♣ Asociaciones intra y trans-sectoriales

"♣": 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
  • Finca Agro-ecológica La Flor es un proyecto liderado por la organización civil ASODECAH en Costa Rica, que busca crear y promover experiencias de mejores prácticas ecológicas y humanas mediante programas de voluntariado, talleres, visitas escolares y actividades de colaboración con las comunidades circundantes. También ofrece un espacio para quienes buscan un modo de vida alternativo, viviendo y trabajando en la finca, y contribuyendo a formular consciencia cívica respecto a la sustentabilidad.
  • Los líderes de la iniciativa entrevistados aseguran que la nominación como Geoparque Global de la UNESCO les ha beneficiadomucho por la influencia y el aprendizaje que han tenido como consecuencia de su intercambio con otros parques de la red (por ejemplo sus formas de enseñanza a los niños, que ahora no sólo han copiado sino, en su opinión, mejorado al elaborar libros y técnicas especiales para ellos); por el intercambio cultural y la vinculación que han tenido gracias a un mayor número de visitas entre colegas y que tiene un valor especial porque China estuvo cerrada mucho tiempo; por la proyección internacional que les da, y por el consecuente aumento en su capacidad para atraer turistas (al contar con un sello de nivel mundial).
  •  promover la agenda global para el desarrollo sustentable:

enfatizando la vinculación y la cooperación con otros geoparques para la transferencia de capacidades y conocimientos y para el fomento del entendimiento intercultural y con éste, la paz.

  • China es el país que más parques ha registrado con este sello (35 de sus más de 240 geoparques nacionales hasta 2017), en buena medida, gracias a extensos esfuerzos estatales para la delimitación y el manejo económico autosustentable de áreas naturales protegidas a través de un modelo de ecoturismo construido con significativa inversión pública, la gestión de empresas privadas, y el abastecimiento de servicios turísticos, de gestión y conservación por parte de las comunidades locales.
  • criterios:    4. Membresía obligatoria en la Red de Geoparques Globales de la UNESCO (GGN, por sus siglas en inglés) y, de preferencia, a las redes de geoparques nacionales, para fomentar el intercambio cultural y la investigación.
  • Desde el año 2001, UNESCO ha impulsado la creación y vinculación entre geoparques de varios países bajo la sombrilla de la Red Global de Geoparques de la UNESCO. Este esquema busca fomentar un modelo de desarrollo sustentable que exige que los geoparques demostren su capacidad para unificar y proteger áreas de extenso valor geológico y natural, animen su investigación y promuevan la educación para el desarrollo sustentable,  salvaguardando y diseminando la cultura local, de manera que las poblaciones locales puedan mitigar riesgos, apreciar sus recursos naturales y culturales, y beneficiarse económicamente de la creación de oportunidades económicas como el geoturismo.
  • Tanto los procesos de cultivo como los del cuidado de los animales emplean tecnologías ecológicas y novedosas, diseñadas a partir tanto del conocimiento que aún conservan campesinos locales empleados para asistir en el cuidado de las tierras rentadas, como de los resultados de las investigaciones llevadas ahí a cabo por universidades aliadas — quienes ya sea investigan el modelo de la granja, o le utilizan como área piloto para la exploración y puesta en práctica de novedosas tecnologías alternativas y para formar una base de talentos. La participación de todos estos actores permite entonces que la granja y sus procesos estén siempre vigilados y en proceso de innovación.
  • Como empresa social que funge como plataforma integral de desarrollo agrícola, la granja se mantiene con los ingresos percibidos con la renta de terrenos y animales y con los paseos escolares, mencionados arriba. Además, ha puesto en marcha un comedor que opera durante los fines de semana y una tienda en la que vende productos tanto propios (huevos, carne, verduras), como de otros colectivos con enfoques de trabajo afines (con comisión), lo que hace la visita a la granja más atractiva. La granja ofrece además consultorías y capacitaciones a funcionarios y organizaciones que quieren replicar el modelo, así como a empresas que quieren adoptar tecnologías más ecológicas. También ofrece talleres de carpintería y artes locales. Funciona con el apoyo de voluntarios — algunos tesistas, otros jóvenes que quieren experimentar un modo de vida diferente al que les ofrece la ciudad — y se apoya aún significativamente de donaciones provenientes tanto de fundaciones como de gobiernos locales, las cuales le ayudan, en parte, a financiar becas para pasantes que ayudan al manejo de la granja. Esta diversidad de fuentes de ingreso le permite la subsistencia de su proyecto en esa región donde la renta de las tierras es muy cara.

