Poverty & Deprivation

To create a map of social indicators for deprivation to systematically address poverty

Collaborated with the Moroccan government for funding & rural communities on service initiatives

Successfully implemented social services programs in fourteen provinces

Community SelfDevelopment

To help create and foster success for community development projects in the High Atlas region

Works with communities to form action plans for social development

Projects span across the country, high success in operations and sustainable community programs

Lack of infrastructure

To develop basic infrastructure in rural communities in the High Atlas region

Used participatory methods and community inclusion in project design, development & implementation

Provided electricity to forty villages and extended projects to include social services

Homelessness

To create an economically viable neighborhood for underprivileged Moroccans

Used participatory inclusion in project development and created committees to settle disputes among stakeholders

Sustainable projects & recognition by civil authorities

Unemployment & Small Business Growth

To alleviate unemployment among university graduates through micro-grants to small businesses

Partnered with national banks but did not provide adequate training or counseling to recipients of loans

Banks stopped making loans out of default & program cancelled in 2003

Source: Cohen and Jaidi, 2006; HAF, 2013; Migrations Development, 2013; UNESCO, 2008.

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An organization with similar participation goals called the Migration and Development Association (l’Association Migrations Developpement) is an NGO founded in the High Atlas Mountains in 1986 by a group of North African immigrants who returned from France. The team successfully worked to develop basic infrastructure among rural villages in the region—over the course of several years they were able to provide electricity to forty villages. Their success was deliberate action on part of the NGO to champion participatory democracy and power in citizenship. The organization currently has projects in gender and development, rural infrastructure, local governance, income generating activities, youth education, and job training and is one of the most prominent associations in the area (Cohen and Jaidi, 2006; Migrations Development, 2013). The High Atlas Foundation (HAF) also trains other local associations and NGOs in participatory planning methods and project management. HAF was inspired by former Peace Corps Volunteers, and strives to produce community based development “centered in fostering the knowledge, skills, and empowerment of women and youth” (Cohen and Jaidi, 2006). It works with individuals and groups on all levels of socio-ecological systems to build bridges and achieve goals. According to Ben-Meir (2006), Morocco wants to advance communities through addressing their needs democratically. HAF propagates communities coming together and defining what is most important, and also addresses larger structural issues that impede development. Mainly, the organization only works where it is invited, and then uses community members to form action plans for social development (HAF, 2013). However, the failure to consider community-centered methods can be harmful for development initiatives. A study of the Young Entrepreneurs (Jeunes Promoteurs) program founded to combat unemployment among university graduates throughout Morocco represents an example of the need for NGOs, as well as the importance for collaboration with the state and sustainability initiatives. Young Entrepreneurs worked to provide 45% start-up capital for new businesses. The organization partnered

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with national banks, mainly La Banque Populaire, who provided the other 45%. The program did not adequately provide business training or support for young entrepreneurs to overcome their debts. Further, the banks preferred to disburse these micro-loans to medical and financial professionals whom they regarded as â&#x20AC;&#x153;safe,â&#x20AC;? veritably defeating the purpose of providing opportunity to aspiring businesspeople. The program was cancelled in 2003 because the banks ultimately stopped making loans out of default (Cohen and Jaidi, 2006). This is a good example of the consequences of failing to make connection on the community and institutional levels. International NGOs also work in Morocco on a country-wide level, but many also have smaller programs in rural communities working for development initiatives. The United Nations Development Programme financed the creation of the BAJI (Barnamak Aoulaouiyat Jtmaita) program in Morocco, which consisted of many small community interventions for sustainable development and poverty eradication in rural areas. They worked to create a map of social indicators for deprivation among these areas, and with the financial assistance of the state helped to implement programs for social services in fourteen poverty-stricken provinces. Their large-scale implementation and success worked mainly as a result of collaboration with the Moroccan government, rather than particularly with community individuals (Cohen and Jaidi, 2006).

Lessons Learned The survey of the literature pertaining to the dynamic landscape of NGOs in the country has been used to orient information on their strategic processes. We know that NGOs operate under unique circumstances, and that therefore any organization that intends to work within communities should consider certain factors in development. That is, cultural understandings are specific to context, or relative position in the social system. NGOâ&#x20AC;&#x2122;s should include individual participants in the planning, project development, and project execution stages. Assessments to determine community needs and planning decisions are more correctly measured by the individuals who may see benefit from them Young | 10

(Cook, 1994). NGOs can act as a catalyst for social change in communities by producing widespread improvement in major issues. Organizations that have invested community members and wellrepresented participant groups are more likely to succeed sustainably. Further, the effects of larger external issues can be solved by maintaining transparency and mission focus. Strategic processes can be used to battle larger systemic issues on the societal level (Ronalds, 2010). Community-centered approaches are a commonality among the organizations reviewed in this section; others have found success in focusing on inclusive models of decision making to foster development (Cohen and Jaidi, 2006; Migrations Development, 2013; UNESCO, 2008). Failure to properly address community members in the formulation or implementation of projects results in consequences for NGOs (Cohen and Jaidi, 2006). Undoubtedly, there are varied perspectives on what defines and measures success. It can be surmised that NGOâ&#x20AC;&#x2122;s in Morocco require specific consideration to context. Successful community development initiatives are designed for change. They must have a clear understanding of all possible opportunities and challenges, and knowledge of own strengths and limitations through assessment (Camphens, 1997). Therefore, the case study of CCDM presents a comprehensive inspection of the organization through the systems framework, in the light that strategic processes may be best formulated through examining it and the relationships of associations in Ouaouizerth.

