♣ Exit Plan

"♣": Estrategias específicas empleadas por los estudios de caso para incrementar su nivel de auto-sustentabilidad.Pueden estar en inglés o español. Por favor usa el traductor del menú lateral 

"♣": Specific strategies used by the case studies to increase their degree of self-sustainability.They might be in English or in Spanish. Please use the side menu translator
  • The initiative has also been supported by external researchers and professionals who have helped it to formulate alternatives to become self-sustainable. Several of the external experts are part of the “Friends of the Community Ecotourism Network of Los Tuxtlas” group. The group first met during a visit to the community, and supports the initiative by promoting it through social media, inviting people, etc.
  • Nowadays, the peasants of these populations organize with the consumers of Beijing independently, without the intermediation of the researchers and without their subsidy.

  • The model of the [This/the initiative] that the [This/the initiative] team has designed consists, then, in helping to form a consumer network and in obtaining financing to subsidize the training of communities and their leaders (which they have obtained from foundations such as the Bread for the World, from Germany), so that they can become independent as soon as possible. This is helped by the contribution of volunteers (generally from the consumer’s network), who until now have supported for free with the creation of the web platform mentioned above, offering places to receive and distribute the products in the city and other logistics services, and/or donating clothes, toys, etc.

  • Other strategies are specifically addressed to avoid creating dependency relations. In concrete, the community sponsorship programs are intended for a specific target: ensure the community’s self-sustainability in an agreed period of time. The money to find the partner enterprise comes from [This/the initiative] ’s main office and it is recovered from the money the enterprise provides in the sponsorship budget. [This/the initiative] is an officially registered civil organization and each of its local offices is an officially registered civil organization as well, and not a part of [This/the initiative] ’s main office. So the budget goes to increasing the community’s Civil Association’s self-sustainability through capacity building programs (training them on getting funds, managing programs, establishing cooperatives, increasing social participation, etc.). The enterprise and [This/the initiative] make an agreement where the local Civil Association (the community organized) ensures results in a certain period of time (10, 20 years), and if there are not results (periodical evaluations are made) the funding is stopped. In short: the partnership contemplates an Exit Plan for both the enterprise and the [This/the initiative]’s main office with the intention of ensuring a decentralized development program
    • It can also be the case that it makes more sense to concentrate funds and efforts on building on the local capacity to gradually take ownership of the initiative, purposely designing an Exit Plan with defined deadlines for the implementing agents from the initiative (in case they are non-local) – which would help in the initiative’s (rather than those agents’) long run sustainability and even scalability.
    • Removing corrosive disadvantages for the effective and thus sustainable implementation of a development initiative might imply special financial and institutional arrangements and the design of new strategies related to the management, the means of acquisition, the purpose and the diversity of the funding.
    • [This/the initiative]’s Strategies for Scalability

    Not only the vision but also the strategies of the organization intend all to create replicable models of action whose objective is to serve as demonstrative references for the State (not the government) and/or the private sector, so they learn better and cheaper ways for designing and implementing public policies/projects and adopt them.

    X argued that the organization’s mission is to create links between communities and partners from abroad rather than monopolizing the former; meaning that their objective is to create development models that can be further scaled by agents that are capable of implementing and funding them sustainably. Once this mission is achieved, the organization’s aim is to change its role from implementing the programs to creating management capacities in the communities, to oversee their continuous persistence and quality after adopted by either the State or the private sector.

    [This/the initiative] is currently requesting an independent agency’s help to systematize[This/the initiative]’s intervention model to be able to scale it, providing that it considers itself as a low cost and high impact sustainable development alternative whose construction is based on the know-how gained from more than 20 years of working with marginalized populations in the Amazon.

    In collaboration with[This/the initiative], Ashoka and McKinsey & Company (2010) made a noteworthy multi-annual strategic plan for scaling-up[This/the initiative]’s program (hereafter referred as the Strategic Plan) to envisage the perspectives and recommendations to expand[This/the initiative] and achieve, in 5 years, a “community integrated development participative model, with proper socio-environmental technologies, with low cost and high impact, consolidated in all direct attention areas and ready for replication in other regions” (x).

    The Strategic Plan explores the characteristics of[This/the initiative]’s model and its principal strengths and weaknesses before making some suggestions to the organization – all of them very illustrative of the factors related to its level of self-sustainability.