 

  • A su vez, el equipo del [Esta/La iniciativa] dedicó 3 años a subsidiar a las comunidades y a formar a sus líderes, de manera que se pudiesen vincular, conocer y organizar directamente con sus consumidores a través de la plataforma Wechat (una especie de fusión entre Whatsapp y Facebook muy utilizada en China), así como de otra plataforma especial que construyó un grupo de voluntarios para recibir órdenes y retroalimentación de los consumidores y efectuar los pagos. Las capacitaciones ofrecidas por el equipo del [Esta/La iniciativa] tanto a los líderes como a los demás campesinos también han incluido la investigación para la recuperación de tecnologías agrícolas tradicionales, las visitas a mercados de productos agrícolas orgánicos y proyectos de Agricultura Sustentada por la Comunidad para aprender sobre sus métodos de acondicionamiento y empaquetado de los productos, etc.

  • Working through trans-sectoral partnerships with other initiatives operating in target communities with diverse development agendas (both public and private), in the understanding that these collaborations are designed by and subject to the control of the local people. Capitalizing and building on already existing efforts and/or establishing win-win alliances saves resources and energy, and boosts the potential of each of the initiatives involved. Moreover, taking advantage of their inputs (services, methodologies, resources, etc.) can help in filling the gaps that the initiative itself cannot cover, expanding the communities’ access to a wide variety of social programs that, supporting one another, become more relevant to more of them.
  • Appointing stakeholders who can better help in linking the initiative with outside support, in giving visibility and scaling the initiative’s know-how abroad (which helps in attracting further support) and in enhancing the quality of established partnerships by helping the local stakeholders to convert external inputs in a way that is locally relevant…
  • Adopting schemes of parity funds, which ensure supporters that their donations are used sustainably.

Diversifying the sources of financial and political support to avoid relying on a single one of them. This can be helped by:

 Allocating an ample percentage of the initiative’s income in fundraising work, that is, investing the required resources to address the financial sustainability imperative

 Making investments at fair value and beneficial interests in trusts

 Increasing the number and quality of collaborations with other initiatives and supporters (including volunteers)

Integrating the schools within a network of development programs

  • Besides receiving education, [This/the initiative] students benefit from health services, communication resources, toys, and learning materials provided by other development programs operated by the organization. This includes solar-powered lamps that allow the operation of the schools at night in areas in which there is frequently no electricity grid. Another aspect of the integrated development program sees to the building of rainwater harvesting tanks adjacent to each Night School, which helps to ensure that families in semi-desert areas will still be provided with water by their children, even if they attend school during the hours they would otherwise spend collecting it from wells. The fact that the Night Schools are embedded in a mutually supportive network of initiatives grounded in the[This/the initiative] facilitates attention to the children’s and their families’ diverse and specific needs.
  • This comprehensive model also allows for the sharing of funds among different projects to support one another, and for the shared provision of materials, personnel, training, and infrastructure across the different projects. Some examples of the benefits of this integration are the Field Research Centres’ and Associate Partner Organizations’ roles as meeting points for a Children’s Parliament (a key project in this comprehensive model, which will be shortly introduced), and the fact that many Night Schools’ alumni are incorporated into the [This/the initiative] ’s development projects. Alumni work as, for example, solar engineers, coordinators of craft workshops or of the local early childhood education centres, cooks for the [This/the initiative] community, or as cultural workers in the community. Others extend the benefits of the program into the mainstream education system at the Siksha Karmi and Siksha Niketa schools. Further examples of this integration among projects lie in the training offered to teachers by the [This/the initiative] ’s Health Centre to identify common health issues in their students, and in the vocational training that the children receive.
  • For that, [This/the initiative] complements this strategy by searching for what is known as parity/matching funds, on which each donation that the organization manages to secure is paired by a third source on the condition that the said commitment of the farmers to help preserving the forests is verifiably met.
  • The Parity/Matching Funds Scheme:

Funding comes from a variety of sources in exchange for an active commitment by the communities who own the forests, to take the necessary actions to ensure that the forests are always kept strictly intact – which means not exploiting them and not allowing anyone else to do so. The funds are used to compensate the communities for revenue lost, resulting from their abstention to economically exploit their forests.

