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Good practices of initiative:
Second Rural Productive Partnerships Project - Colombia
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 "Towards a Community State" of Colombia 2002-2006 | The project was designed in direct alignment with the National Development Plan (NDP) 2006-2010, which established the following objectives for the agricultural sector: to increase the participation of the agricultural sector in international markets and expand domestic markets, and to increase rural incomes by promoting agricultural business activities, agribusiness, rural tourism and microfinance. | National | Colombia | Link |
| The Mission for the Transformation of the Colombian Countryside | A central element of the agricultural development strategy of the Mission for the Transformation of the Countryside is the proposal of Inclusive Alliances, an initiative explicitly modeled on the productive alliances supported under the project. | National | Colombia | Link |
| Law 1753 that issues the National Development Plan 2014-2018 All for a new country Colombia | At the close of the project, its objectives remained highly relevant to the National Development Plan 2014-2018, structured around three pillars: strengthening the peacebuilding process; integrating the rural sector and its communities to close the social gap and improve connectivity for productive inclusion; and reducing urban-rural social and territorial disparities through rural sector development. | National | Colombia | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Total cumulative sales volume of producer organizations participating in alliances | Accumulated value in Colombian pesos of sales made by the group of producer organizations participating in productive alliances supported by the project, from the beginning to year 5 of implementation, as an indicator of rural competitiveness | Effectiveness | Billions of Colombian pesos (COP) | 17-01-2008 | 0 | 350 | 30-06-2015 | 571.9 | 163 | Link |
| Percentage of participating producer organizations with a satisfactory performance manager | Proportion of producer organizations active in an alliance that have a manager whose performance meets at least 7 out of 10 predefined evaluation criteria | Effectiveness | Percentage | 17-01-2008 | 0 | 75 | 31-12-2014 | 83 | 111 | Link |
| Number of alliance proposal profiles received that meet the eligibility criteria | Total cumulative number of productive alliance proposals that passed the initial evaluation of eligibility criteria defined in the project's annual competitive calls | Effectiveness | Number of profiles | 17-01-2008 | 0 | 900 | 30-06-2015 | 3081 | 342 | Link |
| Producer families directly benefited by operational partnerships | Cumulative number of small and medium rural producer households that participate directly as beneficiaries in the supported productive alliances | Effectiveness | Number of families | 17-01-2008 | 0 | 25500 | 30-06-2015 | 42552 | 167 | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Percentage of Regional Management Organizations (RMOs) with contracts renewed annually | It measures the proportion of OGRs whose service provision contract is renewed annually, as an indicator of institutional continuity and the sustained quality of performance of the intermediary actors in charge of the supervision and monitoring of productive alliances. | Sustainability | Percentage | 2008-01-17 | 0 | 80 | 88 | It complies | Link | |
| Producer organizations that maintain formal sales to a trading partner 24 months after the end of project support | Proportion of producer organizations that continue to formally sell to a trading partner 24 months after the project's direct support to their alliance ended | Sustainability | Percentage | 2008-01-17 | 0 | 75 | 80 | It complies | Link | |
| Beneficiary producer organizations that collect annual dues from their members to finance operations and maintain infrastructure | Proportion of producer organizations that, at the close of the project, have established their own mechanisms for collecting annual dues from their members to finance ongoing operations and the maintenance of collective production infrastructure | Sustainability | Percentage | 2008-01-17 | 0 | No especificada | 82 | 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 |
|---|---|---|
| Cost-effectiveness and adaptability of the productive alliances approach for linking small producers to markets | The productive partnerships approach can be a cost-effective way to boost productivity, expand production, improve competitiveness, and connect farmers to markets. This approach is flexible and adaptable to different target groups, value chains, and production environments, capable of serving not only established, organized groups but also vulnerable populations. | Link |
| The competitive and transparent selection of subprojects is a necessary condition for institutional credibility and political neutrality | Selecting subprojects through an open and competitive process based on clearly defined technical criteria is crucial to establishing credibility among stakeholders and avoiding political interference in resource allocation. | Link |
| Prolonged and comprehensive support from producer organizations is crucial for the success and sustainability of partnerships. | Instead of providing a one-time injection of resources to launch a business alliance, the project accompanied producer organizations throughout the entire implementation period of the subproject (18-24 months), combining productive technical assistance with training in managerial skills, accounting and business development. | Link |
| Effective communication of results to key decision-makers is essential to ensure continued funding | Successful projects that fail to effectively communicate their achievements to key audiences may face serious difficulties in securing continuation funding, regardless of the strength of the available impact evidence. | Link |