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Good practices of initiative:
Rural Alliances Project II
Relevance
It measures the alignment of the initiative with existing policy frameworks in the country. In addition, the scalability of the initiative to other realities and geographies is valued.
| Marco | Description | Ambit | Country | Source |
|---|---|---|---|---|
| National Development Plan 2006-2011. Bolivia | The project was formally included under the "Sustainable Productive Development" results area of the CPS 2012-2015, explicitly designed to respond to the "Productive Bolivia" pillar of the National Development Plan. | National | Bolivia | Link |
| Plan for the Agricultural and Rural Sector with Comprehensive Development (PSARDI) “Rural and Agrarian Revolution” 2016-2020. | The Borrower Closing Report (2023) explicitly links the PDO indicators with PSARDI Policies 2 (agricultural technological innovation), 3 (sustainable management of soil, water and vegetation) and 5 (agricultural production for food security and sovereignty). | National | Bolivia Bolivia | Link |
Eficacy
This measures how well the objectives and goals set out in the initiative were fulfilled, as well as the extent to which the results achieved are attributable to the actions implemented by the initiative.
| Indicator | Description | Indicator Type | Measure Unit | Base date | Base | Goal | Measure Date | Measure | Compliance | Source |
|---|---|---|---|---|---|---|---|---|---|---|
| Effectiveness | 02-05-2017 | 0 | 46434 | 31-07-2023 | 50989 | 110 | ||||
| Beneficiaries of public investment subprojects | Households benefiting from complementary municipal infrastructure | Effectiveness | Number of households | 02-05-2017 | 0 | 10360 | 31-07-2023 | 9918 | 95 | Link |
| Increase in the average sales volume of Alliance products | Percentage increase in sales volume with project compared to without project | Effectiveness | Percentage | 15-01-2023 | 0 | 35 | 31-07-2023 | 64 | 182 | Link |
| SPOs that maintain or improve their commercial relationships for at least two production cycles | Proportion of Model 1 SPO that maintain/improve their relationship with the buyer for ≥2 cycles | Effectiveness | Percentage of SPOs | 15-01-2023 | 0 | 85 | 31-07-2023 | 97 | 114 | Link |
Sustentaibility
It measures the installed capacities or actions identified to maintain or improve the results of the policy initiative.
| Indicator | Description | Indicator Type | Measure Unit | Base date | Base | Goal | Measure Date | Measure | Compliance | Source |
|---|---|---|---|---|---|---|---|---|---|---|
| Improved and operational Georeferenced Management Information System (SIGG) | Installed institutional capacity to sustain results-based management beyond closure | Sustainability | Percentage | 2017-05-02 | 0 | 100 | 100 | It complies | Link | |
| Beneficiaries who are considered capable of operating their Alliance Plan | Perceived capacity to execute the Business Plan in compliance with PAR II requirements, as a proxy for post-closure appropriation/sustainability | Sustainability | Percentage of beneficiaries | 2017-01-01 | 0 | 0 | 81 | It complies | Link |
Learned lessons
Gained knowledge from implementing, evaluating, and managing a policy intervention, including why it was or was not effective and how it could be improved in the future.
| Lesson | Description | Source |
|---|---|---|
| Complementary municipal public infrastructure is crucial, but the requirement for counterpart funding limits the participation of municipalities with low fiscal capacity. | Complementary municipal public infrastructure (roads, bridges, irrigation) is crucial for improving the production and sales of small-scale producers. However, the requirement for a cash contribution severely limits the participation of municipalities with less fiscal capacity. Alternatives are needed, such as advance operation and maintenance agreements, sliding scale contributions, or 100% financing in cases of greatest need. | Link |
| Permanent, multifunctional and focused technical services are a replicable, scalable and sustainable model | The system of Facilitators (business plan development) and Mentors (ongoing technical support) was validated by significant increases in production and sales, and by high ratings from the beneficiaries. Their direct relationship and sociocultural proximity to the SPOs was key to the scheme's success. It is a replicable, scalable, and sustainable model for similar Productive Alliance projects. | Link |
| The Partnership model can generate a "triple benefit": production, carbon footprint reduction, and climate resilience | The combination of climate-smart technical assistance, fixed investments, and resilient municipal infrastructure created a more robust production system. It is recommended that climate resilience objectives be explicitly incorporated into the PDO of future operations. | Link |
| A well-designed and well-executed institutionalized monitoring and evaluation system generates high cumulative value. | The Project's georeferenced management information system enabled the planning, monitoring, and reporting of implementation with high-quality data, facilitating timely and informed decision-making. This system was a key input for the borrower's closing report, the World Bank's closing and results report, and the design of the successor project, the Rural Partnerships Project III. Maintaining robust monitoring and evaluation practices and working with proven professionals yields positive results and deserves continued promotion. | Link |