  • Some of these funding mechanisms are obtained through parity or matching fund schemes where, in exchange for the communities’ contribution consisting on their commitment to keep the forests intact, entities such as the National Forestry Commission (Mexico) provides 1 Mexican peso for each peso that [This/the initiative] obtains from other financial sources to help the community to achieve the same objective – which is basically to preserve the environmental services that forests provide. Other mechanisms consist of financial contributions on the condition that the said commitment is verifiably met, and that the community engages in undertaking active forest conservation activities.
  • Like the National Forestry Commission in Mexico, many institutions are concerned about the lack of direct involvement (ownership) that most development projects have on the part of the beneficiaries. Frequently, beneficiaries’ involvement and ownership of the project demonstrates that the donors’ investment has greater possibilities of surviving and leaving a lasting effect.
    • The Banking Trust Fund Scheme:

All financial resources obtained are deposited in the capital fund, the use of which is subject to control by a banking trust fund mechanism, which provides the project with credibility to encourage donations to contribute with those resources.Donors, foundations, governments, and international NGOs trying to support the so-called “developing countries” frequently face the same problem: corruption. Money frequently doesn’t arrive at its destination and stays in intermediary hands. It also happens that the money is distributed but the recipient organizations don’t have projects to offer, even if the money is there. With a Trust Fund, the money doesn’t have to go through the organization’s hands but rather goes through the Trust Fund’s hands which gives transparency to the money’s management, and certainty to both the organization and the donors.A Trust Fund is composed of 3 parts:

-The Trustee (the Bank) that is the one that generates the confidence (the trust), as it is the one that monitors how the money is being spent and ensures that it is used in the way and with the purpose agreed, by contract, between the beneficiaries and the donors.

-The Donors/Foundations that put money in the trust for a specific purpose.

-The Beneficiaries (the organization and/or local people).

1, 2, and 3 elect an Executive Board (also called Technical Committee) that supervises/manages the Trust Fund on a daily basis and under the general supervision of the Trustee. It is formed by representatives from donors and beneficiaries.

All rules applicable to the operation of the Trust are convened through a contract among 1, 2, and 3.

All decisions (the designation of the Executing Board, the use of the money donated, etc.) are settled in that contract. All parts would like to advocate for their own interests but the ideal is to find a balance between them – respecting the beneficiary’s project objectives and the donor’s aims. The donors participate in the model because they accept it, which means that once they sign the contract they cannot make changes to it. That has to be clear in the original contract.

The content of the contract is to establish that what is being settled is a Trust Fund, that is, a contract based on trust because there is someone (the bank) that looks after the contract’s compliance (e.g. “We agree to ensure that the obtained money will be dedicated to x and the bank will supervise that it is done that x way” ). When, during the implementation process, money has to be spent, the Executive Board decides how to use the money and the bank watches that the conditions are in line with what was agreed both on the contract and in the conditions to which the granting of the funds were subjected, that is, the original objective and destination of the funds.

  • There are numerous ways in which the program’s local community is already contributing in non-monetary ways to the sustainability of the Night Schools. The degree to which the local community has appropriated the program (as evidenced in their participation in providing management, supervision, infrastructure, funding for activities and materials, etc.) is a crucial point to note, for at least two reasons:

-It means that almost the only expenses that are not being covered by the community are the teachers’ salaries and some costs for activities that they cannot bear.

-It means that this initiative already bears the hallmarks of sustainability, given that it is well-known that development interventions are generally successful to the extent that they are appropriated by and integrated into the communities where they are targeted (development interventions are generally seen to fail when project funding ceases or when external project advisers are withdrawn, probably because community ‘take-up’ or ‘buy-in’ has been limited, making the project unsustainable without such community investment and ownership).

  • Recommendations made in [This/the initiative] Study:

R1: Make a Community Contributions Inventory enumerating and detailing all contributions provided by families, communities, children, mentioning their monetary value in US dollars (e.g. If the place offered by the community for the school were to be rented instead of simply facilitated, how much should they be receiving for that rent; if the children were charging for their supervisory role how much would they be receiving). Additionally, based on that Inventory, find out the percentages of those contributions to be able to show the donors what percentage of each kind of participation is done by whom.

