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Good practices of initiative:
National Agricultural Innovation System Support Project (PNIA)
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 |
|---|---|---|---|---|
| Peru: Legislative Decree No. 1060 Regulating the National Agricultural Innovation System (SNIA) | The project aligns with Legislative Decree No. 1060, which creates the National Agricultural Innovation System (SNIA) and entrusts INIA with its management under the guidance of the National Commission for Agricultural Innovation and Training (CONICA). | National | Peru | 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 |
|---|---|---|---|---|---|---|---|---|---|---|
| Participating institutions that report satisfaction with the effectiveness and cooperation in the system | Member institutions of the National Agricultural Innovation System (SNIA) that declare satisfaction with the effectiveness of the system and inter-institutional cooperation, evaluated by means of a Likert scale survey | Effectiveness | Number of participating institutions | 01-04-2024 | 0 | 500 | 26-02-2021 | 762 | 152 | Link |
| Producers adopting new technologies promoted by the sub-projects | Producers and actors in agricultural value chains who have adopted at least one new technology generated, adapted and/or promoted by the project through collaborative sub-projects of adaptive research, extension and technical assistance, and community seed companies. | Effectiveness | Number of producers | 01-04-2014 | 0 | 20000 | 26-02-2021 | 31634 | 158 | Link |
| Emerging technologies from field-proven research projects | Technologies generated and/or adapted as a result of the implementation of strategic and adaptive research subprojects, successfully demonstrated on producers' plots. A new technology is defined as any innovative process, mechanism, knowledge, material, tool, and/or equipment generated directly by the subprojects. | Effectiveness | Number of technologies used | 01-04-2014 | 0 | 61 | 26-02-2021 | 111 | 182 | 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 financing of the SNIA Technical Secretariat covered with INIA's own resources | Degree to which the National Institute of Agricultural Innovation (INIA) assumes the operational financing of the Technical Secretariat of the National Agricultural Innovation System (SNIA) using its own budgetary funds | Sustainability | Percentage of financing | 2014-04-01 | 0 | 75 | 100 | 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 |
|---|---|---|
| Competitive funds with a requirement for counterpart funding are an effective mechanism for directing resources towards demand-based innovation and ensuring ownership by the beneficiaries. | The PNIA's competitive grant program channeled resources toward demand-driven innovation needs and leveraged counterpart contributions from beneficiaries through four factors: (i) effective awareness campaigns, (ii) clear eligibility criteria, (iii) objective evaluation of proposals by independent experts, and (iv) transparent approval processes. | Link |
| Monitoring and evaluation systems must be linked with robust communication strategies to build sustained political support and ensure the institutional continuity of results. | Building ownership of the agricultural innovation agenda beyond INIA and MIDAGRI proved difficult: many achievements were attained in remote rural areas, beyond the reach of public opinion and decision-makers. The design of future operations must include a strategic communications function to consolidate long-term political support and ensure the continuity of innovation programs beyond each cycle of external funding. | Link |
| The true scope of institutional reforms tends to be overestimated when the blocking capacity of established interest groups is not rigorously analyzed | The conversion of INIA into a Specialized Technical Agency (OTE) created formal conditions for modernizing its operational policies, but the effective changes proved modest in the face of resistance from interest groups that the authorities were either unable or chose not to confront. The design of future projects must include a political economy analysis before committing to reform goals that depend on the sustained political will of multiple administrations. | Link |