♣ Scalability

"♣": 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 Shaolin Temple is probably the biggest attraction of the place for its shows and training in martial arts and Buddhism offered to thousands of students from China and around the world. As the cradle of kungfu, the temple hosts an international festival in these arts every 4 years with a parade and exhibitions that attract a significant number of visitors.
  • On the other hand, in order to extend the scope of its project to promote education for sustainability, the promoters of the initiative took advantage of its 10 hectares of land to build cabins with capacity for approximately 40 people. These allow them to receive not only tourists and students, but also volunteers. The latter, in exchange for lodging, food, training, and first-hand experience in techniques and models for sustainable agricultural development, not only offer their support for the maintenance of the farm -cleaning of roads, working in the garden, recovering of the forest , constructing cabins, taking care of the animals, improving the means of dissemination of the project and social networks, etc. Some also help by giving courses both to local communities (free of charge) – as mentioned before – and to other visitors to the farm. Currently the courses include the teaching of Spanish for foreigners, techniques of sustainable agriculture, yoga, medicinal plants, dance, etc. The volunteer program is still working on finding mechanisms to attract the Costa Rican population from other cities, who are also unfamiliar with the concept of ecological farms and for whom it is difficult to pay for their living expenses without receiving a wage as the farm requires them. Currently most visitors are from the United States, Canada and Europe.
    • As a social enterprise that serves as an integrated platform for agricultural development, the farm is maintained with the income received both from the rent of land and animals and from the school trips, mentioned above. In addition, it has set up a dining room that operates during the weekends and a store in which it sells its own products (eggs, meat, vegetables), as well as some from other collectives with similar working approaches (with commission), which makes the visit to the farm more attractive. The farm also offers consultancies and training to officials and organizations that want to replicate the model, as well as to companies that want to adopt greener technologies. It also offers carpentry and local arts workshops. It works with the support of volunteers — some thesis students, other young people who want to experience a way of life different from the one offered by the city — and still relies heavily on donations from both foundations and local governments, which help, in part, to finance scholarships for interns who help manage the farm. This diversity of income sources allows the subsistence of the project in a region where land rent is expensive.

  • In addition to the above, the initiative promotes the rights of migrants and works to raise awareness of their conditions through activities such as public performances, the publication and distribution of research papers and books on the subject, and the training in Corporate Social Responsibility to companies, governments, and civic organizations. The latter includes guidelines to help them promote the organization of their members or employees, to establish a free internal hotline for them, to respect their labor rights, etc. Although in the opinion of Ma Yang, founder of [This/the initiative], Corporate Social Responsibility helps companies to improve their image and comply with the stipulations of the law, the vast majority of companies that have shown interest in it and have searched for their advice has been rather foreign (including Nike).

  • Adopting a trans-generational approach means also that initiatives consciously position themselves regarding to whose responsibility it is to resolve the social problem they are addressing (is it theirs? the State’s? the beneficiaries’?); who has greater capacity to maintain and keep effective the initiative (or its working methodologies) in the long term; and who can ultimately bring it (them) to scale. These questions have a direct bearing on the allocation, the purposes, and the long- term planning of the funds and on the initiative’s design in general.
  • 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.

In any case, systematizing the aims (visualized project plans), working methodologies and results of the initiatives has proven to be a fine strategy that not only serves to improve the formers’ advocacy capacity, but also to facilitate that their models can be scaled and spread by other public or private agencies or communities.

    • The [This/the initiative] Project’s model is not intended to be scalable, but the local autonomous economy model that promotes solidarity and local production is. Retrieving experience from the[This/the initiative] Project and T[This/the initiative] ’s initiatives (or from any other of the many thousands of alternative currencies – economies – that today are being multiplied in the world) can become a tool to reinforce the self-sustainability in the implementation, and therefore the scope, of the programs undertaken by the[This/the initiative] , by attacking the roots of dependency with a systemic, integral perspective
    • Over the years the organization has worked with 16 pilot partner communities and the surrounding areas, constructing a methodology for sustainable development that is in the process of systematization and that has gradually replicated in the Amazonian region and aims for a greater scaling. Their reference model, although it relies on external funding, is allegedly cheap and offers quick results (x).

    As mentioned earlier,[This/the initiative] started as a health delivery program, providing adapted technologies such as micro-systems for the provision and treatment of water, house filters, wells, and rustic pits.

