♣ Manteniendo la rectoría local

"♣": 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
  • El proyecto de la granja es sustentable también porque beneficia a varios actores. Investigadores, estudiantes, organizaciones, campesinos, empresarios y funcionarios aprenden de su experiencia o le aprovechan para experimentar alternativas. Los ciudadanos participantes (generalmente de clase media) tienen acceso a productos orgánicos a precios competitivos, a un lugar de descanso y cercanía con la naturaleza que pueden compartir con sus hijos y a una dinámica de comunidad en la que comparten sus productos, aprenden recetas, etc. Las comunidades locales se benefician por el pago de la renta de los terrenos — cuyos derechos conservan —, por las contrataciones de trabajadores en la granja, por los productos que a ésta le venden, por las capacitaciones que les ofrece para empaquetar y vender los productos sobrantes de sus economías de subsistencia (frutas de temporada por ejemplo) y para recuperar y mejorar sus técnicas de cultivo (la mayoría de los saberes tradicionales se han perdido con el proceso de urbanización).

  • Another strategy commonly used to this end is the establishment of schemes, such as the banking trust funds mentioned before, that assure that all stakeholders’ interests and responsibilities are negotiated, defined by contract, and supervised by an external actor — dealing concurrently with potential treats to self-sustainability that could emerge during the implementation process and keeping the communities stewardship of the programs by delimiting their rights and responsibilities.

 

  • initiatives that already count with a certain degree of local ownership showed us that this can be capitalized if concrete efforts are devoted to track and systematize the value of the services and resources already provided by the communities/stakeholders (creating for example, community contributions inventories). These can help in addressing donors’ concern about the lack of local ownership that they know treats the long term sustainability of their investments, and in facilitating the settling of parity/matching funds mechanisms that take into account the value of these contributions, without compromising beneficiaries’ capacity to negotiate their views and responsibilities.

 

  • Through the new scheme, the organization collected enough donations to start what is known as a Capital Fund, which sum is enough to secure that the interests it yields are given to the farmers in replacement of the fees they were receiving from logging companies in exchange of their protection of the forest, securing, at the same time, that the fund itself is not touched, reducing the need to search for additional funds annually. This capital fund is subject to control by a banking trust fund mechanism composed of 3 parts: the trustee (the bank), the donors/foundations, and the beneficiaries (the organization/the local people), which contributes to the effective management of the funds and guarantees its credibility and transparency.

 

  • Mechanisms such as the banking trust, the participation in the carbon bond market, and the parity funds also bring attention to the way in which local ownership can be capitalized for addressing funders’ concerns on corruption and the lasting effect of their donations without compromising beneficiaries’ capacity to negotiate their views and responsibilities.
  • 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:
    1. 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.
    2. The Donors/Foundations that put money in the trust for a specific purpose.
    3. 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.

The establishment of a Trust Fund will strengthen the effort of giving certainty to both, the organization and the donors, by increasing the transparency in the money’s management. It will not affect the autonomy of the Village Education Committees because, as members of the Trust Fund, they will be able to ensure their requirements in the agreement between all members of the Trust Fund.

Because of the[This/the initiative]e’s high level of contribution to its own project, it could suggest to be Beneficiary and Donor at the same time, offering its Community Contributions Inventory (referred before in R1) as a contribution.

 

  • to produce Tumins is cheaper than to produce Mexican Pesos, that they are of a recyclable material, and that they sustain themselves because they don’t depend on values imposed from outside.

 

  • The Territorial Development Program is the basis of the social and political support of all of[This/the initiative]’s work, since it enables people to manage their own development by strengthening their self-management capacities and adapting the program to local conditions.

The program assists local leaders seeking to ensure ownership of popular initiatives implemented by the project as a whole, and works primarily to consolidate the process of land use and land tenure…strengthening regional representations in the social control of public policies in defense of their land, and good stewardship of their natural resources for economic, social, and environmental viability (x).

For this purpose they use participatory mapping, a methodology through which the communities sit together to draw a map of their region, and:

a. Document the territory where they live;

b. Gather all their information to construct geographic databases;

c. Determine the most relevant problems;

d. Visualize business opportunities in the region; and

e. Use them as a basis to program both[This/the initiative]’s and the government’s developmental intervention in the region, and to manage their own lands, enable territorial regularization, and promote the sustainable use of local resources.

The mapping serves as a “document of reality” that allows not only[This/the initiative] but also government bodies to better design their policies and programs in the region in different areas.

 

  • 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.

 

  • Un banco de tiempo, que es una versión de lo que se conoce como monedas alternativas, las cuales han sido utilizadas por distintas comunidades u organizaciones como estrategias para regenerar o mejorar las relaciones entre sus miembros; facilitar su intercambio de bienes y servicios y sus dinámicas de cooperación en general; compensar su falta de acceso a dinero convencional; reducir su dependencia a recursos externos; y/o apoyar mecanismos de auto-organización alternativos. El principio básico de los bancos de tiempo, según uno de sus promotores, podría resumirse en que: “Al unirse a un banco de tiempo, las personas están de acuerdo en participar en un sistema que implica ganar y gastar créditos de tiempo. Cuando pasan una hora en una actividad que ayuda a los demás, ellos reciben un crédito de tiempo. Cuando necesitan ayuda de otros, pueden utilizar los créditos de tiempo que han acumulado”(x). Hoy, los bancos de tiempo operan en alrededor de 50 países y su modelo ha sido adaptado para proyectos de salud pública,  de intercambio de conocimientos especializados, de cohesión comunitaria e intercultural, de permacultura, de economía local, de apoyo a grupos vulnerables (como desempleados, jubilados y jóvenes reclusos), e incluso de cooperación entre empresas u otras organizaciones para el aprovechamiento de recursos escasos o sub-utilizados (x). El objetivo común es el uso de la moneda-tiempo como instrumento para motivar y potenciar las relaciones de intercambio entre los miembros de una comunidad u organización, y con ello fortalecer la capacidad de esta última para satisfacer de forma más efectiva sus propias necesidades. Por ello su circulación suele ser administrada por un broker o coordinador de red. Éste documenta, analiza y promueve los intercambios a partir de las ofertas y demandas señaladas por los miembros participantes (generalmente a través de un sitio web).  Como se trata de cubrir necesidades reales, la relación entre oferta y demanda es cuidadosamente vigilada tanto en el primer registro de los participantes, como a lo largo del proceso de conformación de la red de cooperación.