Andaloussi’s mission is to improve the educational system in Morocco through the involvement of the different sectors and stakeholders leading to the development of the whole community
Andaloussi’s idea is to create a responsible citizen sector, through mobilizing the collaboration between the business sector, the community, and the government in improving the educational system in Morocco. He created a bridge “Al Jisr” between all these sectors emphasizing a joint responsibility for the enhancement of the educational system in Morocco.
Andaloussi has succeeded in involving the business sector through their financial and technical contribution to upgrade the quality of education and the management systems in schools.
The aim is to use the expertise and the tools of the business sector to improve the educational system ensuring the “global” quality of the school graduate who can compete in global and modernized markets.
Al Jisr, Andaloussi’s citizen sector organization, does not only lead businessmen to give money to schools, which can be done by anybody. Instead, it convinces businessmen to be more interested in schools management. Andaloussi involves business sector organizations (BSOs) with school principles, teachers, parents, and students. They all act as partners who interact and collaborate to have a better school with better education. The school community and BSO collaboration aims at making schools more capable of providing higher quality education leading to change, progress and development.
Educational reform from Andaloussi’s point of view is redefining the relationship between schools and the surrounding environment and community. Schools of the future have a different job than the schools of yesterday. It should work on developing the entrepreneurial skills and capacities of the student, leaders of change for tomorrow.
Andaloussi managed to create a strong partnership between schools and BSOs, which came to end the isolation, and opened a door of opportunities through collaboration and interaction. The partnership helped the schools to graduate better-educated student and helped BSOs to find better-qualified human resources instead of relying on external expertise. Andaloussi “Benefit to all” notion was realized as the whole society is progressing towards a better future.
Until Andaloussi came along with his idea and established Al Jisr, there was a complete absence of organizations which mobilized the business sector, schools’ staff, parents and students to address the quality of the educational system and its enhancement to serve a better future for the schools, the students, the BSOs and the whole country.
The system of education in Morocco is composed of pre-school, primary, secondary and tertiary education. Although the Moroccan Government spends approximately 26% of its budget on education, the quality of education in Morocco is very low. At year 2004, 14% of primary education students failed while 19 % of the secondary education students failed. The dropouts’ rate in 2004 reached 6.5% in primary schools. The number of public schools in Morocco is 8,722 lacking a lot of required facilities and most importantly lacking quality in its educational services.
The private sector is convinced that the quality of education has to be improved to face the 21st century challenges. In fact it suffers from the lack of the human resource quality necessary to improve its competitiveness. The labour supply does not meet the private sector needs. Education is based on memorization and does not encourage initiatives, imagination, team work and entrepreneurial spirit. Teachers ignore the world of enterprise and the enterprise overlook the world of education except for few charitable donations invested merely in construction. Consequently, students are not well prepared for the labour market.
When it comes to students’ orientation with the labour market needs and future employment, the majority of students rarely links there studies to their future employment. Fearing low grades and more effort into studying, students choose theoretical studies versus applied scientific studies as only 1.6 % of secondary schools students choose to study mathematics. As their qualifications do not match the requirements of the labour market set by the business sector, 300,000 graduates are unemployed lacking necessary skills and entrepreneurial spirit. Nearly all the graduates aim at being employed with no initiative of establishing their own business even on a small scale. BSOs involvement in school management and learning methodology enhancement will expose students to labour market dynamics and what it takes to be an active part of it.
In general, educational organizations such as schools tend to have a conservative attitude regarding the interaction with the outside world. Fully aware of their responsibility of bringing up youth who would rule the future, schools were extra cautious about any external factor that might negatively affect their students. Such an attitude resulted in schools totally isolated from their surroundings, unaware of the societal advancements, demands, and context. Accordingly, schools became less able to graduate youth who is able to deal with the realty of his society and its dimensions.
Teachers live in alienation away from technological and scientific advances as they lack continued training. They are not able to communicate with the students who are faced with a rigid institution which does not respond to the societal trends and realities. The schools are not opened to the surrounding environment which affects its ability to offer higher quality of education and enhance its education techniques.