R2: Find a Donor that works with the Matching Funds Scheme, or establish it with one of the current donors using the Community Contributions Inventory (referred in R1) to promote an understanding in which for every X amount of dollars that [This/the initiative] contributes, the Foundation commits to contribute, in return, with 2x or 3x (depending on the established parity). This scheme will give the Foundation the security that if [This/the initiative] stops contributing with x, the Foundation will stop as well. If the College manages to get a matching fund with a 1 for 1 parity it would be already doubling its budget.

  • [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.

  • 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.
  • [This/the initiative] works in partnerships with the communities, creating or strengthening local organizations that are independent from [This/the initiative] itself, thus limiting its financial and administrative responsibility and ensuring their autonomy.
  • 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.
  • [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).

  • 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.

  • Explore partnership options for the Night Schools either as independent projects or for their social events (the Children’s Parliament for example), to diversify sources of income and the offer of services for the Night Schools.
  • 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. X, [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.
  • Sponsors. [This/the initiative] searches for sponsors for specific occasions/projects by publishing particular activities of the Foundation that need donors’ support on their website. To that, they explain their projects’ objectives and enunciate the aspects that need financial support.
[This/the initiative] doesn’t get involved with the school’s financial sustainability because they don’t implement [This/the initiative]’s model, but only provide technical assistance to already existing schools, regardless of their own financial scheme. In any case, to pay for the adaptation and implementation of the model and ensure its success, they promote co-financing schemes of public-private partnerships between [This/the initiative], private business, and local governments, or with appropriate NGOs, etc.

because their partnership could be partially sustained by selling jointly elaborated learning materials, built on their prototype materials, and adapted to the local context

R9: Undertake a co-responsible study to determine the pertinence of a partnership between [This/the initiative] and [This/the initiative] to start a “research-action project”. The alliance could be a win-win situation for both organizations but deeper research and negotiations should be done to determine the conditions of such an endeavour, especially regarding[This/the initiative] model’s copyright-related issues.

This concept of a partnership could be resorted to:

A. on an ad hoc basis (designed for this particular case and subject matter) following (when applicable) the experiences gained in the model established by the United Nations – examples of which can be found, in a variety of areas, at UNF & UNFIP (2013).

B. within the already existing framework established in 1998 by the United Nations, that is, either:

a) through the United Nations Office for Partnerships – UNOP – established to:

i. promote new collaborations and alliances in furtherance of the 8 Millennium Development Goals, and providing to a variety of entities “Partnership Advisory Services and Outreach” (strengthening the expertise and capacity of the UN to engage corporations, foundations, and individuals, to find sustainable solutions to some of the world’s most challenging problems);

ii. provide support to new initiatives of the Secretary General; and

iii. manage the UNFIP (see below). Or,

b) through the U. N. Fund for International Partnerships – UNFIP – established by the Secretary General to serve as the interface in the partnership between the UN system and the UN Foundation, (which is the public charity responsible for administering Ted Turner’s 1997 $1 billion contribution in support of UN causes). Funds mobilized by the UN Foundation are channelled through UNFIP to the UN system, for implementation of projects focused on a variety of issues, including those covered by the [This/the initiative]’s initiatives. By the end of 2011, 524 projects and programs were supported by the UN Foundation through UNFIP, which are implemented by 43 UN entities in 124 countries. The UNOP’s priority areas are Children’s Health; Environment; Women and Population; and Peace, Security, and Human Rights. Although “Education” is not specifically mentioned, the comprehensive scheme and impact of both the [This/the initiative]’s Night Schools and [This/the initiative] would easily justify a deep relation between all their components with UNFIP’s priority areas.

The project could be developed in three phases:

1. The exploration and research phase, lasting 4 months, starting with interactions with the UN Partnerships system, in order to decide whether to set up the new partnership within its framework or independent of it, but in any case taking advantage of its accumulated experience;

2. The partnership preparation phase, including the drafting of its charter and approaches to potential participants, over the subsequent 3 months; and

3. Once the project is approved by both the[This/the initiative] and[This/the initiative], the implementation phase will commence (preparing the launch of the partnership and the adoption of a charter by a sufficient number of committed stakeholders).

The setting of this partnership, to consolidate, could incorporate some of the funding management and acquisition schemes mentioned in the recommendations of other case studies, such as the Trust Fund, the Parity Funds, etc.

