As mentioned at the outset, this document serves as a tool for reflection on the first 2.5 years of the MAYA ORGANIC programme. In this period, learning and institution building processes have been implemented in multiple sectors, particularly at the level of collective formation, which has been the intent of this document. MAYA ORGANIC has attempted to codify the learning processes and the evolution of the approach, based on experiences with the groups. As the Lacware and Garments sectors have progressed the furthest, much of the document is based on these sectors. However, the overall processes of developing worker-owned collectives will, with some adjustment for specific contexts, apply to many other sectors.
MAYA ORGANIC has attempted to articulate the phases through which collectives pass as they mature, as well as to formulate a set of milestones to be used as indicators of the development of collectives. This process of learning, is continual, critical, and reflective and applies to MO as an institution, to collectives and to individual members. Through this process, MO aims 1) to develop a generic guide for the formation and development of collective enterprises and 2) to enable more effective replication which is less resource-intensive than the intervention with groups is at present. The goal includes devising institutional mechanisms that enable groups to engage actively and to find solutions autonomously, with less MO involvement.
Selected preliminary indicators suggest that some of MO's specific interventions have been effective. In other areas, interventions require refinement. Reflection and analysis also suggest evolving patterns of change at the individual, collective, and sector levels. Though this kind of change is difficult to measure, findings suggest that MAYA ORGANIC holds promise as an effective and dynamic approach. Finally, as MO grows and enters the next stage where replication would happen at large scale, the question will arise regarding how MAYA ORGANIC should engage with other member based organisations or NGOs in order to ensure such an impact. Without a doubt, revision and refinement of strategies and structures will continue.
Building collective institutions successfully
The MO interventions have enabled collective members to attain new skills in many areas. Members’ technical, production and business skills have improved significantly, and collectives have acquired a broad-based understanding of how to run an enterprise. For all the members, this learning process has already resulted in higher, more regular income, as well as a more effective work culture that includes the concept of time management and long term planning. More importantly, most of the members seem to have embarked upon the learning process central to the Maya Organic approach.