Schools conditions are very poor when it comes to facilities, classrooms and equipment even hygiene making it a repelling place that needs help rather than helping its students. In addition, schools management schemes generally operate way from systematic evaluation and analytical assessment of causes behind poor performance.
These immense problems have been there for decades, the government represented by the Ministry of Education failed to offer a structural sustainable solution to these problems. Private schools which generally offer better education and graduate students with better opportunities in the labour market are not accessible to everybody especially in a poor country like Morocco.
Real solutions to the deteriorating quality of education were not offered by anyone. The business sector lack interest in reforming educational system. Scattered financial donations were offered by philanthropists but the business sector never considered reforming education as a primary interest and a responsibility, when it came to human resources they always doubted local qualifications and outsourced sophisticated expertise causing more expenses and harming the country’s economy, if we let aside the sense of ownership.
The citizen sector was not that creative either, CSOs interested in education were always limited to in-kind donations or supporting classes for students with poor grades.
Many initiatives have been taken mainly to identify problems and to try to find solutions but as partial solutions were not successful. The low quality of education affecting the progress of the whole society requires the involvement of the whole society to solve it.
The relationship between economic development of a country and its educational system needs no clarification. Better education and knowledge is always translated into better productivity, accordingly progress and growth. The economy of the future is not based on manpower, it is based on knowledge. Quantity is not the key factor anymore; instead quality is the main focus of all stakeholders aiming at having a place in the global competition.
Introducing such an unconventional idea of collaboration, Andaloussi stressed upon the fact that everybody is benefiting. Traditionally, BSOs with an interest of improving its societal record tended to provide financial donations or help in schools’ construction. Highlighting a new perspective, Andaloussi emphasized that BSOs have a genuine interest to invest in the improvement of the educational system, which influence the future of the whole country, especially its economy. BSOs contributing to the quality of education improvement are actually contributing to the skills, capacities, and potentials of its future human resources. His argument convinced BSOs to offer in addition to funding, expertise, implementation modes and an alternative perspective to school management style. Instead of being viewed as “predators,” they will become an active social agent who participates in community development and progress of the whole country. Andaloussi convinces BSOs to get involved in improving the educational system through stressing out that they are improving their competitiveness through well-educated labor with better qualifications and skills. Moreover, they are guaranteeing the consumer of tomorrow through preparing a more receptive market to global advances of quality. In addition, the BSO is gaining the loyalty of its employees who appreciate and desire contributing to the citizen sector let alone the boosted image of an enterprise which recognize its corporate social responsibility not only through financial contributions but also through serious involvement in schools development. Finally, He highlights that the BSOs investments contribute to the advancement of the whole society consolidating its stability, which is an inevitable ingredient for growth needed for their enterprises to flourish.
Responding to educational system deteriorating quality in Morocco, Andaloussi developed a four-step strategy to implement his BSO/School partnership idea. First step is establishing a School Support Committee. The Committee represents teachers, students, parents and the business sector organization involved. This Committee is responsible of identifying the collaboration modes, activities and administration in a manner that represents community context of each school and ensure a better educational performance utilizing available financial and human resources. The School Support Committee mission is to improve the quality and the relevance of education and to develop skills and entrepreneurship spirit to facilitate access to employment.
The School Support Committee is a participatory development technique that ensures full engagement and consequently cultivating a sense of ownership that ensure interest, continuation, and sustainability. Open channels of discussion, self-expression and initiative gets everybody busy trying to make their school a demonstration model.
Andaloussi starts off the partnership by asking the BSO involved to develop a needs assessment analyzing the schools’ needs based on which the School Support Committee develop the action plan to address the needs and start implementing it jointly with the school community.
Second step of Andaloussi strategy is to help the Schools Support Committee to develop an action plan specifying activities and assignment to improve school facilities, train teachers and design extra curricular activities.
Third step is when Al Jisr assists them in implementing the action plan developed. A cadre of teachers is selected to be provided with a training of trainers on enhanced teaching methodologies. Computer labs are set from donated equipment. Play spaces and buildings are renovated and furbished. Extra curricular activities are designed and implemented collectively, involving not only BSO, teachers and students, but also parents.