  • [This/the initiative] has 75 years of experience working with marginalized children and their communities in 31 countries, working in partnership with already existing local organizations, enterprises, and parent committees (a strategy that enables them to make better use of its efforts and resources) to identify key local problems and possible solutions (health, education, micro-enterprises, etc.), all of them family oriented.
  • matches donations of enterprises and their employees with community sponsorship programs
  • establishes win-win partnerships with enterprises – in which enterprises promote themselves by demonstrating to their customers their support for[This/the initiative]’ projects
  • [This/the initiative] promotes that enterprises invest in opening local cooperatives where an agreement is made with the participants that they will take care of their families and communities (e.g. bring their children to school) provided that a job is being offered to them and that there is already a buyer for their products (with fair prices). The cooperative’s surpluses are used to reinvest in the cooperative, cover the organization’s operation costs, pay the salaries of the cooperative’s employees, and invest in the community – e.g. on one of the NGO’s initiatives in that same community. With such a model, enterprises benefit with tax deductions (Corporate Social Responsibility) and ensure suppliers. The community, on the other hand, benefits by settling cooperatives that stimulate local production, promoting employment to the families, and reducing migration rates to the cities (as happens with the[This/the initiative] and[This/the initiative]). It also benefits from the agreement made with the participants about taking care of their families and communities, and from the investment that is done of the surpluses into initiatives that help improve its overall living conditions.
  • 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
  • Working through partnerships with organizations already working in its target communities to save money and energy.
  • Finding enterprises whose employees match the donations collected for community sponsorship. Differently from the matching/parity schemes used by[This/the initiative]and[This/the initiative],[This/the initiative] usually uses this scheme with enterprises that work permanently with one particular region/population (e.g. a coffee enterprise that buys most of its coffee from one region). The scheme[This/the initiative] uses is to link the enterprises employees with the communities they work with is implementing a dynamic where each employee donates a certain percentage of his salary to the NGO’s initiative/program in the community, and the enterprise doubles that amount. This strengthens the wellbeing both of the community and the company’s employees. The employees are invited to inquire in their enterprises’ Human Research Department if their company already has a “matching gift program” and join it. The sponsorships are intended to 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 branch, and it is recovered from the money the enterprise provides in the sponsorship budget. This budget is allocated into capacity building programs for the community.[This/the initiative] is a Civil Association and each of its local offices are Civil Associations as well, and not a part of [This/the initiative]’s main office. So the budget goes to increasing the community Civil Association’s self-sustainability (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 over a certain period of time (10, 20 years), and if there are not results (periodical evaluations) the funding is stopped. In short: the partnership contemplates an Exit Plan of both the enterprise and [This/the initiative]’s main branch with the intention of ensuring a decentralized development program.
  • El Banco de Tiempo de [Esta/la iniciativa] es un espacio virtual y real donde se hacen intercambios de servicios por servicios utilizando el tiempo como moneda social. Este banco de tiempo forma parte de la Red de Economía Solidaria de Guadalajara, México.
  • han organizado numerosas actividades académicas (conferencias, seminarios, cursos, trabajos de investigación), a partir de las cuales se ha ido forjando una importante red de colaboración
  • la experiencia del Santa Fe Institute  quien ha puesto en marcha cursos cortos en diferentes modalidades, impartidos por investigadores asociados adscritos a diferentes universidades y centros de investigación y en donde su rol es, precisamente, el de organización convocante (u orquestador de redes). Además, cuenta con un proyecto de colaboración interinstitucional -grados conferidos por varias instituciones- llamado “Multiversity”.
  • El esquema de red que actualmente perfecciona[Esta/la iniciativa] también constituye un mecanismo para su sustentabilidad. Las redes duran más que las personas (especialmente con el carácter rotativo de la plantilla del[Esta/la iniciativa] ); permiten la creación de varios liderazgos y líneas de trabajo que no sólo se fortalecen unas a otras sino que sirven de respaldo por si alguna de ellas encuentra dificultades; gozan de presupuestos especiales; permiten compartir recursos y responsabilidades; y más importante, facilitan la misión del[Esta/la iniciativa] de abordar problemáticas de manera integral e inter/transdisciplinaria. En esta misma lógica, el[Esta/la iniciativa] se beneficia del trabajo de otros institutos de la universidad (y de fuera de ella), y les ofrece retroalimentación a cambio. Además, trabaja con el enfoque y métodos de la Complejidad, que al ofrecer herramientas para la comunicación transversal entre disciplinas, facilita la colaboración entre los miembros de su red. Ello tendrá alcances aún más significativos a largo plazo.
  • El lugar se ubica en una región rural con más de 50% de la población en condición de pobreza y más del 15% en la de extrema pobreza según cifras del 201⁠0. Aunque el objetivo de[Esta/la iniciativa] no es transformar las condiciones socioeconómicas de este lugar, sus creadores están conscientes de que es importante evitar acaparar las oportunidades económicas de la zona. Por ello, y quizá también porque al negocio le resulta más redituable, no les ha interesado ser completamente auto-sustentables en alimentos, los cuales compran en buena parte de sus vecinos. En este mismo sentido se han hecho intentos por establecer colaboraciones con los habitantes de la localidad para beneficio mutuo, ofreciéndoles acceso a su clientela a para vender sus productos o servicios (paseos a caballo, donas, etc), lo cual a ellos conviene también por ser un atractivo para los visitantes. Estas colaboraciones al parecer no han prosperado. Además de aparentes barreras socio-culturales y de género (la dueña de[Esta/la iniciativa] es una mujer y esta es una región conservadora), no se sabe bien qué ha impedido el interés de la comunidad para colaborar con este proyecto.  Incluso en alguna ocasión una pobladora local se negó a recibirles un grupo de gallinas que le ofrecieron a condición de que después le vendieran a[Esta/la iniciativa] sus productos.
  • 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).

