♣ Institutional integration

"♣": 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 initiatives researched showed that strengthening the transversality of their institutional responsibilities and the interrelations among their development programs helps them in counteracting this problem. Integration not only reinforces each development program’s potential for sustainability, but allows both for a more flexible distribution of funds and for the benefits of funding in one area of the overall development strategy to be spread across other areas.
    • Setting up an area specifically oriented towards reinforcing institutional integration — in charge of ensuring that the different programs and administrative processes of the initiative are all designed, monitored, and evaluated in coordination, working transversally, and supporting each other (so that they can share their human, infrastructural, financial, and other resources)

     

    • Intensifying the transversality of the initiative’s institutional responsibilities and the interrelations between its development programs (to avoid fragmentary work and allow for a more flexible distribution of funds across them).

     

    • [This/the initiative] model for Integrative Development
    [This/the initiative] initiatives are divided into Territorial Development, Health, Education, Culture, and Communication, and they are all structured through a permanent process of Institutional Integration.

    [This/the initiative] uses a few interesting strategies to ensure its financial sustainability, which are in charge of its Area of Institutional Integration. This area is responsible for integrating the organization’s diverse programs, determining institutional articulations and policies, planning the dissemination, expansion, and replication of the model, and ensuring their sustainability.

    integrating the work of different areas, consolidating the model’s impact

    [This/the initiative]’s development model is integrated because of the interconnections that exist amongst its various interventions, which are emphasized in the understanding that attending the communities’ needs in an integral way implies recognizing that community life is integral itself; that all age sectors have to be attended; and, that one area can support another because it is frequently the same people that are involved.[This/the initiative]’s institutional integration process consists of consolidating each area’s relevant institutions and trying to establish a transversal project.

     

    • However, to achieve this level of integration is very difficult, as many factors work against it: The responsibilities of  [This/the initiative]’s staff are distributed by areas and each area’s responsible has to be accountable for the programs at his/her charge, to ensure maintaining donors support. While all personnel are encouraged to be involved in all areas of work, they can only do it superficially because they have to concentrate on their own projects. Most importantly, the donors support very concrete/thematic agendas. Their funding criteria are not integral and they expect concrete results in concrete areas. So each area coordinator is generally responsible for the results of its domain and not the other.

     

    • Ensures all its personnel are at least aware of the purpose and situation of[This/the initiative]’s other initiatives.

     

    • Distributes the funding collected across initiatives.

     

    • Uses PMES annual cycles (planning, monitoring, evaluation, and systematization) to ensure the organization’s initiatives are working transversally. So, for example, in January and February the organization devotes itself to define and publish its annual plan (which includes objectives, activities, indicators, expected outcomes, and funding administration and sources). In June and July, they do a mid-year evaluation and adapt the plan accordingly. And finally, in December they make an annual evaluation and plan the next cycle.

     

    • 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).

     

    • institutional integration that:

    a. Designs and systematizes a long-term a transversal project

     

    • [This/the initiative] strategies are quite comprehensive and integrative in reach because all funds collected are used to support both the sponsored child (and the different dimensions of its needs such as nutrition, medical attention, clean water, educational books, materials, teachers, etc.) and the whole community (clean water for drinking and health care). This means that all funds are combined and used to benefit all children and their community, and not only the sponsored children.

     

    • ha diseñado un esquema de organización que pretende ser adaptable a las cambiantes necesidades de investigación, docencia y divulgación del Centro. Aunque la estructura oficial de su organigrama se encuentra en proceso de ajuste, a razón de los cambios inherentes a su proceso actual de institucionalización, se puede decir que a la fecha la dirección académica está en manos de un Consejo Interno cuyos miembros son el Director del[Esta/la iniciativa] , el Secretario Académico y cinco Coordinadores Ejecutivos a cargo de las Coordinaciones — Investigación, Docencia y Formación de Recursos Humanos, Vinculación y Extensión Académica, Ciencia de los Datos y el Laboratorio Nacional de Ciencias de la Complejidad y Servicios de Extensión. Éstas tienen un carácter transversal y no en forma de departamentos, con lo cual se espera que varias de sus actividades coincidan para asegurar un fluido trabajo de cooperación.