Fourth, an assessment of performance is conducted systematically in a collective manner that ensures highlighting drawbacks to be taken into consideration in following collectively designed work plans. Such mode of collaboration ensure the full participation of all stakeholder integrating schools into the reality of the communities they are in instead of operating away of current society and market trends.
Though agreement with the BSOs generally indicates supporting the school for maximum five years, Andaloussi believes that the BSO will continue its support for the school forever. Andaloussi hangs a sign at the entrance of every school indicating the name of the BSO supporting it.
Andaloussi started in 1999 by organizing a huge conference sponsored by USAID, UNESCO, UNICEF, and the World Bank. The conference addressed education and enterprises involvement in its improvement and development. The conference was a step to let the business sector recognize the educational system status and how its quality affected the business sector itself in terms of how the educational system influence the economy of the whole country. In addition, the conference was a channel through which Andaloussi presented his idea of partnership between the business sector and schools and how such partnership will benefit all.
At the beginning, Andaloussi was faced by the challenge of convincing BSO to support schools and get involved in the schools’ communities in order to sustain their involvement. On the other hand, the school community could not appreciate the BSO involvement beyond financial support and donations. Accordingly, Andaloussi came up with the solution of establishing School Support Committee involving all stakeholders ensuring everybody has a say and have the opportunity to express his/her mind and needs.
Improving various school facilities, like playing grounds, bathrooms, laboratories and classrooms demonstrated a remarkably positive impact on students’ performance, desire to learn, and cultivated the sense of belonging to the school, which was often missing especially in marginalized areas where schools infrastructures were generally poor. The schools became a more attractive place for both students and teachers, which decreased the dropout rates and improved teaching methodologies.
Business sector involvement reaches out for school principals and teachers through training and orientation on corporate sector operation modes through presentations and site visits. This breaks the walls around the teachers who emerge from alienation to be more involved and aware of their societal context, which they have to transfer to their students. Getting oriented on how to run an enterprise, they can transfer the know-how to improve their schools’ management schemes.
On anther hand, getting involved in the school community, faced by its day-to-day obstacles and problems BSOs contribution by out-of-the-box solutions based on their corporate mentality ensures cultivating a sense of entrepreneurship and societal responsibility among students being prepared to participate actively in public life.
Andaloussi started by implementing his four step partnership program in Casablanca, Morocco, by inviting some companies to support schools of their choice and to create success stories about the added value of private sector in education giving example to other companies on how to help schools and motivate them to do the same.
Primary collaboration included BSOs like International Baccalaureate Organization IBO, Microsoft-Oracle in addition to the French Academy of Sciences. The results came encouraging, Andaloussi asked Akhawayan University in Morocco to evaluate the workshops held to train teachers on new learning methodologies in collaboration with International Baccalaureate Organization. In its report, the University stated that the experience was impressive and the learning methodologies introduced are not traditionally used in other schools that will lead defiantly in the improvement of education quality.
Currently Andaloussi is collaborating with a number of international organizations helping him to achieve his goals such as United States Agency for International Development USAID, and International Youth Foundation IYF in addition to Attijariwafa Bank, local bank in Morocco, beside others, finance Al Jisr activities of training teachers and refurbishing schools. Through Al Jisr, Andaloussi sponsored 110 public schools around Casablanca’s marginalized poor areas. The number of public schools sponsored in Casablanca is 97 out of 682 schools. The other 13 schools sponsored by Al Jisr are located in other cities which the BSOs prefers to contribute to.
For the scaling up of his idea, Andaloussi works on three main pillars. First to continues linking BSOs to public schools, second to promote his unconventional idea through conferences, publications and other outreach activates, and third, establishing field offices for Al Jisr all around Morocco.
Andaloussi will continue doing what he does when it comes to matching between BSOs and schools. Recently, on April 2006, he organized a major event inviting BSOs from around Morocco where they pledged to support 70 more primary and secondary schools collecting US$150.000.