  • Colaboraciones de mutuo beneficio con la población local:

-[Esta/la iniciativa] provee las instalaciones para un Bazar Navideño que da oportunidad a comerciantes durante la temporada alta de vender sus productos — a quienes selecciona en función de garantizar la diversidad en la oferta de productos y con ello, el mayor atractivo del bazar. Aunque la renta que [Esta/la iniciativa] recibe de éstos sólo le alcanza para mantener el lugar y no le representa ninguna ganancia monetaria, le sirve para hacer su lugar de venta de árboles más atractivo a gente que viene de otras partes del país.

-Lo mismo sucede con el Mercado de comida navideño, en cuyo casi ni siquiera se le cobra renta a los vendedores, pues la mayoría son locales.

-[Esta/la iniciativa] da permiso a pepenadores locales de recoger y aprovechar la basura, lo que le ayuda a su vez a mantener sus instalaciones limpias.

-También da permiso a los pastores locales de traer sus borregos a pastar, lo que a [Esta/la iniciativa] le sirve para que éstos corten el pasto y le abonen.

  • Actualmente, los proyectos que se adoptan en[Esta/la iniciativa] son elegidos por los dueños. Tienen pensado, a futuro, formar un comité de las cabezas de proyecto para considerar sus opiniones. Se eligen proyectos (a) que construyan “bienestar integral en armonía con el medio ambiente, arte y cultura y tecnología”, (b) que sean complementarios y se refuercen entre sí, y (c) que sean autosustentables en términos financieros. Los dueños consideran que la competencia es sana y no prometen exclusividad a ningún proyecto (visión que contrasta con la de modelos, como los de las economías alternativas, que argumentan que la diversidad y complementariedad, más que la competencia, son fuentes de sustentabilidad.) Los proyectos tienen un tiempo de gracia para establecerse y luego tienen que comenzar a dar resultados o renegociar los términos.

Quizá hagan un humedal para limpiar las aguas, quizá colaboren con Rotoplas que propone limpiar aguas residuales casas

  • Voluntarios MX les propuso ayudarlos a conseguir voluntario
  • Colaboración con Reforma (publicidad) les gustó el proyecto
  • Obtener la concesión fue difícil y tomó mucho tiempo e insistencia, pero estos esfuerzos parecen estar redituando por la amplia cantidad de interesados que se han acercado al proyecto a proponer proyectos de colaboración.
  • [Esta/la iniciativa] proporciona apoyo a los proyectos en forma de espacio físico, pero también les otorga asesorías, infraestructura, consigue clientes, organiza eventos y talleres y establece alianzas internas y externas.
  • 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.
  • A plan for institutional integration (which includes developing its communication means, inter-institutional agreements, methodological exchanges and consultancies, transference, dissemination, and replication processes).
  • The inter-institutional exchange of methodological processes of expansion.