    In the year 2006, the organization acquired a boat (the Abare Ship) that, making regular rounds from community to community, approached people with an interdisciplinary team presented as Mocorongo Great Circus teaching people means to take care of their hygiene and prevent diseases with fun and participatory games. Personnel from the boat also offered basic medical and dental attention, vaccinations, family planning trainings, minor surgeries, etc.

    The success of the project resulted in its absorption by the Brazilian Ministry of Health and in its escalation at State level in 2010. As a consequence, the organization finished its health mission not only in the consideration that it had achieved its objective, but also that the State’s delivery and funding capacity was bigger.[This/the initiative] ’s current director argued that the organization’s mission is to create replicable development models of action that can be further scaled by agents that are capable of implementing and funding them sustainably, for which it also works on strengthening the links between the communities and partners from abroad. Models that serve as demonstrative references for the State (not the – rather unstable – government) and/or the private sector so they learn better and cheaper ways for designing and implementing public policies/projects and adopt them. Once this mission is achieved, the organization changes its role from implementing the programs to creating management capacities in the communities to oversee their continuous persistence and quality.

    Nowadays,[This/the initiative] ’s general coordinator, considers that the organization’s health mission is accomplished because it has not only achieved its objective of providing health access to the populations in the area it serves, but it has been escalated in the whole state thanks to the organization’s pragmatism and its acknowledgement that the State’s delivery and funding capacity is bigger. Therefore,[This/the initiative] ’s role in the area of health has changed. Now it is focused on training communities for the management and social control of these social policies to monitor the State intervention’s quality, which has implied a great detachment effort for the organization.

    [This/the initiative] has never had schools. Compulsory Education’s coverage in the area is almost 100%, partly because of[This/the initiative] ’s advocacy efforts in the last 20 years. It rather had focus on complementary activities to the work of public schools. Since more than 53% of the local population is below 19 years old,[This/the initiative] mainly works with children and the youth with programs for community and environmental education, cultural promotion and diffusion, digital inclusion, and complementary actions for schools. During the latter, local education-related actors (communities, schools, and multiplier of actions) are trained to create supporting regionalized learning materials with participatory methodologies. This counteracts the lack of relevance of local schools’ curricula.

    As with the health program, while[This/the initiative] ’s efforts where concentrated until not long ago into complementing schools’ activities, they are now focused on a partnership with 5 schools, the Carlos Chagas Foundation, and the Education Ministry of Santarem municipality, to work on a pilot project for making education for the Amazonian populations more relevant.

    For this purpose, they also use the participatory mapping methodology. Children draw maps of their communities that include not only their inhabitants, but also their institutions, geographical conditions, resources, etc. This methodology helps both[This/the initiative] and educators to identify the perception children have about the place they live, what is important, whose concepts are embedded into their mindset, etc. Based on these concepts and images,[This/the initiative] helps educators and school authorities to sensitize teachers about what is relevant in the region (many teachers are not from the communities where they work), and adapt local materials and the curricula with images, subjects, and methodologies that are more familiar to the children.

    The objective of this partnership is to set an example of how to improve the quality of the public schools in the region that, if successful, is to be scaled to the whole municipality. That is, as the case of the health program, to serve as a demonstrative experience that aims at being escalated by the State, with the argument that it is the latter’s responsibility to provide access to quality education for all. The project so far has been stopped because the Carlos Chagas Foundation cancelled all of its funding this year.

    • [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.
    • Work with partnerships both with the communities and with institutions abroad, from the public and the private sector, and with diverse development agendas. This enables the organization to expand these communities’ access not only to primary health but also to a wide variety of social programs that support one another with the transference, adaptation, and application of appropriate social technologies and also in terms of funding (x). It also benefits the foreign partners because they make good use of[This/the initiative] ’s experience, know-how, and credibility in the region to access it.
    • Offer consultancy and advisory services to the public and private sectors, including NGOs and social movements (capitalizing on their experience).
    • [This/the initiative] also ensures that all its programs are supported by training to form “multiplier” agents, that is, local leaders that can manage and disseminate the programs independently.
    • [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.

