Please tell us more about how partnerships could be critical to the success of your innovation.
Partnerships are central to co-management. They allow addressing ecological, social and economic aspects simultaneously, work at different levels of social organization (from household to state), connect local-level experiences with national level policy-making processes, and transfer experiences and lessons to higher education centers where the new generation of rural development practitioners can learn about co-management. International support has been important to mobilize financial resources, acquire technical support, and engage in advocacy and policy influencing efforts. Building trust is at the heart of partnerships. It takes time and effort to build trust. Engaging in concrete learning activities has been very successful, e.g., workshops, trainings, community days, field experiments (pastures, vegetable production), and exploring new marketing opportunities.
We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model
JASIL, which offers a home to the project team, depends on funding from external resources. After the IDRC funding will come to an end in the spring of 2011, the team aims to develop one or more new proposals to continue the work. Herder co-management groups and their associations are being trained to develop their own proposals for funding. They also continue to operate the revolving community funds. Although the Mongolian government has formulated a decentralization policy, funds channelled to the sum level to put this policy in practice remain very limited. It will remain a challenge therefore to access government funds for local level development centered on co-management. It may be feasible to access national level development funds being allocated to the improvement of the livestock sector, for example. The team will engage with sum governors and sum co-management teams to explore this venue.