Systems Framework and Community Development A social systems conceptual framework can be used in community development theory to organize ideas uncovered during the process of engagement (Camphens, 1997; Cook, 1994). It is helpful in the organization of relationships and patterns of interaction in the data and valued in development research for understanding all facets of a given issue (Cook, 1994). Communities are conceived as a system or group of subsystems that can be differentiated from a surrounding environment (Cook, 1994; Camphens, 1997; Tamas, 2000). In an environment, the transactions that occur within or between Young | 11

community systems are inputs, or the demands and supports for the system. The products of inputs are outputs, the actual policies and programs of an NGO (which form the basis for recommended strategic practices). (Cook, 1994). The reactions of an environment that may include positive or negative outcomes to output stimuli are related back into the system and used as feedback (Figure 1). The type of systems and their patterns of interaction varies, depending on the function of the organization; although arguably a system may interact with many other different kinds of systems within an environment (Camphens, 1997; Cook, 1994).

Figure 1. Systems Framework Conceptual Model for Development NGOs

Resources, Demands and Supports

System

Policies and Projects

Outputs

Inputs

Environment

Feedback Source: Tamas, 2000; Luhmann, 1995.

A holistic approach places emphasis on the relationships between the parts (systems) and the whole (environment). For the purpose of this study, the holistic approach will be used to examine the relationship between NGOs and other organizations (systems), and the community environment. The system can also be conceived as a backdrop for daily life and relationships. Through relationships (ties or

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links between individuals and systems), mutual understandings of problems and needs can be formed. An NGO that works to establish and maintain these relationships will increase the local capacity for development (Spruill et al., 2001). Further, the perspective can help NGOs learn about the system they intend to change, as well as help them form policies on the points of intervention (Spruill et al., 2001). Understanding the system levels and power structures that affect a locality (including community members, organizations, and national issues) are vital to the understanding of strategic NGO development (Cook, 1994; Camphens, 1997; Tamas, 2000; Spruill et al., 2001).

NGOs in Morocco The National Level In Morocco, NGOs and associations have been historically influenced by both Muslim and Amazigh traditions; governed primarily by tribal structure. The Amazigh village councils (j’maa) have traditionally presided over community decision making, separated from the power held by the Moroccan government, especially in rural areas (Cohen and Jaidi, 2006). NGO policy in Morocco has become increasingly important in recent years. In 2002, a law was passed that allowed Moroccan NGOs to receive foreign funds; since then, the sector has generally expanded activities at both the local and national levels (Achy and Kerdoudi, 2010). Social progress in policy-making began in the early 1990’s toward the end of the reign of King Hassan II; however the primary bastion for change has been the National Initiative for Human Development (NIHD) launched by King Mohamed IV in 2005, to combat poverty through developing social and economic support services (World Bank, 2010). Since King Muhamed VI came into power in 1999, he has tried to target disaffected youth through economic and social policies, and attempted to create more jobs (Cohen and Jaidi, 2006). Morocco has also begun to hold more transparent elections, and formed a nonprofit sector (Secteur Associatif, but more commonly referred to as “civil society”). Moroccan civil society is rich and

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complex, comprised of both traditional patriarchal organizations and liberal modern groups. A Johns Hopkins comparative nonprofit sector project analyzed Moroccan NGOs and associations and compared the data to other countries. Moroccan civil society is comprised of more than 30,000 organizations, and is an employer of 160,000 employees—most of which are volunteers (Saidi et al., 2004). Dr. Abderrahim Harouchi, Morocco's Minister of Social Development and a main coordinator of NIHD, is eager to work with organizations that advance community development, which the Minister views as "transformative for society” (Ben-Meir,2006). In funding the NIHD and supporting social service provision through NGOs, the government has fostered the creation of thousands of local associations (Cohen and Jaidi, 2006; OPHI, 2008; World Bank, 2010). These NGOs and associations are typically small-scale and local, and many go unnoticed or unrecognized by policymakers. According to Ben-Meir (2006), these organizations should receive much more government attention because community development initiatives are typically very low-cost, at least in comparison to typical aid programs. Many of the services NGOs provide actually complement those of the state, although the government has also used these associations to implement policy and indirectly assert power. Those that are financially unstable or lacking long-term strategic processes are particularly vulnerable to government intervention and control (Ben-Meir, 2006). NGO activities are highly monitored and controlled by the government, regardless of the increased access to foreign monies. What is most necessary for the civil society of Morocco is the allowance for NGOs to participate “more openly and independently in shaping and implementing social policies” in the rural regions, (Achy and Kerdoudi, 2010). For CCDM, this also means forming a deep understanding and connection with the residents of the High Atlas Region and community of Ouoauizerth.

The High Atlas Region The massive Atlas Mountains are a geographical and cultural barrier between the traditional Amazigh enclaves and the vast Saharan desert. The region comprises a significant portion of Morocco’s Young | 14

rural population. The Atlas range runs from east to west and separates the hot, dry Sahara desert from the more Mediterranean climate to the north. The languages spoken in this region are Darija (Moroccan Arabic,) Tamazight (Berber) and French is when conducting business. As much as 80% of Moroccoâ&#x20AC;&#x2122;s population is racially Amazigh, however only 40% of the population engages in a traditional lifestyle (Ennaji, 2005). The Amazigh population has inhabited the Atlas Mountains for over 5,000 years; and while they have adopted some Arabic characteristics like conversion to Islam and the adoption of Darija as a spoken language, traditional villages still exist throughout the mountain chain (IFAD, 2008; Haut Commissariat au Plan, 2004; United Nations, 2010). Figure 2 (below) displays Tadla-Azilal, one of sixteen major regions in Morocco, where native heritage is actively preserved (Crawford, 2008).

Figure 2. Map of Morocco and the Tadla-Azilal Region

Source: Photos retrieved from http://commons.wikimedia.org/wiki/File:Tadla-Azilal.svg.