What is unique about Andaloussi’s strategy is that he does not approach enterprises for financial assistance where there is no guarantee it will be given repeatedly on other occasions based on the BSO interest. Andaloussi ask BSOs for their direct involvement in schools communities and School Support Committees. Such involvement creates renewed interest that ensures repeated support that can take several forms. BSOs being on board at the School Support Committees, they develop and implement action plans for schools’ performance improvement, in collaboration with school community. Setting up budget lines to finance activities, BSOs in average allocate around US$6000 per year, but what counts more is the time corporate professionals spend in the schools community and their interaction with its members.
Regarding the second pillar of his strategy, Andaloussi works on promoting for his idea getting the whole society on board and convincing them with his new unconventional approach. He developed and published a manual explaining comprehensively his concept of partnership between the business sector and school community. The manual was widely distributed under the name: “Enterprise and education, How to help”. In addition, he constructed a website for Al Jisr highlighting all its activities initiatives and above all its philosophy. To ensure reaching out for a wider audience, Andaloussi produced a documentary about Al Jisr, with subtitles, explaining its concept and activities, showing life testimonies from participating schools and BSOs, even students in their new clean classes enjoying their extra curricular activities with their parents and teachers.
Thirdly, Andaloussi scaling up strategy is founded on establishing offices for Al Jisr in other Moroccan cities in order to replicate his idea. Andaloussi already has strong partnership with the Moroccan Employers’ Federation and the Ministry of Education who totally support his idea and line of work. The Ministry of Education supports Andaloussi’s idea through facilitating the procedures of business sector intervention in schools. The Minister of education issued a decree addressing all Directors of Academies in Morocco indicating they should facilitate Al Jisr efforts to implement its activities. Directors of Academies in turn should invite schools’ directors to cooperate fully with the BSOs willing to sponsor their schools through establishing Schools Support Committees and enabling them to intervene in whatever areas set in their agreement signed with the Ministry. The Ministry also stated in its decree that every official should support this initiative by investing time and effort in implementing and spreading it as it represents a crucial step towards the Moroccan educational system reform within the global context.
This decree is considered Andaloussi passport to spread his idea all over Morocco with no barriers enjoying full support of the Government where all the school managers’ fears are hushed by the decree encouraging them to cooperate with the business sector fulfilling Andaloussi’s idea.
Moreover, the Ministry of Education has appointed some its own employees to support the work of the School Support Committees established by Al Jisr. Andaloussi already signed an agreement with USAID to establish four field offices for Al Jisr in four different Moroccan regions.
Up until now, Andaloussi was able to get 110 public schools to be sponsored by various BSOs. He established an equipped an IT training center where Al Jisr offers, within its premise, advanced training of trainers to teachers on new learning/teaching methodologies. Trainers trained at the center reached 100 teachers who were able to train 1000 more teachers. In addition, Al Jisr organized 13 training workshops for teachers in collaboration with IBO. Furthermore, Andaloussi organized a workshop for the benefit of local education authorities explaining “Think.com” concept developed by Oracle foundation, which promotes the use of IT in education. Following up on this initiative, Andaloussi is preparing for a training workshop for 33 school administrators to use this service.
The center is also used to maintain computers contributed from several organizations before dispatching them to schools. Number of computers dispatched to different public schools amount to 1000 computer. A workshop was especially established to refurbish donated computers.
Andaloussi supported schools became more attractive than others where parents choose to enroll their children in even if it is far from their homes. A considerable number of parents moved their children from private schools to the public schools Andaloussi helped to be supported by the business sector.
To gain credibility and support by the whole of the Moroccan society, Andaloussi was able to solicit and obtain the honorary presidency of His Majesty King Mohamed the Sixth, King of Morocco to Al Jisr. The young king is well known for his progressive thinking and profound entrepreneurial sense of development, which made him appreciate and recognize Andaloussi’s mission and vision of an improved Moroccan educational system.