    It describes the organization’s value chain: the inputs it receives (e.g. financial resources, social demands, human resources, data, and information), the means through which the organization works to create value (e.g. participative processes, democracy, partnerships, strategic planning, trainings, exchanges, inter and multidisciplinary approaches, adaptation of international social technologies into the local context, and methodologies for the strengthening of community groups), and its outputs (e.g. learning and information, trust relationships, reference models for development initiatives, self-esteem, autonomy, social inclusion, influence in public policies, social work, trained professionals).

    The Strategic Plan also evaluates[This/the initiative]’s strengths (e.g. proper and replicable social technologies, measured benefits, co-management capacity, team’s expertise, knowledge on the region, capacity to propose and adapt, network of partners, visibility and credibility obtained, both locally and abroad), its opportunities (e.g. work in a region with global visibility – the Amazon – network of contacts, scope for gaining scale because of the interest that public administrations have on[This/the initiative]’s work), its weakness (e.g. spread of energy and resources in too many actions, non-satisfactory working conditions, insufficiency in the system of management and systematization of experiences, little participation of the Associates’ Council), and its challenges (lack of stability in the funding sources, limitedness and lack of flexibility of the resources available for institutional strengthening, lack of appropriateness of national policies for the Amazonian region, Amazonian predatory occupation processes).

    Correspondingly, some of the recommended strategies contained in the Strategic Plan for [This/the initiative]’s sustainability and scalability are:

    • The formation of a network of multipliers.
    • The expansion of communication tools.
    • The inter-institutional exchange of methodological processes of expansion.
    • The transfer, dissemination, and replication of environmental technologies.
    • The cooperation with the public and private sector.
    • The methodological reorientation to ensure a greater interaction with public policies and both public and private institutions, identifying common demands and possible cooperation initiatives, using information technologies for gaining scale.

    To enlarge[This/the initiative]’s reach without compromising its quality, the Strategic Plan recommends dividing the 5 years into 3 stages. During the first one, the areas that are currently intervened are consolidated as a permanent laboratory, its results are more comprehensively systematized, and priority is given to the Institutional Integration (which includes developing its communication means, inter-institutional agreements, methodological exchanges and consultancies, adapted socio-environmental expansion, transference, dissemination, and replication processes).

    During the second stage, the area of dissemination is gradually expanded, starting with[This/the initiative]’s more consolidated social technologies, especially 1) the health initiative – which includes preparatory actions for scalability (systematization of the Basic Attention Model that[This/the initiative] has implemented and is offering now to the new beneficiaries, consultancy services portfolio, prospective of potential regions and actors for the replication of the model, etc.). And, 2) its integrative development practices: also needs preparatory actions. Start with strategies of participative diagnosis and planning (conjuncture, identification of local actors and their perceptions, research about priorities for short, middle, and long terms, sectorial competences, etc.) culminating with a Development Plan with Recommendations for the application in the area of work.

    Finally, stage 3 is suggested to be about articulating the Amazon with other regions around the globe, attracting proactive and strategic connections.

    • Other strategies are specifically addressed to avoid creating dependency relations. In concrete, the community sponsorship programs are intended for a specific target: ensure the community’s self-sustainability in an agreed period of time. The money to find the partner enterprise comes from [This/the initiative] ’s main office and it is recovered from the money the enterprise provides in the sponsorship budget. [This/the initiative] is an officially registered civil organization and each of its local offices is an officially registered civil organization as well, and not a part of [This/the initiative] ’s main office. So the budget goes to increasing the community’s Civil Association’s self-sustainability through capacity building programs (training them on getting funds, managing programs, establishing cooperatives, increasing social participation, etc.). The enterprise and [This/the initiative] make an agreement where the local Civil Association (the community organized) ensures results in a certain period of time (10, 20 years), and if there are not results (periodical evaluations are made) the funding is stopped. In short: the partnership contemplates an Exit Plan for both the enterprise and the [This/the initiative]’s main office with the intention of ensuring a decentralized development program
    • Determining an exit plan for the[This/the initiative]’s intervention in the Solar Night Schools Program through local organization’s capacity building programs around the initiatives that[This/the initiative]e already has on the communities, to ensure not only the program but other[This/the initiative]’s initiatives a higher degree of self-sustainability.