According to the 2004 census, the population of this area is approximately 1.5 million inhabitants, 60% of which are under age 25. The rural population comprises a majority (66%) of this area, compared to 49.6% nationally (Rural Poverty Portal, 2012; IFAD, 2008; UN, 2010). The villages in

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the High Atlas Mountain region are truly among Morocco's poorest, with extremely high rates of illiteracy and unemployment (Ben Meir, 2004). In Morocco, the literacy rate is 51% for males and 42% for females. Compulsory education in Morocco should last through primary school (age 15), but many children in rural areas do not attend school-- illiteracy rates in these areas can reach as high as 90 percent among girls (Marseli, 2009; Rural Poverty Portal, 2012). Azilal province is the location of CCDM, which is based in the rural community (commune rurale) of Ouaouizerth (Figure 3). In 2004, the province had a population of 505,000 and a poverty rate of 9.4% (HCP, 2004). The community encompasses 14 neighborhoods that are home to 13,940 residents; approximately 8,940 of these live in the center douar (neighborhood) called Amzawro, while another 5,000 live in the rural areas and douars surrounding (HCP, 2004).

Figure 3. Photos of Mount Tassemit Valley and Ouaouizerth

Source: Photos retrieved from www.postgradmel.com

Almost all current research and policy initiatives in mountain regions stress the need for sustainable development in these rural areas. The incorporation of the mountain population into globalized society has meant that more decisions about the governance of NGOs reside outside of the local community system. Consequently, many NGOs support a shift support decisions made at the

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commune level, which is the lowest tier of the state bureaucracy (Funnel and Parish 1999). In the High Atlas the people carry traditions of a hierarchical set of systems expressed through the notions of household, village, tribe and confederation (Ben Meir, 2006). Therefore, policy in the High Atlas must highlight an understanding of social systems and how they behave as economic circumstances change. More particularly, these systems should be studied in depth as to how they create social complexity, and how institutions play a role in bridging the gap between individuals and society (Ben-Meir, 2006).

Data & Methods Data Collection As noted in the introduction, the purpose of this research is to compile recommended strategies for community development initiatives in order to assist the CCDM organization in strategically planning for success. Primary data was gathered from field research in Morocco in May 2013 with the objective to recruit respondents such as local members of associations in order to develop a snapshot of NGO performance and interaction in the area. Further sources such as organizational documents and websites, public census data, and previous research concerning the subject were also utilized. Over the course of 28 days of field research, 13 respondents were successfully interviewed. Selection criteria for the interviews included that the respondent should have some involvement with a local association, whether through volunteering or service, or receipt of services. The respondents mostly resided within the Amzawro douar of the Ouaouizerth community, with the exception of two that worked for associations in the city of Marrakech. All participants were over the age of eighteen. They consisted of representatives from 5 local associations in Ouaouizerth, 3 international organizations, and one representative from local government. The associations represent a diversity of service areas that include after-school tutoring, public health, community development, womenâ&#x20AC;&#x2122;s support and empowerment, environmental awareness, English teaching, sports, and education for the rural poor.

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Respondents were recruited through individual interaction in the community during the field research period. They communicated using a mix of languages including French, English, Darija or Tamazight (but more often the latter) so a human language translator was utilized to facilitate interview conversation. Interaction consisted of a brief set of interview questions held in the context of normal conversation. Each respondent was asked a series of open-ended questions concerning charitable service initiatives in Morocco (Table 2). The set of questions was derived from the literature review. During analysis, questions were grouped by topic, some were combined or eliminated based on information given during the interview process

Table 2. Interview Questions for Moroccan Association Members 1. How does your organization gauge the needs of the community? 2. Does your organization use suggestions from the community to plan projects or make decisions? 3. How does your organization use volunteers or helpers from the community? 4. Does your organization collaborate with other associations to provide any services? 5. Thinking about your organization, in what ways has it helped improved the quality of life of your community? 6. Have there been any obstacles or challenges encountered in your organizationâ&#x20AC;&#x2122;s development or in your community? 7. What are your organizationâ&#x20AC;&#x2122;s strengths, weaknesses, opportunities, and threats? 8. In looking to the future, how would you like to see your organization improve? 9. Of all the positive factors in your community that make it special, which do you value the most? 10. A local association called Creativity and Community Development: Morocco Inc. would like to offer services in this community that include job training, womenâ&#x20AC;&#x2122;s services, and basic health education. Do you think that this is a needed mission? 11. Are there any important factors to understand when working in this community? Source: Interview questions derived from literature review.

Obstacles in the Research Process There were challenges during the interview process that may have affected the richness of the data set, in terms of the number and type of respondents chosen to interview. Primarily, signed consent was found to be inappropriate in the field. In Morocco, education methods heavily stress rote learning Young | 18

over creativity or critical thinking, and the idea of permission highly linked to hierarchical power structures that may be misinterpreted in conversation (World Bank report on Youth and Labor, 2007). Oral consent was a suited alternative, and the modification was made in order to be able to use data that was essentially very difficult to obtain. Due to the existing political circumstances in the region, quotes or verbatim transcript of the interviews could not be used. A combination of brief notes and interview recall was used to obtain data for analysis.

Method of Analysis Along with interview notes, field notes and memos were also used to help guide impressions. Through interacting with respondents, those events and stories most pertinent to the research were highlighted. The notes on interviews were collected, simplified, and placed within a matrix to help identify patterns and interactions among the data and relate interacting systems to the theoretical framework (see Appendix). The relative difficulty of sampling led to interviews being scheduled in the field by asking individuals in face-to-face interaction, through a snowball sampling method. In this case, respondents were identified through normal conversations with citizens. They were asked for assistance in identifying other individuals that worked with associations in Ouaouizerth. This method was chosen on the presumption that individuals act within social systems, and that working within the system to choose respondents would yield a more comprehensive understanding of the issues. The thirteen respondents and their affiliated associations will not be named, in order to avoid tainting or influencing those associations in follow-up studies. The interview findings present topics that are arranged according to the conceptual model of community development grounded in a systems framework. Topics include securing resources, portraying demands and supports, forming programs and policies, and cultural considerations of NGO performance in Morocco. Of particular interest is the process of development for NGOs working within

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the community of Ouaouizerth, because the respondents that work and live within the system best know how to describe its intricacies (Ben-Meir, 2006).