Regarding his plans, Andaloussi is focusing on the short term on consolidating his achievements and reflect on his mode of operation. He will review Al Jisr institutional structure in terms of human and financial resources needed for expanding his activities to multiple cities in Morocco. In addition, close follow up on the 110 School Support Committees established should be maintained to ensure high levels of performance and sustainable support for the school to achieve the goal of and enhanced educational quality. In the mean time, Andaloussi is working on developing indicators to measure his organization performance against to ensure the betterment of his approach and its sustainability.
On the medium term, Andaloussi is planning to sponsor 1000 schools around Morocco in five years time. Moreover, on the long term in ten years time, he will reach 2000 schools through establishing field offices for Al Jisr supported by the Ministry of Education and Employers’ Federation who are represented on the board of Al Jisr. He plans to hold forums for different School Supporting Committees around Morocco to exchange expertise and ideas. Through these forums, he will encourage and foster collaborations between different School Supporting Committees launching educational projects sponsored by the business sector similar to Oracle “Think Com” initiative and the French Academy of Sciences initiative “La main à la Pâté”.
His challenge in reaching his objectives on the medium and long term is to find like-minded people who believe in his approach and are enthusiastic, capable of managing Al Jisr offices and activities around Morocco mobilizing more business firms to help improve schools performances and education quality. Andaloussi highlights that his higher goal is reaching out and sponsoring all the Moroccan primary and secondary schools.
To overcome such a barrier he plans to continue holding nation wide venues convincing people of his idea, mobilizing all the help he can get, and investing it improving education. Nevertheless, Andaloussi extends his networking efforts to other countries where he is collaborating with other CSOs working on educational reform. Recently on January 22, 2007, Andaloussi organized a seminar involving students, Presidents of Universities and some enterprises’ managers interested in education who where addressed by the President of “Community Volunteers”, a Turkish foundation that succeeded in mobilizing 12,000 students to offer services to their Communities. Andaloussi aimed to market the concept of this foundation in Morocco to benefit from youth potentials in different fields.
Recently, Andaloussi was appointed as a member of the Moroccan Higher Council of Education, which is a constitutional consultative council for educational reforms, evaluation of the educational system and for checking adequacy between the educational system and the needs of the business world. Such position will enable Andaloussi to influence and advocate the reform of the Moroccan educational system as a whole.
Though he was encountered by many difficulties, he was able to achieve a lot through supporting many schools and promoting his idea to many stakeholders in the Moroccan society. Now with Al Jisr being an endorsed well-known organization, he can fulfill his dream of sponsoring all primary and secondary schools in Morocco through collaboration with the business sector.
No other Moroccan CSO endorsed Andaloussi concept before, CSOs interested in education usually offers services and donations such as schools bags and optical eyeglasses to poor students, dental and medical care and training for dropout students. These initiatives are certainly needed by they address short-term problem and immediate needs and never offers a solution to core structural problems that affect the whole country. Moreover, on December 8, 2006, Al Jisr received an award from the Moroccan Conference on Education for the Civil Society category.
Anadaloussi was born in the old city of Fez. His parents were illiterate and financially very modest. He had four brothers and two sisters where he was the youngest of the five boys of the family.
His father was a carpenter owning a very small workshop where some of his brothers had to leave primary school to help him in satisfying family needs. His two other brothers had to leave secondary school to become civil servants to participate in financing family needs.
His two sisters also left secondary school to work and he was the only member of the family who had the chance to go to university.
Each member of his poor but loving family helped Anadaloussi according to his means to finish his studies with the hope that one day he would reach a place to make them all proud. Everyday, Anadaloussi felt indebted to them all.
At 15 years old, he started working in summer agricultural camps in England where he was able to save money to co-finance his studies, which became more and more expensive as time passed by.
Life was not easy for Anadaloussi, instead it was a daily battle. His secondary school was about 10 kilometers from home. He used two buses to get there and a bicycle when the weather permitted in order to save expenses. He was never able to enjoy recreational activities, it was simply too expensive for him. His ultimate dream was watching a movie in a cinema. He had the privilege of new clothes once a year only which was not also guaranteed.
During his school years, all his colleagues came from a similar background and experienced financial problems. Some of them came from the countryside and had a painful situation, school boarding far from their family.