    • role would change from implementing and managing the Night Schools to creating management capacities in the communities to oversee their continuous existence and quality after being adopted by the State.
    • a methodology that the organization is purposely systematizing with aims at scaling the project within and beyond this region.
    • [This/the initiative] mainly sustains itself by selling the model to governments, NGOs, private schools, etc. as a package of consultancy services that includes the settlement of demonstration schools in already existing schools (pilot schools), the co-participatory adaptation of its prototype guides and learning materials (their methodological structure), and technical assistance (training to different stakeholders) for the application and implementation of the model and for the community’s involvement. This way[This/the initiative] capitalizes on its know-how on the systematization of the school’s processes to promote stakeholders’ ownership of it and on the adaptation of the model to different contexts, offering an educational solution to improve quality, effectiveness, equity, and sustainability of education.

    a rural primary education pedagogic alternative that has attracted the attention of 40 countries’ governments (many of whom have adopted it, especially in Latin America, but also as far as Vietnam), and received many international awards for its contribution to improving the quality of education around the world

    [This/the initiative] ’s alleged success in improving the quality of education in rural areas (especially multi-grade and poverty-stricken schools) convinced the Colombian government to elevate it on a national scale for a period of 10 years (starting from 1992), and it was implemented in 20, 000 rural schools all over the country.

    However, governmental support was not stable and the promotion of the model became vulnerable to political struggles/interests. Therefore they decided to create the[This/the initiative] Foundation as a social enterprise that seeks to generate surpluses to reinvest them in their social objective (to strengthen and promote[This/the initiative] pedagogic model’s scalability) and enlarge their impact and mission (x). As a result, their organization has become more self-sustainable because it doesn’t rely on the vulnerable support of the government for the achievement of their social objective.

    The settlement of demonstrative schools in already existing schools (pilot schools)

    The organization of local fairs, private or public, gatherings, visits, courses, and workshops (introductory lectures and retreats).

    It is replicable because:

    a. It is highly self-sustainable (as explained above), which is crucial for scalability.

    The model is basically a systematized process that uses prototype and allegedly easily adaptable learning modules and guides (however, further investigation has yielded information in the sense that, since[This/the initiative] ’s model relies on copyrights of its materials and guides, this flexibility and adaptability have faced difficulties in some contexts

    • La rentabilidad del proyecto tiene también que ver con el efecto multiplicador que tienen los investigadores que colaboran con el[This/the initiative] y que llevan la forma de trabajo que éste propone a sus centros de adscripción.
    • The establishment of a promotional team (volunteers).
    • Más aún, el proyecto tiene un buen balance costo-beneficio. El modelo de plantilla académica y académico-administrativa reducidas permiten resultados significativos (en investigación, formación y difusión) con una baja inversión en salarios, prestaciones y facilidades para dicho personal, lo cual reduce las presiones a futuro para asegurar fondos para su operación. Dichos resultados no sólo tienen un efecto multiplicador en los distintos centros de adscripción de los investigadores participantes, y en aquellos en los que éstos compartan los resultados de sus investigaciones mediante cursos y pláticas, sino también en todos aquellos que se benefician de la transmisión en vivo de varias de sus actividades gracias a su infraestructura de telecomunicaciones.
    • Desde que concluyó esa etapa de cursos,[This/the initiative]   ha dado consultoría a autoridades hacendarias, con la intención de sensibilizarlas respecto a las necesidades particulares de las iniciativas de desarrollo más vulnerables. Desde la perspectiva de[This/the initiative] , los encargados de diseñar la legislación fiscal conocen poco de la realidad que se vive fuera del ambiente urbano y es por ello que han privilegiado mecanismos bastante estandarizados para la certificación y distribución de apoyos, que han reproducido las condiciones de desigualdad entre las iniciativas de desarrollo, al tener pocas previsiones para su trato diferenciado y por ende equitativo. Como resultado de lo anterior, muy pocas organizaciones culminan el trámite de reconocimiento como donatarias autorizadas con éxito.  De 60 organizaciones asesoradas por su grupo a la que se les dio seguimiento, menos de 10 lo concluyeron. Esta deserción se explica en parte por el hecho de que el proceso es complejo y no gratuito, y la desidia por parte de las OSC mucha, pues el trámite o es costoso (cuando la mayoría carece de recursos) o es gratuito pero lento y tedioso. Además, los costos del notario no se pueden evitar. Más aún, la estandarización de la normatividad favorece a las iniciativas con mayor grado de: 1. Estructuración (solidez, desalentando la innovación); 2. Vinculación con los donantes (son mundos que no se juntan); 3. Capital intelectual para enterarse y competir con éxito en las convocatorias por fondos, especialmente las internacionales (por idioma, formación, acceso a los medios, etc); 4. Capacidad económica para cubrir gastos de constitución legal (asesores en el proceso, notarios, transporte a las oficinas administrativas en las ciudades, principalmente la capital).