Findings Securing Resources Governance and Structure Associations that work in the Ouaouizerth area are typically small in size. They are required to have a founding board of seven community members, although no information on the direct participation of boards in policy creation or project development for local associations was gathered in the research process. The respondents related that their boards consist of a president and vice president, treasurer, and secretary (although the roles seem to be interchangeable, as one person may assume the duties of several). Conversely, the respondents who represented international organizations said that board members also worked and lived internationally. Two of the organizations operated with less than five staff members.

Volunteer Work All of the local Moroccan organizations that are founded and operated by local citizens, are run by volunteer work. This also localizes the process and restricts the boundary or domain of operations because volunteers need to live locally to work with the organization. One respondent noted that the ultimate goal of sustainable project development is to engage active use of volunteers, because locallyrun programs will continue without the presence of a higher system of influence. In Ouaouizerth, associations have a high need for volunteers, and the activity of volunteering itself is popular among locals (particularly those who do not have regular paid work). Respondents from two associations noted that screening processes and training were used in recruiting volunteers. One respondent relayed that there is virtually no support for associations who want to pay staff, and that people cannot be expected to spend all their time working for nothing. Most respondents noted difficulty in general operations Young | 20

because the Moroccan government doesnâ&#x20AC;&#x2122;t allow the use of paid staff. This regulation is of great consequence to local associations, and could be seen as an issue in affecting the maturation of civil society. The issue causes problems because volunteers are great in an active way, but not often do not have formal training in administration.

Funding Respondents from five associations said that they had trouble with securing and maintaining funding for projects. With so many associations housed in the main douar of Ouaouizerth, there is competition for project funding that comes from small grants through the office of the Ciad (Mayor). Respondents related that other funds can come from charitable donations, fundraisers for projects, government grants, international grants, or membership fees. Two of the respondents said that their associations charged membership fees for services, but that the fees were negotiable based on the ability to pay (like a sliding-scale fee). One respondent noted that the government will subsidize to cover project expenses, but not overhead or general costs like rent. They also noted the importance of international associations becoming involved, not only to help supply grants or project costs to smaller associations, but also because they can financially support themselves. Funding is a major issue for NGOs, as an aspect directly related to the inputs for the organizationâ&#x20AC;&#x201D;supports and demands.

Supports and Demands Potential Improvements In light of the focus on securing resources as inputs for NGO development, respondents were asked about where they see room for potential improvement. One respondent stated that his association wants to start hiring and creating jobs for women through a co-operative for beekeeping. This association also plans on becoming more successful through conducting projects in the rural areas outside of Ouaouizerth. Another respondent noted the hope that their association could have a new facility and more room for participants. An official for local government stated that improvement is

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happening now, and that associations will start to be able to grow in a community with greater infrastructure. This is being conducted by the Ouaouizerth government through providing clean water and electricity to rural douars, as well as creating a new waste-water treatment facility to combat water pollution and increasing anti-littering campaigns (see Figure 4). One respondent said that Ouaouizerth is the perfect place to implement services, because it has developed basic infrastructure and utilities. Azilal is one of the poorest provinces in Morocco, but it has the potential to improve that through job creation and tourism.

Figure 4. Street Waste & an Anti-Littering Campaign in Ouaouizerth

Source: K. Young (2013). Photos taken during field research in Morocco.

Obstacles and Challenges Respondents were generally very forthcoming about challenges that occur during NGO development and project implementation. Three respondents said that there will always be challenges Young | 22

in running an association, because there will always be problems to solve in the community. While most of the respondents noted challenges in securing funding, three of the associations also said they need newer facilities, and better equipment. In Ouaouizerth, there is a lack of resources and work opportunities resulting in the need for NGO intervention. The community also lacks a green space or sports field, which is an issue cited by most of the respondents. Another frequently cited challenge was the very slow-moving nature of Moroccan bureaucracies. That is, the process for filing documents is tedious, and the waiting period for turnaround can take months. Four of the respondents noted that politics are a factor. They said that there are always people who disagree or have their own personal agenda. The array of challenges, both internal and external, present considerations for project development and implementation for NGOs.

Policies and Projects Assessing Community Needs When asked about assessing community needs in the face of the unique challenges present in rural Morocco, respondents noted the importance of using direct interaction and participation by citizens in the planning and execution of association projects. All respondents said that their associations determined problems in the community by listening to the problems of local people. Two respondents said that the projects were chosen based on a voting system, where citizens indicate what issues are the most important to them, and the highest rated issues are chosen as focus areas for projects. Respondents also said that working with people directly is important because it allows them to become empowered and to feel ownership in the association. One respondent said that sustainable projects cannot be created without community input, because they know what the problems are and how to resolve them. The most common outlets reported for citizen participation and opinion are community meetings as well as common daily interaction.

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Collaboration with other Associations All of the respondents interviewed noted that their associations collaborate with others in some context, keeping in form with the community-centered methods used by NGOs to assess problems in Ouaouizerth. Many of the services are provided through collaborative agreements with other associations. This specifically means creating an oral or written contract outlining the exchange services or resources. These outputs are regarded as necessary functions on a system level. The influence of ideas or direct work assistance relayed through systems in an environment is paramount to the success of outcomes. Most respondents reported having future goals for working with other associations in the hope to create more efficient service provision. One respondent noted that the five most active associations in Ouaouizerth should collaborate on goals and efforts instead of competing for funds from the Ciad. On a larger scale, three of the associations have worked with the Moroccan government or an international association in accomplishing projects. The respondents associated with these associations also said that they would like to seek further partnership with international associations in the future.

