The impact of youth programs in the territory: Drôme-Ardèche
The objective of the projects is to create a link with the territory, to make the stakeholders (CA, young people, etc.) actors in their territory. To succeed in achieving it, young people must be taken out of their territory to bring them to European spaces of citizenship, where they seize on their experience to make things happen in their territory, they can rely on the results European works (written by several thousand young people) for their advocacy.
Young people find their place in European spaces and they invest these spaces (eg – EDD, CEJ, Council of Ministers) and sometimes follow up (Manon, Mattew, Hachim) by becoming engaged citizens.
When we enter into this type of European project, we do not necessarily measure from the outset all the spin-offs, at different scales, at the same time local, national, European, which may arise during the project (requests from the French Rural Parliament, Maison de l Europe Drôme Ardèche, making contact with MEPs, regional and departmental advisers, setting up "youth commissions" within our MFRs).
It is necessary to know how to give oneself enough flexibility and adaptability to be able to positively take into account all these repercussions and solicitations and to respond to them, if possible. Which is complicated to integrate into training schedules and plans that are already tight and planned long in advance.
The risk can be the loss of meaning or coherence, the incomprehension of what the other is doing, while his actions are completely in line with the collective dynamic, and even reinforces it! A “binder” is now to be found so that it can work and be articulated more fluidly!
The MFR as a “organ of animation of the territory”
It is necessary to observe how the rest of the world brings citizenship to life in order to apply it in its territory and better support young people to become European eco-citizens involved in their territory. Coupled with this is the need to manage to share with the teams the interest, the perspectives of the various projects (youth & partnerships) in order to include all the members of the teams and instill a dynamic. To do this, they must be encouraged to participate in the various programs, to be mobile in order to understand the interest for them and the young people.
Administrators – Members of teaching teams – Young people: three levels of participation which must progress collectively (and not simply side by side), with the same degree of involvement, in these projects.
The risk can be the loss of meaning or coherence, the incomprehension of what the other is doing, while his actions are completely in line with the collective dynamic, and even reinforces it!
MFRs rely on Erasmus to take young people further
https://digipad.app/p/236750/1bd8226c223ac
The role of the monitor
The loss of motivation illustrated by the example of a monitor: she has stars in her eyes when she explains her successes in Erasmus projects but intends to stop because she finds herself in a situation of extreme loneliness in the implementation of activities, neither the team nor the management recognizing his involvement.
This example illustrates a widespread contradiction in the network: Erasmus programs must create synergies between the Board, the teams and the territory. Sometimes, the opposite is observed because this objective is not worked on at the launch of the project, it is important people in the network who are exhausted and lost in the long term. We must return to the source values of the MFR: an associative environment which allows the development of young people through professional and CITIZEN experiences, the overall function of the monitor is to be a facilitator and not a teacher.
Committed instructors are even further removed from the "emergency management" concerns of their team because they are instructors who work all the time on the informal and the aftermath. it is important not to isolate the mobility referent in the team but to work on governance to perceive the issues and drive their decisions.