Andaloussi then activated students associations to make students capable of supporting each other and share their dreams and fears and exchange experiences.
He started his professional life at the age of 23 where he tried, before the death of his parents to repay all the love and the support they offered him.
At the age of 25, he joined Rotary club of Agadir as means to serve his community, then two years later, he joined the Rotary Club of Marrakech where he became president through the annual elections. In 1990 he contributed in establishing a CSO called Al Ikram which helped hundreds of students with difficulties to finish their schooling. He was the vice president of the association for 15 years managing the association activities where social assistants identified potential drop outs and teachers offered them extra courses and extra curricular activities. In 2004, he created “Réseau Maroc Entreprendre” which supports youth wishing to create their own businesses. This initiative launched an extensive program of collaboration with Universities sponsored by Attijariwafa Bank Foundation.
Andaloussi is married and has a son who is now 34 years old and a daughter who is 28 years old. His wife has chosen to dedicate all her life to her husband and her children and left her job after the wedding. He did his best to offer his two children the best education possible. He financed their studies in the best schools and oriented them towards international organizations for their training and expertise (Citibank New York, Mc Kinsey Madrid, Crédit Agricole and Calyon Paris, Visa International London). His son is the manager of K-Buy Paris (purchasing consulting company) and his daughter is senior consultant in an investment bank in Casablanca.
During his professional life, Anadaloussi’s main concern was to inform, to train, to motivate and to support his associates and collaborators. He organized weekly meetings to exchange information about achievements and difficulties and the support they needed to achieve their targets. When he was forced to retire due to health complications, all his co-workers, higher management and junior employees, expressed their deep regret and sadness. He was considered a mentor as some of the mid management and junior employees used to call him “our school.”
Andaloussi describes the turning point where he got his new knock out idea and worked towards implementing it as the moment he chose his mission in this world.
He was invited to attend a conference on May 1998 in Washington to represent the Moroccan private sector. This conference called Educating Girls: a development imperative was co-sponsored by USAID, the Inter- American Development Bank, UNICEF, the World Bank, the Delegation of the European Commission and the Lewis T. Preston Education Program for Girls where 43 countries participated at this conference. Many speakers focused on public-private partnerships to support girls’ education. Sitting there, Anadaloussi decided that he is going to crown all his endeavors to support Moroccan students everywhere through getting the private sector to contribute to the educational system. As soon as he came back to his country, he started preparing for a national conference about the theme “Enterprise and Education.” He utilized his corporate experience and connections in the business sector and his affiliation to students’ organizations to invite all the relevant stakeholders.
His passion remains mobilizing BSOs to help improve the educational system. Through his prolonged expertise in the banking sector and passion to participate voluntarily in students’ associations, Andaloussi observed the wide gap between the demand and supply sides of the labor market in Morocco.
Andaloussi always gave an example he came across 20 years ago when he visited the branch of Citibank in New York. The branch manger showed him a card called a “Balanced Scored Card” which indicates five key performance indicators taken into consideration each year for employees’ evaluation. To his surprise and satisfaction, one of these indicators is the service offered to the community.
Andaloussi is a social entrepreneur. His passion with education steamed from his concern with the development of his country. To date he created a number of initiatives all contributing to the modernization and improvement of the educational system and environment in Morocco and its link to create job opportunities.
Since his retirement in 2004, he heads Al Jisr CSO with its multiple activities and at the same time, he works as volunteer Vice President for Attijariwafa Bank foundation. The main mission of Attijariwafa Bank foundation is to promote collaboration with universities locally and regionally. The foundation gives Al Jisr an annual grant in addition to in-kind contributions such as hundreds of PC and furniture. In 2006, the grant amounted to 420,000 MAD. Attijariwafa Bank and its financial subsidiaries sponsor 10 schools within the framework of Al Jisr.
Finally, Andaloussi’s role Vice President of this foundation facilitates contacts with enterprises to get them involved in education.
Andaloussi was nominated by Ms. Patricia Langan, Director of Programs at The International Youth Foundation who spoke highly of him, his commitment, and entrepreneurial qualities.