Cultural Considerations In reply to the question concerning important considerations for working in Morocco, the respondents pointed out an array of factors that may affect NGO development. Two respondents said that networking and having good connections in Morocco (having Moroccan friends) is important, to serve as cultural liaisons in communicating goals and issues, and others stated that a developing NGO and its staff should take time to consider and research these cultural issues before entering a community. Cultural suggestions included learning about history and traditions of Moroccan society (particularly Amazigh,) and learning the language. That is, the non-local staff or volunteers that work for NGOs should be encouraged to wear local clothing styles and speak in the local dialect. One respondent stated that the largest issue in NGO development is integrating and accepting customs to earn

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community trust, and that NGOs should seek permission work on projects before entering the community.

CCDM and the Community In order to gain a better understanding of attitudes towards project development of CCDM, the respondents were asked if they felt that the intended services of the organization are needed in the community. These services include job training, womenâ&#x20AC;&#x2122;s empowerment initiatives, and health education through peer-to-peer learning. One respondent said that there is a need for especially job training and women's development. Most agreed that the outlined projects would serve a community need for improvement in those areas. Two of the respondents noted that the goals of CCDM and other associations may overlap, and that the local associations should convene to discuss and define goals for the community in a strategic way. Three associations would like to work with CCDM on projects in the near future, to allow more people to benefit from services. The respondents from these associations also stated that they felt the local economy would increase because of CCDM, in terms of not only the job training initiatives but also the presence of an international association. One respondent said that CCDM would need to ask the community members what they need before doing any projects, and also noted that the staff of the organization should live in Ouaouizerth if they are working there. In order to gain a more comprehensive understanding of how CCDM works in the community, the following information outlines the case of the organization in relation to the information gathered from the literature and interviews.

Creativity and Community Development of Morocco: Inc. Background In the summer of 2008, a group of Peace Corps Volunteers (PCVs) became immersed a community development project located in a town called Errachidia, near the Moroccan-Saharan desert. This was a sustainability project for empowering adolescents, and creating peer educators to teach Young | 25

health education and critical thinking to small classrooms of participants. Their primary goal was to educate children about various health issues using creative methods such as skits, music and painting. After leaving Africa, and after the PCVs left Africa, they learned that the project was still working with sustainable and measurable outcomes (Carcilli and Feldman, 2008). “Our Peer Education club was fortunately very successful—the 11 Peer Educators demonstrated remarkable creativity and confidence teaching health lessons to roughly 300 college students, and the project gained the full support of the [Moroccan] Ministries of Health and Education, college and dormitory administrations, and Peace Corps” (Carcilli and Feldman, 2008). One of the volunteers working on the project returned to Morocco, and decided that the program should be continued in the Ouaouizerth community, where the need for development was even more prevalent. In the fall of 2012, the paperwork was submitted to create legal incorporation for Community and Creativity Development: Morocco, Inc. CCDM is now in the process of achieving 501 (c) 3 tax-exempt status as a non-profit organization, based in Georgia. The mission of CCDM is “to improve the lives of Moroccan youth and the development of the Ouaouizerth community by facilitating peer-to-peer educational pathways in basic health, job training, and women's empowerment” (CCDM, 2013).

Securing Resources In the systems environment, CCDM is influenced by the political and legal influence of the Kingdom of Morocco as well as the United States. The organization must be legally incorporated in both nations. In the U.S., this means 501-c-3 nonprofit tax-exempt status designation. In Morocco, the process is more community oriented; the organization receives “association” status by coordinating with community members and partnering with a parent association under the Moroccan Ministries of Health and Education (Office of the Ciad, 2013). Organizational structure is also an important factor in regulating work processes for the growing NGO. The executive board of CCDM consists of six members who live internationally and in Morocco. It also consists of 4 staff members and occasional volunteers. Young | 26

Many decisions are made through informal correspondence and the sharing of ideas (the purpose being to foster and open and creative culture that is inclusive of all members). These factors are contingent with the interview findings, where rural Moroccan organizations with small governing boards and staff heavily invested in local issues produce the most helpful programs. However, some difficulties have emerged in the development process; mainly, in identifying and securing funding streams for projects (CCDM, 2013). Currently, CCDM that relies on very few sources of funding to carry out operations and has a dwindling volunteer base. The organization is primarily supported by charitable donations and small grants that amount to less than $8,000 per year for projects, to date (CCDM, 2013). Optimally, strategic planning for CCDM should include realistic financial analysis and the input of community stakeholders. And being that the project intends to become sustainable in the area, a greater amount of volunteer work and citizen input is needed.

Supports and Demands Creativity and Community Development: Morocco, Inc. has recognized several areas for improvement in Ouaouizerth. There are four main project areas that will address issues in the community; including peer education training, job training in information technology, health education, and womenâ&#x20AC;&#x2122;s empowerment. The findings from this study indicate that this area is a perfect environment for NGO implementation because of its existing infrastructure of associations. The local people who staff them have indicated an interest in forming alliances with other NGOs as well as CCDM, so it is in the best interests of the organization to begin expanding institutional system supports. While Ouaouizerth is a positive environment for development initiatives, it also presents many challenges in NGO development. For CCDM, decisions are made collectively, and then developed into actions and projects (bottom-up reasoning). CCDM has prepared for organizational change by involving stakeholders and participants in important processes, including members of local government. It has

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created measures for these interactions through community assessments, but has yet to develop a comprehensive strategic plan (CCDM, 2013).

