♣ Conocimiento

"♣": 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
  • Para el entrevistado, al ecoturismo “hay que invertirle tiempopara que haya ganancia”: La organización a través de sociedades cooperativas les ha permitido ir formando poco a poco su capacidad de operación. Cada cooperativa tiene comisiones (de hospedaje, alimentación, vigilancia, administración, etc.), que se han ido fortaleciendo con la experiencia y con los cursos antes mencionados. Además, la colaboración con expertos e investigadores de universidades les ha ayudado a desarrollar y madurar el proyecto paso por paso.
  • La iniciativa ha recibido importantes asesorías de investigadores y profesionales externos, que han trabajado directamente con las cooperativas en la evaluación de sus posibilidades y el diseño de sus planes de acción de manera que puedan volverse crecientemente auto-sustentables lo antes posible.

  • La red de geoparques (GGN) también les ha permitido guiar a otros proyectos en su proceso de validación y compartir el impacto que ha tenido en Songshan el contar con amplio y sostenido apoyo estatal para lograrlo.
  • 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.

  • criterios:    2. Cuerpo de gestión con la capacidad de manejar el área de forma efectiva, reconocido por las legislaciones locales e incluyente de expertos científicos, así como de todas las autoridades y actores locales y nacionales pertinentes a temas turísticos, ambientales, culturales y administrativos (propietarios, grupos comunitarios, agencias turísticas, etnias, organizaciones locales, etc). Éstos deben crear, en conjunto, un plan holístico de manejo que contemple las necesidades de las comunidades locales, el cuidado de su ecosistema, y la protección de su cultura asegurando una inversión pública sostenida y a largo plazo – El sello UNESCO no va acompañado de financiamiento por lo que no prohíbe la actividad económica al interior del parque, toda vez que cumpla con la normatividad local y desaliente el comercio insostenible de productos geológicos locales…
  • 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.
  • Granja de Agricultura Sostenida por la Comunidad que promueve el desarrollo sustentable facilitando la participación social — mediante visitas, renta de tierras cultivables, demostraciones de agricultura ecológica, consultorías, educación y capacitaciones, investigación y desarrollo de tecnologías, así como investigación teórica y promoción de políticas.
  • 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).
  • 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.
  • consultancy services portfolio
  • the participation promoted by the Children’s Parliament and the whole organizational structure of the Night Schools has probably one of the most sophisticated structures in the world. Capitalizing on the agency capacity created in those children through the Parliament’s experience could have great social effects that, ultimately, might result in sources of support for the Night Schools.
  • [This/the initiative] mainly sustains itself by selling the model (consultancy services) to governments, NGOs, private schools, etc. as a package that includes:

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

     2. The co-participatory adaptation of its prototype guides and learning materials (their methodological structure).

3. Technical assistance (training different stakeholders including teachers – that are educated in the same way they are expected to educate their students, – parents, administrators) for the application and implementation of the model and for the community’s involvement.

What[This/the initiative] offers to rural schools is, as its founder said during the interview, the “translation of complexity into manageable action” through technical assistance based on the organization’s experience and know-how on the adaptation of the model to different contexts, offering an educational solution to improve quality, effectiveness, equity, and sustainability of education.

  • [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.

  • 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.