    Por lo anterior, para[This/the initiative] contar con el estatus de donataria autorizada no es para todos, y no basta para resolver las necesidades financieras de una organización porque las donaciones son pocas y difíciles de adquirir. Aún así, le considera una herramienta útil, de apoyo.

    • Para facilitar la venta de los árboles fomentan dos tipos de colaboración que aseguran la integridad del proyecto y con ella su mayor proyección y atractivo sin la necesidad de invertir recursos extra:

    Colaboración estrecha y de mutuo beneficio con otras Sociedades Anónimas (S.A.):

    -Una ofrece paseos de integración, retiros y pláticas a la medida para empresas (Coca Cola, El Metro, Coppel, etc), lo que le sirve a [Esta/la iniciativa] para hacerse de recursos extra y publicidad.

    -Otra, Hacienda X (desde 1999), ofrece alojamiento (hotel y campamentos); visitas culturales al Museo de Sor Juana Inés de la Cruz y al Museo de los Volcanes, al laberinto inglés, al parque de los venados, las águilas y las serpientes acariciables; instalaciones de deportes extremos como la tirolesa. Todos estos servicios y más están disponibles gratuitamente a los clientes de [Esta/la iniciativa]. Además, la Hacienda le envía sus clientes a éste último en visitas diarias a cambio de lo cual éste les regala pequeños árboles, les ofrece pláticas sobre manejo sustentable de los bosques y paseos por el vivero y el bosque.

    -Otra más organiza visitas escolares que son reconocidas por la Secretaría de Educación Pública, pues están diseñadas de manera tal que sirvan para reforzar la enseñanza de materias del plan de estudios como ciencias, educación ambiental (manejo de basura, aprovechamiento del agua de lluvia, etc), civismo, etc. Estas visitas (van como 20 escuelas al día) tienen un costo de$140 pesos por alumno y representan un ingreso extra para [Esta/la iniciativa], quien a cambio obsequia cupones de descuento en árboles de navidad para cada alumno, un árbol pequeño del vivero y un certificado de participación. Aunque esta colaboración le es redituable a [Esta/la iniciativa] en términos financieros y de publicidad, un reto que tiene que vencer para asegurar un mayor impacto de su objetivo de sensibilización ambiental es la significativa apatía que parece caracterizar a buena parte de los alumnos y maestros que les visitan (una tercera parte según nuestra fuente).

    Además de dichas colaboraciones que ayudan a multiplicar el impacto del proyecto para la sensibilización ambiental en diferentes sectores de la población (empresas, escuelas, familias),[This/the initiative] busca promover su modelo y escalarlo a través de cursos de capacitación técnica para la instalación y mantenimiento de viveros, de sistemas de captación de agua de lluvia, etc, que ofrece de forma gratuita a campesinos y otras organizaciones tanto nacionales como extranjeras que les visitan. También ofrecen pláticas de sensibilización ambiental.

    • Efecto multiplicador (docencia, capacitaciones): La apuesta del dueño es que alguno de los niños visitantes llegue a ser presidente de la República y haga las cosas distinto
    • [This/the initiative] also ensures that all its programs are supported by a training of “multiplier” agents, that is, local leaders that can manage and disseminate the programs independently.
    • Además de dichas colaboraciones que ayudan a multiplicar el impacto del proyecto para la sensibilización ambiental en diferentes sectores de la población (empresas, escuelas, familias), [Esta/la iniciativa] busca promover su modelo y escalarlo a través de cursos de capacitación técnica para la instalación y mantenimiento de viveros, de sistemas de captación de agua de lluvia, etc, que ofrece de forma gratuita a campesinos y otras organizaciones tanto nacionales como extranjeras que les visitan. También ofrecen pláticas de sensibilización ambiental.
    • [Esta/la iniciativa] se dedica a dar asesoría legal y fiscal a organizaciones de la sociedad civil (OSC) para su constitución legal y como donatarias autorizadas, con el fin de fortalecerlas y abrirles las puertas a más apoyos. El régimen de donatarias autorizadas facilita que las iniciativas de desarrollo consigan apoyos financieros (porque pueden ser deducibles de impuestos para los donantes) y les exenta de pagar impuestos. El proyecto surgió con un curso impartido para estudiantes de la Universidad Iberoamericana en la Ciudad de México llamado “Marco Legal y fiscal de la filantropía”. En éste se buscaba llenar dos huecos a la vez, sin necesidad de tanta “parnafernalia” ni recursos financieros: por un lado, ayudar a “saciar el hambre de asesoría del mundo de las OSC”. Por el otro, contribuir a la formación en este rubro de abogados fiscalistas que pudiesen adquirir experiencia brindando asesorías gratuitas a varias iniciativas durante todo un semestre.
    • The prototype alternative market model promoted by [This/the initiative] and that inspired the [This/the initiative] Project, comprises, according to Luis Lopezllera’s “Money is not enough, what to do?” Manual (2008), the integration of an alternative economic system that includes at least the following:

    1. The granting of memberships for partners.

    2. The signing of a letter of commitment agreed on the rules of the exchange.

    3. The creation of a user directory based on the planning of a consumer basket (that defines what kind of partners are needed, including foreign partners, if the locals cannot fulfil the need).

    4. The training in person and/or through a brief Operation Manual.

    5. The provision of the barter/exchange vouchers to the partners.

    6. The creation of a regular newsletter that accompanies and strengthens the project.

    7. The creation and distribution of educational and publicizing materials.

    8. The establishment of a promotional team (volunteers).

    9. The organization of regular meetings for the project’s development.

    10. The organization of decisional deliberative assemblies of associated partners (decentralization).

    11. 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).

    12. The organization of local fairs, private or public, gatherings, visits, courses, and workshops (introductory lectures and retreats).

    13. The organization of regional or national meetings (with similar networks).

    14. The use of advanced communication and dissemination means.

    15. The procurement of infrastructure and support resources (property for the shop and office, meeting room, exhibition room, furniture, telephone, computer, projector, transportation, support fund, etc.).

    • El [Esta/la iniciativa] es un proyecto ambicioso, y por ello conseguir el cumplimiento de su misión le exige intensificar sus esfuerzos con un enfoque sistémico (integral) y sustentable. Esto es, con intervenciones en varios flancos de forma simultánea y persistente y construyendo sus objetivos sobre el ensayo y error. Aprovechando cada oportunidad para experimentar cómo revocar obstáculos y facilitar las condiciones de trabajo para sus futuras generaciones. Intervenciones que le permitan confrontar las inercias naturales a su propuesta, respetando las actuales formas de trabajo de la comunidad académica (x), y promoviendo a la vez dinámicas alternativas que sirvan para apoyar aquellas que espontáneamente ocurren entre sus miembros. Dichos flancos abarcan cuestiones relacionadas a la misión y objetivos del [Esta/la iniciativa] y a los medios a través de los cuales busca implementarles — su organización y estructura administrativas, la organización de sus actividades y proyectos, sus dinámicas de comunicación interna y con el exterior, su infraestructura y sus mecanismos de auto-sustentabilidad.
    • El proyecto busca ser integral a diferentes niveles. En primer lugar, los proyectos se complementarían entre sí: el huerto urbano compraría composta y su producción abastecería al restaurante, por ejemplo. En segundo lugar, se ofrece a los clientes una diversidad de actividades de forma que se aumenten los rendimientos de su visita: además de hacer algún deporte, pueden tomar un taller de apicultura, visitar el mariposario, comer en el restaurante y llevar a su perro a entrenar. En tercer lugar, se ofrecen talleres, capacitaciones y visitas escolares, de manera que se transmite el conocimiento y la sensibilización de temas ambientales con el público en general a todos los niveles. Esto haría al proyecto más sustentable en la medida en que sus actividades tengan un alcance a largo plazo en la población que participa.
    • A plan for institutional integration (which includes developing its communication means, inter-institutional agreements, methodological exchanges and consultancies, transference, dissemination, and replication processes).
    • In the long-term

    Once a reference model is agreed between the [This/the initiative] and the local ministry of education, start the scaling up of the Night Schools to all regions where the model is needed as the State is not able to ensure all children’s access to quality schooling.

    From this stage forward, the[This/the initiative]’s role would change from implementing and managing the Night Schools to creating management capacities in the communities to oversee their continuous existence and quality after being adopted by the State.