Policies and Projects The people of Ouaouizerth are highly reliant on small social systems (families, tribes, clans) and very community-oriented in terms of conducting business. This affects the development of CCDM because the organization must interact with external systems in order to conduct successful programs. For this reason, the organization has created a focus on shared decision making. Team and group work is used to facilitate dialogue, in the expression of multiple points of view so that the organization can make the most informed decisions. In terms of developing policies, the findings indicate that using direct interaction in planning and executing projects would yield the most success for the community. Creating interaction and influence among social spheres is important for the success of CCDM because the environment relies on a cooperative social service network; organizations do not stand alone, but rather, abide by cultural norms in creating and fostering communication. The organization must amicably work with other associations and government offices including the Amzawro Neighborhood, the Mayor of Ouaouizerth, the Governor of Azilal Province, as well as the Moroccan Ministries of Health and Education. Therefore, would be in the best interests of CCDM to consider the range of social systems, as well as the cultural considerations and relationships required to produce successful development.

Strategic Recommendations In applying the lessons learned from the literature and personal interviews with NGO members in Morocco, the CCDM organization is receptive to altering its developmental processes based on the recommendations from this study. Its efforts to culturally integrate rely on the input of local community members, whose direct experiences with NGO development strategies are reflected in the findings of

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this study. More specifically, the information will be used to develop a long-term strategic plan for organizational development of CCDM. The most useful strategic recommendations are displayed in Table 3, where the suggestions are arranged according to the familiar model of community development through systems framework.

Table 3. Strategic Recommendations for NGO Development Securing Resources

Supports and Demands (Inputs)

Policies and Projects (Outputs)

Form relationships with locals as well as government officials, to gain trust and cooperation.

Incorporate influential local community members to help serve on the executive board and staff.

Create policies to ensure that invested members maintain mission focus.

Use volunteer recruitment and training methods to form a support base.

Work with local associations to pool resources for community development projects.

Create contract guidelines with local associations to ensure project success through exchange of resources.

Explore all possible funding streams for project development.

Anticipate adequate facilities, supplies, and organizational logistics prior to implementation.

Create a comprehensive budget to outline all anticipated project costs.

Hold community meetings to gather input on local issues, to assess problems and needs.

Avoid internal or external politicking among social systems, in competition for volunteers or funding.

Create policies to maintain accurate and transparent recordkeeping, and relay official documents promptly to avoid slow turnaround.

Provide comprehensive, bi-lingual marketing information on CCDM promotional materials and create a sponsorship package for recruiting charitable donations.

Use a translator or cultural liason to communicate sensitive issues between systems.

Create a long-term strategic development plan, paying special attention to international and cultural issues that may affect project implementation.

Source: Strategic recommendations derived from literature review and interview findings.

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Conclusion This case study evaluated a set of associations within a very specific context, due to the nature of NGOs as active participants in local culture (the considered environment). The intention to form strategic recommendations for the CCDM organization proved to be successful through thorough research, cultural immersion and in-depth qualitative interviews with individuals working with associations in Ouoauizerth, Morocco. Undoubtedly, there are a variety of dynamic factors to consider in NGO development. The findings (analyzed from the perspective of a systems framework) propose that the most pertinent factor in developing NGO projects and policies is that they must be shaped by community input. Therefore, the useful strategic recommendations suggested in this study are ultimately intended to improve NGO development in traditional Amazigh areas of the High Atlas region, for both local and international organizations. While CCDM uses community-centered methods to operate within the Ouaouizerth, as an international entity there are a myriad of other external systems of influence to consider. Understanding the relationships between these social systems, and with structures and individuals that reside within, are important to both NGOs and the communities they intend to improve. It is the hope of the researcher that these findings will be used in further studies to evaluate the output and performance of CCDM and other local associations, and to gain important feedback from individuals who use their services. Other research to examine the external interaction of systems and NGOs in Morocco could contribute to overall strategic development of the vast network of associations working in Morocco to provide a higher quality of life for their communities.

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Appendices Appendix I. List of Tables and Figures Table 1. Select NGO Practices in Morocco______________________________________________pp.8 Table 2. Interview Questions for Moroccan Association Members__________________________ pp.18 Table 3. Strategic Recommendations for NGO Development_______________________________pp.29 Figure 1. Systems Framework Conceptual Model for Development NGOs____________________ pp.12 Figure 2. Map of Morocco and the Tadla-Azilal Region____________________________________pp.15 Figure 3. Photos of Mount Tassemit Valley and Ouaouizerth_______________________________pp.16 Figure 4. Photos of Street Waste and Anti-littering Campaign in Ouaouizerth__________________pp.22

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Appendix II. Interview Data Matrix

Matrix of Interview Questions and Responses

Decide problems together (as a community) and then write a grant for money. Approval comes from Ciad or police.

They talk to people and listen to their problems. Issues are chosen based on a community voting system. The highest rated issues are the focus areas for projects.

Through observation, talking to people, living amongst the locals and realizing their needs by just being among them. If you don't use the community to gauge needs, you can't create a sustainable project.

Since they are located in the city center, the women come to them and tell them what the needs are.

They take mainly students from rural areas outside of the community. They recognize a need for education in these areas because there aren't enough schools and students have to travel a long distance to attend, so often they will not go at all because it is too expensive.

They approach communities as a partner and ensure success through letting the communities manage their own projects, to allow some empowerment and ownership so the projects become sustainable.

The associations listen to people and their problems. There are many problems so it is hard to decide what to work on.

The association is primarily approached by others who need specific projects.

The people of the town tell them what they need help with.

How association assesses needs

All activities are planned on the suggestions of the community.

They recognize problems through community suggestions, so this is how they know what people are concerned about.

They assess the needs by what people around them have identified as problems.

They use suggestions from everyone to provide services, because the services are going to the community.

They talk to parents about the needs of the students.

The association does not work in a community or their issues unless invited by the people there, who identify the issues for them.

no data

The office serves the community, so they hold meetings to allow citizens to voice their opinions. They also live in the town and meet with people daily.