     

    • The establishment of cellular stores for the public (that link together, give certainty, and facilitate the buying of products for those who cannot attend the market’s meetings because of logistical problems).

     

    • El Centro también le ha apostado a una organización y estructura administrativas que buscan ser flexibles y de buen balance costo-beneficio con miras a garantizar la relevancia, integralidad y capacidad de resiliencia de su proyecto. Lo ha hecho: 1) Erigiendo coordinaciones funcionales (e.g. docencia, investigación, etc) más que temáticas (e.g.  Biología de sistemas, ecología, etc)…

     

    • Further integrating its different development initiatives.

     

    • [This/the initiative]’s development model is integrated because of the interconnections that exist amongst its various interventions, which are emphasized in the understanding that attending the communities’ needs in an integral way implies recognizing that community life is integral itself; that all age sectors have to be attended; and, that one area can support another because it is frequently the same people that are involved.[This/the initiative]’s institutional integration process consists of consolidating each area’s relevant institutions and trying to establish a transversal project.

     

    • However, to achieve this level of integration is very difficult, as many factors work against it: The responsibilities of[This/the initiative]’s staff are distributed by areas and each area’s responsible has to be accountable for the programs at his/her charge, to ensure maintaining donors support. While all personnel are encouraged to be involved in all areas of work, they can only do it superficially because they have to concentrate on their own projects. Most importantly, the donors support very concrete/thematic agendas. Their funding criteria are not integral and they expect concrete results in concrete areas. So each area coordinator is generally responsible for the results of its domain and not the other.

    To counteract these effects,[This/the initiative]:

    -Ensures all its personnel are at least aware of the purpose and situation of [This/the initiative]’s other initiatives.

    -Distributes the funding collected across initiatives.

    -Searches for partnerships that not only expand the amount of services provided to the communities it serves but the support of one initiative to another.

    -Uses participatory mapping as the departing point of all of its programs. This methodology not only enhances people’s ownership but also enables the description of people’s integral perspective about their community, its components, conflicts, resources, problems, needs, as well as the possible strategies to respond to all of them.

    -The circus integrates the way people learn, conceptualize, and appropriate[This/the initiative]’s initiatives because it uses different languages (dancing, singing, talking) to interrelate knowledge.

    -Articulates different initiatives (e.g. people from the craft program receive tourists from the eco-tourism program and incentivize the territorial management organization; the renewable energy program provides energy to the Telecenters; the education program supports health prevention participative activities and environmental endeavours, etc.).

    -Uses PMES annual cycles (planning, monitoring, evaluation, and systematization) to ensure the organization’s initiatives are working transversally. So, for example, in January and February the organization devotes itself to define and publish its annual plan (which includes objectives, activities, indicators, expected outcomes, and funding administration and sources). In June and July, they do a mid-year evaluation and adapt the plan accordingly. And finally, in December they make an annual evaluation and plan the next cycle.

     

    • Define a program for institutional integration that:

    a. Designs and systematizes a long-term a transversal project that increases the existing interconnections amongst[This/the initiative]’s development initiatives and the Night Schools.

    b. Settles partnerships between internal and external agents for the concrete purpose of increasing the[This/the initiative] model’s integration with the Night Schools and the mutual support of its initiatives.

    c. Departs from a diagnosis of[This/the initiative]’s current intervention model, and defines a short-term pilot project area to begin the integration process using, perhaps, participatory mapping as a methodology.

    d. Uses PMES annual cycles (planning, monitoring, evaluation, and systematization) to ensure the organization’s initiatives are working transversally.

    e. Uses the already existing information-communication technologies (ICTs) in the Night Schools to integrate them into the[This/the initiative]’s other initiatives.

    A plan for institutional integration (which includes developing its communication means, inter-institutional agreements, methodological exchanges and consultancies, transference, dissemination, and replication processes).