Use of suggestions from community

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QUESTIONS Local Government Official Rotary Association Local volunteer Environment Association Women's Association

Boarding House Development Association Health Association Tutoring Association

They use volunteers at the boarding house. The workers there are all volunteers. They cook and clean for the students and help to act as chaperones.

While the organization works with volunteers in each community that they serve, they do not have any permanent dedicated volunteers on staff in any particular location. Most of the staff are paid, as the organization is a foreign entity and is allowed to do so.

Everyone who works for an association is a volunteer. Some associations have more money than others so life is a little easier because they don't have to worry so much.

The members of the association are all volunteers who donate their time and money to the service causes. They are somewhat exclusive in terms of membership and recruitment. You have to be invited to join the club.

The association gets money from membership dues and through appealing to the Ciad office for monies. The amount charged for dues is unspecified.

The association is granted monies through the Ouaouizerth government, as well as through several dedicated sponsors who donate supplies to the school such as food, books, and cleaning supplies.

Through charitable donations, a number of dedicated sponsors, government grants, international grants, and community fundraising efforts. The array of funding streams is advanced.

Membership fees, something like 20 dirhams, or 9 dirhams for the poorest people who cannot afford that much.

They coordinate annual fundraising projects for school supplies, such as sponsoring a piano concert fundraiser. They contribute their own funds as well as solicit from sponsors. They also get money through "twinning", or partnering with other international associations.

How the association earns money

Everyone who works with the association is a volunteer. They have a small group of women that are regular volunteers, who teach classes and look after the day care/pre-school. They have identified the need for more volunteers and more resources as an issue.

There are five associations in this douar. This is a problem because if you are seeking funds for your association, they are all competing for the same funds. And not just funds, but peopleâ&#x20AC;Ś this includes participants, volunteers, etc.

Use of volunteer work

Yes-the reason why this project works is because the volunteers are from here. That is the ultimate goal, because it means the administration can leave and the programs will still continue. It's sustainable.

There is no money available, they do not apply for grants or receive donations but occasionally receive help from the parent organization based in the Moroccan capital of Rabat.

no data

Everyone is a volunteer. They have a lot of popular programs and interested volunteers. There is a screening process for volunteers, they must have some other work or income available. Also volunteers must bring a file of their personal information and ID forms to participate. They then go through first aid training and receive a badge and vest at successful completion.

There are volunteers for the office, although most staff are paid. Informant noted that the large number if associations in Amzawro douar makes it difficult for them each to request and receive funding, because there is just not enough to go around for everyone.

All staff are volunteers, because the Moroccan government doesn't allow association staff to use profits.

Charitable donations, fundraisers, or request for funds by approval from the Ciad. They try to request money from the Ciad for projects but there is a lot of competition from other groups, so you have to have important community members lobby on your behalf.

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no data

The association has benefited large numbers in several communities: planted 50,000 cherry and walnut trees, created potable drinking water for 1,250 rural Moroccans, created a co-operative to benefit 610 women and girls, tree planting and irrigation for 3,500.

All the associations are in charge of improving life in the area. They are responsible for providing a lot of different things, mainly to the poorer residents. But everyone knows an association or knows someone who works for one.

no data

This organization has collaborated with other associations before and is currently in the process of forming the new project idea for farming a hectare with an international association working locally.

The association is collaborating with other organizations to provide things for youth such as computer training and job training.

The association partners with a large number of local and international organizations. They also work with the Moroccan government on several projects such as the High Commission of Waters and Forests in Rabat.

Frequently associations will work together on certain things or at certain events, especially if it involves children or sports.

They work with four other associations in Marrakech. They also work internationally with other Rotary Associations, especially one in Ax-en-province, France. They frequently "twin" on projects to match funds for needed community efforts, and visit each others clubs annually.

Collaboration with other associations

They state that all women in the community are affected by this association, either through using services or helping other women to get them.

They collaborate with the Tutoring Association and the Boarding House, for resources, supplies, and even participants. You have to sign a contract outlining work to be done, approved by the Ciad. You can also legally borrow volunteers from other associations for a certain amount of man hours per year.

Extent that community is affected by association

Hundreds of people know about the association. There is a lottery for participation because there are a limited number of slots available. This could result in less awareness because the scope is somewhat limited.

They have worked with other local associations before, mainly because there are so many of them, and on the same street. However going forward they would like to see more collaboration so that more people can get help.

The office is constantly working with other associations and people to provide services. It is a collaborative effort.

They can only help a small percentage of people based on their resources, so services are generally aimed at the very poor. They also actually do a lot of work in the rural areas surrounding Ouaouizerth.

Look to Azilal as an example. Would like to contract with the other five active associations in the Amzawro douar to collaborate on goals and methods.

The Ouaouizerth community would not exist without a Ciad and Gendarmerie.

no data

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Association and community improvements Obstacles or challenges in development

There are always challenges, from the people in the town who disagree, to the politicians who disagree, to the lack of funds to do anything about the argument.

no data

They hope to be able to move to a newer facility where they will have more room for children and their activities.

The association improves the community by providing a home and education in Ouaouizerth to students who would not otherwise have the opportunity.

Their biggest project is a 1-million tree campaign to plant trees across Morocco in an effort to combat deforestation.

no data

They have a lot of programs but not a lot of funding. They recognize where help is needed, but can't afford to do anything about it. For example, they conducted a clothing drive for the Ait Brahim douar and couldn't get the clothes there because they didn't have transportation. They also don't have a way to transport or store medicine. Personal funds are often used to purchase supplies.

There is the largest issue of community integration and acceptance--this takes the longest time to earn community trust. Further, the waiting process for all documents takes months. There are also high degrees of corruption in the NGO sector in morocco, and a stigma attached to that until the association proves to be legitimately helpful. Also, the organization must spend a great deal of time in the community to know what its needs are. If you don't have community support, the projects will not work. Lack of consideration can cause actual harm to the community.

Ouaouizerth is very poor, so many people cannot afford the membership fees so there is a sort of sliding-scale for those who are extremely poor. Also the facility space is very cramped. They have trouble securing supplies or it takes a long time to. There are problems with processing paperwork, which also takes a very long time.

There are always challenges in keeping up an association. For the school there are considerations with working with young people, the girls and the boys have to stay separated. The boarding house will always need more money to operate because the needs of the students are expanding.

Challenges are community-specific. There are always obstacles, but the association is actually more able to gather resources and help produce project results. They actually go in to communities with the intention of teaching them how to do the same for themselves.

Working with the young people has its special problems. They all need something to do because they just end up walking around and getting into trouble. The young men and women all date each other through Facebook and it shames the woman. Also there is never enough money, it is always a challenge, even for the Boarding House.

There is always some internal politics in any association. Everyone has their own agenda, and there are always nay-sayers. The need for more optimism in planning efforts was noted.

They need more money, and more people to help. They need an ambulance and a car so they can transport supplies. There are a lot of materials they need to acquire to be more effective.

Not for this association, but for others who come from outside of here. You must learn the traditions of this place to work in it.

They have been able to provide clean water and electricity to most of the douars in Ouaouizerth. They have also recently instigated a new sewage and waste water treatment plan. A more recent initiative was providing potable water access to 177 houses in a nearby povertystricken no data douar.

Want to make association bigger, work outside of Ouaouizerth, make other projects for women & job development. Want to create co-operative for beekeeping.

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no data

In Ouaouizerth, everyone is willing to help each other and this is a place for women to come so they can do that.

The community is very supportive of this organization. They like having the students in Ouaouizerth and they support the students. It is a very good environment.

no data

The people are very welcoming and open to receiving help, because they need it. Also they are willing to work on projects with the associations if it is something very good.

no data

Positive factors of community

no data

Ouaouizerth is the perfect place to implement services because it's developed enough to have a basic infrastructure and utilities. They have put a lot of money into improving sewage, preserving the lake here. Azilal is one of the poorest provinces in Morocco, but Ouaouizerth has the potential to improve that through job creation.

Strengths, weaknesses, opportunities, threats

Being foreign is a strength, because those kinds of organizations can be granted money to provide programs and services. The weaknesses are inactivity in the programs and being in a foreign country without a lot of support. The process of creating a Moroccan organization is also a very long and difficult process. There are also residency and visa issues for foreigners who want to work here.

no data

It's a tranquil community with a small village feel, very peaceful and quiet. The people are nice.

Ouaouizerth is the perfect place to vacation, they need to work on improving the town for tourist infrastructure so people will have some place to go and they can bring some money into the town.

no data

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Challenges of community

no data

There is erosion in the streets in certain areas, where waste water reaches up to the doorstep. I have seen many women bathing their children in this, they need more access to clean water in the very poor douars. Some fresh water sources should be added. Also the lake pollution is continuing so they need to find a way to fix that because a lot of people swim there. no data

When the students leave the boarding house or go around town, there are not enough things for them to do so some students get in trouble. They need to have more positive activities in the community for students to become engaged in.

There are many women who need services who cannot afford them or are not allowed here by their husbands. They also need newer supplies and sewing machines but cannot afford them. They have been trying to purchase an advanced loom but creating an appeal to the Ciad has taken months. Also the president of the association is often out of town working so there is no one to run things while she is gone trying to secure funds. The bureaucratic issues in local and national government are a barrier to getting things done.

The main challenges in Ouaouizerth are that it lacks a garden or green space, there is no sports field or playground for children, they need a new waste water treatment facility and trash system to dispose of waste and litter.

There is a lack of resources and work. In the town there is also a major problem with erosion from the trash waste canals and irrigation. There is too much pollution going into the lake, which is a tourist spot. Also there are problems with bureaucracy, it takes too long to process forms or get anything done.

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They are happy to see CCDM in town and hope for its success, because it could help the people of the community and create jobs to bring in money. Some members of the office are currently working with CCDM on formulating curriculum for classroom projects and helping to secure resources and give advice.

Attitude towards services of CCDM

Ouaouizerth is special because there is nowhere else in Morocco like it.

Important community factors

no data

They feel that the services of CCDM will complement the Boarding House well, because some of the students from there might be able to benefit from CCDM services. If they can get certified in information technology, this will allow them some competition in the job market.

They want to work with CCDM on a tree-planting project in the near future, being that the area near Ouaouizerth is highly deforested.

no data

Job creation is the most important factor. They need small business teachers as well as increased tourism. They need an official to come assess the community in terms of what projects could be done. Having good connections in Morocco and internationally is an important factor.

The women in the community are very traditional, so learning the culture to be able to work with them is important.

Any association in Ouaouizerth must be aware of the cultural issues here. It is very different, even from other places in Morocco.

It is extremely important to consider the community before entering it. You must have permission to be there, let alone provide services, so asking what they need is paramount. Being able to work among them and knowing the language is also important.

Networking is very important, also, the ability to speak the language or culturally integrate is important. Bureaucracy works very little; working schedules are not the same as in America. Also, time moves slower and things are harder to process.

Any association working to help Ouaouizerth is good. The problem is that all of the associations need to talk about their goals and define them. We all need to be headed in the same direction--everyone here wants equality of life, no racism, sexism, or poor.

There are always politics and conflicts no matter if you are inside or outside of an association. There are conflicts because of goals, overlaps, and special interests. Some people lobby for the different organizations. Also there is a lot of bribery here.

Anything that intends to help the community is a good thing, but they have to know what people need. So they would probably need to ask people before they do anything. Also, if you are going to work here you should live here.

There is a big need for especially job training and women's development. Women are better workers. Some of the goals are the same as ours but that is good because there is too much work to be done to focus on different things.

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